Infrastructure Services are definitely undergoing a major transformation. How does one navigate the web of emerging technology trends and stay ahead of the game? Read on to learn more on our Infra Matters blog.

Main

April 13, 2015

Hybrid ITSM - Key points to consider

IT service management(ITSM) tools play a pivotal role in managing diverse enterprise environments. There is a concerted movement towards hybrid IT where enterprises may leverage cloud for some workloads in addition to traditional data centers. As pointed out in my earlier post, a "one size fits all" approach does not work in the case of ITSM tool requirements. Each organization has its own requirements and faces unique challenges during the implementation.

Let's look at some of the key parameters that need special attention while implementing ITSM tool in hybrid IT environments:


While deciding on the cloud option for your ITSM deployment, Integration is one of the key areas that can foretell the success of ITSM implementation. Enterprises have a wide range of tools deployed across their IT; sometimes each department may have different tools to perform similar tasks. For instance, some departments may choose to use Nagios while others may use SCOM for monitoring the infrastructure. However, no ITSM tool can exist in isolation without working in cohesion with the other tools.
So here, the key considerations include: availability of plug-ins for integration with other tool sets, provide an end to end view of services to the customer (single source of truth) and enable effective problem management by integrating disconnected environments and platforms.


Security is another important aspect while implementing ITSM especially if the deployment is on a Cloud based platform. In accordance with enterprise security requirements, the cloud providers' practices with respect to the enterprise regulatory, auditory and compliance requirements need to be assessed.
In addition, the security of the connection between the cloud and on premise environments needs to be assessed especially with respect to the ability to move workloads from cloud to on premise data centers, as required by business. If the data is confidential then it is better to have it stored in a data center.

Configuration Management in hybrid IT environments is another factor which should be kept in mind while implementing ITSM tools. Cloud is known for its elasticity, multi tenancy and ability to assign resources on demand. With such dynamic changes it becomes difficult to track configuration changes and assess the impact of such changes to the cloud services at the same time. So, it is imperative that a robust CMDB strategy is in place that ensures cloud services don't fail due to inadvertent configuration changes. A simple way of tracking would be to have server based agents that can provide real time machine level statistics or use monitoring tools to generate alerts across the hybrid environment. These alerts can be routed to a central repository where it can be analyzed and appropriate action can be taken.


As enterprises move workloads across hybrid environments, process control and Governance become major issues. In many cases, enterprises may have decentralized operations with multiple tools for a similar process across locations. Needless to say, this makes it difficult to visualize process outcomes at any given time. A governance layer defining the responsibilities of each vendor, having SLA and OLAs in place that assigns responsibilities to the relevant teams, service reporting can avoid  issues like  delays, outages and inefficient operations.


An integrated approach towards IT service management spanning hybrid environments allows the enterprise govern the entire IT though a single lens. Process maturity is a key consideration here.

 

Posted by Manu Singh

January 27, 2014

Access management - Road to user experience nirvana?

(Posted by Praveen Vedula)

It's a bright Monday morning and today is the first day at your new job. You are excited as you are shown to your desk. After filling in all the mandatory forms, you try to get down to business....only to realize that you have to raise a multitude of requests just to get access to the necessary applications. Most of you have been there, done that already and can understand what a harrowing experience it can be.

Now consider this: It is possible to reorient this entire process in a way that is user friendly and in accordance with IT requirements; all it requires is a careful analysis of   the access product life cycle and how it overlaps with service catalogue from an ITSM point of view.

There is a thin line between role management and entitlement management. Role management deals with the administrative nature of roles while entitlement management deals with the functional aspect of access though both fall under the umbrella of Identity access management (IAM).

Control, accountability and transparency are the central tenets of Identity access management. So, how do we control or detect access violations? Most organizations depend on IT service management to have a seamless process of ordering products through a service catalogue. However, it remains a challenge to manage the user access lifecycle given the number of authorizations involved and may not be easy to manage due to its sheer volume and structure.  There are several products like Axiomatics , Securent (acquired by Cisco) in the market which manage authorizations. However, it will be a while before we have an end to end entitlement management product as pointed out by Earl Perkins from Gartner research, in his blog.

Having said that; there are three key issues which need to be addressed while managing access roles and entitlements-

  • How do we present the access roles as orderable items in service catalog?
  • How do we enforce the policies and rules for the access roles while ordering them?
  • How do we update CMDB with relevant entitlement data to drive IT service management? 

One of the most important aspects of a service catalog is the ease with which it can be accessed and browsed. The key challenge here is to transform an access product into an orderable item that can be accessed by users who have the requisite rights as determined by their roles. Given the flexibility of cloud based ITSM tools, it is quite possible to manage the search parameters on the front end while a compliance check is run by authorization tools in the back end. The governing rules of the access products can be centrally defined and managed at the application layer making it simpler to manage them at one go. In order to make life easy for business users, the orderable access items can also be grouped based on the job level or job description or any other parameter based on the organizational structure.

So, going back to the first example, a new employee has to simply select the access products required from the service catalog. This has been a success story at a large reinsurance firm in Europe that was recognized by the European Identity & Cloud awards 2013 for its project on access management using cloud and authorization tools.
Based on his or her role identity, it will be easy to assign the right levels of access to a given user. In one shot, a pleasant user experience and adherence to IT policies can be achieved.

January 21, 2014

Hybrid ITSM: Evolution and Challenges

(Posted by Manu Singh)

When you compare an ITSM solution based on public cloud with that of an on-premise solution, there is no way to determine which one is superior. Although public cloud based ITSM solutions provide an on-demand self-service; flexibility at a reduced cost is not the only factor that should be considered while choosing deployment options.

Customization has always been a major issue while deploying a cloud based ITSM solution. While every organization has its own way of handling incidents, problem, change and release management; it's the business needs that determine how the IT service management solution is deployed. Cloud based ITSM solutions can be inflexible at times - a kind of one-size-fits-all proposition. Any change / customization will go through testing across the entire user base for all the clients which will lead to unnecessary delay in deploying the required functionality.  In some cases, a release may not even be implemented at all if a few users do not approve of the change.

In other words, using a standard application across multiple users gives limited options for changes in configuration. Organizations may face a risk as requirements continue to change as dictated by a dynamic business environment. Limited options to change configuration settings may not be the best solution in such a scenario.

Another reason organizations are unlikely to stick with a cloud-only solution is that it gets expensive as the years go by. Analysts have also predicted that SaaS based ITSM tools may not be the preferred option as the amount of effort invested in implementing, integrating, operating and maintaining tools would likely result in increasing actual costs rather than reducing it.

But this does not mean that the cloud based ITSM model is likely to vanish. It will still be a good bet for organizations that have limited IT skills on-site and are only looking for standardization of their processes without much customization and dynamic integration requirements.
It stands to reason, that organizations would prefer to have both options - i.e. a cloud-based ITSM offering that can be rapidly deployed and a premise-based one which would support on-going customization and dynamic integration.

Hybrid ITSM combines best of both worlds' i.e. public and on-premise/private clouds.  It focuses on increasing the scalability, dependability and efficiency by merging shared public resources) with private dedicated resources.
However, implementing a hybrid model is not as easy as it seems, as it comes with its own set of challenges, some of which are listed below:

  • Management and visibility of resources that fall outside the scope of managed services
  • Ensuring the consistency of changes implemented between the on-premise and the cloud service provider
  • Supporting open tool access with consistency in the data / look and feel
  • Managing shared network between the on-premise data center and the cloud service provider
  • Seamless integration between on-premise and cloud infrastructure in order to share workload at peak times

Looking at the above challenges, it is clear that organizations need to do a thorough due diligence to identify:

  • Data and network security requirement (data encryption, firewall etc.)
  • Tool usage requirement, storage requirement (on-premise or cloud)
  • Robust change management in order to track and coordinate changes between the two environments
  • Fail-safe infrastructure set up so that the availability of the tool is not hampered
  • A robust asset and configuration management  to track the assets within business control and dependency with assets on public cloud
  • A framework defining governance, statutory and support requirements

Ideally, organizations need to follow an approach that incorporates the aforesaid requirements early on during the discovery and design phase.
My next post will cover the implementation approach for Hybrid ITSM along with the mitigation strategies for some of the common challenges.

October 22, 2013

The Lean ITIL connection

(Posted on behalf of Manu Singh)

While trying to improve IT operations, the application of ITIL best practices alone does not necessarily guarantee effectiveness and efficiency in IT processes. ITIL, in fact, recognizes this, and for that reason, the ITIL v3 framework defines a service lifecycle stage - Continual Service Improvement (CSI) - intended to measure and improve processes and services over time. However, the 7-step improvement processes defined in CSI is perhaps too focused on improvements as opposed to reducing wastage of effort.
There is a significant amount of effort wastage while performing routine tasks and activities. So, any activity that does not focus on delivering value to the customer is a potential waste and needs to be removed or at least reduced.

And this is where Lean comes in.

Lean principles were originally developed to improve quality and reduce costs in manufacturing. But, over time, Lean principles have been used in the services industry as well.  Lean thinking has now evolved towards improving quality, eliminating waste, reducing lead times for implementations and, ultimately, reducing costs.

So, how do Lean principles compliment IT service management?

Let me give you an example: IT organizations around the globe follow the same practices i.e. detailing client requirements, designing the solution and getting it approved.  At the next stage, they build the solution, take it live and support the same. In a way all the ITSM processes are followed, however, the extent of detailing these processes will depend on many factors such as- the size of the organization, support requirements, geographic spread (for incorporating business rules for different countries) etc. Some of these processes may include wasteful effort that does not really add any value.

Lean helps in identifying  'fit for purpose' ITSM processes i.e. identifying the right fit based on organization requirements and removing those activities that are irrelevant for the business or which create unnecessary overheads. In this way, the correlation of Lean and ITSM principles can be seen as a natural progression towards delivering value in IT services - while Lean focuses on waste reduction in alignment to client requirements, ITSM focuses on delivering services that meet client expectations.

The best approach towards embarking on a Lean ITSM journey is to first identify what the business (internal and external stakeholders) perceives as Value and Non Value adds and then defining a "To-Be" value stream which will act as a baseline for the future improvement journey.  This "To-Be" value stream would take inputs from the corporate business strategy along with current and future business requirements.

Another important aspect is to define the change management and roll-out strategy so that the new/improved processes make sense to the process stakeholders. For this, organizations would need to focus on incremental process roll-outs by bundling them in a logical manner and involve all stakeholders to contribute in solution designing so as to reduce the resistance to change as everyone has the opportunity to contribute to the definition of the solution.

Over a period of time the incorporation of Lean principles in IT service management has evolved towards improving support efficiency, accelerated issue management and reducing costs through better allocation and utilization of support staff and budget funds. 
In the current market scenario, where IT spending is expected to slow significantly, it makes even more sense to apply Lean to gain cost advantages.

(Manu Singh is a Senior Consultant with the Service Transformation practice at Infosys. He has more than 8 years of experience in the industry and is focused on Service Transition, Program Management, IT service management, Process design and gap analysis.)

September 19, 2013

Does your customer know what you do?

(Published on behalf of Praveen Vedula)

 

IT departments are constantly engaged in a battle to provide quality services to their customers. In such a case, the communication regarding these services is equally important given the high stakes involved.. With the advent of SaaS based tools like ServiceNow, automation has been the mantra for the management of various processes. Communication regarding service outages or application downtimes to IT & business stakeholders is one such area that can be improved using the automation engine. Every organization has different communication needs depending on their core business.

If IT is to be considered as an enabler of business instead of a cost center it needs to act as any service provider would- ensuring its service levels are articulated  with no room for errors. So it goes without saying that any miscommunication or improper communication could impact the business for mission critical services.  There have been numerous instances of big outages which could have been averted through effective communication to the service desk.

Okay, so we know how important it is to communicate - how do we go about it?


The key focus of most ITSM tools has been in the area of the traditional ITIL processes such as CMDB, incident, problem, change and release management - predictably, communication based solely through these modules leaves a lot to be desired.
SaaS based ITSM tools have been the game changers when it comes to integrating the communication required for ITSM processes. Thanks to flexible tools like ServiceNow, an integrated communication model can be envisioned which caters to special customer requirements in relation to ITSM processes. The flexibility to package the communications and showcase on the IT portal dashboard has been an amazing output of automation.

 
As a consultant, I witnessed the potency of this approach in a recent engagement. For a client, pre-defined communication templates were used to integrate the communication for incident, release and deployment management processes for both unplanned and planned outages. This made it very simple for the communication teams to just enter the details in the incident or release and propagate communication on click of a button. The templates also had the ability to communicate on an ad-hoc basis through IT portal when details of an outage are not recorded in an incident or if the mail servers are down.

This was an interesting challenge as the application subscription data was not available readily. In order to drive the communication objectives, it was important to provide a platform for the IT and business users to subscribe to applications for communication and to be kept informed about weekly maintenance and infrastructure maintenance updates. With this in mind, the result was a dynamic visual dashboard that showed the summary of various outages, be it unplanned or planned; while also enabling a personalized email communication based on application subscription data. This was a great exercise on how the integration of ITSM processes for communication can be managed when subscription data is scattered around various tools and repositories. This reminds me of another intriguing topic to write about in my next post i.e. application access role data management and its implications on ITSM processes.

(Praveen Vedula has over 7 years of industry experience. He specializes in ITIL best practice oriented process designs and implementation)

September 16, 2013

Analytics in IT Operations - Defining the roadmap

(Published on behalf of Arun Kumar Barua)

As the speed of business accelerates, it is a lot more critical to have visibility into IT operations. However, getting that information in a form that you can use to direct faster and more informed usable decisions is a major challenge. Visibility into operations is one thing but turning massive amounts of low level, complex data into understandable and information useful intelligence is another. It must be cleansed, summarized, reconciled and contextualized in order to influence informed decisions.

Now let's think about it, what if organizations are able to effortlessly integrate their data; both structured and unstructured data within the organization? What if it were easy and simple for businesses to access it all? Think of a situation where this data acquisition process is predictable and consistent! Business insights is linked to a framework for quick decision-making and made available to all who require it.

In a previous post, we looked at the importance of the data that is generated on a daily basis through IT operations. Recognizing the importance of these data and analytics is essential but putting in place the processes and tools needed to deliver relevant data and analytics to business decision-makers is a different matter.

Predictive analytics is not about absolutes, it encompasses a variety of techniques from statistics and the use of machine learning algorithms on data sets alike to predict outcomes. Rather, it's about likelihoods. For example, there is a 76% chance that the primary server may failover to secondary in XY days. Or there is a 63% chance that Mr. Smith will buy at a probable price, or there is an 89% chance that certain hardware will be replaced in XY days. Good stuff, but it's difficult to understand and even complex to implement.
It's worth it, though. Organizations that use predictive analytics can reduce risk, challenge competitors, and save tons of money on the way.

Predictive Analytics can be used in multiple ways, for example: 

  • Capacity Planning: Helping the organization determine hardware requirements proactively and a forecast on energy consumption
  • Root Cause Analysis: Detecting abnormal patterns in events thus aiding the search exercise on single-point of failures and also mitigating them for future occurrences
  • Monitoring: Enhanced monitoring for vital components which can sense system failures and prevent outages

The selection of an apt tool will enable you to use reports and dashboards to monitor activities as they happen in real-time, and then detail them into events and determine the root-cause analysis to realize why it happened. This post talks a bit more about the selection of such a tool.
By identifying various patterns and correlations with events that are being monitored, you can predict future activity. With this information, you can proactively send alerts based on thresholds and investigate through what-if analysis to compare various scenarios.

The shortest road to meaningful operational intelligence comes by generating relevant business insights from the explosion of operational data.  The idea is to transform from reactive to proactive methods to analyze structured & unstructured operational data in an integrated manner. Without additional insights. it is likely that IT management will continue to struggle into a downward spiral.

Now would be a good time to tap into the data analytics fever and turn it inward. 

 (Arun Barua is a Senior Consultant at Infosys with more than 9 years of diverse experience in IT Infrastructure, Service and IT Process Optimization. His focus areas include IT Service Management solution development & execution, Strategic Program Management, Enterprise Governance and ITIL Service Delivery.)

September 12, 2013

The palest ink is better than the best memory

(Published on behalf of Vishal Narsa)

Enterprises operating multiple testing environments often fail to realize the need for a comprehensive knowledge management solution which can cater to the information needs of the users and support groups for the test environments or non-production environments as they are called. As the effort and money spent on building these complex test environments is exorbitant, it makes complete business sense to quantify the value extracted from these investments.

One of the principal criteria for quantification is the availability and uptime of these non-production environments for the testing teams. Any downtime on non-production environments will lead to the releases getting delayed and testing resources being underutilized - a serious implication for the business itself.

Consider the case of the testing environment for a systems integration project wherein there are multiple teams jointly responsible for building and testing the entire business solution. The stake holders range from applications to infrastructure teams, from environment architects to development teams, 3rd party vendors to testing teams. It is not surprising, that the environment information exists in silos given the diverse set of teams involved.

Any downtime on an integrated testing environment means that an individual or a group of components malfunction and this hampers testing of the complete business functionality. Restoration of this environment needs a coordinated effort by different component teams involved.
But a lack of comprehensive knowledge base of the environment landscape springs up as one of the major challenges at this juncture. The component teams often tend to depend heavily on each other's personnel for their respective component configuration information and other technical details about the environment. This information is absolutely critical for the component teams and their ability to restore the environment.

Lack of a consolidated environment knowledge base leads to a delay in restoring the environment which in turn, has a far reaching impact on development/testing schedules, release schedules resulting in unplanned costs to the business.

Given the criticality of knowledge management and the positive influence it can have on achieving overall business objectives, it is important for organizations to deploy a standardized and well governed methodology to capture and reuse environments related knowledge assets. In organizations with mature ITIL practices in place, the environment knowledge base can be incorporated as a subset of enterprise Service knowledge management system (SKMS). Some of the palpable benefits of a matured knowledge management system include:
• Accelerated application delivery contributing to reduce time-to-market
• Reduced environment provisioning time due to readily available baseline configuration information
• Early resolution of environment incidents leveraging past knowledge
• Improved staff productivity due to enhanced knowledge sharing

The title of this post says it all - Knowledge written down and captured in a proper format will always be more accurate and valuable than referring to a collective organization memory.

July 22, 2013

The four knights of service excellence

The saga of service excellence continues!

In my last post, I had mentioned that there are four 'key ingredients' that act as the pillars for setting up the service excellence office that I refer to as SEO. The SEO is the "central owner" that drives sustained and predictable IT operations. A central owner may be a typical Service Manager or Process Manager, within the IT operational universe. The difference being an elevated set of responsibilities entrusted upon the SEO unlike other roles.
There are many examples of the roles that the SEO enacts. These are explained in detail in our paper titled "Creating a DNA of Service Excellence across IT".
Let me highlight here the key ingredients for a successful SEO setup - the four major cornerstones that drive sustained and predictable optimized IT operations in organizations:

 Our first ingredient is "A comprehensive Structure" - this structure needs to be established with certain responsibilities. Defining the SEO's role and responsibility by formalizing a structure where all  stakeholders are clearly identified, is a must. The SEO can be involved in any phase of service management i.e., from Service Strategy phase to Service Operations phase. For instance, the SEO can act as a "Solution Architect", whenever an innovative idea is to be generated, designed and implemented. This role lays a path for the technical gurus to think with a customer centric approach. SEO becomes the architect by differentiating between what clients "want" and what clients "need".  For instance, a client may want shorter 'Time to Resolve (TTR)' as a positive impact for end users. But the actual need is to improve the end user satisfaction. This need could be accomplished by addressing the pain points of its end users and a reduced TTR may be just one step in achieving this. The SEO is responsible for developing solutions that resolve client issues completely. So the SEO can wear any hat and can be accountable for either transformation, stabilization of operation or driving continual improvement. The important part is to freeze on which hat the SEO must wear.

The next ingredient is the use of "Innovative Toolsets" - In my earlier example of the SEO being a Solution Architect, I spoke about understanding the difference between client "wants" and "needs". To differentiate the two, we need to do the required due-diligence. It is through this due-diligence that we get to freeze on an innovative solution that would help address a specific problem.

The third ingredient involves "Meaningful Measurements" - A typical problem in IT operations occurs when IT is not able to link results with the relevant business metrics. The result is a complete miss in communications with the business and the value delivered by IT is undermined.


"Articulation of Value" is the fourth ingredient - As I explained above, we need to articulate to the stakeholder in a language they understand. The success or failure of an IT program is judged on the value it delivers to the business. Without a clear articulation, this value is unclear. The SEO ensures that the metrics are clearly defined and measured, thus leading to a precise articulation of the impact. By emphasizing on the value delivered, the SEO also helps set internal benchmarks and the roadmap for continuous improvement.

What do you think? Let me hear those thoughts! 

July 8, 2013

Service Excellence as a way of life

"Consciously or unconsciously, every one of us does render some service or another. If we cultivate the habit of doing this service deliberately, our desire for service will steadily grow stronger, and will make not only our own happiness, but that of the world at large." - Mahatma Gandhi

Mahatma Gandhi highlighted that excellence was an accumulation of righteous 'habits' and if inculcated will drive greater growth. This is applicable in IT as well.
It is possible to accumulate the right set of habits to drive growth within enterprises. This can be done by setting up dynamic mechanisms that identify, embed and replicate such habits across individual members across teams in an efficient manner.

But who should be made accountable for organizations to focus on Service Excellence? Can this person or entity bring in flexibility in operations to cater to the changing business environments? Can such flexibility be managed and governed? Can innovation be embedded on this path to achieving excellence?
We believe that setting up a Service Excellence Office (SEO), comprising of a dedicated pool of process consultants helps bring in the rigor, focus and accountability that is needed to achieve service excellence. SEO plays a dual role of an internal and an external consultant in the organization:
1 - As an internal consultant, SEO is involved in identifying initiatives or practices that ensures that the project (or program) goals and commitments made to client are achieved
2 - As an external consultant, SEO ensures that solutions deployed are customer centric i.e., addressing customer pain points

SEO focusses on identifying levers for improvement and enablers for change that tie back to business value, so that the progress and effort spent to drive benefits can be measured at every step. The emphasis is on overcoming challenges around demonstration of measurable value to both set of customers - internal and external.

We've identified the four key ingredients which are pillars in establishing a SEO in within the IT organization. These will be explained in the next blog post. 

March 5, 2013

Service Excellence... What's that?

I have been contemplating to write something on Service Excellence Office (SEO) for a while now. And finally, here it is!

At Infosys, we finished one of the most successful SEO implementations for one of our largest clients. As we went along this journey, there was tremendous learning over the last two years. From this experience and from the queries that followed from different Infosys programs spanning across industry verticals, I realized that the most logical way to de-codify SEO was to start by defining what we mean by "Service Excellence" in the first place!

Service excellence is about embedding predictability and standardization in the way we deliver services to our clients (be it one time services or continual improvements). It is all about delighting our clients a feel of the "true-value" that these services deliver.

Imagine your favorite mechanic or handyman - why trust him and not the others? It is all in predictability and quality of service delivered by him! Service excellence is all about setting and exceeding our own internal benchmarks - about persistently competing with ourselves to create a compelling service experience. In an IT setup, it is about enabling mechanisms to share best practices across various IT services and reaping the benefits together. It is about creating a healthy competition between different IT services working towards a common goal. 

Service excellence is neither Science nor Art. It is a mix of both. It is scientific in the sense that it brings in predictability through mechanisms to demonstrate measurable business value. The artistic aspect comes in with the innovation, creativity and passion presented by the teams.

In an IT organizations' daily routine there are multiple occasions where opportunities are available to increase satisfaction of clients, reduce TCO and demonstrate value from IT. It is here that SEO works closely with operations' team to increase client satisfaction by driving process efficiencies, improving response and resolution statistics and remediating client pain points.

Further, SEO supports TCO reduction by helping achieve cost savings through rationalization of teams, optimization of processes and helping in optimum resource utilization through helping reduce overheads. Finally, SEO is most useful in demonstrating IT value to business; it is here where the tire meets the road. SEO does this impeccably by identifying key improvement levers that positively impact efficiency and effectiveness, builds agile measurement frameworks and communicates the benefits achieved to business in a timely and impactful manner.

In the next post we will gradually unravel what different types of challenges come in way of achieving Service excellence and the kind of organizational focus that is required to meet these challenges. Stay tuned!

October 30, 2012

IT service management in the times of social media

Published on behalf of Shalini Chandrasekharan

 

Social Media has made a big splash. And IT Service Management is no exception to it.

Continue reading "IT service management in the times of social media" »

October 12, 2012

Lean IT implementation for Service Improvements continue......

In continuation to my last post on Lean for IT Service improvement, I will now focus on implementation guidelines for these Lean principles.

Below are three tables that summarize how Lean principles can actively help organizations eliminate common types of 'wastes' in an IT scenario:

Continue reading "Lean IT implementation for Service Improvements continue......" »

August 28, 2012

Knowledge Management: Through a Consultant's Prism

Knowledge, as they say, leads up to wisdom. This sounds like an obvious transition at a spiritual level. For an organisation, however, 'knowledge' - if stored, managed, controlled and governed effectively - itself could prove more important to have than wisdom. Simply put, my view is that knowledge for today's organisations is a 'must have', and wisdom is a 'nice to have' entity...

Continue reading "Knowledge Management: Through a Consultant's Prism" »

March 12, 2012

ITSMF Australia, Victoria Chapter, launching new Special Interest Group on "Cloud Service Management"

Cloud has started to become ubiquitous in the world of technology and none of the practitioner discussions or plans are complete without keep cloud technologies on the horizon. Till a few years back, Service Management professionals were busy in discussions on - how do they need to change their management methods in order to manage the cloud? Compare that with the present, where the cloud technology has matured such that it is being used as one of the critical vehicles to deliver service management.

 

With a view to enable experience sharing within the community and for service management professionals to take advantage of peer knowledge, ITSMF Australia Victoria Chapter is launching a Special Interest Group (SIG) on Cloud Service Management. The first SIG will be held on 14th March 2012 in the Infosys Docklands office at Melbourne, Australia. Topics of interest for discussion are quite open and some of topics to be discussed may be Service Management for Cloud, Impact of Cloud on Processes, Cloud use cases for efficiency and effectiveness, Skills and trainings for Cloud readiness, etc.

 

Join us at the launch of this "Cloud Service Management Special Interest Group", an open discussion moderated by me and my colleague Rishi Pattnaik. Visit the event page to register and find more details on the session.