Index for my ServiceNow ITSM Blogs

Improving IT Operations 

The Future of IT, ITSM, Service Desk, and ITIL

Thinking Differently And The Need For IT Change

Enterprise Service Management

 Custom Apps

ServiceNow

Social Media

My Forrester Blog Index – The End Of A Blog Roll

As I have posted my last blog to my Forrester blogroll I thought I would update my index of last August …

To view the blogs in chronoloical order please go to: http://blogs.forrester.com/blog/28357

ITSM – ITIL, COBIT etc.

Practical ITSM Advice: Defining Availability For An IT Service

People In IT Love Stats But They Probably Won’t Love These

The Capita ITIL JV Wasn’t “Big News,” So What IS Important To Real-World IT Service Delivery?

So Capita Gets ITIL But Will People Finally “Get” ITIL?

ITSM Goodness: How To Up Your IT Service Management Game In 7 Steps

ITSM And The itSMF In Norway – Different In So Many Ways?

IT Service Management In 2013 – How Far Have We Come Since 2009?

Man Alive, It’s COBIT 5: How Are You Governing And Managing Enterprise IT?

The Cult Of ITIL: It Has More Followers Than You Think

ITSM, ITIL, And Enabling Tools In The Middle East

It’s Time To Realize That “ITIL Is Not The Only Fruit”

ITIL Adoption: 5 Steps That Can Help With Success

“We Need To Talk About ITIL”

ITIL Global Adoption Rates, Well At Least A Good Indication Of Where It Is At

ITIL: What Constitutes Success?

Top 20 (OK, 50) ITIL Adoption Mistakes

The Applicability Of ITIL Outside Of IT

What Next For ITIL?

2011: An ITIL Versioning Odyssey

Getting Started With ITIL – The 30-Minute Version

ITSM – Tools and Vendors

ITSM Tools: Is What You Pay Linked To Value?

The Importance Of Customer “Choice” In ITSM Tool Selection – “Hybrid ITSM”?

12 Tips For Moving From An On-Premises To SaaS ITSM Tool (From A Customer)

The Forrester SaaS ITSM Tool Market Overview: Who Is Where With What

Automation: Is It The Only Way For IT To Really “Do More With Less”?

“BMC You Later” — BMC Pushes The ITSM Tool Envelope With MyIT

More ITSM Tool Bells And Whistles, And Where The Real Focus Of Vendor Attention Should Be

50 Shards Of ITIL – The Bane And Pain Of ITSM Tool Selection

SaaS for ITSM: Getting Past The Hype

ITSM Tool Verification: A Good Or Bad Thing?

ServiceNow Finally Goes Public: Which Way Now?

BMC To Acquire Numara Software: A Few Thoughts From Your Favorite ITSM Analyst

Why Is Buying An ITSM Tool Like Buying A Car?

How Do You Value ITSM Tool Verification Or Certification Schemes?

ServiceNow Knowledge11: ITSM And Social Learning For Us All

Newsflash For The ITSM Community: “SaaS” Is A Red Herring

Sharing The ITSM And ITAM Goodness Of CA World: 20+ Presentations To Download

Are You Happy With Your ITSM Tool?

ITSM – People

Squeezing The Value Out Of ITIL, Or Any Other IT, Training

How Gremlins And Vanilla Ice Can Help Us Deliver Better IT Services

How Not To Make Friends And Influence People: A Personal Story Of Customer Experience At Its Worst . . . And What IT Can Learn

Staffing For IT Service Delivery Success: Think Employee, Think Customer, Then Repeat

Prepare Your People For The Future Of IT Service Delivery

A Killer Disease? IT’s Unhealthy Obsession With Itself

ITSM And ITIL Thinking – Brawn, Brains, Or Heart?

The ABC Of ICT – The Top 10 People Success Factors For ITSM

The ABC Of ICT – The Top 10 People Issues

ITSM – Service Catalog Getting A Service Catalog: So Much More Than Buying A Tool!

ITSM – Strategy & Futures (Cloud, BYOD, Mobility, Social, Automation)

IT? How about I&T?

ITSM in 2013 and Beyond: The Webinar Link And Audience Poll Results

The Top 10 IT Service Management Challenges For 2013 — But What Did You Achieve In 2012?

What’s Your ITSM Strategy (If You Actually Have One)?

ITSM In 2012: In The Words Of Marvin Gaye, “What’s Going On?”

ITSM AND Automation: Now That’s A Double Whammy Of Business-Enabling Goodness

Defining IT Service Management – Or Is That “Service Management”?

Enabling Customer Mobility: Why Current Mobile Device Management Thinking Is Flawed 

Social IT Support: Didn’t We Do This In The 1990s?

Are You Sleepwalking Through Twitter?

My 2011 Blog Of Blogs: Hopefully The “Important” ITSM, ITIL, People, ITAM, SAM, ITFM, Etc. Stuff

Top 10 ITSM Challenges For 2012: More Emphasis On The “Service” And The “Management”

Have You Considered BI for ITSM?

Social? Cloud? What About Mobile?

ITSM – Service Desk

Is Your IT Service Desk Customer Experience Up To Scratch?

What’s The Real Cost Of Poor IT Support And Shoddy Customer Service?

12 Pieces Of Advice For IT Service Desks – From A Customer!

Paging The IT Organization: You Need To Support The People Not The Technology

IT Support: IT Failure Impacts Business People and Business Performance. Comprendez?

How Not To Deal With IT Service Failure

What’s The Problem With Problem Management?

Benchmarking The IT Service Desk – Where Do You Stand?

Where Is All The Incident Classification Best Practice?

ITSM – Metrics

IT Service Management Benchmarks – For You By You

Is Customer Experience Important To Internal IT Organizations? With Free Statistics!

“We Do A Great Job In IT, Our Metrics Dashboard Is A Sea Of Green.” Really?

Where IT Metrics Go Wrong: 13 Issues To Avoid

Why Is IT Operations Like Pizza Delivery?

ITSM Metrics: Advice And 10 Top Tips

ITSM – Back2ITSM

Giving Back To The ITSM Community: We Move, If Slowly, But With Purpose

From The Coal Face: Real World ITSM And ITIL Adoption Sound Bites

ITSM Practitioner Health Check: The ITSM Community Strikes Back

Giving Back To The IT Service Management Community

Support ITSM Tool Vendors That Support The ITSM Community

ITAM

Software Asset Management in 2013: State Of SAM Survey Results

The Rise, Fall, And Rise Of Software Asset Management: It’s More Than Just A “Good Thing To Do”

Cover Your Assets; Use IT Asset Life-Cycle Management To Control IT Costs

Software Asset Management Part Deux – “Try Harder”

ITFM

Warning: Your Journey To “Demonstrating IT-Delivered Value” Passes Through The Quaint Little Town Of “Understanding IT Costs”

Five Steps To Improve Your IT Financial Management Maturity

“Run IT As A Business?” Do You Really Know What This Means?

IT Value, Like Beauty, Is In The Eye Of The Beholder

DevOps Will It Be “DevOps” Or “DevOid” For I&O Professionals?

Supplier Management

5 Tips For Getting Ready For Service Integration

A Late New Year’s Resolution: Be Nice To A Supplier And See What Happens

My Forrester Blog Index: ITSM, ITAM, and ITFM

Last updated 3 September 2012. For more recent blogs please go to: http://blogs.forrester.com/stephen_mann

ITSM – ITIL, COBIT etc.

Man Alive, It’s COBIT 5: How Are You Governing And Managing Enterprise IT?

The Cult Of ITIL: It Has More Followers Than You Think

ITSM, ITIL, And Enabling Tools In The Middle East

It’s Time To Realize That “ITIL Is Not The Only Fruit”

ITIL Adoption: 5 Steps That Can Help With Success

“We Need To Talk About ITIL”

ITIL Global Adoption Rates, Well At Least A Good Indication Of Where It Is At

ITIL: What Constitutes Success?

Top 20 (OK, 50) ITIL Adoption Mistakes

The Applicability Of ITIL Outside Of IT

What Next For ITIL?

2011: An ITIL Versioning Odyssey

Getting Started With ITIL – The 30-Minute Version

ITSM – Tools and Vendors

50 Shards Of ITIL – The Bane And Pain Of ITSM Tool Selection

SaaS for ITSM: Getting Past The Hype

ITSM Tool Verification: A Good Or Bad Thing?

ServiceNow Finally Goes Public: Which Way Now?

BMC To Acquire Numara Software: A Few Thoughts From Your Favorite ITSM Analyst

Why Is Buying An ITSM Tool Like Buying A Car?

How Do You Value ITSM Tool Verification Or Certification Schemes?

ServiceNow Knowledge11: ITSM And Social Learning For Us All

Newsflash For The ITSM Community: “SaaS” Is A Red Herring

Sharing The ITSM And ITAM Goodness Of CA World: 20+ Presentations To Download

Are You Happy With Your ITSM Tool?

ITSM – People

Staffing For IT Service Delivery Success: Think Employee, Think Customer, Then Repeat

Prepare Your People For The Future Of IT Service Delivery

A Killer Disease? IT’s Unhealthy Obsession With Itself

ITSM And ITIL Thinking – Brawn, Brains, Or Heart?

The ABC Of ICT – The Top 10 People Success Factors For ITSM

The ABC Of ICT – The Top 10 People Issues

ITSM – Service Catalog Getting A Service Catalog: So Much More Than Buying A Tool!

ITSM – Strategy & Futures (Cloud, BYOD, Mobility, Social, Automation)

What’s Your ITSM Strategy (If You Actually Have One)?

ITSM In 2012: In The Words Of Marvin Gaye, “What’s Going On?”

ITSM AND Automation: Now That’s A Double Whammy Of Business-Enabling Goodness

Defining IT Service Management – Or Is That “Service Management”?

Enabling Customer Mobility: Why Current Mobile Device Management Thinking Is Flawed 

Social IT Support: Didn’t We Do This In The 1990s?

Are You Sleepwalking Through Twitter?

My 2011 Blog Of Blogs: Hopefully The “Important” ITSM, ITIL, People, ITAM, SAM, ITFM, Etc. Stuff

Top 10 ITSM Challenges For 2012: More Emphasis On The “Service” And The “Management”

Have You Considered BI for ITSM?

Social? Cloud? What About Mobile?

ITSM – Service Desk

12 Pieces Of Advice For IT Service Desks – From A Customer!

Paging The IT Organization: You Need To Support The People Not The Technology

IT Support: IT Failure Impacts Business People and Business Performance. Comprendez?

How Not To Deal With IT Service Failure

What’s The Problem With Problem Management?

Benchmarking The IT Service Desk – Where Do You Stand?

Where Is All The Incident Classification Best Practice?

ITSM – Metrics

Where IT Metrics Go Wrong: 13 Issues To Avoid

Why Is IT Operations Like Pizza Delivery?

ITSM Metrics: Advice And 10 Top Tips

ITSM – Back2ITSM

Giving Back To The ITSM Community: We Move, If Slowly, But With Purpose

From The Coal Face: Real World ITSM And ITIL Adoption Sound Bites

ITSM Practitioner Health Check: The ITSM Community Strikes Back

Giving Back To The IT Service Management Community

Support ITSM Tool Vendors That Support The ITSM Community

ITAM

Cover Your Assets; Use IT Asset Life-Cycle Management To Control IT Costs

Software Asset Management Part Deux – “Try Harder”

ITFM

Warning: Your Journey To “Demonstrating IT-Delivered Value” Passes Through The Quaint Little Town Of “Understanding IT Costs”

Five Steps To Improve Your IT Financial Management Maturity

“Run IT As A Business?” Do You Really Know What This Means?

IT Value, Like Beauty, Is In The Eye Of The Beholder

DevOps Will It Be “DevOps” Or “DevOid” For I&O Professionals?

Supplier Management A Late New Year’s Resolution: Be Nice To A Supplier And See What Happens

There’s a new breed of IT service management vendor in town

Ovum has observed what might be the start of an interesting trend in IT management (ITM) software. Traditionally, there have been IT service management (ITSM) and infrastructure management vendors, plus mega-vendors with operations in both camps. ITSM vendors have already moved into the infrastructure management space with discovery, event monitoring, software distribution, and automation capabilities, but now the reverse is happening – infrastructure management vendors are entering the crowded ITSM space. It’s an interesting move and one that we believe offers a valuable opportunity for organizations.

Why are infrastructure management vendors making this move?

The ITSM software marketplace’s obsession with, and reliance on, ITIL-alignment has made it easy for new vendors to enter the market. It’s simply a case of delivering the capabilities to support the most often adopted ITIL processes within an envelope of professional services. Newer “pure-play” ITSM vendors (both SaaS and on-premise) have already adequately demonstrated this.

For the infrastructure management software vendors, it’s a lucrative opportunity to cross-sell to existing clients, retain clients by offering greater value and capabilities, or gain customers looking for a more complete ITM solution. It will be interesting to see how many more infrastructure management software vendors explore a move into the ITSM space.

How will IT organizations benefit?

Increased competition can be both a good and bad thing for IT organizations. There is greater product choice and potentially more competitive pricing on offer in order to win deals, but the ITSM market is saturated and already difficult to pick a “winner” from. The entry of infrastructure management vendors also increases the possibility of the long-predicted shake up in the ITSM marketplace, with the unavoidable casualties being vendors and their customers. However, the blurring of the lines between infrastructure management and ITSM is good for IT organizations, not only from a cost perspective but also in terms of ease of use.

A good example is Dell KACE’s K1000 systems management offering. It initially introduced its service desk as an optional, separately priced add-on to the K1000, but it is now rolled into the main product in terms of pricing. From an ease of use perspective, being able to seamlessly start diagnosis or resolution from within the incident ticket (called “one-click to resolution” by Dell KACE) is an obvious advantage. While not a new concept (it is a common feature within mega-vendor ITSM offerings), there is a lack of complexity and potential cost when provided from a single, purpose-built solution, rather than from an amalgam of home-grown and acquired point solutions.

In addition, as IT organizations evolve to reflect the changing IT landscape, particularly the introduction of cloud-delivered services, IT will most likely need to become more dependent on IT generalists rather than specialists. These generalists will be heavily reliant on both infrastructure management and ITSM tools, so the use of a single user interface and a common way of working can only benefit them as they endeavor to “deliver more with less”.

Will this increase or slow down ITSM software churn?

There has long been a level of churn in the ITSM software market, with IT organizations changing their tool of choice every five to six years, and this is even more evident now with newer ITSM vendors stating that they offer better ROI and a smoother upgrade path.

The infrastructure management/ITSM hybrid offering will add to this, but it will also provide customers with the opportunity to increase ITSM activity in line with the vendors adding tool functionality. Unlike pure-play ITSM tool vendors, infrastructure management/ITSM hybrid vendors have no pressure to deliver and to compete with 14 ITIL-compliant processes from day one. Alternatively, they can offer a mandatory core of incident, change, and configuration management, and then add to the processes at a speed that encourages customers to grow with them.

Some organizations would benefit from the adoption of an ITSM tool that “grows” with them, rather than opting for one that exceeds their level of ITSM maturity. Such a tool might even turn out to be one that they can grow old with.

Originally published on www.ovum.com/news

Business-IT Dialog?

ITIL has long espoused the need for IT-to-business alignment. However, the levels of IT organization success in achieving this are somewhat patchy. Portfolio management techniques can be used to demonstrate the level of IT congruence with business strategy, but in Ovum’s opinion there is also real value to be gained from an ongoing dialog with key stakeholders within the business – a formalized dialog which is part of the overall IT service management ecosystem.

Within ITIL v2 this was subsumed within monthly or quarterly service level management meetings. ITIL v3 however takes the need for such dialog a step further with the introduction of a business relationship manager role, with the business relationship manager (or managers) tasked with acting as a liaison between IT and the business. A business relationship manager should have significant knowledge in subject matters pertaining to both IT and the business. They should be specifically responsible for understanding the business and its needs, assisting in the prioritization of IT-related projects, and directing IT strategy in support of business strategy. Importantly, the role differs from that of a customer relationship manager in that it should act as an advocate for the business within IT, acting in a way that is not driven by the need to sell more IT product and services.

Business relationship managers should also work closely with the product and service managers responsible for developing and managing services across the service lifecycle, ideally working via service and customer portfolios. At a more granular level, they should work with all levels within the business, from day-to-day operations to strategic planning, to ensure the right services are delivered at the right price to meet business needs. Their primary goal is to build a true partnership between IT and the business (most likely at a business-unit level) providing the business with the opportunity to help shape the IT services delivered.

In Ovum’s experience, the business relationship manager position is still an emerging role within IT organizations. However, whether the role exists or not, an ongoing two-way business dialog (with business unit or functional champions) is a recommended starting point for both ITIL v3 adoption and the ability to demonstrate delivered business value. An IT organization should, in particular, assess and educate key stakeholders in their understanding of what IT does and what IT governance and IT service management means to them, and should establish what is important in terms of demonstrating IT performance, the stewardship of IT resources, and the value that IT delivers to the business.

Originally published on www.ovumkc.com

What’s hot in IT service management?

Analysis of the presentations at the upcoming IT Service Management Forum (itSMF) UK Conference reveals three “hot topics” coming to the fore. Last year’s emphasis on people is continued, while the oft-neglected ITIL v3 disciplines of service design and continual service improvement get significant coverage. All three need greater exposure and attention within IT organizations. Without this, IT functions place themselves at risk of being unable to adapt to tougher business demands and the rapidly changing IT landscape.

Are IT organizations capable of leveraging people talent?

For last year’s itSMF Conference, Ovum offered the opinion that “the people side of IT, while lauded as part of the oft-quoted ITIL mantra (of people, process, and technology), is well due its time in the spotlight.” But while it’s great to see this year’s conference again focus on people, one has to ask what IT organizations have achieved in this area since last November.

Given the fact that IT functions’ struggle with people (or “talent”) management is a long-held area of concern, one has to ask whether they are ever going to get it right. But something’s got to give. With the increasing focus on IT delivered “as-a-service” and the changing technology landscape, more will be demanded of IT people, and especially of their non-technical capabilities. In particular, the advent of cloud computing will change the way that IT organizations look at, and eventually deliver, IT services. While not requiring an immediate technology change, IT organizations need to be addressing cloud-related people issues and opportunities now.

As the adoption of cloud computing services becomes more prevalent, IT organizations will face a variety of new IT service management challenges. Not only will they need to ensure that existing policies, processes, procedures, and supporting technologies are fit for externally delivered IT services; they must also ensure that the IT organization and its people remain a relevant and effective part of the IT service delivery chain. IT organizations will need to evolve to reflect the change in focus caused by the externalization and loss of immediate management of some infrastructure and services, with an even greater need for IT or business resources to manage service delivery using best practice IT service management processes.

Service design and continual service improvement are key to improving IT organization performance

Many IT organizations neglect the ITIL v3 service design processes of IT financial, service portfolio, and demand management. However, IT organizations cannot continue to ignore the need for IT financial management maturity; they need as a minimum to get the IT financial management basics right. Service costing should also be seen as mandatory, and IT funding models will probably need to change in line with the shift in IT delivery models, potentially with a capital-light and service-centric budget model.

We believe that reactive cost management is no longer enough, and that IT financial management needs to go beyond traditional disciplines to add in the dimension of “value.” An example would be for IT organizations to not just look at the cost of an IT service, but also to gain an understanding of how the related expenditure ultimately delivers value to the organization in support of business processes and corporate goals. Portfolio management processes, tools, and techniques can play a key role in this.

Continual service improvement is not just another ITIL v3 process that can be adopted in isolation. It should be applied across all ITIL domains and processes, and is a capability that needs to stem from a culture of improvement. In our opinion, the continual service improvement process will be sub-optimal without a culture that actively seeks improvements from any part of the organization – an organization where innovation is not just the preserve of senior management. The contribution of people to continual service improvement must therefore be treated as an integral part of ITIL v3 adoption.

Originally published on http://www.ovum.com/news/