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Estudo do Gartner sobre alinhar TI aos Negócios com destaque para o lançamento do IT360.

Estudo do Gartner sobre alinhar TI aos Negócios com destaque para o lançamento do IT360.

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    Estudo Gartner -  IT360 ManageEngine Estudo Gartner - IT360 ManageEngine Document Transcript

    • Issue 1 1 Integrated IT Management Lorem ipsum dolor sit amet sit Integrated IT Management 7 The Value of Integrating Availability & Performance Management and Empower IT with end-to-end visibility Service Desk Tools12 About ManageEngine Introduction Today’s IT environments are built from a remarkably diverse set of software, systems and components – off-the-shelf and custom applications, databases, servers, and networks are integrated to meet business requirements and serve user needs. Achieving the full business value of IT relies on monitoring and managing the health, availability and performance of these complex and diverse resources while maintaining a quality user experience. Businesses view IT as a key strategic asset, yet are often frustrated when the performance and business value of key IT components can only be monitored and managed independently using silo-ed IT management tools. The tasks of IT and operations management are conventionally accomplished using tools dedicated to specific become front page news. As a result, IT and applications and infrastructure components, and operations managers are seeking a 360˚ view service desks operated in a reactive manner to that spans all enterprise applications and systems user complaints. to rapidly identify problems, monitor performance against key business metrics, and enable service According to Gartner1, “The integration of desks to predict when systems warrant trouble availability and performance management tools tickets – even well before users complain. with the service desk promises increased IT operations efficiencies, resulting in reduced IT As businesses seek the holy grail of measurable downtime and improvement in service quality Return On IT through “a single pane of glass” and support to the end user.” that spans all IT domains, a new and powerful class of integrated IT management solutions has This integration of IT management and service emerged. desk becomes essential as organizations increasingly rely on IT-driven business models Integrated IT management enables business and service outages and security breaches managers to better understand, anticipate and Featuring research from
    • 2 respond to IT-driven business events; and an • Evaluate scalability of applications, systems integrated, single-dashboard view empowers IT and infrastructure managers to provide the desired transparency, visibility and service-level management. • Anticipate capacity requirements and scale up to keep pace with future growth Organizations are turning to integrated IT management solutions to: It’s a new day in business, and IT plays a central role, which requires a holistic, integrated view • Reduce operational costs and increase IT and of all components for proactive, end-to-end service desk staff efficiencies management, to ensure that IT is delivering its full business value. • Achieve higher utilization of IT systems and infrastructure Source: ManageEngine • Reduce spending on monitoring tools and regain control over “IT sprawl” ManageEngine IT360 Align IT with business goals using • How do IT services affect business goals? an integrated approach to systems, network and application performance • Does the IT organization have complete management visibility to respond to top business challenges? According to Gartner2, “Today’s business • Can CIOs show executive management what’s demands quality of service, application really happening in IT? availability managed to service level agreements (SLAs) and agility responsiveness, which relies • Are Service Level Agreements (SLAs) using on higher degrees of IT operations efficiency.” relevant Key Performance Indicators (KPIs) To address these demands, integrated IT being met? management solutions can provide a framework that enables organizations to gain visibility ManageEngine has delivered enterprise IT into their IT infrastructure from end to end and management software to more than 45,000 improve its performance, answering critical customers worldwide and recognized the questions, such as: FIgure 1 ManageEngine IT360 provides a single-dashboard view of IT infrastructure. Source: ManageEngine
    • 3pressing need for a new IT operations and service ManageEngine IT360’s built-in IT ServiceDeskmanagement solutions built from the ground up, helps reduce the complexity of workflows andwith an integrated approach that enables IT to makes it easy for IT administrators to run ITdeliver its true business value. operations effectively and efficiently. It also offers best practices to make sure that business servicesManageEngine IT360 is a highly capable, are available 24x7x365. In turn, this enablesaffordable and easy-to-use integrated IT decision makers, such as CIOs, IT managers andmanagement solution; designed to provide a service managers, to formulate the right businessholistic view of the way in which a company’s strategies to enhance productivity and achieve “With IT360, we movedsystems, networks and applications are success. from multiple IT toolssupporting business operations. Although there to one integrated,are many Business Service Management (BSM) Manageengine IT360 Value Proposition end-to-end monitoringand Application Performance Management (APM) With ManageEngine IT360, there is finally an solution. A singlesolutions available in the market, ManageEngine affordable, easy-to-use, single-console, integrated console gives us aIT360 offers an unsurpassed combination of IT management product with all the capabilities unified view into all ourfeatures, that enables decision makers to make historically available only in the most expensive, IT infrastructure.the right decisions, helps IT administrators ensure complex software suites. It also gives us businesshigh uptime and equips ServiceDesk technicians insight needed to maketo resolve issues without too much hassle or at Single dashboard for a consolidated view accurate decisionstoo high a price. of IT and report back to our customers. TheManageEngine IT360 optimizes and accelerates • Complete visibility which makes it easy to flexibility and easethe alignment of IT management with business identify and fix problems faster, thereby of implementation ofgoals by monitoring KPIs, SLAs and other critical realizing greater IT productivity IT360 gets us tobusiness metrics without disrupting existing market faster whileworkflows and processes. ManageEngine IT360’s • Avoids a siloed approach to IT management to providing a lower totalcustomizable operational dashboards monitor reduce complexity and simplify IT ownership cost.”the performance of business applications, their – Senthil Manimuthurelated services and overall system and network Integrated monitoring and service desk Executive Director of ITperformance, providing real-time information modules for greater collaboration between IT Infrastructure, PMSIthat enables you to quickly and accurately assess Operations and IT Service Managementbusiness conditions. FIgure 2 A single view of IT with ManageEngineIT360’s actionable dashboard Source: ManageEngine
    • 4 • Improve problem detection and resolution Manageengine IT360 time resulting in reduced downtime for higher quality of IT service. Collaboration between gain end-to-end visibility into IT network, server, applications and service desk performance teams enables better teamwork Integrated Systems, Network and Application Fully integrated solution from one company Performance Management • No need for professional services to assemble Gartner ’s4 integration objectives include: separate IT monitoring and management modules-alternative approaches require you • Reducing downtime and increasing IT service to purchase individual modules and spend quality and end-user satisfaction substantial time to put it all together • Optimizing resources and increasing • Designed organically from the ground up efficiencies (i.e., more issues resolved at versus disparate products from high-cost Level 1 support) vendors, that were acquired from multiple sources • Removing delays and gaps in the fault-to- resolution process and reducing the mean Minimal configuration and no specialized time to repair (MTTR) expertise • Proactively informing the IT administrators of • Easy setup results in faster time to faults (before end users report the issues) deployment • Automatically escalating issues in line with • No need for experts with specialized training SLAs Intuitive user Interface • Improving the accuracy of the fault-to- resolution reporting (i.e., providing specific • Saves time and improves responsiveness downtime and MTTR statistics) • Easy to learn for better team productivity • Improving trend and analysis reporting Wide range of functionality such as SLAs, ManageEngine IT360 takes an agentless business views, KPIs, capacity management approach to proactively monitor the health, and trending availability and performance of servers, networks, applications, ERP systems, databases, mail • Features such as SLAs, business views, and servers, Java transactions and other web-based KPIs allow the IT team to focus on high- services. IT360’s integrated views are well suited priority problems that impact the business for today’s N-tier web applications and their complex dependencies on servers, databases, • Empowers IT to respond to real-world web servers, middleware components and web problems in a highly responsive manner services linked using SOA. • Capacity management and trending helps plan for future growth and protects existing investments
    • 5 FIgure 3 ManageEngine IT360 is built from the ground up for integrated IT management Source: ManageEngineMany applications that are clustered for real-time network behavior; and helps businessscalability and high availability require tools managers understand how bandwidth utilizationthat help define proper correlations between impacts business objectives.resources. ManageEngine IT360 helps monitoringthese complex infrastructures and makes end user experience Managementperformance and service monitoring meaningful As enterprises take their business online,for all stakeholders. With its in-depth application responsive applications, uninterruptedperformance management, ManageEngine IT360, transactions and minimal downtime are critical.can go deep into these applications and check for ManageEngine IT360 enables administratorsperformance and availability. to monitor interdependent systems, identify bottleneck issues and apply remedial actionreal-time Network Visibility quickly.ManageEngine IT360 offers comprehensiveperformance and fault management across ITIL-based Service Deskthe WAN infrastructure and helps to ensure ManageEngine IT360’s built-in, ITIL-ready Serviceconnectivity across branch offices. ManageEngine Desk helps reduce the complexity of workflowsIT360 provides complete network performance by automating critical processes, which allowsmanagement that includes monitoring network support teams to focus on real business needs.uptime, network visualization, capacity planning This helps improve the efficiency of the supportand network security, with proactive monitoring team and makes it easy to run effective ITand automated alert escalation. operations. ManageEngine IT360 supports ITIL processes such as incident management, problemIntegrated Traffic Analysis and Bandwidth management, and change management andMonitoring configuration management database.The integration of traffic analysis and bandwidthmonitoring gives IT and network administratorsgreater visibility into traffic patterns to track
    • 6 According to Gartner3, “The ability to rapidly • Monitor critical web applications (URL/SQL), understand, track and remediate an IT event or SOA and other end user transactions, such as fault is a critical step to aligning IT management LDAP lookup, mail server round trip times, etc. with the needs of the business.” ManageEngine IT360 delivers on the vision that only when • Monitor in-depth details of transactions, you gain true clarity and transparency, can you including the time taken for each individual unleash the full potential of IT. component to load. What IT Operations and Service Management • Set thresholds for critical applications to Teams Can Do with Manageengine IT360 monitor the end-to-end user experience of any application including its execution time and • View key usage and performance metrics from quickly troubleshoot problems. a single dashboard to gain immediate insight Source: ManageEngine into problems that impact business using Business Service monitoring. Gartner Research “The Value of Integrating Availability and Performance Management and Service Desk Tools”, David 1,2,3,4 Williams, 5 March 2010
    • 7research from gartnerThe Value of Integrating Availability and PerformanceManagement and Service Desk ToolsThe integration of availability and WHAT YOu NeeD TO KNOWperformance management (A&PM) tools There are many benefits for integratingwith the service desk promises increased IT A&PM and service desk tools, but without theoperations efficiencies, resulting in reduced appropriate expectation level and planning, theIT downtime and improvements in service risk of failure is high. However, to realize thequality and support to the end user. A&PM benefits, we recommend keeping the integrationand service desk integration has been mechanisms simple, preferably with one A&PMavailable for over two decades; however, tool (commonly referred to as “the manager offew have succeeded in reaping the benefits managers”) acting as the event conduit, passingdue to organization, process maturity events with actionable service impact details andand technology deficiencies. With the establishing a process to manage how, what andappropriate level of planning, expectation, when event data is passed between the tools.process maturity and IT management tools Finally, ensure that your organization understandsintegration, the promised benefits can be and supports the process.achieved. Organizations looking to improveIT service to their business and increase IT STrATegIC PLANNINg ASSuMPTIONoperations efficiencies should investigate By 2015, 60% of large enterprises will haveintegrating their tools and processes. effectively integrated their applications andKey Findings performance management data with their service desk tools, up from 35% today.• Effective integration between A&PM and service desk tools can reduce business ANALYSIS downtime through the removal of manual With business managers demanding greater intervention, removing “lag” from the process, IT availability and improved customer service improving response time and reducing quality, IT operations are revisiting A&PM and downtime. service desk integration as a way to increase• Integration between business service IT management efficiencies, reduce the time management (BSM) tools and the service desk it takes to identify and resolve IT outages, and allows support staff to focus on the issues reduce the impact IT issues have on the business. with the greatest impact on the business. In addition, integration also provides better reporting and trend analysis, tying service desk• Few IT organizations have successfully tickets back to the real reason for the outage, automated the fault-to-resolution process, which can improve trend analysis. It also ensures with most continuing to rely on the manual that a ticket is created for each outage (whether logging of issues detected by A&PM tools. an end user calls the service desk or not) and the outage time is properly recorded in the ticket (therecommendations service desk doesn’t always know exactly when it first occurred). With the appropriate expectations,• Integrate IT service desk tools at the highest- resources and planning, the value gained by level A&PM event source, preferably once the integrating event and problem management can service impact has been associated with the be greater than the tools used independently. event, enabling support to manage issues in line with business impact. The ability to pass A&PM events from data center operations to service desks has been• Avoid sending event data from multiple A&PM available for more than two decades; however, IT tools to the service desk in order to reduce organizations that have successfully automated confusion and wasted effort. the capability are in the minority, with most continuing to rely on the manual logging of• To gain greater visibility and control over the issues detected by the A&PM tools. Today’s fault-to-resolution process, investigate the use business demands quality of service, application of run book automation (RBA) tools for tool availability managed to service-level agreements integration and process orchestration.
    • 8 (SLAs) and agility, which relies on higher degrees The Value of Integration of IT operations efficiency. The ability to rapidly understand, track and remediate an IT event or Without integrating A&PM and service desk fault is a critical step to aligning IT management tools, the ability to manage outages remains with the needs of the business. Increased IT end-user-driven, resulting in the service desk management process maturity, IT operations being unaware of a reported issue. The end user accountability, the adoption of best practices and is then questioned about the symptoms, with the demand for greater IT operations efficiencies IT operations trying to recover the situation in are all drivers increasing the chances of success isolation. Even when communication among at meeting a set of integration objectives. the IT operations teams occurs (face-to-face, via Integration objectives include: telephone or via cubicle shouting), recovery time and the ability to track and manage the fault is • Reducing downtime and increasing IT service seriously diminished. quality and end-user satisfaction A manual event management process, where • Optimizing resources and increasing events are manually reported (by e-mail or efficiencies (i.e., more issues solved at Level 1 phone call) and an incident ticket is opened support) and updated by the service desk, with continual updates from the data center operations • Removing delays and gaps in the fault-to- team, requires a high degree of cross-function resolution process, and reducing the mean organizational collaboration to ensure each time to repair (MTTR) issue is managed effectively. A manual process requires far greater communication than an • Proactively informing the end users of issues automated procedure, because end users and the (before the end users report the issue) service desk need regular updates. Typically, it’s a manual process prone to longer recovery times, • Automatically escalating issues in line with due to lapses in communication and human error. SLAs When an outage occurs, there are four timelines: • Improving the accuracy of the fault-to- fault, data center operations, service desk resolution reporting (i.e., providing specific and business. Figure 1 shows a typical fault- downtime and MTTR statistics) to-resolution process with limited A&PM and service desk integration. The fault is noticed • Improving trend and analysis reporting first by the business. The end users report an FIgure 1 Non-integrated A&PM and Service Desk Tools Business Offline Business Online Business impact timeline Business Downtime Service desk End users Incident Ticket closed, management report ticket Problem Tracking end users timeline problem opened updated Data center Event detection Business impact — service-level assessed operations & awareness Event analyzed and fixed timeline IT Downtime Fault timeline Fault Fault Recovery Time Source: Gartner (March 2010)
    • 9issue to the service desk and this opens an (e.g., outbound alert) or reactive (end-user-incident ticket. The fault, something that has not reported issue) communication, and it affordsoccurred before, is managed through the problem an immediate parent/child incident structure,management system. IT operations personnel allowing the quick and effective grouping ofwork to identify, isolate and fix the fault, incident records. This provides a greater depth ofproviding the service desk with regular updates. impact information, as well as a comprehensiveOnce the fault is resolved, data center operations ability to communicate updates and fixes.pass this information to the service desk, whichthen closes the incident and informs the users. With the A&PM and service desk toolsThis fault-to-resolution process is triggered by the synchronized, incidents are tracked andbusiness end user, driven by human interaction, automatically updated as IT operations stepand impacted by communication “lag. through the resolution process. When the fix is complete, the incident ticket is closedAn automated procedure requires less manual and the end users are informed. Integrationintervention. The objective is to minimize the and automation ensures communication isfault timeline (fault to resolution) to reduce quicker, eliminating gaps associated withbusiness downtime. To do this, the data human intervention (e.g., error analysis andcenter operations and service desk timelines fix prioritization negotiation) and manualneed to be optimized through automated, intervention – reducing IT downtime and,bidirectional communication between A&PM therefore, the overall MTTR.tools (represented by the data center operationstimeline) and the service desk (represented by A&PM and service desk integration providesthe service desk timeline; see Figure 2). value that spans across IT operations into the business.An A&PM detected issue automatically opensan incident ticket and the service desk staff is Value to IT Data Center Operations:immediately aware of the issue, allowing themto inform the end users of the issue and provide • Optimizes data center operationsthem with IT service interruption details. In effectiveness and increases overall ITaddition, it provides a mechanism for proactive FIgure 2 Integrated A&PM and Service Desk Business Offline Business Online Business impact timeline Business Downtime Service desk Incident Ticket closed, management ticket Problem Tracking end users timeline opened updated Data center operations Event Event analyzed detected and fixed timeline IT Downtime Fault timeline Fault Fault Recovery Time • Reduces the MTTA • Reduces complexity and eliminates steps • Increases understanding and communication Source: Gartner (March 2010)
    • 10 operations accountability to the business outage reports) and able to support IT operations (reduced downtime) processes (e.g., in support of agreed-on SLAs). To meet these objectives, the integration must • Increased operational efficiency through provide: proactive communication and reporting (decreasing MTTR and allowing IT operations • The ability for the A&PM tools to create, open, to address issues with less interruption) update and close incident tickets – both automatically and manually • Collaboration between data center operations and the service desk, ensuring incidents are • Reliable, dependable integration (e.g., with owned, controlled and managed to resolution data buffering) directed by service levels, without being constantly pressured to fix them by end users • Integration between tools’ application programming interfaces, preferably developed Value to the Service Desk: and supported by each tool’s vendor (data passed via e-mail is not integration, it is • Proactive understanding of A&PM incidents communication) impacting the business • Event or incident ticket status changes • IT issues identified, logged and owned before synchronized between both tools (e.g., a fixed an end user reports them (allowing the service fault closes the ticket) desk to proactively update the business) • Reports created on incident ticket information • Service desk becomes an integrated, integral containing all details on the ticket made part of the IT operations fault-to-resolution available, allowing data center operations to process understand the status • Provides the service desk with an This level of integration can be classified as understanding of data center operations basic. There are A&PM tools that provide more- activities advanced integration with service desk tools. An advanced level of integration includes: • Ability to append an automatically created ticket to a parent record, which is already, for • Automatic assignment of an owner (user ID) to example, in the hands of Level 3 support an incident ticket ID number • Allows increased accuracy when measuring • Events passed to the service desk with the incident times and service-level adherence detail to automatically identify the resources and skills to be assigned to the incident Value to the Business: • The incident ticket ID is associated with the • Real-time awareness of issues – due to A&PM event (bidirectional event to incident improved incident communication and the reporting) action plan to address it The type of data passed between the tools • Increased quality of service (information, will vary as it’s defined by each organization’s timeliness, detail, expectations) needs (e.g., in support of specific IT operations processes, the fault-to-resolution procedures and • Reduced business downtime (MTTR), and loss SLAs). However, in most situations, there is a core of productivity and revenue set of data that should be passed between the tools that includes: • Increased end-user satisfaction • Time the event occurred (not the time the • Provides trend analysis data on how IT is event was passed) supporting the business over time • Time the incident ticket was created, updated • Better communication with IT operations and closed Integration Levels • The event text (preferably usable context) Integration between A&PM and the service desk • Event criticality (defined within the event tool) must be reliable, measurable (escalation and
    • 11 FIgure 3 Example of an IT Service Issue Resolution Process Service-aligned IT operations event remediation process orchestration. Automated process steps 1 to 7 1 A server performance degradation is detected Service Availability & Desk Performance 7 2 Incident closed Server performance degradation event is IT Operations passed to BSM BSM BSM product to associate Process the event with an 6 Management impact on IT services Service impact state RBA changed to reflect 3 performance issue fix Availability & Service Service-aligned event is logged with service Performance Desk desk — incident ticket BSM opened 5 IT operations remediate 4 issue in-line with service Event passed back to APM product impact in-line with service impact priority Source:Gartner (March 2010)• Event source (element data) the support staff to focus on the issues with the greatest impact on the business. BSM information• Event owner (person, organization or the passed to the event tool can include: event tool that passed the event) • The application, service or services impacted• Incident ticket ID number • The level of severity based on business impact• Service-desk user ID • The criticality of a single event on multiple• Configuration item affected services (one event may impact multiple services with different criticality levels)Adding Service Impact Context to events Integration in Support of IT OperationsBasic event data passed to the service desk Processprovides a way to log, track and help resolveelement issues. However, basic event data Integration between A&PM and the service deskmay not be enough to help Level 1 support is accomplished in a number of ways, includingidentify the real issue or assign the ticket to the an out-of-the-box program offered by the A&PMappropriate skilled resources. tools or a basic integration script. However, there is an alternative option using RBA tools. WeBased on client inquires, we see very few IT continue to see a rise in the popularity of RBAorganizations combining A&PM with BSM and tools as a means to integrate A&PM and serviceservice desk tools; however, value increases desk tools to automate and orchestrate the fault-significantly when context (e.g., service impact to-resolution process. RBA tools provide a rangeinformation) is attached to the incident. of integration capabilities beyond basic eventTherefore, it is recommended to pass A&PM passing. For example, when an event occurs, itevents once a BSM tool has associated the triggers an RBA process to automatically passimpact of an event on an IT service. This allows the event between different A&PM tools (e.g.,
    • 12 event correlation analysis [ECA], performance and • Cultural differences between data center BSM), check for possible causes, open an incident operations and service desk staff, which ticket on the service desk, automatically start a require organizations to overcome cooperation recovery procedure and close the ticket once the barriers and motivate collaboration between situation has been resolved (see Figure 3). the teams. An RBA tool managing a fault-to-resolution process removes lag from the recovery process, • Limited understanding of the fault-to- thus decreasing the MTTR and increasing IT resolution process, especially between service availability with full reporting of the the different support teams, requires end-to-end recovery process. This ensures that IT organizations to ensure each team recovery is managed with minimal human understands and is responsible for its intervention, thereby reducing the risk of human contribution in supporting the process. error. • Too much A&PM data being passed with too much confusing technical detail requires data reducing Integration Data Complexity center operations to apply the appropriate event filtering, correlation and service impact Effective A&PM and service desk integration association to allow the service desk team requires event data to be consolidated, filtered to more effectively manage incidents in-line and correlated before it is passed to the service with business priorities and service levels. desk. Event consolidation (e.g., bringing together server, network, database and application • Inadequate, poorly developed integration event data) ensures that when it’s filtered and between A&PM and service desk tools correlated, the risk of multiple tickets being (especially if the tools are from different created from one event is reduced (e.g., a server vendors) can contribute to making the fault- error being reported at the same time as the to-resolution process slower and less reliable actual error [a network issue], resulting in two than a manual one. Ensure that integration separate tickets). between A&PM and the service desk is proven and meets your specific event process Addressing Common A&PM and Service requirements. Desk Integration Challenges Gartner Core Research Note G00174374, David Williams, Even though A&PM and service desk integration 5 March 2010 has measurable benefits, there remain a number of challenges, both technical and organizational: About ManageEngine ManageEngine is the leading provider of low–cost enterprise IT management software. The ManageEngine suite offers enterprise IT management solutions including Integrated IT Management, Network Management, HelpDesk & ITIL, Bandwidth Monitoring, Application Management, Desktop Management, Security Management, Password Management, Active Directory reporting, and a Managed Services platform. ManageEngine products are easy to install, setup and use and offer extensive support, consultation, and training. More than 50,000 organizations from different vertical industries, including 3 out of every 5 Fortune 500 companies, use ManageEngine for their IT management needs. ManageEngine is a division of ZOHO Corporation. For more information, please visit www.manageengine.com. Integrated IT Management is published by ZOHO Corporation. Editorial supplied by ZOHO Corporation is independent of Gartner analysis. All Gartner research is © 2011 by Gartner, Inc. All rights reserved. All Gartner materials are used with Gartner’s permission. The use or publication of Gartner research does not indicate Gartner’s endorsement of ZOHO Corporation’s products and/or strategies. Reproduction or distribution of this publication in any form without prior written permission is forbidden. The information contained herein has been obtained from sources believed to be reliable. Gartner disclaims all warranties as to the accuracy, completeness or adequacy of such information. Gartner shall have no liability for errors, omissions or inadequacies in the information contained herein or for interpretations thereof. The opinions expressed herein are subject to change without notice. Although Gartner research may include a discussion of related legal issues, Gartner does not provide legal advice or services and its research should not be construed or used as such. Gartner is a public company, and its shareholders may include firms and funds that have financial interests in entities covered in Gartner research. Gartner’s Board of Directors may include senior managers of these firms or funds. Gartner research is produced independently by its research organization without input or influence from these firms, funds or their managers. For further information on the independence and integrity of Gartner research, see “Guiding Principles on Independence and Objectivity” on its website, http://www.gartner.com/technology/about/ombudsman/omb_guide2.jsp.