Forrester – BSM Best practices               April 23, 2007                 Peter o Neill               Evelyn Hubert
Typical metrics BSM                                 Typical metrics           Reporting lineBusiness service        Time t...
4 steps in BSM• Map Business processes• Map IT Infrastructure resources   – Inter relationships; dependencies• Dynamically...
Forrester S Curve
Some key advice on the way•   Just enough BSM•   ITIL based standard practices•   Service oriented approach•   Involve bus...
BSM Challenges within IT
BSM vendor landscape• Strategic integrated vendors   – IBM HP CA BMC Managed objects• Service Management approach   – Serv...
Forrester wave
Defining BSMCA.Sarah Meyer
Benefits from BSM• BSM Empowers IT to  –   Offer reliable, flexible, business-sensitive levels of service  –   Measure ser...
Key phrases• Managing the IT service supply chain aligned to  business
Key elements• Optimize: Map, Measure, Automate, Visualize• CREATE SERVICE MODELS• OPTIMIZE SERVICES BY OPTIMIZING THE INFR...
BSM TIBCO Whitepaper
The need.• Prioritize IT support management• Moving from component based to service based  – Service catalog defs and busi...
Outcome initiatives from BSM• Service Performance Management   – Proactive ; trending ; rapid response to incidents• Capac...
Whats effective BSM?• Access to all critical service metrics   – Internal | Adaptors | Stds compliant• Define business ser...
BMC - DiscoveryMapping Infrastructure resources, relationships and dependencies
• Integrated CMDB needs auto discovery  – Asset changes ; Logical and physical assets  – Inter relationships betweens asse...
Doug McclureDougmcclure.net            we
• Maintain the state of IT   – So what goes into a CI? CIs generally     consist of configuration attributes     such as d...
Definitive Guide to BSM           Greg Shields           Compuware    Realtime publishers
Challenges to IT• Monitoring and response infrastructure focused   – Critical links of infrastructure to business missing ...
Chasm between IT and business• Monitoring IT has been on for years• The gap is in defining what’s important to business• T...
What are Business Services?• Services involved in the completion of daily business  activities   – Whether users are custo...
Breaking down BSM• Misalignment will be there as language differs• Business Impact Management   – Combine Network monitori...
Aligning IT to Business• How to merge metrics              • Alignment inhibitors  driven business with                 – ...
IT Maturity Journey • Rightward movement thru           – Planning           – Automation           – Service thinking    ...
Changing IT   –   Impact to Business   –   Competitive Advantage   –   Agility   –   Proactive IT• Why invest in BSM?   – ...
Chapter   2                                     IT service Evolution  • What is IT Service / What is Business service?    ...
Chapter   3   Once you’re thirsty, it’s long past the               time you should have taken a drink,                 • ...
Chapter   3              • How to schedule across                time zones for online                transactions?       ...
Chapter   4                                    Implementing BSM  • Value of BSM      – Understand the Critical to Quality ...
Chapter   4                 7 steps in BSM Implementation  • Step 0 – prepare                            • Step 2 – Define...
Chapter   4                 7 steps in BSM Implementation  • Step 3 – Model                               • Step 5 – Data ...
Chapter   4                 7 steps in BSM Implementation  • Step 6 – Improve                                • Step – 7 – ...
Chapter   5              End user Experience Monitoring  • “Egg Timer” Problem      – times but does not reflect the quali...
Chapter   6   Achieving management value
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Readings on BSM

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Readings on BSM

  1. 1. Forrester – BSM Best practices April 23, 2007 Peter o Neill Evelyn Hubert
  2. 2. Typical metrics BSM Typical metrics Reporting lineBusiness service Time to process completion CIO/service ownersmanagement Processing backlog volume reporting to LOB State of business service executives Business transaction volumeIT service management Service availability CIO reporting to CFO Incident closure rate Frequency of changesInfrastructure Server availability IT operations reporting tomanagement CPU utilization CIO Disk space
  3. 3. 4 steps in BSM• Map Business processes• Map IT Infrastructure resources – Inter relationships; dependencies• Dynamically interlink IT Infrastructure and Business process• End to end Monitoring of IT infrastructure.
  4. 4. Forrester S Curve
  5. 5. Some key advice on the way• Just enough BSM• ITIL based standard practices• Service oriented approach• Involve business analysts• Low hanging quick wins• Be pragmatic – just enough top down• CMDB should be the center of all IT SM• Define BSM and CMDB from process perspective
  6. 6. BSM Challenges within IT
  7. 7. BSM vendor landscape• Strategic integrated vendors – IBM HP CA BMC Managed objects• Service Management approach – Service catalogs with business metrics – Digital fuel, Oblicore Proxima• Performance management approach – Transaction / performance management tools with business metrics – Proactivenet, OpTier
  8. 8. Forrester wave
  9. 9. Defining BSMCA.Sarah Meyer
  10. 10. Benefits from BSM• BSM Empowers IT to – Offer reliable, flexible, business-sensitive levels of service – Measure service quality in terms of business user experience – Improve operational efficiency and agility end-to-end – Reduce and control costs through automation and integration – Become a strategic partner, value generator and source of innovation
  11. 11. Key phrases• Managing the IT service supply chain aligned to business
  12. 12. Key elements• Optimize: Map, Measure, Automate, Visualize• CREATE SERVICE MODELS• OPTIMIZE SERVICES BY OPTIMIZING THE INFRASTUCTURE• MAP THE COMPLETE IT SERVICE SUPPLY CHAIN TO BUSINESS PROCESSES• MEASURE PERFORMANCE BASED ON BUSINESS GOALS AND USER SUCCESS• STANDARDIZE AND AUTOMATE PROCESSES• INTEGRATE BUSINESS GOALS
  13. 13. BSM TIBCO Whitepaper
  14. 14. The need.• Prioritize IT support management• Moving from component based to service based – Service catalog defs and business metrics• From home grown to standards for reporting
  15. 15. Outcome initiatives from BSM• Service Performance Management – Proactive ; trending ; rapid response to incidents• Capacity Planning – Put money where business growth is maximized and need exists• Chargeback / Usage Analysis. – LOB expenditure – Alignment to business growth activities & needs.
  16. 16. Whats effective BSM?• Access to all critical service metrics – Internal | Adaptors | Stds compliant• Define business service model – Process breakdown, linkages to infrastructure, metrics rules• RT Analytics of infrastructure against business model – Collect, transform, represent• Archive service metrics for analysis – Trends, base lining and audit trails• Alert response mechanisms – Emails, scripts, executions, triggers• Configurable dashboards & reports – RIA Report builder
  17. 17. BMC - DiscoveryMapping Infrastructure resources, relationships and dependencies
  18. 18. • Integrated CMDB needs auto discovery – Asset changes ; Logical and physical assets – Inter relationships betweens assets – Dependencies between assets, people and business processes
  19. 19. Doug McclureDougmcclure.net we
  20. 20. • Maintain the state of IT – So what goes into a CI? CIs generally consist of configuration attributes such as description, version number, component, relationships, location, and status – ~50% of unplanned service outages happen because of system configuration mistakes or oversights
  21. 21. Definitive Guide to BSM Greg Shields Compuware Realtime publishers
  22. 22. Challenges to IT• Monitoring and response infrastructure focused – Critical links of infrastructure to business missing – Other factors like time zones etc.. Not factored in – What is an SLA?• Factors that influence – Loss / performance / response time• Applying $ value to reduction in quality – Monitoring + Money
  23. 23. Chasm between IT and business• Monitoring IT has been on for years• The gap is in defining what’s important to business• The Views differ – IT >> UP or NOT – Business > Customer Sat + Service Availability Capability in service
  24. 24. What are Business Services?• Services involved in the completion of daily business activities – Whether users are customers / internal / IT or systems/ – Can there be monetary measurement?• Build a service model – Service breakdown – Service interrelationships• Customer sees service as – Acceptable – Un Acceptable – Un Available
  25. 25. Breaking down BSM• Misalignment will be there as language differs• Business Impact Management – Combine Network monitoring + App data to give end impact information• Real time Service Visualization• Fault trees
  26. 26. Aligning IT to Business• How to merge metrics • Alignment inhibitors driven business with – No Common Dialog • Tune in to the business cut out Technology driven IT? complexity – Children / aged / Bosses• Bottom tech heavy nature – Ensure metrics / Finance of IT organizations results in • Business to understand IT – Mismatched expectations technology focus instead of – Technology focused metrics business focus – Siloed work envrionments• – Reactive mindset in IT • Set aside some investment on long term strategic thinking
  27. 27. IT Maturity Journey • Rightward movement thru – Planning – Automation – Service thinking Key Word Chars BSM How to BSMChaotic Adhocracy No process, Wont Fly Notifcation ; Environment documentation; Instability awarenessReactive Firefighting Best Efforts, inventory, Uphill task Data integration; Remove IT Silos; ops monitoring, tech mindset dashboards;Proactive Optimal infra Predictve analysis, automation, Best BSM problem mgtService Beyond infra SLA, capacity, Cost, BSM ReadyValue Business Value Beyond BSM
  28. 28. Changing IT – Impact to Business – Competitive Advantage – Agility – Proactive IT• Why invest in BSM? – Agile IT for IS – Business Service performance for Business• Where does BSM work? – Revenue generating or revenue/cost impacting – Critical to the business – Supported by the infrastructure of IT – Integrated with business processes – Provided by a service organization, whether internal or external
  29. 29. Chapter 2 IT service Evolution • What is IT Service / What is Business service? – Business relevance of information? • Typical Monitor and respond process – Identify Manageable Endpoints | Classify / Categorize Elements | Notify | Granularize Iteratively | Remediate • Maturity of IT – Organization structure with RACI to ensure right messages to right levels • Data Centric view of IT? – Store | Manage | Administer | Transform | Transport | Visualize
  30. 30. Chapter 3 Once you’re thirsty, it’s long past the time you should have taken a drink, • SNMP – MIBS • Agents that capture and control – Proprietary / agent management • Native – Agentless – OS capture / DB / Interface / Protocol • Work on NMS to syn to – Service assurance – End user experience – Visualization – Improvements and trends – Business value
  31. 31. Chapter 3 • How to schedule across time zones for online transactions? • Challenge is is what to monitor – thousands of counters “separating the wheat from the chaff” challenge • Thresholds / limits / trends • App code tracing • Distributing alerts • Dashboard design
  32. 32. Chapter 4 Implementing BSM • Value of BSM – Understand the Critical to Quality Services [ portfolio] – Manage Daily Risk and Improve Business Decision Making – Initiate Service Improvement Activities • 7 steps of BSM Implementation – These are malleable and need to be fit to a customer – 100% is never reached! [ CSI]
  33. 33. Chapter 4 7 steps in BSM Implementation • Step 0 – prepare • Step 2 – Define – Project Team / Charter – Structure. Behavior. Relevance. • Ensure that business is involved – Use Case Diagrams – Stakeholders / Plan – Categorize • Value / Outage impact / Abnormality • Step 1 - Selection Impact / RTO – RPO / SLA – OLA / – Identify services MECE + Business Users / time / Code / Location – Just Enough | Phases | Low hanging /Dependencies fruit – Define SLR [ Service Assurance ] – Critical and measurable services • Availability / Reliability / Performance – Define Service Breakdown – Define PIE / Problem & opps - Kano – Assess [ Value / Cost ] – Define CSF
  34. 34. Chapter 4 7 steps in BSM Implementation • Step 3 – Model • Step 5 – Data Analysis – Hierarchical diagrams with business – Where are the gaps processes in relation to IT resources • bad service quality, customer ratings, – FMEA / CRAMM / CFIA / FTA system overload, element response time, or transaction throughput – Model Associated Metrics [KPI] – What are the trends • user wait time, business metrics, systems & transaction performance – Visualize the Data – Build the service model – Validate Data – Assumptions • Link metrics to actual data – Realize the Fault tree paths – Define the Data model [ERD] • Derive Impact analyses • • Step 4 – Measure – Ensure enough time for this step – Tie BSM to infra monitoring – Also attache End user monitoring – Tie into SM systems, SD, CMDB Remember too that BSM is not intended to “rip and replace” existing monitoring systems
  35. 35. Chapter 4 7 steps in BSM Implementation • Step 6 – Improve • Step – 7 – Reporting – What are the problem domains – Ensure that reporting model does not – Identify and resolve the gap stagnate [ users get reliant] • De Bono – Simplicity – Dashboards • TRIZ – 40 Principles – Notifications • Lean – 3M 5S 7W – Configuration control & handoff to – Recheck the model continually operations Remember too that BSM is not intended to “rip and replace” existing monitoring systems
  36. 36. Chapter 5 End user Experience Monitoring • “Egg Timer” Problem – times but does not reflect the quality of the eggs • Flow Analysis – Single flow analysis [End user monitoring] • Understand the Client Network Server [CNS] Spread • Agent / Agentless || Server / Client || Service / Transaction – Aggregate flow analysis [ flood monitoring] – Usage / Feature Profiling • Visualize & Prioritize problems before the impact – Interface tracing / data channel sniffing /
  37. 37. Chapter 6 Achieving management value
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