It’s System Administrator Appreciation Day at the end of the month (July 28th to be specific), hooray for SysAdmins! It’s great that we get a day to celebrate our awesomeness, although a month would definitely be better, and hopefully we’ll get just a little bit of love from some of our business colleagues too. Well, we can hope.
But SysAdmin Day isn’t just about celebrating our personal awesomeness and our immediate peers (OK, did you just read that as pee-ers? Maybe I should have typed “team members” instead). It’s also a time to celebrate our IT colleagues in other parts of the IT department, such as service desk agents. And I’ll tell you why…
As an IT service management (ITSM) professional you might be at arm’s length from what’s happening in the software development world. You appreciate that there’s a lot of change and innovation happening but when it gets talked about you might not necessarily understand everything that’s being said. Of course, you could rely on Google’s fantastic brain to fill your knowledge gaps or, alternatively, you can read this blog to quickly understand more about three of the hot technology buzzwords being used in 2017.
As if the IT industry doesn’t already have enough acronyms and buzzwords, yet more continue to fall from the lips of industry pundits and bleeding-edge technology practitioners. This blog explores three IT industry buzzwords, plucked from the froth on the top of industry minds, which have been chosen because they seem to be constantly talked about and are all related:
- Continuous integration/continuous delivery (CI/CD)
So, what’s the heat behind the buzz in these words?
For around a decade now, businesses have been moving their software into cloud-based hosting at an ever increasing rate. This is not only because the affordability and reliability of cloud has significantly improved, but also because it has become far more widely understood that on-premise and internally hosted software has an unprecedented amount of hidden costs attached to it.
The hidden costs of on-premise software range from hardware upkeep and licensing, to the evenings and weekends lost to installing updates and fixing broken infrastructure. However, despite the common understanding of cloud and the benefits it brings, many IT departments still struggle to quantify and demonstrate the time and money lost to the many pitfalls of on-premise software. Thus IT teams remain under-funded, under-resourced, and way behind the cloud adoption curve for far longer than they should be.
Change managers wear a number of different hats in ensuring that changes to the corporate IT estate are applied in a speedy, yet controlled, manner. ITIL IT service management best practice outlines how change management should work, but what are the key things an effective change manager should be doing?
Change management is the IT service management (ITSM) process, or capability, which ensures that anything being transitioned into the production environment is done so efficiently and safely – making change managers the facilitators of change and, when necessary, the gatekeepers of the production environment. They ultimately play an important role in managing risk and keeping the business operational.
I recently blogged on The 7 Habits of Highly Effective Incident Managers, so I thought I’d follow up on the same for change managers.
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