HDI 2012 Presentation: It is No Longer About the Delivery of Magic Behind Closed Doors

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For IT, it is no longer about the delivery of magic behind closed doors. The focus is changing, and business technology management is a rising star. With BTM, you are moving truly into the service industry, delivering IT-enabled business value by focusing on the service and its delivery. You can no longer hide behind rules that say “no.” You must alter your posture to say “yes,” while focusing on the risks involved and effectively communicating with and empowering the business to accept risk where appropriate, and mitigate it where it is not.

For more information, visit: http://www.nimsoft.com.

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  • 1) For the CIO, however – this translates to more business demand, greater expectations from the users of the services IT delivers, and greater pressure to be the innovation engine of the organization it’s a part of2) We’ve all seen this, haven’t we? The top curve constantly move up & up. As if the business things there is an endless supply of capacity to deliver what it needs at with out any downtimeOh, and there is more. Our budgets are flat. And the new reality is that they aren’t coming backOn top of that, the supply curve is getting harder – more complexity – created by more heterogeneity, more mobility, more global requirements. 3) Talked about how CLOUD can help change the supply side of things. But I believe that is NOT ENOUGH. Not enough to just harness the cloud. Rather, the winners in IT will be those who can do two things:1) harness the cloud SMARTLY by understanding when & how to use it 2) Cloud may indeed help address the Supply-side of things, but without proper management and governance of the Demand side, and a much more transparent and rigorous approach to managing the Financials, CIOs will not sufficiently close this gap.Part of this requires Business & IT speak the same language…This is a big idea – with profound implications for the CIO. In a company where business and technology have converged, the CIO is no mere “manager of the data center.” He or she is a strategic leader, focused on bringing IT capabilities to bear on critical business challenges.What does it take to transform IT to this new world? What will separate the winners from the losers?Yes, it’s about leveraging cloud services and building clouds (industrializing data centers for agility and efficiency) and that requires that we invest in performance, automation/ virt, and also about security But it’s more than that…A real business transformation is afoot…..- There is a fundamental change needed in how ITcollaborates with business owners ontechnology investment planning, with many IT organizations adopting shared services models and, in essence becoming internal services providers. Successful transformation strategies will require a strong governance framework and a CIO capable of informing the decision-making in the role of portfolio strategist. This requires them to communicate IT services, costs and value in a way that helps stakeholders make informed decisions about the use of IT across multiple technology portfolios including the service, applications , project and asset portfolios. CIO’s risks becoming irrelevant if they can’t manage this service supply chain and advise the business on the optimal way to plan, design and deliver servicesCIO’s must be able to respond to questions being asked by the business owners:What value am I getting from this service?Are you meeting the service levels I need to run my business successfully?How much does that service cost me?Can you deliver this project on time and in budget?What should I move to the cloud?How are you accelerating the cycle time from idea to delivery?This is about managing innovation effectively from idea to transformation
  • HDI 2012 Presentation: It is No Longer About the Delivery of Magic Behind Closed Doors

    1. 1. BREAKFAST BRIEFING13:IT IS NO LONGER ABOUT THEDELIVERY OF MAGIC BEHINDCLOSED DOORSRobert E Stroud CRISC CGEITTim Rochte
    2. 2. BREAKFAST BRIEFING13:IT IS NO LONGER ABOUT THE DELIVERY OF MAGIC BEHIND CLOSED DOORS— For IT, it is no longer about the delivery of magic behind closed doors. The focus is changing, and business technology management is a rising star. With BTM, you are moving truly into the service industry, delivering IT-enabled business value by focusing on the service and its delivery. You can no longer hide behind rules that say “no.” You must alter your posture to say “yes,” while focusing on the risks involved and effectively communicating with and empowering the business to accept risk where appropriate, and mitigate it where it is not.2 HDI 2012 . Copyright © 2012 CA. All rights reserved.
    3. 3. Robert E Stroud CGEIT CRISCVice President, Strategy & Innovation CA TechnologiesRobert Stroud serves as the vice president ofinnovation and strategy on the Service &Portfolio Management team at CA Technologies.Following a four-year term as a vice president withISACA International, Robert serves on the ISACAStrategic Advisory Council, is a chair for theINSIGHTS 2012 World Congress, and serves on theISACA ISO Liaison Taskforce. Robert formerly servedon the itSMF International Board as treasurer,director of audit, standards, and compliance, and the ISO liaison tomultiple working groups. He is a social media leader, author, andblogger, and a highly regarded public speaker.3 HDI 2012 . Copyright © 2012 CA. All rights reserved.
    4. 4. Tim RochteSr. Principal Product Marketing Manager, NimsoftTim Rochte is currently the product marketingmanager for the Nimsoft Service Desk. He hastwenty years of experience in technologymarketing and strategy in the United Statesand Europe. In those twenty years, he has heldproduct marketing and management roles forIT service management products at CA Technologies,Remedy/BMC, a remote device monitoring startup, and others.
Tim is certified in ITIL Foundations and has spoken at eventsaround the world, including user groups, analyst meetings, andindustry conferences. HDI 2012 . Copyright © 2012 CA. All rights reserved.
    5. 5. The Problem
    6. 6. 66 HDI 2012 . Copyright © 2012 CA. All rights reserved.
    7. 7. 77 Industry Analyst Symposium July 12-13, 2011 CA Confidential under NDA. Copyright © 2011 CA. All rights reserved. HDI 2012 . Copyright © 2012 CA. All rights reserved.
    8. 8. the world is transitioning8 April 2012 Robert.Stroud@ca.com Copyright © 2011-2012 CA. All rights reserved.
    9. 9. CIOs are living with a “new normal” Business Demand for IT Fundamental Questionsresources CIO: outstrips capacity & for the • What value are we getting from this service? creating • Are we meeting the structured evaluation and service levels we engine for need to run my business successfully? alignment of new ideas and Growing growth New investments much does that service cost us? Alignment Gap • How Normal IT Budget decisions • Can weunder greater project on time deliver this creating scrutiny Do I have the right optimization of existing and in budget? capacity for assets, resources, services resources? growth and applications • Should we buy or build? IT Service Supply and • What should we move to the cloud? delivery options have • How are we accelerating the cycle multiplied time from idea to delivery? 2003 - 2008 2008 - 2009 New Normal99 Industry Analyst Symposium July 12-13, 2011 April 2012 CA Confidential under NDA. Copyright © 2011-2012 CA. AllAll rights reserved. Robert.Stroud@ca.com Copyright © 2011 CA. rights reserved.
    10. 10. What are the obstacles to this today?— Investments aren’t prioritized: Rationalize which services /apps to keep, terminate, migrate to cloud.— IT costs aren’t transparent: Pressure to explain how spending relate to biz objectives— Demand is fragmented: No way to repeatedly capture, prioritize, align.— IT value metrics lack context: Lots of siloed technical performance data— New relationships are emerging: complex supply chain of vendors, contracts and business agreements 10 April 2012 Robert.Stroud@ca.com Copyright © 2011-2012 CA. All rights reserved.
    11. 11. Step 1: Get the Basics Under Control
    12. 12. Focus on what delivers value—Core process support −Skip the ITIL arms race—Get it under control −Don’t settle for unmanaged processes—Measurable performance to business needs −Make sure that you agree on business needs −Deliver to them12 HDI 2012 . Copyright © 2012 CA. All rights reserved.
    13. 13. “How do you manage a whole fleet?”— Incident Management — Configuration Management − “I’ve run out of fuel and can’t − “What size/type tires do I need?” finish my route.” — Request Management— Knowledge Management − “I’d like to add some fuzzy dice…” − “Where can I buy the lowest — Service Level Management cost fuel in my area?” − “I get the packages by 9am”— Problem Management − “I keep running out of fuel.”— Change Management − “I need new tires.”
    14. 14. Do it efficiently—Leverage vendor provided best practices −Time to Value—Don’t develop custom solutions −Lifetime TCO—Just because you are IT doesn’t mean you should run the systems −SaaS/ITMaaS—Multi-tenant solutions14 −One size doesn’t have to fit all HDI 2012 . Copyright © 2012 CA. All rights reserved.
    15. 15. New way — Unified view on IT Management − Essential Service Management and Monitoring in one — SaaS delivery − Don’t manage the manager − Benefit from constant upgrades — Configuration, not coding − Adapt to business without becoming a developer15 HDI 2012 . Copyright © 2012 CA. All rights reserved.
    16. 16. Step 2: Move On To Lead The Business
    17. 17. Business Service Insight empowering the OCIO Office of the CIOPortfolio Strategist Investment Manager Service Brokermake smart portfolio align investments with manage relationships anddecisions business priorities strategic sourcing• Cloud Decisions • Budget Planning  Cloud Sourcing• App Portfolio Mgt • Bill of IT  Vendor / Contract Mgt• Unified Demand Mgt • Cost Management  Performance Benchmarks Common Goals Common Currency Common Language
    18. 18. focus on capability! Business Service Innovation Portfolio Management Financial Management Relationship Management Demand Management Budgeting and Forecasting Performance & Benchmarking Investment Management Cost Management Contract Management Resource & Capacity Planning Billing & Chargeback Vendor Management Service Operations Service Desk Management IT Asset Management Automation Change Management License Management Release Management Request Management Asset Intelligence Process Automation Incident & Problem Management Discovery Configuration Automation Infrastructure Management18 April 2012 Robert.Stroud@ca.com Copyright © 2011-2012 CA. All rights reserved.
    19. 19. Business Service Innovation empowering CIOs to manage the businessaspects of their IT supply chain and communicate value in business terms. make smart improve cost manage portfolio transparency & relationships and decisions build trust strategic sourcing The Business Value Chain Insight….Investments….Innovation you can. 19
    20. 20. Thank You HDI 2012 Code Word: CA/Nimsoft20June 30, 2010 [Presentation Name via Insert tab > Header & Footer] Copyright ©2010 CA. All rights reserved.

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