Oh, how happy I am to have that application in my phone to download my favorite tune; and as an end-user I’m happy as long as my phone gets my directions correct. However, to deliver such a rich user experience what goes into the back-end is the design and delivery of an increasingly complex system of systems.
It’s about the ‘sustainable innovation with Integrated Service Management for Design and Delivery;’ where Tivoli and Rational software come together, bridging the gap between design, development, test with operational processes and together service the critical business needs.
This integrated process enables organizations to:
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
Are you looking for a reason to head down to Florida next month?
Tivoli will have a large presence at next month's Innovate2011 conference in Orlando, with over 30 sessions which highlight the Tivoli/Rational integration, and six booths in the solution expo. In addition, you can check out the Tivoli executive speaking engagements including Danny Sabbah (GM, Tivoli Software) at the executive summit presenting on
'Collaborative Development and Operations', Jamie Thomas (VP, Tivoli
Strategy and Development) on organizational agility and efficiency, and
Steve Robinson (GM, IBM Security Solutions) on 'Security in Industries'.
Also, be sure to check out the 'Service Management Simulator Experience' at Innovate, a hands-on role playing game focusing on the challenges and business value of
implementing Service Management best practices in a real life scenario!
One of the trends that we are seeing today is the convergence of security management and systems management.The better job you can do managing your infrastructure, the better equipped you will be to define and enforce security policies and controls across that infrastructure.There are few places where this convergence is more evident than the endpoint.
As the notion of a perimeter disappears, and we see the continued proliferation of an increasing number of traditional and non-traditional endpoints, such as servers, desktop PCs, laptops, ATMs, point-of-sale devices, and self-service kiosks, organizations are looking for a comprehensive approach to how they best manage and secure all of their endpoints.This includes, but is not limited to, identifying all of the endpoints that you have in your environment, managing the complete lifecycle of that endpoint, providing continuous security and compliance, effectively deploying patches in a timely manner and finally, managing the power usage of that endpoint.
Tivoli Endpoint Manager, built on BigFix technology, can address all of those needs, but in this blog, I want to focus on that last piece of the conversation, because it is one that does not immediately come to mind when people are typically thinking about the most critical elements of managing an endpoint.However, we have seen that effective power management is something that can actually pay for all of the other benefits that Tivoli Endpoint Manager can provide.You can ultimately end up saving money, the environment, and in the process, deploy critical security and systems management controls across all of your endpoints (even the ones you didn’t originally know you had).
In a recent article (click here), Penn State wrote about their deployment of Big Fix (now called Tivoli Endpoint Manager) and indicated that it could save them about $800,000 annually.At a large university like Penn State, they have thousands of computers that can be included in their power management initiative, and many of these computers are only heavily used during peak hours.Tivoli Endpoint Manager allows the Penn State IT staff to automatically put these computers in sleep mode when they aren’t in use.They are anticipating not only a significant ROI (about $800,000 annually), but are also hoping to reduce the amount of carbon dioxide released into the atmosphere by 60,000 tons.
One of the objections that people often bring up when it comes to power management for the endpoint is that it can interfere with the patch process.This is one of the areas where the convergence of security and systems management is so important.The policies that you create and enforce from a systems management perspective need to work hand-in-hand with the policies related to security management.For that reason, Tivoli Endpoint Manager was built on the core concepts of convergence, scalability and granular policy setting.It allows an IT staff to automatically wake computers at a designated time, apply required patches or enforce configuration policies, reboot, and then bring the endpoint back down to a hibernated, low energy state, or shut it down altogether.
The Chichester School District (click here) provides yet another great example of power management savings. This regional school district in Delaware County, Pennsylvania, manages more than 2,000 Microsoft Windows desktops and 50 Microsoft Windows servers throughout a six-school network.The Chichester School District implemented energy conservation using the power management capabilities of Tivoli Endpoint Manager to help reduce computing energy costs by 70 percent. Their IT team also uses the distributed “Wake-on-LAN” functionality to distribute and install patches to those machines that are turned off at night. This allows for a reduction of energy resources and confirms machines are securely patched—without impacting employee productivity.
The integrated patch and power management capabilities of IBM Tivoli Endpoint Manager provides IT staff with real-time information on remote endpoints to simplify patch processes, conserve energy and reduce on site troubleshooting.
This weekend partners, developers, and IBMers will be descending upon Orlando, Florida for Innovate 2011, the Rational Software conference.
Not surprisingly, Rational's "first cousin" Tivoli will have a prominent presence at the conference, including 30 sessions that highlight the Tivoli/Rational integration, six booths in the Solutions Expo, and several executive speaker slots.
Tivoli delivers innovative solutions to address business priorities, with Integrated Service Management providing the Visibility, Control and Automation™ to overcome growing complexities and keep up with global competition. But more specifically, Integrated Service Management is the catalyst that can smooth out the interactions between development and operations for IT and business professionals across all industries.
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.
Are you interested in learning more about Cloud Computing and Virtualization? Be sure to register and attend these two community webcasts happening this week on June 8th and 9th. These promise to be very informative events you don’t want to miss!
WEBCAST on Wednesday, June 8, 2011 at 11:00AM Eastern USA Webcast title: Get your image sprawl monster under control – secrets to image management from an expert Sign up for this webcast here
Description: Companies have embraced virtualization primarily to impro! ve utilization of hardware and save costs. However, virtualization especially on x86, has led to significant growth in management costs. Much of this increased cost stems from growth in images. We will discuss some of the key challenges around managing images and how IBM is taking a holistic approach to solving these pain points and restoring control.
Speaker: Ruth Willenborg, IBM Distinguished Engineer in IBM Software Group, Tivoli
WEBCAST on Thursday, June 9, 2011 at 11:00AM Eastern USA Cloud - Extending your virtualization into the cloud Sign up for this webcast here
Description: 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.
Speaker: Mohamed Abdula, IBM Director, Service Automation and Cloud Solutions Product Management and Bowman Hall, IBM Director, Cloud Computing Client Engagements, IBM Software Group
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.
The group is made up of a very diverse audience, including IT professionals, analysts, IBM Business Partners and of course, IBMers.
Members of this group share knowledge, news, training, and events around Service Management solutions, including Tivoli, Rational, WebSphere, Information Management, Storage, Security, DevOps, Smarter Planet, Green IT and Cloud Computing!
So join our group, and initiate a discussion, or weigh on on an existing discussion!
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.
I am just back from a week working in Tokyo. For someone who
writes as much as I do about the need to understand customer culture and how
that affects expectations, it is always a good lesson to visit Japan, where the
culture is about as different (from where I normally work) as you get within
the service management world. (Of course culture does get even more different in,
say, certain Amazonian tribes or a primary school playground, but with little
formal ITIL adoption there as yet, Tokyo
is my extreme of difference.)
Although the shadow of the tsunami and very
real loss to the community endures, the human spirit carries on and people
still laugh and enjoy life. One of the pleasant surprises is how universal
humour can be. It is also easy to forget how quickly people’s behaviour adapts
and copies from those around them. You really only notice the extent to which
you adapt when you get back home. For example it took me a while to stop bowing
to people and also to stop smiling at people in the street, restaurants etc –
or certainly to stop expecting them to smile back.
I also got used to things that I would
expect not to cope with easily. Specifically after the first day or so I was no
longer bothered by how much my room on the 16th floor shook when one
of the steady stream of aftershocks wobbled Tokyo. That reminded me of how worryingly
quickly I had got used to seeing young men with machine gums patrolling the
streets while working in Belfast
in 1992. Seems we absorb new technology just as quickly, and it takes very
little time for what seemed new and so different to become everyday life.
People as old as me can remember life without a mobile phone, but already I
find it hard to recall how it felt to be out of contact whenever out of the house or office, let alone that it didn’t bother me to be unreachable.
But coping without things you have got used
to does happen – and it is clear there are some very direct lessons for service
management in Tokyo
today. Obviously in the light of their unfortunate experience and need for disaster
recovery and business continuity they are well placed to be the source of most
of the case studies for the next few years. It may well be a long time before
even the immediate effects stop being so visible – there is an obligation for a
15% reduction in electricity consumption that looks set to last a long while.
That kind of thing has so many knock-on effects you quickly realise how
dependent we are on technology. Not only because it is a shock to go back to
old ways – and waving a fan may be an ancient Japanese tradition but it much less
effective than air conditioning; but because we depend on so much that cannot
function without the technological infrastructure. The power reduction of 15%
has to applied carefully, because so many things – like data centre power –
must be maintained. So the power for things that drive mere comfort is hit very
hard – very little cooling in offices and, for example, my hotel had turned off
That made me think of just how complex our
everyday infrastructures have become, with so much more than electricity on our
critical list. It perhaps should be acompulsory occasional exercise to think through just how many things we
presume will be available – not just the obvious (utilities, access, people etc).
I am sure we would all be surprised at some of the things we tacitly depend on –
and equally sure there are good stories to be told about some of them – any offers?.
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
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are times when youruser community
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IOD 2011 is just around the corner, and it should be no surprise that I was psyched to learn that Washington correspondent and anchor for BBC News Katty Kay is hosting the conference.
Full disclosure: I drive a Mini Cooper, I watch Doctor Who and I follow Neil Gaiman on Twitter.
So, yeah. I was also excited to see that she's going to be on stage with great IBM speakers like Jeff Jonas, Robert LeBlanc, Mike Rhodin and Steve Mills.
As if that wasn't enough (and there are a bunch of other IBM speakers not listed), guest speakers Mike Lewis and Billy Beane will also be there. Mike Lewis wrote the book Moneyball: The Art of Winning an Unfair Game and Billy Beane is the VP and General Manager of the Oakland Athletics (the subject of the book).
I know, right? It's a pretty great group of speakers.
Having attended IOD in the past, it's a great show that I know that customers and business partners are going to get a lot of value out of.
Tivoli will be at IOD, and we're looking to meet customers such as yourself who are attending the conference. Here's a list of where you can find us:
IBM Tivoli Ped (Booth 101-04): IBM Tivoli/Predictive Analytics for IT and Service Management
IBM System z Software (aka, System z Zone): OMEGAMON for z/OS Management Suite (Booth 105-05) and System z as Enterprise Security Hub (Booth 105-06)
Smarter Computing Zone (Booth 101 and Booth 515)
IBM Expo Theater (Booth 001): October 24, 05:30 - 06:00 - Consolidated Data and Application Security Management (Session: ISA-4198A)
October 25, 11:15-12:15: Securing Your Mainframe Virtual and Cloud Services With Enhanced IBM zSecure Suite (Session 4153A - Mandalay Bay North Convention Center - Mariners B)
October 25, 2:30-5:45: Predictive Business Service Management Leveraging Performance & Capacity (Session 4142A - Mandalay Bay South Convention Center - South Seas D)
October 25, 4:30-5:45: Security & zSecure at Mariners B – Mandalay Bay North Convention Center (Session #4097A)
We have a website with more details and of course you can follow the conversation on Twitter #iod11 and watch the general sessions on the Livestream.
...and speaking of Las Vegas and IBM Conferences. The Pulse 2012 call for speakers deadline is fast approaching (November 7). See Jen's Pulse blog for the details on how you can submit a session proposal.
I recently had some first hand experience –
from the receiving end – how much of an effect genuinely good customer service
can have. The experience started in dismay but was recovered well beyond
Anyway, to start at the beginning ….
I had to go and ‘swear an affidavit’ –
which for those of you not into the jargon of jurisprudence means to formally
promise what you are saying on a form is true. In England you can either pay a
solicitor for this service, or you can get it for free at the county court. So,
of course, I went off to the County Court.
Now, it started, I admit, with me failing in my responsibility to be a proactive customer. I did not think
through what I knew. County Courts in England are where the most
serious crimes are tried, so it is where the most dangerous criminals would be.
A moment’s thought, therefore, would make it obvious that there will be fairly
impressive security. But of course I was just thinking about delivering a form
so the metal scanner and request to empty my pockets took me by surprise. And
my producing my Swiss Army penknife from my pocket sent the security man into
action. The knife was confiscated – suggestions that I wasn’t even in the
building yet and could just go back, leave offending items in the car and start
again, were not allowed to be considered. I was told that I could not get my
knife back when I left but instead I needed to write in to the court manager
asking for it to be returned by post.
So, I had a perfect example of a ‘Moment of
Truth’; putting me instantly, and very extremely, ‘anti’ the staff and the
processes. It seemed obviously the staff are required to leave common-sense at
home and not bring it to work with them.
And thus, in a bad mood I reached the court
officer with whom I was to sign and swear that my forms told the truth. She
spots my mood, finds out why and explains that the rules are for protection and
cannot be altered – causing no improvement in my mood. She then looks at my
forms and points out that I have not brought all the right documents – and then
throws in for good measure that my solicitor has supplied my with the wrong set
So … it is now clear to me that I have
driven into town, paid for my car parking, lost my knife for the duration and
all for nothing because my paperwork is wrong. But fear not – after this it
gets better. I had been expecting a businesslike word or two of sympathy and if
I allowed myself a glimmer of optimism then maybe even an explanation of what I
needed to go back and fetch, so that it would work when I came back.
Instead the lady reacted very differently.
She pointed out that the forms I have forgotten are copies of documents they
already have lodged with them, and that they have blank forms of the right
kind. She fetches the missing forms, lends me a pen and helps me understand
what is needed on the right form, checks it through, makes corrections and then
duly witnesses it and formally logs it in the system as sworn and correct. As she
put it “Well the purpose is to get your stuff recorded, if I can make that
happen then why wouldn’t I help?”
Of course she was perfectly right, her job
is to help get these things done, and so thinking for herself and helping
people get there is an obviously correct attitude. Isn’t that exactly how
everyone in service delivery sees it?
Well, of course we all know that it isn’t –
not yet! The sad aspect of this kind of story
is how surprised we all are by them – that they are worthy or repeating
because this quality of service is still unusual.’
The key aspect of this story – with its two
different approaches to dealing with the customers - is how much good service
experience depends on customer facing staff that are knowledgeable of the
customer’s context and goals. But more than that even, the management trusted
and empowered (at least some of) their staff to use common sense and do what
was right – maybe even if it didn’t follow exact procedures.
Are the customer-facing staff in your
organisation trusted and empowered? If not, is it because they can’t be
trusted, or because they have been given the knowledge? Or is it just that
no-one has ever thought it would be a good idea to trust and empower them? What
happens in your organisation – do you get good service or do you a strict
process delivered, whether or not it is appropriate?
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.