Cloud & Service Management blog
Branavan Ganesan 110000SGFR email@example.com Tags:  continuous-delivery devops vmworld agile 2 Comments 8,599 Visits
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
The session is entitled: SPO 3304: Best Practices for Collaborative DevOps with Optimal Application Performance in VMware Environments
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.
Noah Kuttler 110000SVNJ firstname.lastname@example.org Tags:  linked-data cloud service-management tivoli oslc-series oslc 3,893 Visits
The following article was written with significant contributions from Cameron Allen, Pierre Coyne and Beth Sarnie
Question of the day: why is IT agility so darn elusive?
Follow up question: after spending multiple millions in technology to improve service delivery, quality, and productivity, why do so many line of business executives perceive that IT is still not moving "fast enough?"
Silo'd information presents a big speedbump to agility. According to the 2012 IBM study of CEOs, high performing organizations are able to access data 108% more, draw insights from that data 110% more, and act on that data 86% more, than their underperforming peers.
Which brings us back to the specific problem: Information exists, but it is not shared. Information remains trapped in silo'd tools and departmental applications. It's not only not moving "fast enough," it's not moving at all.
If you agree with ITIL and related methodologies, agility is directly linked to your IT processes. So while we can improve process methodology and connections across roles and functions, and within specific technology siloes with tools, if the data and resources can not be freely shared across process-enabling tools, then its all for not.
Going one level deeper, what is the cause of this 'information black hole', where data enters tools, and is never seen again? Your reality is that you probably rely on a mix of multi-vendor tools. Those vendor tools rely on proprietary APIs for integration and trying to make tools with different APIs communicate requires the IT equivalent of a team of United Nations translators, where each is an expert in their applications main language (API). Once successful, the herculean effort can create a constant maintenance cost, and might not work well in the end - things will be lost in translation. That said, even single vendor tool suites are notoriously difficult to integrate.
So what can be done?
Stop for a moment and consider the best example that demonstrates simplicity of integration on a massive scale. It's the Internet. With the Internet, you can get information from millions of different web sites and all you need is a browser.
So for argument's sake, if tools are the equivalent of web sites, then all we need are links to connect two tools. We can take that one step further, borrowing principles from social networks like LinkedIn or IBM Connections, where we can search for one person, and see relationships to other people (making searching for data across tools much easier).
That in essence is OSLC (Open Services for Lifecycle Collaboration): A set of open, community agreed upon specifications for linking tools using web technology. (And before you ask, no. It's not a standard, because apparently standards alone have not done the job)
Data from any vendor tool is registered in a directory like a search engine, where other tools can find it, its relationship to other data, and access it via simple web link technology. Not similar to the Internet, but exactly like the Internet.
What that means is you can easily interconnect tools and processes. You can even replace tools with competitive tools - eliminating vendor lock in. It also means you can re-purpose one integration across a series of 'like' tools. "Write once, reuse-many" inherently applies here. All of this translates into simpler and faster access to information by people and tools, better analytics leading to better decisions, and better automation of workflow.
Now, IT will be seen as agile.
No longer elusive.
This is the first in a series of articles we will be posting about OSLC. Feel free to leave your comments below. Be sure to listen to the podcast we did for OSLC on the Tivoli User Group - TUC Podcast: OSLC Series - Learn how Tivoli’s enhanced architecture strategy will help you simplify integration across products – IBM and Other Vendors, and don't forget to follow us on Twitter @servicemgmt.
Also, stay tuned to the blog for more in our series of articles about OSLC.
Noah Kuttler 110000SVNJ email@example.com Tags:  mq gartner service-management magic-quadrant apm 2,849 Visits
Depending on where you're from, some people call it "autumn" and other people call it "fall."
Either way, it's when things in most offices start getting a bit hectic.
Back in the autumn of 1968, IBMers in Boca Raton were putting together 1130 computer systems for customers.
Here's a neat photo of them hard at work in the factory.
As you can see, once demand picks up in autumn. It doesn't slow down.
Even today. Demands on services are high and they keep getting higher which is why application performance monitoring (APM) becomes important.
It's why I'm pleased to let you know that Gartner identifies IBM as a leader in the 2012 Magic Quadrant for Application Performance Management (APM).*
The full report is available on the Gartner website.
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
Noah Kuttler 110000SVNJ firstname.lastname@example.org Tags:  oslc-series oslc linked-data service-management jazz cloud tivoli collaborative-lifecycle-m... 4,705 Visits
The following article was written by Cameron Allen, Pierre Coyne and Beth Sarnie and is the second in our OSLC series.
In non-acronym speak, what I'm saying is that the future of service management has arrived in the form of Open Services for Lifecycle Collaboration.
But, what is OSLC and what does it have to do with you?
If you are a user of service management tools of any kind, or rely on information from tools to do your job, then you probably know that finding the right information is half the battle, and getting realtime access to that information when it is not under your direct control can feel next to impossible.
OSLC means you can now leverage the simplicity and ease of web links to both find and share information across your management tools (be they IBM, or any vendor tools).
Just as web pages can be linked on the Internet, data can be linked together from one application to another – creating an application ecosystem where applications don't care what vendor they're from. They look up who has the data in a directory, and jump right to it.
OSLC is not something new, and Tivoli is not the first to adopt it for integration. If you're an IBM Rational user, you may already be a believer. IBM Rational, its users, and an extensive ecosystem of partners have been using OSLC to successfully interconnect the application lifecycle for years.
In fact, Rational Jazz is the realization of OSLC community specifications and shared services in an open platform that anyone can use to interconnect the application lifecycle. Rational just delivered their 4th incarnation of the integrated product offering called Collaborative Lifecycle Management based on Jazz.
Tivoli is now leveraging these same principles to help break down silos of information across the end-to-end service lifecycle. That means expanding the notions behind Jazz from service design and development to now include service delivery and management. We call this Jazz for Service Management.
Take for example, problem management. In order to diagnose and resolve a given trouble ticket, the problem information must be gathered and aggregated from multiple sources. We may need information pertaining to the application topology, the health of a system within that topology, outages or events that may be affecting the application, the CPU utilization, the versions and configurations of the hardware and software that this application is dependent upon. I could go on...
The problem is that all of this information lives in different places. You can either call around to the various owners of that information, or you pay a business partner to learn the API of the tool in order to get to the data, or you can have a highly skilled, in-house resource write the integration. These options require extensive expertise in vendor-specific APIs and lots of maintenance to keep them current.
OSLC utilizes community defined specifications for sharing and linking data applied to specific service management scenarios so that in a critical outage scenario, all relevant information relating to that outage can be accessed in real time from any number of sources, displayed in the context of that problem, in a single integrated view, with related actions that can be taken.
The difference is simplicity. You might be able to do this this now with a lot of experts and time but OSLC delivers simplicity.
And, most importantly, because OSLC uses community specifications for service management scenarios, integrations can be built once and applied across multiple 'related' OSLC-enabled tools. "Write-once, Apply-many."
For more information, listen to this podcast on the Tivoli User Community. This podcast provides a deeper insight into the next generation of service management built using linked data.
Also, at Pulse 2012 (video link), developerWorks' Scott Laningham is joined by Don Cronin, program director, Tivoli Technical Strategy and Architecture; and Mike Kaczmarski, IBM Fellow and Tivoli Chief Integration Architect to discuss the Magic of linked data.
ivor macfarlane 2700022KPS IVORMACF@uk.ibm.com Tags:  ivor ibm itil service-management itsmf back2itsm iso20000 6,988 Visits
I went to an itSMF
Now that kind of thing, apart from making me feel old (which is, admittedly, a fair enough feeling at my age) also made me look back and think on where we (the ITIL community) have come from and where we are now.
The first thing that occurs to me in thinking back to the early days of ITIL is that we now find ourselves in a place that none of us imagined we would. Don’t get me wrong, the original inventors and drivers of the ITIL idea were not short on confidence or vision, nor in seeing the benefits that documenting this aspect of best practice would bring. But I suspect that world domination of this industry sector by the word ‘ITIL’ was beyond even their best possible visions.
The key to the expansion of ITIL was that it quickly became about more than just the books. The ITIL advertising leaflets produced in the mid 90s coined the term ‘ITIL philosophy’ to represent this expanded
scope of ITIL. I suppose I should confess that I invented that phrase and also the diagram that went with it – a version from about 1997 is shown here. The accompanying words suggested that, even back then, less than 1% of ‘ITIL-related sales’ were about the actual ITIL books, and the rest were evolved services.
The fact that I couldn’t even hazard a guess at what that percentage might be today indicates a few, pretty self-evident truths:
Some other things have changed too.
Nowadays the maturity of the ITIL ideas means most players are focused on market share rather than growing the sector itself. That means more competition than there used to be. Nonetheless there are still lots of examples of that collaboration still easily found. Probably the best example is the ‘Back2ITSM’ facebook group – a place where free advice, constructive debate and openly shared thoughts are still the norm.
The itSMF was born in 1991, and played – probably – the major coordinating role is promoting the idea, importance and approaches of service management. Like ITIL, itSMF predates the term ‘service management’, having started as the ITIMF. Even here we have seen a lot more competition during the last third of its lifetime: both competition from other community organisations and also considerable internal competition. I hope itSMF will evolve form this to carry on delivering benefit to its members. I am a bit too frightened to work out what percentage of my time has been given to itSMF over the last 17 years – or at least frightened what my employers over that period might think. But that commitment does make me wish hard for its future health.
So, looking back should makes us appreciate where we are now – nostalgia can be deceptive for usually the past wasn’t better; because progress is exactly that – going forward and getting more. And wherever ITIL is now, IT Service management has come a wondrous way in the last 20 years. Global technology changes have made a difference to that journey; we’ve seen personal computing and the internet make all but unbelievable levels of change. We may well see Cloud do the same; personally I think cloud might do that by freeing us from some of the technical baggage and letting us see and address real service management issues, without the obfuscation of technology issues or the opportunity to hide behind them any more.
We’ve seen a move from books being the go-to source of wisdom when ITIL started to an amazing range of information sources. Nowadays your typical service management will expect their influences to come via social media, electronically delivered white papers and the like. Interestingly, in many cases, they would also expect them to come for free, and that throws a real challenge on the thought leadership business. If ITIL 4 ever happens I think it will be a radically different entity from versions1-3.
Where I want to see ITSM going is towards SM. IT is now so pervasive that it is everywhere, which to me means that ITSM cannot be a subsection of overall SM anymore because it logically applies to everything, since all services now depend on IT. Nevertheless, IT has treated SM well, and – after some effort –has taken it seriously. I hope those lessons will work their way into broader adoption and we will see an improved – and critically an integrated – approach to service management across enterprises because of that. I am driven to optimism in this (not my natural state you understand so it is noteworthy) by the fact that, alongside this blog, I am involved just in this same month in a webinar and an article for IBM’s SMIA series on the idea that IT is now spreading its ideas – and delivering its technology and specifically its evolved software solutions – to the broader enterprise needs.
I wonder what we will be saying in another 20 years looking back – maybe ITIL will survive another 20 years, maybe not, but I am certain service management will progress and improve.
 And the top two names I would put here are Pete Skinner and John Stewart – perhaps our least sung heroes, especially the late Mr Skinner – but pivotal all the same.
 I don’t plan to, and hope no-one else is tempted – there are far more constructive things for intelligent service management practitioners to progress knowledge about.
 And if you are interested (sad?) enough to be reading this then you should be part of that group if you aren’t already.
David Ojalvo 060001CNQC DAOJALVO@US.IBM.COM Tags:  financing partner msp business tivoli smartcloud ibm 1 Comment 5,182 Visits
As I began to read through the press release about IBM's new initiatives to help Managed Service Providers (MSP's) in the cloud space, it suddenly struck me - this is a great opportunity for ALL parties involved.
For MSP's, IBM is providing a bundle of services and support in the way of marketing skills, technical expertise and financing options. On the marketing side, MSP's will have the ability to better target their customers and generate demand for their services through IBM education that includes topics such as developing effective marketing plans and exploiting the burgeoning social media space. Additionally, MSP's can sell IBM SmartCloud services under their own brand names. On the technical side, MSP's will have access to four new "Centers of Excellence" (located in China, Japan, Germany; and New York City) where they can collaborate with IBM technical experts to build their cloud services, and connect with other IBM ISV's. In terms of funding their efforts, IBM announced a financing offer which includes 12-month, 0% loans for IBM Systems, Storage and Software, and allows MSP's to defer payments for up to 90 days.
For end-users in the SMB space who often lack the necessary IT skills, this is a great opportunity to leverage local technology providers and take advantage of a cost effective "pay-as-you-go" model that cloud computing affords them. In addition, end-users will have the confidence of knowing that the services provided were built on an IBM platform.
Finally, for IBM, this is a great opportunity to expand its cloud ecosystem, and leverage the growing population of MSP's, who are continuing to gain traction in the cloud computing space for SMB's.
Here's the link where MSP's can go to sign up
Noah Kuttler 110000SVNJ email@example.com Tags:  system-p system-z service-management enterprise-systems system-storage entsys storage 1 Comment 4,936 Visits
This blog post was written by George Mina
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.
Noah Kuttler 110000SVNJ firstname.lastname@example.org Tags:  interconnect storage cloud smartcloud service-management 3,561 Visits
As the Western Hemisphere was slumbering, news from Singapore was lighting up Twitter as our senior executives took the stage at the IBM InterConnect conference to talk about some of the latest announcements from the IBM corporation on innovation and a Smarter Planet.
Much of the reporting has been done on Twitter (hashtag #IBMInterConnect) and these keynotes are available on the LiveStream including an amazing speech by Dr. Michio Kaku about the future of computers ("everywhere and nowhere").*
These are supplemented by interviews conducted by Todd "Turbo Todd" Watson, also on the LiveStream.
Since this event was focused on a Smarter Planet (the entire IBM portfolio), we covered a lot of ground. Big Data. Social. Mobility. And, of course, cloud.
For SmartCloud Foundation, the Tivoli organization has a number of exciting solutions that are designed to help you increase the levels of innovation you provide to your clients.
For this blog, I thought it'd be good to focus on three of the new solutions you might not have seen before that are going to help you in building out your private cloud.
IBM SmartCloud Cost Management is one of the key components in transforming IT from a "cost center" to an innovation center by providing levels of visibility, and transparency, to the IT costs associated with your cloud. Measure, analyze, report, and invoice the utilization and costs of physical, virtualized, and cloud computing resources, storage and network resources, applications, and other non-IT cost drivers.
IBM SmartCloud Patch Management combines the benefits of two solutions, IBM Endpoint Manager for Patch Management and IBM SmartCloud Provisioning, to provide an effective entry point that delivers lower costs and improves the visibility and control of physical, virtual, and cloud environments.
Finally, the IBM SmartCloud Virtual Storage Center is a solution that you might have seen us talk about at Pulse 2012 and it's now an exciting addition to the portfolio. This solution helps IT storage managers migrate to an agile cloud-based storage environment and manage it effectively without having to replace existing storage systems. If you're looking to increase your storage efficiency in cloud, but don't have the checkbook to do a "rip and replace" of your entire infrastructure, you need to be looking at this solution.
There's more going on in Singapore over the next two days, and more discussion of SmartCloud Foundation and IBM Smarter Planet. Stay tuned to Twitter and the LiveStream and feel free to post comments below.
* I have to confess that this blog was delayed because I got sucked into watching the keynotes.
ivor macfarlane 2700022KPS IVORMACF@uk.ibm.com Tags:  ivor itsmf devops service-management itil itsm ibm 3,624 Visits
A while back I wrote a blog just mentioning devops, and what a sensible idea it seemed – certainly the word ‘devops’ hit some bells and I got 3 times my normal hits in the first day. At the beginning of this year (2012 in case you got here late) I wrote a blog inspired by a discussion with a TOGAF fan; I felt we in parts of the IT world need to talk to our neighbours a lot more.
I was reminded of these by seeing several devops write-ups recently (separate articles in itSMF UK and US magazines in the same month). Both are encouraging and make the unavoidable point: what devops suggests as a matter of principle is clearly something to be supported like the proverbial apple pie. It is just so obvious, it has to be right - why would you not use the people who built and know a new piece of software (or anything else for that matter) to get it in place and working, and as first point of call should anything not work as expected?
Both articles argue that ITSM people should embrace the ideas rather than rush to defend their empires. Devops is not the only example, but it seems to me that what we might be faced with is set of approaches all driven from disparate firm foundations in our vast ocean of IT and services.
In fact the commonality between the approaches is massive, especially once you get past a temptation to overly rigorous application. It amazes me that the same IT people who would never dream of reading the instructions before using their new technology toys insist on applying every word of best practice.
If you want an example of how ITIL® overlaps the base devops concept look at section 6.7, page 236 of Stuart Rance’s Service Transition book in ITIL 2011.
The point I really wanted to make is that we need to get above the point of origin and see identification, creation delivery and operation of service as the real goal and the subject of some integrated guidance. Everything we have so far shows its origins.
I started my career helping organisations establish and improve services, I got sidetracked into IT and oft-times I miss that bigger image. I still find it hard to think only of IT aspects and solutions, but I find I am often talking with people – suppliers and customers – who are content to be restricted to IT aspects.
In the short term I think what we need is more selling of the neighbour’s ideas. I want to see devops being evangelised by someone from the ITSM community, and we need the converse too. Otherwise it can feel like the recommendations for apple pie are coming exclusively from the apple marketing board; doesn’t mean they are wrong but they can less than convincing, especially to a cynical audience or to one that has something they feel they must defend. Maybe I have stumbled onto my subject for next year’s conferences – anyone interested in inviting me?
 You call them methodologies, frameworks, revelations, best practices or whatever – I was searching for a generic term, if you have a better one let me know.
 In case you don't like what is there, I should point out the content of that section comes from the 2007 version, which was not written by Stuart. There is simple diagram here that makes the point, but it is Crown Copyright so I dare not use it here, so please o look if you are interested.
Noah Kuttler 110000SVNJ email@example.com Tags:  collaborative-lifecycle-m... linked-data oslc-series oslc tivoli watson cloud service-management jazz 4,354 Visits
A: Linked Data
The following article was written by Cameron Allen, Pierre Coyne and Beth Sarnie and is the second in our OSLC series.
For those of you, like myself, that don’t have a Watson-like recollection, here’s a quick flashback detailing a millisecond in Watson's brain on a sample patient:
If you're in the business of IT, this may sound a lot like incident management. And as any level 1 support person can attest, diagnosing the root cause of an incident is much like diagnosing a patient's condition. You need information from multiple sources (e.g. service desk, license, CMDB, monitoring, and asset management systems), but more importantly, it has to be in context, up to date, and delivered in a timely basis to make an accurate diagnosis of the root cause.
The problem has always been that an incident manager, like a doctor, has to jump between tools, entering requests in each system for the right information...and that is time consuming. In some cases, information isn't readily available and must be requested from other sources, not under their direct control.
One of the ways Watson is able to be such a great diagnostician (and incident manager) is through "linked data," which allows it to seek out and find related information on the patient from multiple sources in a fraction of a second to facilitate faster, more accurate patient diagnosis.
Until now, an incident manager did not have this same luxury.
That's where Jazz for Service Management comes in. Jazz is IBM's realtime platform for integrating management across multivendor tools, and across service lifecycle processes and functions. Like Watson, Jazz for service management uses principles of linked data, along with community standards (including OSLC) to support Watson-like service management decisions, regardless of what vendor tools you have in place.
If you want to learn more about OSLC and linked data in the context of service management, join the IBM developerWorks Jazz for Service Management community for demonstrations, and to gain early access to beta software.
ivor macfarlane 2700022KPS IVORMACF@uk.ibm.com Tags:  ivor service-management back2itsm 6,407 Visits
There have been a lot of good discussions on Back2ITSM recently. I find the site a wonderful reminder of the two universal constant truths: ‘everything changes’ and ‘there is noting new under the sun’. They might seem contradictions at first, yet the older I get the more both seem true.
Firstly, if you aren’t looking at the Back2ITSM group on facebook then you are missing out - go sign up, now! Let me explain what it is and how it is brand new and full of ITSM tradition at the same time.
Secondly, it is about people talking with each other. That’s the bit that is the same as it’s always been. The willingness to share ideas, help others – even those in competing organisations – is just exactly like many itSMF regional meetings I have been to, in UK, Canada and New Zealand; except that now we are all in three at the same time.
Of course, social media isn’t new, and facebook is not the newest kid in town. But what is 21st century about this kind of group are the immediacy of comment and dialogue and the wide spectrum of simultaneous participants it allows. Since it has active members from all across the world, there is constant input and comment.
OK, so we have all know that the technology for this has been around a while. After all it is ‘just’ about real time input to a forum – and we now have about 20 or 30 people across the world presenting their opinions to an audience of 500+ (lurking is positively encouraged). For me what is important is precisely that I am not aware of the clever technology or feel all the time that I am using a novel means of communicating or even just how damned clever the whole thing is. With this group I have reached stage three in my own ‘using technology’ scale: comfort and taking for granted.
Stage 1 is when you are using some new way of doing things just because you can. This isn’t just about IT of course, many of us may recall how such things have affected our choice of travel (my
example is choosing an airline because they had A380s on the route, and even if a bit dearer I had never been on one of them before …).
Stage 2 is when the mean is no longer overwhelming the ends – you’re using it now because it is logical to do so, and it is delivering value. But, you are still very aware of how cool it is. And you probably keep telling other people how cool it is too.
Stage 3 is when your focus is totally on what you are doing. I can now just read what is written, comment if I have something to say. You know it’s a normal conversation because it goes off at tangents, people get flippant, say daft things, agree, argue, make subtle (and sometimes not so subtle) digs at each and launch jokes that no-one else notices. In short, it’s normal human conversation, without thinking about how you are achieving it nor where all the people are, or what time it is there.
And to me this is a good motif for successful technology. It isn’t when it is there and running that the implementation part is properly over. Real success is when people don’t notice it any more, but just get on with using it, unconsciously – as part of their everyday lives.
It’s one more example of how success is about being invisible. First time I flew in an A380 I was excited about it – last time I was watching a movie before we reached the runway. That’s success. (Ok, so there was a little re-attention on the technology after the Qantas 380 had an engine explode but I am back to ignoring it again now.)
So the important lesson and message that I see is how we need a customer perspective on the introduction of new technology. And maybe what you actually want is people to stop telling you how impressed they are, because then they are getting on with using it, which was, after all, the real point of the exercise, wasn’t it?
David Ojalvo 060001CNQC DAOJALVO@US.IBM.COM Tags:  storage web asset infrastructure management smb cloud smarter endpoint 2,664 Visits
Just in case you weren't sold on IBM's commitment to better serve and team with smaller enterprises, here is some hard hitting evidence for you. IBM recently launched the Small and Midsized Business (SMB) web portal around Cloud & Smarter Infrastructure as a clear illustration of how the Tivoli, Maximo, TRIRIGA and Netcool solutions are geared for the SMB space across Cloud, Mobility, Asset Management and Storage.