Recently I bought a Trek 4500 MTB. As I saw it being put together I couldn’t help but draw a parallel with how we assist our clients implement service management tools. The mechanic started with fitting the basic parts like tyres, pedals, and handle bar etc on the frame, he then adjusted the brake wires, derailleur and the saddle post for my safe and comfortable riding. (Likewise we put together the available modules of the ITSM tool and use their features to support the client’s business requirements. We call it tool configuration). Since I planned to ride mostly on the road, the mechanic suggested replacing the default thick tyres with thinner slick tyres. (Likewise we suggest code modifications in existing modules of the ITSM tools. We call it tool customization)

Article by: Shaju Krishnan

The Software as a Service (SaaS) model is a way of providing the same software or tool to different customers via a network, usually the Internet. In other words, the software or tool  is not hosted on the customers' individual computers. Under the SaaS model, a vendor is responsible for the creation, update, and maintenance of software. Customers pay a subscription to enable access to the service, which includes a separate license for each person that will use the software. The SaaS model can add efficiency and cost savings for both the vendor and the customer. Customers save time and money since they do not have to install and maintain programs. Drawbacks for the customer are that they do not control the software and customization of programs may be limited.

Dear Enterprise Architecture Group,
I am writing this letter to express my desire to work towards a closer and effective relationship between our groups. We can use the synergies to build a leaner and a better IT organization.
Let me put forward my viewpoint with respect to the references to Enterprise Architecture in the ITIL v3 framework.
ITIL always evolved towards adapting a common framework of practices that unite all areas of IT service provision towards a single vision – delivering value to the business.

In this post I wanted to, by example, highlight some of the differences of building a pre-production environments service in contrast to a Production service. I want to take the example of measuring application/service availability, a critical measure of the quality of service to clients.,,,

• On-Demand readiness assessment for tools and processes
• Tool evaluation for SaaS based ITSM
• Process uplift for On-Demand ITSM
• Process & tool implementation
• Training and course development around the same

Once IT organizations make up their mind to adopt a SaaS model for their ITSM environment they need to do a quick check on the readiness of current processes and tools platform to move to a SaaS based model. They need to figure out those critical components that need to undergo a change and the degree of change for these components. This phase can be completed efficiently and expeditiously if there is a ready toolkit & framework that plugs & play for a typical ITSM environment and help identifying those gaps. Process Consulting Practice within Infosys has built capabilities around this kind of assessment with propertiary techniques & toolkits.

Once environment is ready for SaaS migration, next step is to identify the right tool that fits the bill. There are quite a few vendors providing SaaS based ITSM tools solution few examples are Service Now.com, Beetil, Octopus Software, SaaS for HP Service Manager 7.0. Each of them has its pros & cons. I’m not pointing the comparison of these tools in this blog. If you intend to read more on how these tools compare with each there are some write up on ITSM Tool Vendors On SaaS. What is more critical is to identify the factors to be considered during the vendor/tool evaluation, such as :

• Flexibility of the Tool
• Backend Technology
• Time to Market (implementation cycle)
• Cost
• Support Model & Expertise
• Security & Confidentiality of data

After the right tool selection the implementation can happen in phases under two primary tracks: Process Uplift & Platform Migration. Many a times these tracks go in parallel, sometimes the process design happens first and then tool deployment. Companies have opportunities to offer services around both of these tracks with a proven methodology for implementation, ready to use, out-of-box templates, toolkits & checklists to really drive a fast track implementation. The actual benefit of a SaaS based platform off course is in its lower cost of ownership, but even reduced cycle time to deploy makes it an equally lucrative option for organization looking at migrating to a new ITSM platform.

Only challenge I see in all these migration scenarios is that of level of customization that would need to be replicated exactly while moving from a traditional, client/server based ITSM environment. That prompts me to the topic of my next blog, how much is too much for ITSM Tool Customization?

Keep watching..

Rather than looking at some of the symptoms that we see that challenge the on-going operation of Environment type services I think it is important to go back to the moment of birth. The picture I am going to paint is a worse case scenario, but elements of this situation haunt all major development and test environment deployments.

It may be a funny debate if I start scoping out the extra number of R’s required in Change Management. Anyway, I’m not a potential author of the next version of Service Transition book yet

Of course, I always wonder why all the R’s were fitted under the magic number ‘Seven’? Was someone inspired by the ‘McKinsey 7-S Model’ or the ‘7 principles of Supply Change Management’?

Hey, Shirley and Ivor, Are you reading?

I touched upon the basics of SaaS in my last posting, in this one I would like to focus more on synergies between SaaS and ITSM. Let’s try and see if we can answer questions like “Is SaaS the best option for an ITSM tool?” “How best SaaS can help in increasing the operational efficiency in ITSM implementation environment?”

By the very sound of the word “SAAS”, it reflects many meanings ranging from “breath” & “Mom-In-Law” in Hindi to “Software As A Service”. The last meaning is something which has caught my fancy since last evening, when I attended a webinar of a vendor offering product suit for “On Demand IT Service Management” based on latest technology of web2.0 & SaaS.

Recently we audited the manufacturing design application infrastructure of a major European company that had been affected by a series of major Incidents that had seriously impacted the business.

"I am ITIL compliant !!" uttered the Service Desk Manager from a vendor as soon as I started one of the audit interviews.  He showed me number of process documents and walked me through some good looking service management tools. It eventually turned out that every vendor working for the client organization had their own version of ITIL compliance, which they would defend to the last.

There can often be a tendency to break up the value chain too much to optimize cost efficiency. Driving home the same analogy, the client has a perspective of value and the Service provider tries to do all they can to get to the highest point possible in the value chain.

As with any ongoing arrangement, Outsourcing has to be governed accordingly. So where is the link between IT Governance & IT Service Management in the outsourcing context? Do they work together effectively? What are the challenges?

Aswin works in the IT Service Management & IT Governance consulting practice with specific focus on ITIL, ISO20000 and CobiT standards. Aswin has worked in various capacities in the past that have allowed him to see the outsourcing of IT in various shapes and sizes, be it the off-shoring of product development, business processes, IT infrastructure or even pure process management.

He is an ITIL v3 expert, has ITIL Masters, ITIL Practitioner (IPRC), CGEIT, PMP, 6 Sigma GB and Lead Auditor ISO27001 qualifications.

His current passion lies in exploring how organizations can adopt effective IT Service Management, IT Governance & Information Security practices to become winning organizations. In this series of blogs Aswin will explore these topics further and invites input and comment from readers and colleagues…