Service Management & BPM
Service Oriented Architecture: applications, origins and a story from the wilderness
I especially enjoy having the opportunity to contribute articles to a magazine that specializes in information technology topics. In such a young industry innovation is constant and there is forever something new to delight and confound anyone paying attention to changes in the business. Service Oriented Architecture (SOA) is one such innovation. In studying the details of the concepts behind SOA I am reminded of the following passage:
I especially enjoy having the opportunity to contribute articles to a magazine that specializes in information technology topics. In such a young industry innovation is constant and there is forever something new to delight and confound anyone paying attention to changes in the business. Service Oriented Architecture (SOA) is one such innovation. In studying the details of the concepts behind SOA I am reminded of the following passage:
Laying the business foundation for IT: selecting an IT service management partner
To effectively evaluate potential partners in the IT Service Management environment, CIOs must first map their requirements for service support and delivery, and identify appropriate industry frameworks appropriate to their desired strategic outcomes.
To effectively evaluate potential partners in the IT Service Management environment, CIOs must first map their requirements for service support and delivery, and identify appropriate industry frameworks appropriate to their desired strategic outcomes.
The IT industry should be applauded for its acceleration and adoption of ITIL concepts and awareness. Many organizations are progressing down the road of continual improvement and are being rewarded with tangible results.
Gregg Holden, one of Australia's foremost ITIL experts, discusses why a new version of ITIL is now available – and how organizations can benefit from it.
In today's rapidly advancing technological world, corporate executives are often seduced by a plethora of technologies promising easier access, faster processing and improved insight into critical business data. However, few organizations manage to realize the touted benefi ts claimed in the glossy sales presentations. It's not that the technology can't perform; it's more a fact of an organization not having a structured approach to the management, alignment and integration of information technology with the business.
In today's rapidly advancing technological world, corporate executives are often seduced by a plethora of technologies promising easier access, faster processing and improved insight into critical business data. However, few organizations manage to realize the touted benefi ts claimed in the glossy sales presentations. It's not that the technology can't perform; it's more a fact of an organization not having a structured approach to the management, alignment and integration of information technology with the business.
I personally could not wait for ITIL version 3 to be published and made available last year to everyone so that they could absorb the changes it brings.
I am hoping that version 3 will help organizations address something that has concerned me as I watch them try and implement the best practice guidance that they currently have at their disposal.
I am hoping that version 3 will help organizations address something that has concerned me as I watch them try and implement the best practice guidance that they currently have at their disposal.
Business and IT Strategy – an essential partnership
Over the last 30 years there have been calls for an entity's IT strategy to be formally aligned with the business strategy. This has often been understood to imply that the business strategy is prepared and agreed first and the IT strategy is then built in response to it. This may have been appropriate when IT merely automated the way the existing business worked. However, in today’s world where IT goes way beyond a mere support role and actually provides the enablement of new business models, this responsive and reactive approach is no longer sufficient.
Over the last 30 years there have been calls for an entity's IT strategy to be formally aligned with the business strategy. This has often been understood to imply that the business strategy is prepared and agreed first and the IT strategy is then built in response to it. This may have been appropriate when IT merely automated the way the existing business worked. However, in today’s world where IT goes way beyond a mere support role and actually provides the enablement of new business models, this responsive and reactive approach is no longer sufficient.
Integrate systems management and predictive intelligence with IBM Service Management solutions
Overview
IBM Service Management solutions can help organizations achieve business objectives with comprehensive visibility, control and automation across the entire IT service life cycle. Integrated systems management is an integral part of IBM Service Management, helping organizations align business to IT, monitor critical infrastructure components, gain visibility into the health of services, reduce IT operational costs and preserve revenue from business services.
Drive competitive advantage in banking, insurance and financial markets with IBM Service Management
Organizations in banking, insurance and financial markets face a daunting array of challenges related to cost, complexity and compliance. Driven by customer demands, banks are reducing payment clearing periods, thus reducing float incomes.
IT Service Management in Australia and New Zealand
Drawing upon a qualified panel of senior IT decision-makers, Hydrasight invited a tracked set of respondents to answer a range of questions related to IT service management (ITSM). Approximately 85% of these respondents were in the roles of business executive, CIO, senior IT manager or enterprise architect / strategy. More than 70% of those respondents were from organizations with greater than 2,000 employees; 40% had greater than 10,000.
Drawing upon a qualified panel of senior IT decision-makers, Hydrasight invited a tracked set of respondents to answer a range of questions related to IT service management (ITSM). Approximately 85% of these respondents were in the roles of business executive, CIO, senior IT manager or enterprise architect / strategy. More than 70% of those respondents were from organizations with greater than 2,000 employees; 40% had greater than 10,000.
Q2 2008
for IT Infrastructure & Operations Professionals
EXECUTIVE SUMMARY
In Forrester's 96-criteria evaluation of service desk management tools vendors, we found that BMC Software's Remedy IT Service Management, CA, HP, and IBM lead the pack for large enterprises because of the depth and breadth of their offerings that integrate the service desk into a complete IT service management framework. Infra and Axios Systems also were judged to be Leaders with robust, scalable offerings that could meet the majority of service management needs for the largest and most complex organizations.
for IT Infrastructure & Operations Professionals
EXECUTIVE SUMMARY
In Forrester's 96-criteria evaluation of service desk management tools vendors, we found that BMC Software's Remedy IT Service Management, CA, HP, and IBM lead the pack for large enterprises because of the depth and breadth of their offerings that integrate the service desk into a complete IT service management framework. Infra and Axios Systems also were judged to be Leaders with robust, scalable offerings that could meet the majority of service management needs for the largest and most complex organizations.
Key points:
- Pressures on IT: The constant change of technology, competition, governance, organization and customer demand.
- Shifting the focus from current fragmented IT component orientated worlds.
- Organizing IT around the delivery of services.
- Outlining methodology for maximizing the quality, performance and value of IT services.
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