Today’s post is brought to you by Veronica Shelley, Product Marketing
Manager, IBM Security Solutions.
A typical user can have multiple log-in and password
combinations, often with different requirements and update intervals. With so
many log-ins to keep track of, users either forget or resort to unsafe
practices (i.e. writing them down) to help remember their passwords. Yet, there
are times when youruser community
simply can’t remember their log-in information. How many calls to the Help
Desk, how many hours of lost user productivity, can be attributed to workers
who can’t log into a particular application or database because they forgot
their password? Precious time is wasted finding, remembering, and resetting
passwords, so this can become a major productivity issue for organizations of
As the number of enterprise applications and access points
continue to increase IBM Tivoli Access Manager for Enterprise Singe Sign-On
(TAM ESSO) delivers a balance between easy access and strong security. This
industry leading access management solution supports a wide variety of
authentication factors (including smart cards, badges, tokens, and biometrics),
meeting the needs of different user groups and industries. TAM ESSO provides single sign-on capabilities,
meaning users have to remember just one password to automatically log into all
their applications and data sources. No more time consuming and expensive help
desk calls, no more frustrated users, no more lost hours of productivity. Users
benefit from fast access to all of their applications, while organizations benefit
from the increase in productivity, security and compliance with security
Oh, and if you see me running around the conference (I'll be the one in the IBM Pulse staff shirt, easy to spot!), be sure to say hello and let me know what you think about the blog and how we can work to improve it for ya'.
Who do you reach out to when you want to make sure that you're keeping up with the latest trends and education opportunities? At Tivoli User Group meetings, members talk with each other about anything from the latest TSM release to where's the next happy hour...But what if those meetings aren't often enough? What if you haven't yet found that "work buddy" who will challenge you to stay current and not judge you for asking about something that's "so yesterday."
Here's a chance to communicate online with your peers and get some help answering those nagging questions - How do you stay up to date on the latest skill needs? What new product innovations are worth looking into?
User Community has a new 3Q theme focused on “Skills Optimization and
Innovative Products”. What products do you consider to be most innovative
today? How are you keeping your skills up to date on these new technologies and
in this rapidly evolving marketplace?Join
the discussion!We have an open forum
for your ideas, with insights from IBM, business partners and other thought
leaders. Join us - read, request information, and share your thoughts.
User Community’s initial Community Focus on Virtualization and Cloud Computing was
a great success in 2Q.Thousands of
members took advantage of this new community program to engage with others and
learn about these hot topics through webcasts, forums and other community
resources.The 2Q Community Focus is
still accessible and has some excellent resources.
to leverage community forums, polls, and peer networking capabilities to help
members engage with each other to share their thoughts and collaborate.Some highlights for the 3Q Community Focus
Live Webcasts with thought leaders– there are several webcasts planned to cover innovative products, including
a July 20th webcast on application performance management using Tivoli ITCAM for
transactions - Register here and a number of sessions skills optimization, including a July 27th webcast on finding the Tivoli Training and Certification you need on ibm.com - Register here.
Get Involved! We’ll be updating the content
throughout the quarter so keep checking back.Our drumbeat will continue through the end of the year with a 4Q
Community Focus on IT Governance and Risk Management.
The Tivoli User Community (TUC)
is the largest network of Tivoli professionals in the world.With more than 30,000 members in 138
countries and 160 local and special interest groups, the TUC links a global network of users,
developers, business partners, and IBM sales/technical staff.Members share a common interest in increasing
the knowledge of Tivoli software and solutions to solve
business problems. Membership is free and open to all Tivoli professionals, users, business partners and employees. Register here
Just a few kilometres from where I live
there is a great spot for walking – with or without a dog. It is quiet and
traffic free, with spectacular view across the countryside. The grand
perspective across surrounding countryside was likely more appreciated in
earlier days; it is the site of a 2500 year old hill fort with the
earthworks still very obvious and impressive despite being worn down by the
One of the things I love most about the
site is how very little we really know for sure about it, the people who built
it and how people actually lived there. There is a goodly amount that can be
inferred from what is left, but when walking around it you do feel that we can
only know a little, presume a bit more, guess a good chunk and – importantly –
accept that there is much we do not know and will never know.
It seems to me that this acceptance of what
we do not know, and more importantly what we cannot know, is a hard thing to do,
and one we as a society are getting rapidly worse and worse at. Maybe we expect
too much? Certainly if we were to take too seriously some of the criminal
investigation TV programmes we see we would believe we can know everything –
where a small nick in a 10 year old bone can lead to complete diagnosis, arrest
and conviction in a single 45 minute episode.
Of course, real life is rarely like TV, but
there does seem an increasing belief that we can know everything, which I
doubt is justified by any kind of objective assessment of our own lives. It is
almost as if we believe that we can find out anything we want – or that we can
ask an expert who will simply tell us what we need to know. In fact there are –
even now –many things we do not know, and will never know. That is true in most
aspects of life – from what our children get up to through to configuration
management – the trick perhaps is to accept that and make the best use of what
we can know. That includes realising that what we do think we know may not be
100% accurate – but that is it still useful all the same.
Way back last century, I studied Physics at
University. Well, I was supposed to
be studying Physics, I certainly recall making TV programmes and being in the
bar – somehow my memory can’t have stored all the time I spent studying.
But one thing I do recall was that in the
lab work the answer ALWAYS had to be expressed in terms of the uncertainly –
the temperature of the liquid under examination was not 23 degrees – it was
something like 23 º
± 2º. Being realistic about your accuracy was seen as a critical aspect of
And rightly so. It
is of critical importance, because if we just think that everything we know is an
absolute black and white fact – then we will make bad choices. Being aware of
the accuracy does – or certainly should – affect our decisions. If you want a
common example of where we get it wrong then think about some of the customer
satisfaction surveys you may have seen in your time. Even a good customer
survey will show only a good indication of opinion, attitude and desires. It
will never be totally accurate but it can be useful – especially in terms of
availability is about averages, happenstance and luck – so a 99% availability
does not necessarily mean 99% customer service delivery – because you don't
know when that bad 1% will happen – and so don’t know what affect it might
have. Is it going to be peak period or quiet time? But it can help us decide how
to build and manage systems – and lead us into sensible risk/benefit decisions.
In fact getting on and using the data you do have might be a good mantra? All
too often we seem to seek data for its own sake rather than because we see a
need for it.
Those people who built that hill fort 2500
years ago certainly knew a lot less facts and data than we do. But they knew
what they needed to know to do a good job and made great use of what they did
know. Hopefully we can use the knowledge and data that we have without being
distracted by trying to get even more? And then maybe our constructions will
also still look good in 2500 years.
Maybe you can spot some places where you
are spending time, money and worry tying to get ever more precise data that you
don’t really expect to use. Or more likely you can see where – or your
management – take as absolute data that you know is actually just an estimate
within a significant range of values?
Ahh...the first day
of the New Year! Here’s wishing you all a very happy and a prosperous New Year
is also the first day of the New Decade..…hmnn…10 long years ahead…..though it
sounds really long and a certain uncertainty in future too, it might just get
over before even knowing how we lived these 10 years. Hence, let’s make the
best out of it :-)
decade saw a booming IT sector binding the world into a global-network which in
turn brought in a remarkable change in the lives we lived, with 'Social Media
ruling the world by end of decade' being the icing on the cake. Well, we never
know, this decade might just go bigger than the last. Believing more good
things will come in this decade, wish you all a fulfilling decade ahead :-)
In his keynote today, Al Zollar described the opportunities and challenges presented by a more instrumented, interconnected and intelligent world. The proliferation of smart devices presents new opportunities to deliver new innovative services- services that wouldn’t have been dreamed of just 10 years ago. These new smart devices also add new levels of complexity that is growing due to the number of new devices and connections added each day, and skyrocketing numbers of security threats and compliance regulations.
Al Zollar outlined examples of increased complexity in a number of industries i.e. an electric company dealing with smarter meters, regular old school meters, transmission insulators, servers, and turbine buckets; a conglomerate of hospitals in Copenhagen managing data distributed across three different storage tiers and four sites with online disk capacity of 500 Terabytes and backup and archive data exceeding 1.5 Petabytes; and the U.S. Air Force managing the operations of nine major commands, nearly 100 bases and 700,000 active military personnel around the world.
He then posed the questions, How do you overcome all of this complexity? How can you possibly see everything? How can you manage and secure everything? How can you increase speed while reducing cost?
The answer—Integrated Service Management that provides the software, best practices and expertise needed to manage infrastructure, people and processes—across the service delivery chain—in the data center, across design and delivery, and tailored for specific industry requirements.
He then went on to explain how Integrated Service Management contains service architectures tailored by industry like the smart grid for energy, or electronic medical record systems for healthcare.
It has lifecycle management bridging workflow across line of business, enterprise architecture, development and testing, and IT and business operations to speed delivery of products and services and ensure continual improvement.
Integrated Service Management also includes service dashboards that allow all audiences—from executives and business operations to IT managers—to see the service and gain insight into service health.
He closed by someone needs to be the thought leader in your organization...and that someone is you! Integrated Service Management can help you achieve that goal.
What is IBM Tivoli Software? We know you want the short version. Steven Wright of Tivoli Software breaks it all down for us in less than 7 minutes on a white grease board. Check it out while you have your morning coffee, afternoon tea, or while you get your miles in on the treadmill or trail with your smart phone. Then visit ibm.com/software/tivoli for more details on how IBM Tivoli Software can help you run a smarter business. .
Would be something not called "RFE." Why? Where'd you think I was going with that?"
Seriously. The Request For Enhancements (RFE) is a new thing we're doing with some of our Tivoli products where not only can you create your own RFE, but you can comment on ones submitted by other customers.
You'll notice a trend of all sorts of new stuff we're announcing that are centered around building our community up with you; our customers.
Give it a read and let us know how you are using APM in your organization in the comments section below.
PS I recognize that the 1300 has nothing to do with this blog post. I just felt the need to post pictures of classic IBM hardware...
* Gartner does not endorse any vendor, product or service depicted in its research publications, and does not advise technology users to select only those vendors with the highest ratings. Gartner research publications consist of the opinions of Gartner's research organization and should not be construed as statements of fact. Gartner disclaims all warranties, expressed or implied, with respect to this research, including any warranties of merchantability or fitness for a particular purpose
questions ready for the next Ask the Expert (ATE) event will be held on
November 8th, 2011 from 8:00 am to 8:00 pm Eastern Time USA. Register for this event The "Ask the Experts Online Jam"
(ATE) is a valuable opportunity for Global Tivoli User Community (TUC)
Members to connect with real-world experts on a range of Tivoli
products. These experts, many from IBM development, are recruited to
answer questions on an array of product topics for a concentrated period
of 12 hours This upcoming ATE event will include experts on Tivoli and Maximo topics including: Asset Management (Maximo)
Tivoli Asset Management for IT • Tivoli Usage and Accounting Management • IBM Maximo Asset Management (IBM
Maximo Asset Management for Oil & Gas /IBM Maximo Asset Management
for Utilities /IBM Maximo Asset Management for Life Sciences /IBM Maximo
Asset Management for Nuclear /IBM Maximo Asset Management for
Transportation /IBM Maximo Asset Management for Service Providers) • Maximo Scheduler • Maximo Spatial • Maximo Linear
Network and Service Assurance
Tivoli Netcool/OMNIbus • Tivoli Network Manager and NetVIew
Security, Risk and Compliance Management
IBM Network IPS • Tivoli Endpoint Manager • Tivoli IAA bundle • z Secure
Service Availability and Performance Management
Tivoli Netcool Impact • IBM CloudBurst • IBM Service Agility Accelerator for Cloud • Tivoli Live • IBM Tivoli Monitoring (ITM)
Service Delivery and Process Automation
Change and Configuration Management Database (CCMDB) • Tivoli Service Request Manager (TSRM) • Tivoli Provisioning Manager
Tivoli Storage Manager (TSM) • Tivoli Storage Productivity Center •
Tivoli Storage Manager for Virtual Environments • TSM for Unified
This session will run from 8:00 am to 8:00 pm Eastern Time USA To accommodate AP and EMEA members, questions may be submitted 9 hours prior to the event. To find the time in your city check out the World Clock meeting planner website. WHY SHOULD YOU PARTICIPATE?
It's free to attend.
Your technical questions will be answered directly from the IBM experts themselves, no middleman!
You may ask as many questions as you'd like.
You can learn more about your products and gain a competitive edge for yourself and your company.
Keep up with the next generation technology, and get the scoop on new product release dates and the improvements being made.
ABOUT THE TIVOLI USER COMMUNITY The Tivoli User Community
(TUC) is the largest network of Tivoli professionals in the world.
With more than 30,000+ members in 138 countries and 160+ local and
special interest groups, the TUC links a global network of users,
developers, business partners, and IBM sales/technical staff. Members
share a common interest in increasing the knowledge of Tivoli and
Maximo software and solutions to solve business problems. Register to become a member today. We look forward to your participation.
IBM Tivoli Maximo customers and Business Partners, be sure to sign up for tomorrow’s Jam Webcast, “Asset Management for a Smarter Planet and Maximo Pulse Preview.” Bill Sawyer, VP, Tivoli Maximo Operations, will tell it like it is in asset management today – and describe how hard times and aging assets and infrastructures can combine with new embedded technologies and customer-focused service management to make Maximo Asset Management the IBM “smarter planet” poster child. 1. Sign up now! 2. Report back here afterward to discuss. ###
There are many great reasons to attend Pulse 2010- you can see real-world demonstrations of the newest service management solutions, you can hear about strategies and product roadmaps that can help you chart your roadmap for success, and you can get free-certifications and hands-on instruction in on-site labs. These are all great reasons to attend Pulse 2010, but I would like to focus one that often gets overlooked--networking with people not like you.
Pulse gives you the opportunity to attend tracks tailored to your specific area of focus and network with people doing work like you do. While there is a great deal of value in networking and sharing ideas with people whose roles are similar to yours, there may be even more value in talking with people who don’t do what you do.
What would happen if CEOs, service providers, IT professionals, plant managers, facilities managers, VPs of Operations, security administrators, and storage managers talked with each other? What kinds of solutions and ideas would emerge?
For true innovative thinking to occur, reframing challenges and understanding different points of view is key. While it’s easier to stay in your comfort zone and talk with people who speak your language, the opportunity to talk with people from other industries or from your industry but with roles different than yours may be one of the one of the best ways to gain new insights, reframe the challenges you are facing, and think outside the box.
Pulse 2010 gives you the opportunity to do just that. It offers you the chance to network with industry leaders and a broad audience of users and partners who may have different takes on service management—ones that can help you solve existing problems more efficiently, develop new services, or find new ways to accelerate growth and gain competitive edge.
Today's post comes from Sandy Hawke, Manager IBM Security Solutions.
I recently presented to the ISACA community on a live webinar. I focused the discussion on how to leverage automation to improve endpoint security and compliance. The archived webinar is available here. Just as a brief background, ISACA is an international professional association that focuses on all aspects of IT Governance and has over 95,000 members worldwide.
The online event drew a pretty substantial audience which is good, and yet a bit surprising in two key ways. First of all, many of the recommendations I made to the audience were not radically new concepts, but basic foundational controls that all security professionals agree are critical for achieving and maintaining solid security and demonstrable compliance. So haven't they heard this story before?
Maybe not. And that's the second observation. Most of the ISACA membership is in the IT audit/Risk Management line of business. While they're not the folks who are implementing security technologies on a daily basis (i.e. "hands at keyboards")- they are keen to understand how security is implemented, how it works, how automation can be used to facilitate audits, etc. And that's the new trend we've been witnessing. While the audit team knows what the policy controls should be, they may not know if/how these controls get enforced, maintained, monitored and reported on- essentially how security is "operationalized." The more that they know what's possible with respect to security operations and automation, the better they'll be at knowing what questions to ask IT operations during audits, what technologies to recommend, etc.
Years ago, the IT Audit/Risk Manager organization and activities were kept quite separate from the IT Operations/IT Infrastructure teams. And at the time there were pretty good reasons to keep these groups as distinct as possible- you've all heard of "keeping the fox out of the hen house" analogy, right? The IT Audit/Risk Mgmt teams could set and enforce policy and conduct assessments that wouldn't be influenced by the operations staff. Well, with the advent of converging technologies, economic trends, and the increased importance of measuring security investments and compliance program- in real time, these groups are coming together. More so than ever before.
And technologies that can foster that type of trust, cooperation, and collaboration are indispensable.
After my last blog – asking what devops was
– the idea of collaboration across the whole life of service has been in the
forefront of my mind. From that wider perspective I was musing around one of my
frequent topics – how we fail to get the service right because we don't
understand how it is being used, or what the customer really cares about.
Actually the simple picture of supplier and
customer doesn’t really describe the world most of us have to live in. If we go
with the ITIL concept of a customer (someone who has financial influence or
authority) then we also need to worry about what our users think. In other
frameworks you might hear a more general concern about taking the whole range
of stakeholders into consideration. Doesn’t matter which recipe you follow –
does matter that you see the complexity.
Some of the problems come from being so
close to how things are done (rather than why they are being done), and by
being so close to what you think matters that you don't spot what matters to
those receiving the service. Sometime it is the silliest things that make the
customers and users unhappy and reject a service. Maybe that is an example of the
‘One Bad Apple’ syndrome – something firmly embedded in the human condition
seems to be our ability to allow one bad aspect to overbalance a dozen good
I had my own version this week, when I
found myself refusing to continue with an online application for a new bank
account because the software insisted on spelling my name incorrectly. (For
reasons I cannot fathom, it seems to have decided that any name starting with
‘Mac’ must have a capital afterwards – so it turns ‘Macfarlane’ to ‘MacFarlane’
without giving me the chance to turn it back.) I didn’t stay around to see what
else the service offered, I just closed the web page and got my new account
somewhere else that will let me spell my name properly.
But there is also the positive face of the
same coin – the power of ‘cool’. Imagine you have found the perfect shoes for
your child – scientifically designed to protect their feet while supporting
their bones and they are even waterproof. As a caring parent these are the only
pair of shoes you want your child to be running about in (see IKB later in this
blog). As it happens your dreams have come true because your child loves them.
Is it because they are good for them, and will help their feet develop properly
– no, they agree to wear them because the heels light up with each step. They
will wear them – and save their feet – but only because they are ‘cool’ –
according to rules you will never understand. By the way, don’t think the
illogical ‘cool’ factor only applies to children, it is there in just about
every service you deliver or use – at work or at home. If you look for it then
you will see it. I don’t want to make this posting too long or I could list
dozens – but just imagine trying to sell powerful and effective software
products against others with less relevant features at higher cost – but with a
fancy graphical interface – sound familiar to anyone?
If you think about these two situations –
where apparently less important elements disproportionately affect decisions -
I am sure you will find many examples of the two extremes; like the fast-food restaurant
that you still avoid because of one bad burger or one element of bad service,
hundreds of miles away and several years back.
Those issues tend to come from how the
service is delivered, yet the same problem can easily come from how it is built
(like my name issue). But one of the differences is getting the message back to where it might make a difference,
because at best the complaints go to the operations side of the house, and this
does not get fed back, maybe because it is dismissed as trivial – because it
doesn’t seem important to whoever received the message.
It isn’t just about hiding complaints
though, we also have the ability not to pass the cool factors back. Do we
always find out why people really like something? It seems to me that we don’t often
ask the right people the right questions. And it also seems there are simple
reasons why we do that:
We presume that what is important to us is what is important to
our customers, users or others that matter. Is this a common manifestation
of IKB (the ‘I know better’ syndrome)? Most of suffer this from our parents,
then grow up and do it other people.
We don’t know who to ask – and we don't know what to ask them.
Both of these situations are understandable
– after all, we are human so of course we see things first and best from our own perspective, and without being forced out into another’s environment then why
should we have the ability to understand people we have never met? The second
is also inevitable in the complicated amalgams of customers, users, services
and suppliers we exist within. Never mind the neat little service chain
pictures you get in the books – it doesn’t really look that simple, it looks
complicated, and mostly because it is complicated.
We can do something about these
difficulties – but they require addressing the way we – and our colleagues –
think, and that takes time and effort.
There are other causes and factors – and
maybe there is one we could do something about, and it is something that would
magnify the beneficial effects when you finally get around to addressing the two points I
listed above: when we do find things out we don’t tell the people who could do
something about it. And the very best way to get that wrong is to build silos
within your supplier organisation and stop people sharing ideas and
After that last blog on devops, I was
thinking about that particular kind of communication issue. There is something deep
rooted in the human psyche that needs to dismantle their immediate environment
into teams (or
groups, or departments or silos or tribes – call them what you will). IT
organisations are perfect examples – with high level internal teams always
emerging once they gets past a certain size. And if you separate into teams that feel the need to compete, then helpful messages will not be fed across between them. So what was built wrong and delivers the wrong thing stays there and will be wrong in the next version too. That is
the inertial element of behaviour that initiatives like devops and whole
service lifecycle approaches have to contend with. We shouldn’t think it can be
as easy as just telling people to collaborate and communicate. Like all
challenges we need to recognise what we are fighting – and to fight back.
So – what are good ways to start? Perhaps
as simply as recognising that while we might bond comfortably into (say) a
‘development’ team or an ‘operations’ team (or any one of a dozen more) – that
doesn’t make the other team the opposition – I think that would be a good first
step, if we can finally realise that – by and large – what benefits one team
also benefits the other.
 For once this isn’t just me making ideas up. I wrote a psychology
essay on this topic at University – way back towards the middle of the last
 This was discussed in the ITIL books for Small Organisations –
versions 1, 2 and 3.
Yes, I love being one of
the ambassadors for IBM’s Client Reference Program, a structured platform that
gives our valued Clients many opportunities to promote their unique
capabilities and stand tall in the, otherwise very competitive, market. IT
revolution, ease of internet, change in consumer behavior etc have all added to
While I write this blog, the
two things that I had studied, during school days in Biology, are shouting
aloud from my mind; one, Darwin’s ‘Survival of the Fittest’ and two,
‘legume-rhizobial symbiosis’. Interestingly, these biological phenomenon do
have real examples in economics too. A symbiotic relationship with clients/peers,
thus, is ‘very’ crucial in surviving the Darwinian marketplace. And, what
better way than registering for IBM’s Client Reference Program? :-)
For me, it’s great being a
Client Reference Specialist for Tivoli. Working in collaboration to create
Reference Profiles for our Clients has brought in a lot of advantages. Networking
opportunities with my fellow IBMers, Business Partners and Clients from across
industries is just a ‘cake’, but the real ‘icing’ is my continuous learning
about IBM’s Tivoli software for 'Integrated Service Management' that “provides
smarter solutions and the expertise you need to design, build and manage a
dynamic infrastructure that enables you to improve service, reduce cost and
manage risk.” Yes, I’m always in an awe of how IBM’s Tivoli solutions have
helped our Clients overcome their challenges.
PS: Rebecca Wissinger in
her blog ‘IBM Client Activities at Pulse 2011’ talks about the ways IBM is
saying THANK YOU to our immensely valued, extraordinary Clients at Pulse
2011. If you are attending Pulse 2011 then you will not give her blog a
I have some big news to share. You thought world tours were only reserved for the Stones, Springsteen and other big-name acts? Well, I guess service management has hit the big time, because the IBM Service Management World Tour kicks off in mid-August with gigs across the U.S., Europe and Asia.
I think this is a perfect follow-on to Pulse a merry band of IBM experts comes to a town near you (hopefully) and delivers in-depth presentations on the latest IBM solutions and approaches in service management, storage management, enterprise asset management, and System z. Its a series of hard-hitting one-day events held in smaller settings where you can get some serious face-to-face time with service management gurus. Im helping one such expert with his presentations on the Tivoli Service Management Center for z and consolidating Linux workloads on z (no snappy title yet), and Im impressed with his focus and clarity.Even I get it!By the way, if you missed my profile, thats what I do, write presentations, podcasts and website stories for Tivoli.
Anyway, the tour begins in Boston on August 12, with events in 13 more US cities; the Europe and Asia schedules are being finalized now. You can check out what we have so far and even register for the road show at the World Tour page. You can always ping your favorite IBM sales rep, who is sitting by his/her laptop yearning to hear from you, or ping me, Bob Pickard. In any event, I'll be blogging new news on the tour as it comes along. Party on, Garth.
Increasingly, physical assets are being transformed into digitally aware, smart assets that can receive and emit data and connect with one another, allowing people, systems and objects to communicate and interact with each other in entirely new ways creating opportunities for smarter, differentiated services and products.
As the world becomes more intelligent, instrumented and interconnected, designing and delivering the systems and application software for innovative new products and services becomes more and more complex.
For example, today’s cars contain a 100 million lines of code that are connected to the dealer, to a smart traffic system, to an insurance provider, and to a smartphone, which alone could run 100,000s of new applications.
The complexity of these systems of systems has exploded overnight as every single service and interaction between the multiple systems needs to be managed, monitored, and maintained across the entire service lifecycle.
Current models of design, development, operations, and deployment do not scale and are not cost effective. In addition, there is a huge gap between design, delivery, and operations, inhibiting the efficient delivery of services.
Both development and operations see a number of challenges in their IT and product delivery organizations:
70% of budget locked in maintenance
50% of applications rolled back
30% of project costs due to rework
85% of computing capacity idling
Integrated Service Management—which includes Rational and Tivoli software--helps bridge the gap between software development and operations teams. It provides integration of data and workflows across architecture, development, testing and operations software. It integrates best practices including ITIL and IBM assets for SOA, Development and IT Operations to accelerate time to value. Integrated Service Management helps organizations:
Identify required changes and resolve customer issues in less time
Reduce system downtime and repair costs
Limit risk exposure by providing better visibility to change impact
Featured products include: Federated asset management.IBM Rational Asset Manager helps architects and operations with fast problem resolution as the single catalog of known software assets, such as patterns, past change requests, and in-production services and products. Federation with IBM Tivoli Change and Configuration Management Database simplifies deployment with automated synchronization and reduces data duplication, allowing only secure proven assets and services into production environments.
Lifecycle process automation. Accelerate the development, test, and deployment cycles; reduce operational risk; and improve audit posture. Rational Asset Manager catalogs templates and deployment reference architectures tailored by industry, which invoke the build-test-deploy workflows resulting in greater consistency, predictability, and faster time to market. IBM Rational Build Forge®, IBM Rational Automation Framework for WebSphere®, and IBM Tivoli Provisioning Manager provide an automated test and deployment workflow reusable across application and data center provisioning environments significantly reducing the manual effort in test and build set up and tear down.
Attend Innovate2010 and to learn more about Integrated Service Management for Design and Delivery. Register today.
Business Partners are invited to join IBM in Las Vegas, Nevada February 27 - March 2, 2011, for Pulse 2011. There are activities throughout the event that are geared to help Business Partners "Be Bold. Be Tivoli." in 2011.
IBM Tivoli Business Partner Summit at Pulse: Sunday, February 27
Kick off your Pulse experience with the exclusive Business Partner Summit. The Summit will focus on selling in a Smarter Planet through a general session offering insights and directions from IBM Software executives, as well as information-packed Insight and Breakout sessions that help you maximize business opportunities. The Summit will provide the information you need to be bold in 2011!
2011 Tivoli Business Partner Awards
Tivoli is again pleased to invite Business Partners to submit nominations for the 2011 Tivoli Business Partner Awards. Nominations are open through February 4, 2011. Award details, criteria and nomination form are available here.
Business Partner Café
The Business Partner Café is the perfect place to network with other Business Partners, meet with the IBM team to build future plans, and hold one-on-one meetings. Grab a cup of coffee and learn more about marketing programs and best practices, tools and tips, and available resources.
Pulse 2011 Expo sponsor
Don't delay, there is still time to sign up for sponsorships. The Expo is the heart of the conference and provides a great environment to connect with thousands of conference attendees.
Pre-Pulse Smarter Sales Academy, February 25 - 26
This year's Academy will once again focus on interactive selling education sessions designed to assist you in planning and executing effectively in 2011. Register now!
Tivoli whiteboard workshops
Participate in these workshops and learn to deliver the Tivoli overall Integrated Service Management strategy, as well as focused solution strategies.
Matt Holitza is managing the Pulse 2010 track--Change Management for Applications and Services. I talked with him about the kinds of proposals he would like to see and have included his comments below.
What are some hot topics in the area of Change Management for Applications and Services? We’re looking for presentations that show how consolidation of change management across development and operations can allow teams in both organizations to collaborate together to rapidly produce high quality products and services.
We’d also like to see stories about solutions that improve automation of application deployment to help support more rapid, less error-prone delivery of new applications.
In addition, we hope to include presentations that provide insights about application and service development. The Pulse audience will be primarily made up of operations professionals. The more we can educate and share information about development best practices, the easier it will be to build bridges with operations. We would like to see Pulse attendees go home and talk about how to improve alignment across development, test and operations to simplify the deployment of high-quality products, applications and services.
What are the benefits of speaking at Pulse? The benefits of speaking at Pulse are many. Sharing information with your peers is invaluable—not only will you enhance your profile with your fellow practitioners; you will also gain insights about changes processes and solutions that will help you more effectively react to customer needs and deliver better quality software. In addition, you will hear first hand how automation can help you improve the efficiency of team and speed time to market. You will also receive a full conference pass ($1,995 value).
Who would make a good candidate? We hope to hear from customers, partners, product managers, IBM Global Business Services, distinguished engineers, and anyone with cross product implementation stories. Presentations with documented benefits resonate well with our attendees.
What kinds of products will be featured? Some of the product pairings that will be highlighted in the Change Management for Applications and Services track include:
Rational Asset Manager and Tivoli Change and Configuration Manager (CCMDB)
Tivoli Service Request Management, Rational Team Concert, and Rational ClearQuest
Rational Test Lab Manager, Tivoli Provisioning Manager, and Tivoli Application Dependency Discovery Manager
Rational Build Forge, Tivoli Provisioning Manager, and Rational Automation Framework for WebSphere
How can I learn more? Visit the Pulse 2010 Call for Papers page to learn more about proposal requirements and how to submit your proposal.
If you weren't at Pulse 2012, I won't sugarcoat it. It was another successful event and the customers I spoke to got a lot of value out of the conference.
If you were not there (and even if you were), don't forget about our regional "Pulse Comes To You" (PCTY) events in your country. It's another way for you to meet with us and get the information you need about our service management solutions.
One of the things that makes IBM...well, IBM is that we have excellent business partners like Cisco.
I was able to get some time with David Flesh (Director of Marketing, Cisco Network Management Technology Group) to talk about the partnership that Cisco has with their Cisco Prime solutions and our IBM Netcool solutions.
This will be the first of several videos we'll be posting on the blog. More to come...
My bosses gave me a very simple task, "Solve the confusion surrounding some of the questions our customers have around cloud computing and service management."
I told them I'd have it done before lunch.
And if you believe that, you have way too much faith in my marketing abilities (hi, mom!).
In all seriousness, you have questions about cloud computing. Lots of questions.
Cloud is everywhere and there's a lot of information that our customers are having to sift and sort through.
Which is why back in May, I assembled a group of sales leads, marketing peers, development executives...literaly a "who's who" of cloud computing at IBM and asked them this:
What are the questions our customers have around cloud?
That started a series of conversations that led us to several core questions, and we got to work.
We enlisted some of our top people working on cloud and we asked them to get in front of a video camera and talk directly to you about these questions.
The result is a video series we call, "Cloud Enabling Your Data Center."
Today, we are releasing the first video: "Achieving Greater Efficiencies With Virtualization And Cloud Computing (Service Management Across The Entire Infrastructure)"
This video features two of our top sales executives; Bowman Hall and Barbara Korte. Barbara is a sales executive for Integrated Service Management and you might remember Bowman Hall from the Cloud demo during the Pulse General Session.
As I said, this is the first of the video series. Future videos will be released in the next few weeks.
We also have a short URL that goes to a landing page we've put togther with additional cloud materials and (most importantly) a full list of Pulse Comes To You and Impact Comes To You events that are happening in your area.
Even if you went to Pulse or Impact in Las Vegas this past year, these local events are great opportunities to deep-dive into a topic like cloud computing as well as meet your peers and local subject matter experts.
More to come and please feel free to comment below about your thoughts on Cloud.
PS also this week, we announced a new version of IBM Tivoli Service Automation Manager (Announcement Letter 211-256). The new release allows IT service providers to onboard multiple customers, deploy IT services very quickly across multiple platforms and hypervisors, maximize resource utilization and drive cloud operations effectiveness and efficiency by adding storage support and expanding on network integration. Learn more about the new features and the product on the product page.
David has written about the Cloud Service Management Simulator Workshop in a previous blog and things are heating up as we get closer to Pulse.
In addition to the Sunday workshop we have a few extra seats left on Saturday for business partners and customers who wish to attend. If you are interested, please send an email to email@example.com. Both workshops (Saturday and Sunday) are from 2:00 pm - 5:00 pm.
And for more information, watch developerWorks' Scott Laningham interview Ivor MacFarlane on what to expect in the room.
I am writing this on a plane back to England from Madrid, at the end of a pretty hectic few weeks that involved speaking at five itSMF events in five different countries – from Finland to Spain. There has to be a good joke somewhere in a run of 5 events that started with the Finnish – but I’ll let you work that that one out for yourselves.
Anyway, I already wrote about how good the Finnish conference had been, and the Spanish one matched it with all the simple things done really well: good venue, lots of people (all friendly). As well as getting the basics dead right there were one or two minor excursions into the unusual, with a plate spinning performer on the opening morning, (who was upstaged as a professional juggler by the itSMF chair) and a conference dinner in a restaurant with opera singing waiters (all of which somehow felt quite normal).
Attending a range of events in a row like this really brings to mind how there is a common thread throughout them all – clearly the main one is our common focus on service management. Also, many of the same people are at each event including several representatives of our little mutual admiration society of regular speakers at such things Perhaps because of that common theme though, there is an appreciation of the differences – still quite noticeable across so small a place as Western Europe.
That hits you immediately on arrival at a new conference when you run until a long term acquaintance of the opposite sex and prepare yourself for the welcoming hug and kiss on the cheek. As the travelers among you likely already know, you have to perform a quick mental calculation based on where your fellow hugger and kisser is from, and then make an assumption as to whether they will follow their national rules or be adapting to the local ones. It can be an embarrassing moment when your Dutch friend goes to offer that third kiss to the cheek of a man who is in Spanish greetings mode and has turned away after two. Many of the experienced Southern Europeans seem to have little concern over simply asking the lady beforehand how many are expected. But the more staid British and American folks can find themselves out of synchrony and not sure why - helping them find out that European Union, Schengen open borders and pervasive English notwithstanding, there are still many cultures packed into a small space and the variation between (and even within) countries is so much more than between US or Australian states.
None of this is serious stuff of course – all part of life’s rich pattern and a source of fun and laughter when accompanied by a glass of wine. But the conversation it generated turned quickly into broader cultural differences – a subject I was interested in since it formed an element of my talk at most of these events. How many times do we say the wrong thing to our customers or fail to understand what they really mean because we fail to establish common understanding and expectations? Some cultures are reluctant to complain about bad service – be that in a restaurant or in the work environment, while others believe they should always comment with an aspect that could be improved, even when the service is very good. Fail to understand what kind of customer you are dealing with and you can be unnecessarily worried or totally surprised when a contract is not renewed.
For many multinational companies this is everyday business and they put significant effort into understanding and training their people to see through cultural variations. But as mobility and the intermingling of cultures accelerates so rapidly, with even small companies using offshored supply and almost everyone receiving service from other cultures it is something perhaps we all need to focus more effort on.
The consequences of not doing might well be more serious than a failed kiss on an unexpectedly absent cheek.
We live – more and more – in a world where everything that matters can be done on line, where we see and hear better on screen than for real.
You can now take an active part in the world – and potentially run a successful business - without ever leaving your home, possibly without getting out of bed.
And even when we do turn up for real we spend a lot of our time watching things on a screen – be that the presenter or performer in a large hall or the action reply on the giant screens at a football match
You will have seen in the promotions and advertising, that the key presentations from IBM’s show-piece service management event – Pulse – running on 4-7 March in Las Vegas will be streamed live on the web to the warm and cosy comfort of your home.
Despite how easy and good the virtual feed of sessions, chat and information were, 7000 people did get out of their beds in 2011 to travel to Las Vegasand actually be at Pulse, just as thousands turn out weekly to watch football at the stadium when they might have had a better view of the action by staying at home. And even formula one motor racing gets sold out attendance when you can never hope to see much of the race in person compared to what the TV coverage offers.
It seems that there are still good reasons to actually be there – not to put down the value of connecting to the live web streams, but even in the 21stcentury, people learn from people. Pulse is a big and excellent example, but throughout our community we see conferences still being successful and drawing people together to share experiences in surroundings that the virtual world can’t quite match yet. As well as the formal sessions at conferences and events, the networking opportunities of being with others in similar circumstances delivers real benefits – comparing notes with our peers from across the world.
Technology is good – and joining conferences on line is way better than missing it altogether, but people-to-people still has a lot going for it. I’m looking forward to the combination – the atmosphere of really being there and mixing with everyone in the exhibition areas – and over a sociable beer or two at dinner. And of course the added value that streamed interviews and 'watch again on demand' that is available over the web.
This amalgam of real and virtual seems set to be the conference norm for a good few years still – 7000 people at pulse thought so last year, and thousands went to itSMF conferences around the world in 2011 too.
And Pulse is in Las Vegasof course – where could be more appropriate for the combination of real physical existence with technologically driven enhancement - a bit like Red Dwarf's famous 'better than life' game. J
Do you think virtuality will one day totally replace human gatherings? I guess eventually it might, but for now I intend to enjoy both at once and count myself lucky to be alive at the right time to do that.
You can find out all about Pulse – physical and virtual offerings at www.ibm.com/pulse.
See you there – for real, on line, facebook, twitter and more!
I am at VMWorld this week, in San Francisco CA where IBM is a platinum sponsor.
With the growing adoption of Cloud implementations, private, public and hybrid, there's clearly a desire in the clients exploring solutions here to optimize and exploit their environments rather than a maintenance and steady state approach. Therefore, it is timely that Bala Rajaraman and Pratik Gupta, two IBM Distinguished Engineers, are presenting a Collaborative DevOps session at VMWorld
I sat with Pratik and Bala, and asked them what the impetus and motivation for developing this talk. The crux of the pitch, as Pratik explained to me, is that current conditions have created four drivers that a majority of customers are facing, that are making a DevOps approach an imperative.
At the heart is the desire in companies for agility. The desire in the
Line of Business leaders to create value in their offerings is resulting
in an urgent need for business agility. This in turn challenges the
development organization to take an agile development approach. As more
and more deployments move to a Cloud delivery model, it requires an
operational discipline that is not always present. Add to this the human element. If you're in an enterprise shop, you know already that this is not purely solvable by software. Cultural gaps exist between the Line of Business sponsors, the developers and the Operations team. Notions of completion, priority and quality also are different.
Right now, companies are not getting this right. 50% of the applications released into production are rolled back. As much as 51% of projects are missing critical features. Quality and end user expectation delivery are clearly an issue.
Pratik and Bala will frame this problem space and then show how adopting a continuous delivery model can help address this.
If you're debating between this session and something else at this time, it might also help to know that the first 75 attendees will receive a snappy IBM jacket. The rest will get to pick one of an assorted set of items. There's also a giveaway of an iDoodah. Come by the IBM booth on the expo floor if you want details.
Al Zollar, will be collaborating with thought leaders at CIOsynergy on May 6. One of the topics Al will be talking with other CIOs about is how building a dynamic infrastructure can help CIOs free up more of their time to focus on innovation and driving competitive advantage.
CIOs in every industry are all too familiar with the operational and financial challenges that growing infrastructure complexity and rising energy costs are creating for their organizations.
There is increased complexity across the board, and that is a trend that will continue. Creating competitive advantage now means dealing with complexity better than your competitors. And that means the ability to work across your organizations technology siloes to harness technology to support breakthrough innovations.It also means creating a flexible anddynamicinfrastructure to support those innovations.
IBM has been working with many companies and CIOsto helpthem to realize their part in the Smarter Planet, and address the challenges of this environment with such capabilities as Integrated Service Management, Cloud, Security, and Virtualization delivered via our extensive portfolio of hardware, software, and services.Our offerings help our customers create that flexible, dynamic infrastructure that frees up CIOs to innovate, and create the breakthrough services that make them more competitive.
IBM’s vision for a dynamic infrastructure offers an evolutionary new model for efficient IT delivery—giving CIOs the tools to overcome the minutia of daily operations to drive real business innovation.
It’s an approach that allows CIOs to:
Position themselves as agents of change within their organizations
Help break down barriers to global integration
Lead by example on green initiatives and reduce enterprise energy consumption.
That means CIOs will be better able to align IT with business goals and help pave the way for creating the Enterprise of the Future.
Find out more about building a dynamic infrastructure.
Today we trust computers – literally and
unconsciously with our very lives. I was reflecting on this level of trust when
I got £50 of cash out from my local ATM and declined the offer of a receipt.
Seems I now have total faith the computer systems will ‘get it right’. I’ve
come a long way from keeping all my own cheque books to cross check against
later bank statements.
Now, combining that faith with a little
healthy British cynicism, and triggered by watching the Olympics tennis finals on
TV, a mischievous but irresistible thought came to my mind.
It used to be that when a ball hit the
ground near the line we relied on the human eye to say whether it was ‘in’ or
‘out’. That caused disagreements and discussion – and - in tennis often -
sulking, swearing and the full range of petulant behaviour.
Nowadays that is all replaced by
referencing the technology. When there is doubt – or one of the players
questions a call - then we simply ask the computers. What we get then is a neat
little picture representing the appropriate lines on the court and a blob
showing where the ball had hit. So, problem solved: disappointment still for
one player but, so it seems, total acceptance that the computer is right. After
all it is an expensive system working away inside a very expensive box – must
be right, mustn’t it. Or to put it another way ‘computer says in’, who would
But what occurred to me is this. All we can
actually see is some boxes around the court, and a stylised display with a blob
on it. That could be delivered by one person with a tablet showing the court
lines and them touching the screen where they think it landed. Very cheap and
still solves all the arguments because – naturally – everyone trusts technology
Now – of course, and before anyone calls
their lawyers – I am not suggesting for the merest moment that there is the
slightest possibility of such a thing happening. But it’s fun to think it might
be possible. There is little public awareness of what accuracy the system – and
here I presume it does really exist – works to. If you dig around on the web
you can find out (the answer by the way for tennis is 3.6mm). You also find out
there is some very minor grumbling and questioning going on. But that seem at
geek level – in everyday use the audience stands instantly convinced.
So, thinking it through there are a couple
of interesting consequences to real IT life:
Once you realise that trust depends on quality of presentation
at least as much as on accuracy, should you focus more on that? Certainly
you have to take presentation seriously, because the corollary is that if you
deliver perfection but don’t make it look good, then no-one will believe
it even though you are right.
Whose responsibility is it to check – and is it even possible? I
suspect this discussion will take us into the territory of ‘governance’. But
even before we get there it implies that User Acceptance Testing needs to
do more than look at things. Of course yours does, doesn’t it?
I guess my big issue is to wonder how
comfortable we are – as the deliverers of the technological solutions for our
customers – and especially our users - to have such blind faith. Of course,
people being the irrational things they undoubtedly are, that blind faith in
the detail is often accompanied by a cynical disregard for overall competence –
think faith in ATMs and on-line bank account figures with the apparent level of
trust in the banking industry as a whole.
As a little codicil to the story, I registered
with anew doctor yesterday – the nurse asked me questions, took blood pressure
etc and loaded all the data she collected into a computer. The system was
clearly ancient, with a display synthesising what you typically got on a DOS3.0
system. First thought: ‘OMG why are they using such old software, that can’t be
good? Second thought: ‘They’ve obviously been using it for years, so they
really understand it, have ironed out all the bugs and it does what they need. It
ain’t broke so they aren’t fixing it’. But my instinctive reaction of suspicion
of it for not being pretty was there and I had to consciously correct myself.
Would you as a service provider prefer more
questioning of what you package up and present to your customers and users, or
are you happy to have that faith? My own view is that the more blind faith they
have in you, the more the retribution will hurt if things do go wrong. Or
perhaps that’s just me being cynical again?
When I saw Tom Cross give a talk at Innovate 2010 in June, I was first struck with the nonchalance with which he spoke of the black market business of Internet data. I could not have been more intrigued if I were watching a movie adapted from a John Grisham novel. He seemed to have some emotional distance from what creeps most of us out about our mail. And I’m not even talking about email. I mean the good old-fashioned USPS mail. I KNOW I am not the only one who has worn out a few paper shredders thanks to Citibank, Chase, and the like.
The second thing that hijacked my thought train for more than a few moments was how network vulnerabilities are created for the explicit purpose of learning cyber criminal behavior. Like signing up for as much spam as you can. Sure it makes sense to me now. But I am still vaguely uncomfortable talking publicly about threat and attacks. It seems akin to Batman and the Joker building websites to promote their plans to outsmart the other. What was I not getting? By now I was considering slipping quietly out of the room to silence the voice in my head saying I had been foolish, very, very foolish in my confidence as a clever and vigilant consumer of Internet Things.
Realizing that I had some mental catching up to do, I stayed for the lasting impression that could keep me awake at night: just how easy it is to steal digital data. As I struggled with the impartial irony of how enormous yet simple a cat and mouse game Web App security is, visions of Tom and Jerry danced in my boggled brain.
One statement: simultaneously reassuring and terrifying.
Firstly it’s reassuring because anything that works towards the realisation that development and operation are not really separated by any kind of wall has to be a good thing. Of course there are different areas of focus at different times in the life of a service but they all should have the same aim – delivering what is needed in best possible way. We already all knew that, it is so obviously sensible that who would vote against it? The equally obvious fact that we then don’t do it is one for the psychologists and later blogs, but does lead me into my other reaction:-
The horror that we should be 50+ years into IT services before this seems important to enough for people to give a trendy name. How on earth have we survived this long without a “collaborative and productive relationship” between the people who build something and the people who operate it? And bear in mind both those groups are doing it for the same customer (in theory anyway).
To be fair to IT people though, perhaps this is an obligatory engineering practice we have picked up. Who remembers the days when getting your car repaired was unrelated to buying it? You bought it in the clean and shiny showroom at the front of the dealer, took it to the oily shed around the back if it broke. One of the things that has seen a step-change in the car industry – and is also changing ours and most others – is the realisation that we are now all delivering services and not products. So we are finally realising that long term usability and value is what defines success, not a shiny new – but fragile – toy. In fact, thinking of toys we all recall the gap between expectation and delivery of our childhood toys – the fancy and expensively engineered product that broke by Christmas evening compared to the cheap and solid – be it doll or push along car – that lasted until we outgrew it.
The car industry saw that happen – and we now have companies leading their adverts with a promise of lifetime car driving with their latest vehicles – with the mould really having been broken by Asian manufacturers offering 5 year unlimited mileage warranties. That was about selling a self-controlled transport service instead of a car – and really that is what most of us want. Amazing strides taking place on that front, of course, being taken by companies like Zipcar who have thought simply enough to see there is no absolute link between that service (self controlled transport) and car ownership. (Some of us want other things from a car of course – but that just leads us into the key first step of any successful service, know what your customer(s) want.)
Why I get so interested in all this is its basically what I’ve been saying for the last 20 years – my big advantage is that I came into IT from a services environment (I worked in a part of our organisation called ‘services group’) – and I never really understood why IT needed such a large and artificial wall between build and do. ITIL was (in large part) set up to try and break down the walls – initially an attempt to set up serious best practices and methodologies within operations to match what was already alive and well in development (hence the original name of the project – GITIMM, to mirror SSADM).
So … what am I saying? Please take devops seriously if that is what is needed to get better services. The complexity we need to address now means we have to stop maintaining any practices that prevent good ongoing service design and delivery. If giving it a name and a structure helps then let’s go there.
One of the things I am most proud about in the books I have contributed to is that we made up a fancy name for something good people already did (in our case early Life Support) – the intention was to give it profile and then people would add it to job roles and actually start to plan for it and then, finally, do it better.
Of course that brings with it the chance of looking like the emperor in his new clothes once you examine the detail and originality too carefully. But that’s good too – clever and original usually = doesn’t work too well at first. Solid old common sense (eventually) seems to me to offer a much firmer foundation to build on.
We need good foundations because the situation is actually a lot more complicated than we pretend – multiple customers, other stakeholders, users, operations as users – enough for a dozen more blogs, a handful of articles and a book. So … I’d better get on writing – and maybe so should you?
 Seems so to me anyway – the Delphic oracle was widely believed, responsibility free and most of those who used it didn’t understand where the knowledge came from.
Just about my very first experience in IT –
brought onto a project as a customer ‘expert’ – was listening to the IT guys
debating how to make use of the data we already had on the old system. In my naivety
at the time I had thought computers used ‘computer language’. Quickly I
realised they were more like people than I had suspected – that there were lots
of computer languages, and each computer spoke only one of them, and could make
no sense of the others.
Now, in the interceding years (some 27 of
them L) great progress has been made – we expect computers to talk to each
other. This almost universal technological communication ability sometimes
blinds IT people to the fact that human communication has not evolved
Until we perfect direct thought
transference, all the communication we do, whether written or spoken, texted,
tweeted or painted on the walls, relies on a two stage process. First you put
your ideas into words (usually words and sometimes also gestures or pictures –
or a combination of all three). Then someone else has to take those words etc
and turn them into thoughts inside their head. There is always an ‘encrypt/decrypt’
section to human communication.
Now that can get messy, confusing and
create all sorts of mistakes in delivering the message. You probably wouldn’t
design it that way. In fact in a pure IT context we would be looking at ways to
deliver direct communication in a standard format from one system to the other.
But people don’t work that way; it is what we have and we need to work with it.
Communication isn’t just about being accurate;
I think it is better measured by whether it is useful. In IT, people still manage
to get the communication spectacularly wrong by not thinking about the whether
the customer (or client or user) is equipped to decrypt the message. As one
example, here is an error message I got on my screen the other day, apparently
intended to inform me why the software couldn’t do what I had asked it to do: “Unable to contact the target back-end forwarding host (proxy target)”. I presume that made perfect sense to the person who set the
software up to deliver that. They were maybe a great programmer, but evidently
not a human communications specialist.
It’s easy enough just to dismiss this as
one more version of ‘Computer says no’, but why is it no surprise? Maybe it’s because
we still seem to think it OK to throw our jargon at others who don’t share it.
Or maybe we forget they don't know what we do. Actually, to be fair this is not
only an IT thing – ask anyone who has been caught on a French train having
failed to quite understand the printed message exhorting them “composter votre
billet”. (And if you don't already know but intend to travel on a French train,
trust me, you need to find out what it means, but it isn’t a French word that
they usually teach you in basic language classes. A classic case of
encrypt/decrypt failure in a service management situation that has nothing to
do with IT.)
The technologists amongst us love the
challenge of integration, communication across platforms etc. but there is
recognition that this is expensive and should be unnecessary – an area where
standards and commonality help everyone. Why do we forget our most common
encrypt/decrypt situation – getting a message from one mind to another.
I hope that the irresistible tide of
universal cloud adoption and pervasive social media communication will solve
all these troubles – and allow us to concentrate on the people issues more. But
so far the social media snowball doesn’t seemed to have reduced jargon – quite
the opposite. Those of at a certain age are now totally incapable of
understanding what are children are saying, even when they give us access to
their on-line worlds.
Actually, this is fresh in my mind now
because it forms a little game we will play during my talk at Monday 5th
March at Pulse – our big SM event in Vegas next month. I plan to have people
encrypting and decrypting during that session. I am interested to see how they
get on, and hopefully to make them realise there are some simple tools we can
use to make things better. Nothing magic, and the same techniques we
demonstrate in the simulator. Mostly they rely on establishing common ground –
establishing communication channels and learning what will work, by finding
shared understandings, and by relying on more than words alone when it makes a
The best part about all that is that from
the outside it might look like gossip and drinking at the bar – but we realise
it is building business critical communicating platforms and channels. The message
that things can be both fun and relevant at the same time is also part of the
So, if you are at Pulse maybe you will be
able to come along at 6pm on Monday. If not I hope to get the chance to
encrypt/decrypt with you at another event this year. And thank you for your
efforts in decrypting this message, I hope it wasn’t too difficult – and I hope
it has some resemblance inside your head to the one that was in mine.
Today's post comes from Anne Lescher, Product Marketing Manager, IBM Security.
Many enterprises run their mission critical application workloads on their mainframe systems. They would like to centralize their application security controls, security policy enforcement, data protection, auditing reporting and compliance management for a consolidated view of security. They are looking for smarter security intelligence that will help them leverage the mainframe as their enterprise security hub.
IBM Security zSecure suite V1.13 consists of multiple individual components designed to help you administer your mainframe security server, monitor for threats, enforce policy compliance, audit usage and configurations, and assist in compliance management and audit reporting.
• IBM Security zSecure Admin, Visual, and CICS Toolkit provide administrative, provisioning, and management components that can significantly reduce administration time, effort, and costs, and help improve productivity and response time, as well as help reduce training time for new administrators.
• IBM Security zSecure Audit, Alert, and Command Verifier provide security policy enforcement, audit, monitoring and compliance management components. These offerings help ease the burden of compliance audits, can improve security and incident handling, and can increase overall operational effectiveness.
New Security zSecure suite V1.13 capabilities offer enhancements for DB2, CICS, and IMS application security auditing that:
• Automates security analysis of CICS and IMS transactions and programs
• Provides automated determination of which System Authorization Facility (SAF) classes are being used by each active IBM DB2, IBM CICS, or IBM IMS subsystem
• Enhances Access Monitor and allows you to improve data consolidation
• Allows annotating userid displays with data from external human resource files such as department and employee number
• Adds globalization enhancements to support international language support and auditing
• Allows addition of your own sensitivity classification, audit concern, and priority to data set names and general resources
• Supports currency with z/OS V1R13, ACF2 R14 and R15, CICS V4R2, and Top Secret R12, R14, and R15
• Extends integration with Communications Server and provides various interface improvements
Earlier today, IBM shared its point of view on the future of the data center with Smarter Computing V3 (press release). A central focus is IBM Enterprise Systems (zEnterprise EC12 and Power) and their ability to deliver exceptional value through a private Cloud. We've seen how organizations have been able to leverage IBM Enterprise Systems to achieve significant benefits. Take the City of Honolulu for example which was able to lower its licensing costs by 68% while increasing tax revenue by $1.4M USD in just three months.
By adding Tivoli software to their current IT environment, organizations can advance their enterprise-class Cloud environment while protecting their existing IT investment. How? IBM SmartCloud Foundation software is deeply rooted in openess - an open standards approach and common management tools that are platform agnostic. Essentially, you pick the platform(s) that best meets your business goals and we deliver a set of interoperable Cloud management tools across your heterogeneous environment. Of course, there are intrinsic benefits to building a Cloud management stack on top of IBM Enterprise Systems given the tight integration between hardware and software. OMEGAMON for example leverages a deep integration with zEnterprise systems to deliver advanced monitoring that reduces typical time to resolution from 90 minutes to 2 minutes.
Whether your starting to consider virtualizing your IT environment or deep into your Cloud journey, we have open Cloud management tools that help you expand your Cloud footprint without fear of vendor "lock-in". Learn more about the latest announcement and our Cloud solutions by visiting this site and attending the System z webcast on October 17.
While this article has been posted numerous times on Twitter and the like, I felt it was worth a post here on the Service Management blog in case folks missed it.
In particular, it's worth noting how IBM Software Group follows the Glengarry Glen Ross (IMDB) mantra of, "Always be closing."
By that, I mean that we continue to look at the market and the requirements of our customers, and we continue to innovate how we build our products, how we manage internally and how we do business.
We rest. But not much... :-P
Senior Vice President and Group Executive Steve Mills said it best in this article:
"Businesses today want technology to solve their business problems and make them leaders within their own industries. In response, we have been moving our middleware portfolio into new, higher-value opportunities, growing our core capabilities, strengthening our portfolio and building solutions that support IBM's Smarter Planet agenda. Now we have the opportunity to take advantage of our middleware leadership and differentiated offerings to accelerate the growth of our business. By better aligning our organization to marketplace requirements, we can focus across our broad portfolio more effectively, ensure the right levels of investment to grow our business exponentially and deliver new levels of innovation to our clients."
Later in the article, Stephen Stokes an analyst at AMR Research said:
"This is the most significant organizational transformation in IBM's history. They're setting themselves up to really win big in the new economy."
Our customers and the market will ultimately decide the outcome, but I would agree with Stephen and think we're positioned FTW on this one.
Al Zollar, General Manager of Tivoli Software, will be attending CIOsynergy, May 6, 2010. In addition to networking with CIO’s from multiple industries worldwide to exchange insights and discuss solutions for the future, Al will share his thoughts about the emerging Smarter Planet and how it is changing the role of the CIO.
Some of the insights Mr. Zollar will be sharing come from the CIO study IBM conducted in 2009, based on surveys of more than 2,500 CIOs.
The CIO study underscores the fact that the role of the Chief Information Officer is changing dramatically. In addition to being IT experts, today’s most successful CIO’s are also business leaders who are actively engaged in setting strategy, enabling flexibility and change, and solving business problems, not just IT problems.
As the lines between business and IT blur, CIO’s recognize the critical role service delivery plays in how their companies do business and generate revenue. And, as the world becomes more instrumented, interconnected and intelligent, the way services are designed, delivered and managed is rapidly changing too.
Physical assets are being transformed into smart, digitally-aware assets that can receive and emit data and connect with one another, allowing people, systems and objects to communicate and interact in entirely new ways.
As a result of the interconnection of these instrumented and intelligent devices, great breakthroughs in service innovation are creating new opportunities for people and businesses worldwide.
With these new opportunities also comes increased complexity and risk. And this puts new requirements on our business and technology infrastructures.
CIOs are faced with important objectives that often seem to clash: How can we support the introduction of new services while avoiding the disruption of existing services? How can I reduce costs while improving services? How will I balance the need to influence business strategy with the need to provide top-notch IT support?To respond to these conflicting objectives, successful CIO’s are blending three pairs of roles that seem contradictory, but are actually complimentary. At any given time, a CIO is:
An Insightful Visionary and Able Pragmatist, whose focus is making innovation real
A Savvy Value Creator and Relentless Cost Cutter, whose aim is increasing the ROI
A Collaborative Business Leader and Inspiring IT Manager, whose mission is to expand the business impact of IT
Integrated Service Management can help CIO’s achieve their dual focus of IT expert and business leader. Integrated Service Management helps the:
Insightful Visionary and Able Pragmatist make innovation real by simplifying and streamlining IT processes through technologies like automation and monitoring, giving them more time to focus on developing the intelligent infrastructures of tomorrow.
Savvy Value Creator and Relentless Cost Cutter use process automation to reduce the need for human oversight and virtualization to keep assets running at optimal levels, automatically adapting as business demands change, creating a savvy, cost-efficient IT infrastructure.
Collaborative Business Leader and Inspiring IT Manager expand the impact of technology by leveraging automation capabilities that help develop and prepare for the strategic business initiatives of the future.
I'm on my way home from my first Pulse event in Slots Vegas, the people watching capital of the solar system. It was an extremely productive five days on many levels, but that's another blog post for another day.
For now, I wanted to offer my belated perspective on the IBM vs Jeopardy challenge.
Two weeks ago, as I was walking down the sleepy hallways of the IBM Southbury facility, I noticed a small flyer hanging on the wall near the cafeteria. As I got closer to it, the familiar JEOPARDY logo caught my eye. The flyer was promoting the Watson Jeopardy challenge, and encouraged employees and their families to watch it live in the IBM auditorium later that week.
My immediate thought was that it had been at least five years since I had been invited to an after-hours IBM function in the building. I then realized that this would be a great and increasingly rare opportunity to gather my wife and two kids together for an impromptu "family night" activity . (Now that my kids are getting older, and are more and more immersed in the social and sports scenes around town, I recognize how special and valuable these little family outings can be).
After a quick trip over to Subway for a couple of $5 footlongs, we headed up to the sprawling IBM campus. As we strolled through the darkened hallways, my wife and I got my kids up to speed on what they were about to witness. In order to make it even more of a tangible experience for them, we took a quick detour past the enormous server farms in the "B" building. Once there, we peeked through the small glass pane at the top of door, and I pointed to a cluster of servers that was similar in stature to Watson. My 10 year old son stared at the large black mass of iron, which was as tall and wide as about 10 refrigerators, and asked where the monitor was.
When we arrived outside the auditorium, I was surprised at how many other IBMers (and THEIR families) had also heeded the call to attend this event. However, I was even more surprised at the spread of food that was laid out by the catering staff: everything from crudite to mini-quiches, to swedish style meatballs and chicken skewers (why did I eat that entire footlong!!).
As we entered the near full auditorium, one of the engineers from the Watson project was providing some history of the supercomputer that was about to challenge the two most successful Jeopardy contestants in the history of the show. Despite the extremely reader-unfriendly powerpoint charts that our host was speaking to (he should have had marketing create them!), my son and 14 year old daughter seemed highly engaged in the presentation and discussion. Of course, their enthusiasm was soon severely dampened when the host asked if there were any questions, and their inquisitive dad quickly raised his hand.
When the game started, my 10 year old (who had never seen Jeopardy before) was clearly engaged, and was openly rooting for the smart planet placard with the funny robotic voice in the middle slot. My daughter was thrilled to see a category on fashion, and was nearly elated to actually answer two of those questions correctly!
As the game progressed, nearly everyone in the room began to cheer Watson on. We all laughed out loud when Watson wagered odd amounts of money, and groaned as one when Watson missed a question that WE all knew the answer to.
When Watson answered his Double Jeopardy question correctly, a loud roar emanated from the home crowd. Machine had bested man, and my kids were clapping as loud as anyone in the room.
It was a historic night for IBM, a fun family night for my wife and I, and an evening that I'm betting my kids will remember for a long time.
...Oh and by the way, as a result of asking a question during the pre-screening, I received a cool mustard colored IBM t-shirt with the old school logo, which my daughter quickly adopted and inserted into the top of her pajama rotation.
Well, we are well into 2012 now and we have just about got though the ‘my predictions for 2012’ phase and in to ordinary routines again. Whatever the predictions, like with most years I predict that 2012 will look a lot like an older version of 2011.
There is still talk of recession, companies that struggled for funding in 2011 are no richer, Cloud is still talked about by a lot more people than understand it.
On a personal level 2012 has already delivered some of the improvements planned in 2011 – and I hope the same will happen workwise. Next major thing on my work horizon is IBM’s big service management show – Pulse. Back again at the MGM Grand in Las Vegas we are promised it will be bigger and better than ever. I understand that bigger is important in as Vegas but I am usually even keener on better. Actually though, to be fair I am delighted that ‘my bit’ at Pulse looks like being bigger this year – with not one but two chances to deliver the cloud-readiness simulator on the weekend before the show itself starts. In fact there will be a strong focus on simulator this year with our team being on the exhibition floor to explain what, why and how they can help you.
Of course – like I implied above – this isn’t exactly new, but it is proven. Of course there will be lots of new stuff available – geeks welcomed and catered for. The technologists will – of course – be well catered for with lots of ‘future possibles’ and indeed a vision of some possible futures too. But service management’s primary focus is not on what might happen next year; it has always been about delivering value this year. In fact one of my favourite aspects of service management is how it rests on widely applicable principles, even though how they are applied might alter. For example, while change management processes in a cloud environment might need different considerations to make them most effective –the basics remain. I was working in service management long before I ever touched a computer. I remain constantly delighted to discover that lessons learned 30 years ago in supply and transport are still relevant to the 21stcentury IT based services we manage today.
So, if you are going to be at Pulse come along and tell me whether you agree that old-fashioned service concepts are still valuable – or come and explain why dinosaurs like me should be swept away by the meteor strike that is cloud. Either way – at Pulse or elsewhere – I look forward to good, informed and enjoyable debates. Good to think of the new year building on the successes of the old – at home and at work.
 If you follow me on twitter - @ivormacf - you will know where and when I will be in terms of events. Useful, whether you want to know how to find or to avoid me – same thing works both ways.
Today's post comes from Perry Swenson, Market Manager, IBM Security Solutions.
IT departments at financial services firms are under tremendous pressure to ensure servers, desktops, mobile devices and other endpoints are secure and compliant. At the same time, they’re continually looking for ways to save time and resources in areas like software licensing, patch management, asset inventory and security configuration. IBM Tivoli Endpoint Manager, built on BigFix technology, is helping these firms better understand and manage the status of their endpoints, regardless of where they’re located.
In the below video of Nate Howe, VP of Risk Management at Western Federal Credit Union talks about how Tivoli Endpoint Manager provides real-time patching for operating systems and third party applications and utilities. With over $1.4 billion in assets and 32 branches in 10 states serving more than 120,000 members nationwide, Western Federal Credit Union is one of the leading credit unions in the United States. Nate explains that they now have a single view into all aspects of the systems and security for their 400 employees, 100 servers and 2 data centers, including a better inventory of installed software. And, they can do more with fewer people, which enables them to focus less on infrastructure and more on business applications and enabling business automation.
Another customer that’s realizing benefits from Tivoli Endpoint Manager is SunTrust Banks, Inc. Based in Atlanta, SunTrust enjoys leading market positions in some of the highest growth markets in the United States and also serves clients in selected markets nationally. SunTrust has a highly distributed environment with nearly 1,800 branch locations and no local IT resources at most of those locations. Using Tivoli Endpoint Manager, SunTrust now maintains a 98.5 percent patch and update compliance rate. They’ve also decreased update and patch cycle times from 2-3 weeks to 2-3 days while increasing productivity through automation. Read the SunTrust case study here.
By enabling improved endpoint visibility and new levels of automation, Tivoli Endpoint Manager is a powerful solution to help financial services firms enhance their security and compliance.
IBM Survey Results: Financial Services IT Service Management Strong in an Uncertain Economy
Industry Solutions: Financial Services Sector Blog By Mike Zelle, Market Segment Manager, Financial Services Sector - Tivoli Software, IBM
IBM conducted a global survey of CIOs and other IT investment owners during December 2008 and January 2009. In these ‘uncertain economic times’ the results are very interesting from a Financial Services IT point of view.
Key survey results The current economic and market conditions these organizations face have had a significant negative impact on enterprise budgets. But IBM’s survey showed the opposite to be the case for IT budgets. • The vast majority of IT decision makers (85 percent), in financial services and across all industries, reported budgets remaining flat or changing only slightly • 9 percent of those in financial services reported significant budget reductions • 21 percent indicated that they were increasing their investment in IT • 6 percent of financial services organizations indicated they would be significantly increasing their IT budgets in response to current economic and market conditions.
IBM believes that these IT investments are continuing because these companies recognize that IT services can not only help the enterprise as a whole to operate more effectively and efficiently but also provide competitive advantage. These businesses have realized that just cutting costs within IT has limited business benefit and introduces unacceptable levels of risk to the entire organization that depends on the quality and reliability of IT services for efficiency, compliance, security and even competitive differentiation. If IT is 10 percent of the operational expense of a financial services business, cutting IT by 50 percent will yield only a 5 percent reduction in business operational expense, but will most likely unacceptably expose the other 90 percent of the business to significant new problems, risks and competitive disadvantage.
Financial services organizations were also disproportionately more likely than other industries to also expect IT to be an innovator, to research and recommend enterprise strategic objectives, to identify opportunities for innovation and to develop new business areas or services.
Financial Services IT priorities to support business requirements The most commonly reported financial services priorities impacting IT investment plans were: • Improving access to and leveraging customer information • Improving efficiency / reducing costs of business activities • Increasing customer retention. Mandatory programs / projects that must take precedence: • Compliance is a more pressing concern for financial services than it is for any other industry, with 88 percent of projects in this area continuing, expanding or being initiated. • Systems management ranks as high as compliance, which is understandable given that the business infrastructure that is required to enable market survival for today's financial services company is increasingly an integrated digital platform of IT-enabled business services. • These activities also explain why technology virtualization and storage consolidation, at 78 percent and 72 percent, are also high on the list, coming only after security. A scalable and manageable IT infrastructure is required to provide the resilient basis for quality services.
IT Service Management is the key priority Smarter management of IT services is the top business-driven priority for IT. Service management builds on foundational capabilities—security, compliance, managing IT systems, and virtualizing and consolidating the physical infrastructure—that provide the basis for the reliable IT services required by the business. Service management projects continued, expanded or initiated as a consequence of the economic and business environment was 68 percent—ahead of technology areas such as server deployment, mobility and network convergence.
Conclusion and recommendations According to the results of the IBM study, IT leaders in the financial services industry are reprioritizing IT projects to focus on optimizing IT-enabled business processes. Accordingly, once they have met urgent requirements in areas such as compliance, systems management, virtualization/consolidation and security, they are investing in smarter management.
This business-driven approach to service management emphasizes the role IT services can play in improving the efficiency and effectiveness of the organization as a whole rather than on the type of cost-cutting within IT that can produce negative and unacceptable business risks.
The study results point to the following key recommendations: • Improve the quality and reliability of IT services that process financial transactions, provide integrated access to and leverage customer information, improve customer loyalty and retention, enable workforce productivity and support compliance. • Prioritize smarter ways of doing things through service management and technology consolidation. • Revise measurements and reporting to provide more visibility to process performance, quality of service, outcome metrics, costs, and business value. • Change the focus from technology and optimized subsystems to optimization of IT-enabled business activities. This includes building out the digital platform of the business and improving the ability to manage it as the new business infrastructure. • Apply some investments to tactical quick wins—but also work toward eliminating service-quality inhibitors through longer-term strategic initiatives.
Greetings! Today kicks off the series opener, Service Management in an Uncertain Economy with Gartner VP and ex-IBMer David Williams and Tivoli GM Al Zollar. 12:00 - 1:00 p.m. ET; 16:00 - 17:00 GMT Audience: service management and asset management practitioners Sign up by 11 a.m. ET:http://bit.ly/m5Uot
The benefits from cloud computing seem clear: cost
reduction, better flexibility, scale to meet business demands, etc.
... However, getting to cloud involves a lot of decisions. Learn how some of
your colleagues are leveraging Tivoli solutions to automate virtualized
environments and move to private clouds.
This FREE webcast will be followed a live Q&A session with the speakers.
Speaker: Mohamed Abdula, IBM Director, Service Automation and Cloud Solutions Product Management
Since joining IBM in 1996, Moe (Mohamed Abdula) held multiple technical
and management roles with significant experiences in Product
Development, Delivery, Portfolio Management, Business Operations as well
as Technical Support and Services. Moe's experiences spans multiple
Software Group brands with global team management experience.
Recently, Moe joined the Tivoli organization to assume responsibility
for Product Management and Strategy of the Service Automation and Cloud
Computing portfolios. Prior to joining IBM, Moe held a number of
research associate roles and lectured on early Object Oriented computing
concepts. Moe attended the University of Leeds in the UK, where he
received an honors bachelor's degree in Electronic and Computer
Speaker: Bowman Hall, IBM Director, Cloud Computing Client Engagements, IBM Software Group
Bowman Hall joined IBM in 1996 after IBM's acquisition of Tivoli
Systems, Inc. Bowman has had multiple technical and management roles
within IBM in technical support, education, consulting services and
technical sales, based in the US, UK and Spain. Since 2009, Bowman has
been responsible for Cloud Computing Client Engagements with the IBM
Software Group, where he leads early adopter customer projects and cloud
software implementations. Prior to joining IBM, Bowman was responsible
for managing distributed systems at Carnival Cruise Lines. Bowman
attended the University of Texas at Austin where he received a
bachelor's degree in mathematics.
Become a TUC member and Get Registered !
in this free webcast session you must be a registered member of the TUC. Please register now! Once you
become a member you can join a local or virtual user group, take advantage of
our online education and certification resources as well as our networking and
benefits include; Pulse Conference Discounts codes; 40% Discount on Tivoli
books from IBM Press, Free certification testing at local user group meetings
and much more!
The best part is that if you are selected to speak, you get a full conference pass ($1,995 value) not to mention the recognition of your peers (whom you'll be interacting with at the event) as well as a great resume builder.
What do you think? Not a bad way to spend a Friday afternoon!
I speak for everyone on the team when I say that we look forward to what you put together.
PS Obviously, you're not just limited to doing this on Friday. Every day is a good day to work on your abstract :-)
It started out a bit frenetic and confusing. Nobody knew what to do or where to go, and panic seemed to set in every time the loud horn blared, indicating another failure had occurred.
No, I wasn't attending a Green Mountain Derby Dames roller derby tournament.
Rather, I was present at an ISM Simulator Workshop session in Washington DC.
My role was to videotape the workshop, with the intent of scaling it down into a 2-3 minute snippet that captures the essence of the session. And as I observed the 16 participants in 'Round 1', it all started to make sense.
The participants were playing the roles of employees at a hypothetical shipping company. They were broken out into four teams, representing four different parts of the company - senior management, line of business owners, service desk personnel
and technical services.
On the screen at the front of the room was a birds-eye projection of the company, including a series of dashboards and schedules, which provided the participants with essential real-time information such as service level data, shipments completed, locations where outages were occurring, and the amount of money that the company was making (or losing!) at any given moment.
The goal of the 'game' was to maximize profits for the company in the face of systems that were continuously breaking down. To do so, each team had to establish its own processes, and effectively collaborate with the other teams so as to create an efficient overall system.
The first round was anything but efficient, as the teams tried desperately to get their own houses in order while they watched all the missed shipments, unresolved outages, and lost revenue on the screen. The sense of frustration was obvious, but the group pressed on.
At the end of the round, the facilitator conducted an assessment of the business by reviewing bottom line data with the group, and discussed best and worst practices that the teams had implemented. Clearly, there was a better way to run this business, and the group was determined to figure it out in short order.
Somewhere in the middle of Round 2, I began to sense that the group was turning the corner. There were a lot more 'aha" moments, a lot less shouting across the room, flip charts were being utilized, and there seemed to be a great deal of relevant information being shared across the different teams.
After three hours and three rounds, the group was both exhausted and exhilarated. They were able to implement an efficient process that yielded a positive bottom line.
But more importantly, they now had a much more tangible understanding of the role that Service Management plays in aligning IT with the business.
I had a chance to interview several of the participants after the session, and they were all effusive in their praise for the workshop. Clearly, the workshop far exceeded their expectations, and they were anxious to share their experience, and apply some of the best practices at their own organizations.
As a new member of the ISM marketing team, the workshop was also a great experience for me. Besides meeting some very interesting IBM customers and partners, I now have a much firmer grasp of the value of Service Management.
Incidentally, we will be running a simulator workshop for customers at Pulse on Sunday, February 27th. If you are interested in attending, please contact David Ojalvo as soon as possible, because seating is limited to the first 20 respondents.
If you are not able to get with us at Pulse, fear not...the ISM Simulator Workshop is portable in nature, and can be hosted at any customer site for a group of your employees. It's a great educational and team building exercise! For more information on this, visit our web page, and contact your local sales rep.
Now that Pulse is in the rear view mirror, we can focus our attention on INNOVATE, Rational's flagship event for 2011.
Innovate 2011 is the event for software innovation. It is the conference totally focused on helping you transform software innovation and accelerate better business outcomes.
Need another reason to attend Innovate 2011?... You can also take part in the 'Service Management Simulator Experience', a hands-on game focusing on the challenges and business value of implementing Service Management best practices in a realistic and exhilarating scenario. Over the course of a few hours, you'll use gaming and role playing dynamics to mirror the real-world interaction between IT and the business, from both a strategic and operational perspective. In the end, you will come away with an actionable understanding of how the effectiveness of IT processes impacts your business! - For more information, visit the Simulator web page - Check out this 3-minute youtube video from a previous workshop - Read the rave reviews
- To register or if you have questions, send an email to firstname.lastname@example.org
BTW...Readers of this blog may recall that we also conducted a simulator workshop at Pulse this year.
Join us and the Tivoli community at Innovate 2011 – it’s a great opportunity to network with your peers and take away valuable insight that you can use today. If you haven’t yet registered for the conference, you can register here.
This year at Pulse, we will be running another Cloud Service Management Simulator Workshop. If you are interested in attending, please send an email to email@example.com
What is it? -The
IBM Cloud Service Management Simulator Workshop is a hands-on,
interactive simulation game which focuses on the challenges and business
value of implementing service management best practices in the context
of a realistic scenario. -During the workshop, you'll use
gaming and role-playing dynamics to mirror the real-world interaction
between IT and the business, from both a strategic and operational
-Over the course of the session, you will
experience a transformation from chaos to order, and learn how the
right balance of speed, accuracy, and prioritization in problem solving
can translate into a superior business outcome.
What's in it for you? -Accelerated
and breakthrough understanding of ITSM and ITIL best practices, which
you can take back to your company to assess how these can contribute to
your organization. -Better understanding of how the effectiveness of IT processes impacts the business.
-A fun interactive experience!
When is it? -Sunday, March 4th, from 2:00pm to 5:00pm, -MGM Grand Hotel, Las Vegas - Room 306 (Level 3 of the hotel conference center)
-We deliberately chose this day and time, as it does NOT conflict with any other sessions.
Take advantage of this great opportunity to share your experiences with your peers, get feedback from the most influential industry experts and promote your organization by submitting an abstract to speak at Pulse 2010.
Accepted client speakers will have high profile exposure to over 5,000 industry experts, press and analysts. Approved client submissions will receive a full conference pass ($1,995 value) and admission to our on-site VIP client lounge. In addition, to your paper may be published in the Pulse 2010 proceedings.
I talked with Pete Marshall, the lead for the Pulse 2010 Hot Topics track, and he offered the following insights and suggestions on how to submit a winning proposal.
One definition of a hot topic, is something not covered at last years conference and something that might not be covered next year. We’re looking for breaking trends—a snapshot of the industry and challenges service management professionals are facing right now. Themes like cloud computing, or serving the real-time web are good examples. Security is a perennial issue that always presents new challenges: it’s a hot topic every year, but every year there’s something different at the forefront. Things in our industry keep evolving and in the Hot Topics track, we want to look at and share information and experiences about what is really happening in the bleeding edge of service management. Some possible topics include:
Integrated Service Management
Process management and integration
The Hot Topics track is aimed at business leaders, decision makers and strategists puzzling over things like how to integrate physical and digital assets, what process models to use, and what are the best approaches to managing in a rapidly changing business and IT environment. Pete said he would encourage anyone working to solve emerging challenges—industry experts who may have a wider purview across the industry and very specialized customers who have done these projects themselves--to submit an abstract so together, we can share best practices, insights and create effective solutions as we move into uncharted territory.
Pete described two key aspects of a winning proposal—relevance and real life experience.
Is the topic relevant to where the industry is today? Is it something new and ground breaking? If the answer to these questions is yes, your abstract is a good candidate for the Hot Topics track. Going back to the security example, an overview of security might not qualify as a hot topic, but some current trend or challenge in the security landscape most certainly would.
While there is always a place for theorizing, in the Hot Topic track, we are looking for people who have been there and done that. We want presenters to share how they have solved or are working to solve a challenge.
The benefits of participating as a speaker are huge. Speaking is a very different dynamic than just listening. Not only will you have the opportunity to share your experience and get feedback from your peers, you will receive a full conference pass and get to experience the conference in a deeper, more involved way.
‘Health is Wealth’ so goes an old saying and holds true in its every logical explanation. The healthcare industry, being one of the largest, is also the fastest growing industry in the world. IBM’s significant contribution to healthcare with its wide spectrum of solution offerings through a gamut of capabilities has made IBM earn many valuable clients from the industry. For example: IBM is collaborating with Nuance to Apply IBM’s "Watson" Analytics Technology to Healthcare (press release)
Integrated Service Management for healthcare helps our clients meet their business challenges and achieve smarter healthcare system. Tivoli Case Study: Healthcare is a repository of our clients’ success stories which brings an interesting insight on various kinds of challenges that may arise in a business scenario, the solutions offered and its benefits.
I have been in Helsinki all this week, combining something rare for me - real work at a customer – with the itSMF Finland annual conference.
It’s always nice to be in Helsinki; maybe I’ve just been lucky – and maybe this is the best time of year – but it seems that every time I come here the weather is wonderful with clear skies, crisp clean air that you can feel making you healthier.
And in a world of ever increasing homogeneity, Finland has managed to retain enough of itself to still feel interestingly different – just foreign enough to feel like a little adventure.
Amongst the ongoing doom and gloom of slow and painful recovery from recession around the world, I hadn’t really noticed how much I missed success and optimism within an itSMF conference. itSMF Finland is doing very well – with a healthy bank account and a large and enthusiastic membership.Attendance at the conference is over 300 – and if that doesn’t sound too impressive straight off, let me put it in a little perspective. Finland has a population of around 5 million people; if the UK matched that (0.006% of population by the way) at their itSMF conference they would be hosting around 5000, and the US would need to find a venue that could accommodate nearly 19000. And pretty much all those delegates were domestic Finnish customers – no point in them targeting itSMF members in other countries since they the neighbours are also very successful. (itSMF Norway got similar attendance figures from a slightly smaller population at their conference in March). Plus of course when most of your programme is presented in Finnish you aren’t going to appeal too much to other nationalities.
As I said, Finland is very much its own place – the people are very friendly, and - both at conference and customer – they obviously care about being good hosts and delivering services that meet customer wants. As a nation they are usually very quiet and reserved but they open up considerably with the application of wine or beer – so while the conference sessions do not generate many questions the evening discussion is much more lively.
One of the fun things about most itSMF events is that the exhibition usually generates only limited direct sales opportunities – instead it is more a case of just being there is important because it keeps you in the customers’ minds. So that means you get the chance on the stand to talk to people around service management in general and exchange ideas. That – in turn – gives a good idea of the approach to service management in the country and we had lots of articulate and clearly customer motivated people stopping by and talking with us on the IBM stand – plus one or two competitors wanting to play golf on our Wii.
Actually, talking of our competitors, it was surprising that in such an enthusiastic marketplace – where service management has such a wide take up and is followed with such enthusiasm – so many of our usual co-exhibitors were not represented. Many of the industry big names seem to be less than interested in the Finnish market. I’m glad because it means there is even more chance I will get back to Helsinki soon – and that is always a treat.
Overall, I think the best lesson from Finland is that there is so much to learn locally – and I suspect that applies all over the world. Go get active in your local itSMF event – whether that is a Local Interest Group or regional meeting in a larger country or – like the Finns – the national event in a smaller (but perfectly formed) country