Public cloud services affect more than the traditional on-premise IT infrastructure. They also affect the people that deliver and manage IT services, and the operating and IT service management (ITSM) models used in doing it. An earlier SysAid blog, written by my boss Sarah Lahav, looked at a new Cloud Service Delivery Manager role. To extend on this, and perhaps to earn me brownie points, this blog uses existing cloud service provider good practices to link traditional ITSM processes to managing IT services in the cloud services world.
Ten years ago, on a crest of the then-nascent virtualization wave, VMware created the VMware Operational Framework, the VMware Maturity Model, and a professional service called Operational Readiness. This wasn’t about a software provider growing a professional services business – it was all about selling more software, specifically Enterprise License Agreements (ELAs), to large enterprises.
The reason this “extra investment” was required was that large enterprises had operational difficulties adapting to virtualization (remember, it was new back then!). Those “barriers to VMware technology adoption” were difficult and slow to overcome, and this slowed down customer software purchases.Read More
We’ve been hearing more and more about Business Relationship Management (BRM), and for good reason. BRM has been defined as ‘a formal approach to understanding, defining, and supporting inter-business activities’ and therefore is essential in helping service providers deliver the right kind and level of service. Without BRM telling us where to aim, we have practically zero chance of hitting the right target.
The key skill needed for effective BRM is to understand the customers. That means more than knowing where they live and what they do, but also knowing how they feel, their concerns and their preferences. Sometimes getting what we need as suppliers – things like sales, success, profits, or even peace and quiet – depends almost entirely on understanding and delivering according to the preferences of our customers and of others with influence over our customers. The truth and complexity of that can be anything but obvious. Let’s look at an analogy. Might seen stretched but I hope you will see the connection.
Incident management plays a key part in the IT service management ecosystem and in keeping businesses running. But what are the key things that need to be considered when optimizing your incident management capability?
Incident management, like Maverick’s need in “Top Gun,” is often all about speed (but not always).
If you’ve been following my blogs (or even if you’re just a savvy IT professional like yours truly), then you know that ITIL® offers us a wide range of processes to learn, love. and adapt to our circumstances. Some of them, like incident management and change management are fundamental to IT service management (ITSM): do them well or else maintaining quality services is simply not possible.
Other processes are less obviously important, less high profile and, and let’s face it, just less glamorous. But nonetheless they can make a big difference to the effectiveness and the efficiency of the overall service management operation.
Probably the least glamorous processes, certainly in the way it’s taught in most ITIL Foundation courses, are the twin processes of Service Design Coordination and Transition Planning and Support.
Yesterday I walked home through the park and watched someone throwing around a ball with his dog. Literally every time the guy first shaped to throw the ball, the dog ran off in the direction it expected the ball to go. Usually this was the wrong direction, because the dog owner then (knowingly) threw the ball in a different direction. I thought that’s pretty clever from the dog owner’s perspective, given that the whole purpose is to maximize the exercise his dog gets. And it got me thinking about business relationship management (BRM) – I know my mind works in mysterious ways. Let me explain.
You see, that dog’s actions reminded me so much of how we sometimes behave at work on the service desk. You know how it goes – before it’s even clear what the customer actually wants or needs, we go rushing off to address what we *think* they will ask for. It’s right for the dog and its owner, but wrong for us at work as we don’t need more running around – we need results with the least effort rather than the maximum.