The document discusses best practices for business service management (BSM). It provides typical metrics used for BSM reporting and outlines some key steps in the BSM process. It also discusses challenges of BSM implementation and the vendor landscape. The document emphasizes the importance of mapping business processes and IT infrastructure, dynamically interlinking them, and end-to-end monitoring to optimize the IT service supply chain aligned to business needs.
BMC - Business Service Management Overviewmartincbrennan
BMC pioneered the concept of business service management (BSM) to help align IT operations with business needs. BSM provides a unified platform to simultaneously reduce IT costs, increase business impact, improve quality of service, manage risk, and provide transparency. The document describes how BSM can help organizations address critical IT initiatives such as data center automation, mainframe cost optimization, proactive operations, and virtualization.
South Florida HDI Event, Managing Service DeliveryEddie Vidal
The document summarizes an event for the South Florida HDI Chapter on managing service delivery. It includes an agenda with three keynote speakers discussing alternative service delivery models, cloud computing, and service management. It also advertises an upcoming HDI conference and thanks event sponsors.
Developer and Fusion Middleware 1 _ Paul Ricketts _ Paper Process Automation ...InSync2011
The document discusses paper process automation using Oracle WebCenter Imaging. It describes business challenges with managing physical paper documents, such as costs and time taken to process information. It then introduces Oracle WebCenter Imaging as a solution for document capture, storage, retrieval and workflow. Examples are provided of customers using Oracle WebCenter Imaging for invoice processing and other document-intensive processes.
Datawarehouse på System z (IBM Systems z)IBM Danmark
Lær om datawarehouse-systemer baseret på system z og om, hvilken udviklingsstrategi IBM følger for fortsat at være først med lanceringen af næste generations platformløsninger.
Læs mere her: bit.ly/softwaredagsystemz5
Service management time to fly, time to die it sm-fbe 2012John M Walsh
The document discusses challenges facing IT service management and opportunities for evolution. It notes that IT departments are under pressure to demonstrate added value as the IT environment rapidly changes. The ITSM community needs to better connect with the business to drive ITSM's next stage of evolution through integrated quick wins that provide immediate value and restore confidence. However, organizations must be ready for change and the document questions if organizations are ready to "fly" and evolve or risk "dying" by not changing.
Technology in support of utilities challengesAitor Ibañez
This document discusses the need for new technology to help utilities companies address challenges from rapidly growing data volumes and the need for extreme performance, massive integration capabilities, and business process automation. Specifically, it notes the need for engineered systems capable of handling large, unstructured data; seamless integration across boundaries; and event-driven architectures. It provides an example technology - the Oracle Exadata database machine - designed to eliminate performance trade-offs through a scalable grid architecture combining database and storage servers.
Customer connect general session - day2_part2kofaxconnect
The document summarizes an event hosted by Kofax to discuss capture enabled business process management. It includes details on the panelists who will discuss their experience in BPM, ECM, and related technologies. The agenda covers how capturing documents at the start of a process, reducing manual work throughout the process, and ensuring compliance can provide benefits like faster processing, reduced costs, and increased customer engagement. Examples are given of how totalagility has streamlined processes for customers in areas like case management, funds transfer, and integrating multiple applications. The event concludes with a speedshop session where attendees can discuss topics related to BPM and improving business processes.
This document summarizes the key findings of an international survey on ITIL adoption conducted in 2009. Some of the main findings included:
- ITIL v2 was still widely adopted, with 30% adopting in the last 2 years since v3 was released. 52% intended to mature v2 processes before considering v3.
- For ITIL v3 adopters, the lifecycle approach was a top driver but it was not being fully implemented. Cherry-picking of processes was still evident.
- Maturity levels for both v2 and v3 were still quite low, with only 32% at reasonably high to very high levels and 68% at medium to low levels.
- Getting better business
BMC - Business Service Management Overviewmartincbrennan
BMC pioneered the concept of business service management (BSM) to help align IT operations with business needs. BSM provides a unified platform to simultaneously reduce IT costs, increase business impact, improve quality of service, manage risk, and provide transparency. The document describes how BSM can help organizations address critical IT initiatives such as data center automation, mainframe cost optimization, proactive operations, and virtualization.
South Florida HDI Event, Managing Service DeliveryEddie Vidal
The document summarizes an event for the South Florida HDI Chapter on managing service delivery. It includes an agenda with three keynote speakers discussing alternative service delivery models, cloud computing, and service management. It also advertises an upcoming HDI conference and thanks event sponsors.
Developer and Fusion Middleware 1 _ Paul Ricketts _ Paper Process Automation ...InSync2011
The document discusses paper process automation using Oracle WebCenter Imaging. It describes business challenges with managing physical paper documents, such as costs and time taken to process information. It then introduces Oracle WebCenter Imaging as a solution for document capture, storage, retrieval and workflow. Examples are provided of customers using Oracle WebCenter Imaging for invoice processing and other document-intensive processes.
Datawarehouse på System z (IBM Systems z)IBM Danmark
Lær om datawarehouse-systemer baseret på system z og om, hvilken udviklingsstrategi IBM følger for fortsat at være først med lanceringen af næste generations platformløsninger.
Læs mere her: bit.ly/softwaredagsystemz5
Service management time to fly, time to die it sm-fbe 2012John M Walsh
The document discusses challenges facing IT service management and opportunities for evolution. It notes that IT departments are under pressure to demonstrate added value as the IT environment rapidly changes. The ITSM community needs to better connect with the business to drive ITSM's next stage of evolution through integrated quick wins that provide immediate value and restore confidence. However, organizations must be ready for change and the document questions if organizations are ready to "fly" and evolve or risk "dying" by not changing.
Technology in support of utilities challengesAitor Ibañez
This document discusses the need for new technology to help utilities companies address challenges from rapidly growing data volumes and the need for extreme performance, massive integration capabilities, and business process automation. Specifically, it notes the need for engineered systems capable of handling large, unstructured data; seamless integration across boundaries; and event-driven architectures. It provides an example technology - the Oracle Exadata database machine - designed to eliminate performance trade-offs through a scalable grid architecture combining database and storage servers.
Customer connect general session - day2_part2kofaxconnect
The document summarizes an event hosted by Kofax to discuss capture enabled business process management. It includes details on the panelists who will discuss their experience in BPM, ECM, and related technologies. The agenda covers how capturing documents at the start of a process, reducing manual work throughout the process, and ensuring compliance can provide benefits like faster processing, reduced costs, and increased customer engagement. Examples are given of how totalagility has streamlined processes for customers in areas like case management, funds transfer, and integrating multiple applications. The event concludes with a speedshop session where attendees can discuss topics related to BPM and improving business processes.
This document summarizes the key findings of an international survey on ITIL adoption conducted in 2009. Some of the main findings included:
- ITIL v2 was still widely adopted, with 30% adopting in the last 2 years since v3 was released. 52% intended to mature v2 processes before considering v3.
- For ITIL v3 adopters, the lifecycle approach was a top driver but it was not being fully implemented. Cherry-picking of processes was still evident.
- Maturity levels for both v2 and v3 were still quite low, with only 32% at reasonably high to very high levels and 68% at medium to low levels.
- Getting better business
Information Technology and Firm Profitability - Team TopazTim Enalls
Powerpoint created for a presentation in my MBA program.
Full source for content can be found here: http://misq.org/information-technology-and-firm-profitability-mechanisms-and-empirical-evidence.html?SID=8likmag65r5usi4fqhlli855j4
For more content from me, visit the following URLs:
https://analyticsexplained.com
https://www.youtube.com/analyticsexplained
This document provides an overview of service-oriented architecture (SOA) and business process management (BPM). It defines key SOA concepts like loose coupling, services, and service composition. It describes the drivers for adopting SOA like flexibility and cost reduction. The document outlines the typical components of a SOA architecture like the enterprise service bus and BPM suite. It distinguishes between service types and discusses how BPM integrates with SOA through standards like BPEL. Finally, it notes that BPM can be viewed as both a management practice and software solution that often leverages SOA principles.
BPM automation involves using a business process management system (BPMS) to optimize business processes. A BPMS manages activities to achieve strategic goals. It connects to existing systems through services. BPMS benefits include increased efficiency, productivity, and ability to respond to change through streamlined processes and real-time decisions. Future BPMS will be internet-based (iBPMS) and leverage additional elements such as analytics, mobile access, content management, and collaboration.
Building a business intelligence architecture fit for the 21st century by Jon...Mark Tapley
Objectives of the presentation:
To record some history –what has happened in the past that makes the future quite challenging.
To provide real examples of BI at work –good and bad.
To illustrate the nature of data and why it has become so important in driving forward
the business in the 21stcentury.
To outline a way to align technology with the business so that efforts and budget are spent
in a way that will enable the future rather that support the past.
To propose a set of principles and ideas that can guide a company in a way to make data available to all who have the penchant to turn it into useful and valuable information.
To describe the new organisation unit that will be needed to realise the dream.
Leo Burnett, an advertising agency, implemented the Maconomy ERP system to manage its rapid growth. The system streamlined processes, provided improved visibility and control over finances and projects. This allowed Leo Burnett to manage more work with fewer resources, improve cash flow through faster invoicing, and increase understanding of project costs and profitability.
The document discusses getting value from data and outlines several key steps:
1. Conduct a realistic assessment of your current data maturity and focus of value. This includes determining how advanced your reporting, analytics, and data governance currently are.
2. Assign a business owner to construct a data strategy to add value, based on the current assessment.
3. Develop a value framework that becomes an agreed and sponsored plan for the business.
4. The focus should be on adding value, not leading with technology, and accounting for cultural and people issues.
Applying a BPM Approach to Three Similar but Distinct Business Environmentsjamieraut
George Clark and Jamie Raut presented on applying a business process management (BPM) approach to three financial services environments: commercial middle market lending, private banking, and commercial real estate lending. They discussed how CSC customized its BPM approach for each client, including current state assessments, future state designs, and implementation roadmaps. Lessons learned included challenges implementing new BPM technologies, the nature of business processes, and industry-specific factors for finance.
How do you practically link traditional functional silos such as supply chain and payables together? And what results can you expect from this? In this session, Cynthia Haug shares her experience and results from achieving this at GE Healthcare, Johnson Controls and now at Newmont Mining Corporation. Attend this session to discover how to:
- Conduct P2P process analysis to identify where there are breaking/risk points in your P2P process and what is causing high costs
- Gain buy-in from your key internal P2P stakeholders so they take appropriate action for change
- Move from functional silos to being in control of a global end-to-end P2P process – what results can you expect?
The document discusses various topics related to enterprise system management (ESM). It provides descriptions and examples of different categories within ESM including traditional system management, end user experience monitoring, application performance management (APM), and business transaction management (BTM). It also discusses current statuses and challenges with ESM implementations, configuration management databases (CMDBs), and change management.
Why should SOA be adopted?
For successful adoption what all are required?
Maximum benefits can be obtained only with executive level support, proper training and implementing process discipline.
SOA is essential for service bureau industry. Prime brokers, fund administrators in the financial services are prime candidates, where customization, integration and speedy problem resolution are critical. SOA takes commitment, time and patience.
This document discusses ERP systems and ERP project management. It begins with an introduction to TriFinance and an overview of roles in finance. It then defines ERP as enterprise resource planning software that aims to integrate business processes and information across departments. The document outlines some advantages and disadvantages of ERP implementations, which are large expensive projects with a high failure rate. It concludes by emphasizing that finance professionals benefit from understanding information technology systems since ERP is the backbone for data in many companies.
A Practical Approach to Introducing BPM into the Enterprisejamieraut
BPM is touted as being able to solve a number of business and technology challenges ranging from simple process modeling to complex application integration. Given this broad range of capabilities how does an organization get started? What tools can be leveraged in a pragmatic, cost-effective way to initiate a BPM project? What are some of the organizational challenges – both business and IT – that need to be addressed? Leveraging recent work at a Fortune 500 company, this presentation will focus on how one CSC client approached adding BPM to their corporate capabilities portfolio. The speakers will cover the challenges, the successes and the failures.
1. 1KEY connects to Tally databases and allows users to easily create dynamic reports to analyze accounting and inventory data for better business decision making.
2. Users can generate canned reports from Tally data in 1KEY for sales, purchases, stock, expenses, and other categories to analyze at the individual company or group level.
3. 1KEY provides interactive data analysis capabilities that allow ad-hoc reporting without programming, unlike default Tally reporting which requires developer intervention for complex reports.
Will They Blend? - Agile, TOGAF and Enterprise ArchitectureITpreneurs
Do you offer TOGAF / EA / Agile training or consulting?
Is TOGAF really the best approach for enterprise architecture? Danny Greefhorst will provide insight into these questions by showing how agile, enterprise architecture and TOGAF relate and overlap.
Content by Danny Greefhorst
What's covered:
- The TOGAF Approach to EA
- Do Agile, EA and TOGAF Relate?
- Do Agile, EA and TOGAF Overlap?
- When to Use Which Framework
- How to Generate More Business by using Agile, EA and TOGAF
This document provides an overview of the retail industry and enterprise architecture review. It discusses the business overview of retail, trends and challenges in the industry, the current state architecture, and future state architecture. It also covers topics like supply chain management, merchandizing, point of sale systems, payments, digital signage, and solutions from major vendors like Oracle, SAP, and Cap Gemini.
Business Intelligence (BI) for ManufacturingDhiren Gala
Business Intelligence (BI) for Manufacturing - Plastics are no different
BI is very effective for all types of manufacturing, be it process, discrete or automatic. BI can close the ‘fact gap’ by improving the availability and delivery of actionable data with minimal IT
involvement.
Webinar: Back Office: February 28, 2012Judy Misbin
Find out how optimizing your back office can help improve your firms consistency and metrics around compliance, customer experience, and operational efficiencies
Paul Leamon presents common back office challenges, and defines what a world-class back office looks like, and how to build one. Additionally, explains the business impacts of becoming a world-class back office.
Managing Unprecedented Change with Business TransformationCisco Canada
This presentation will discuss how to manage change with business transformation, including: the shifting landscape, business imperatives and technology transformations, as well as, IT implications.
This document provides an overview of capacity management according to ITIL best practices. It begins with definitions of key frameworks like ITIL, ITSM, COBIT and SOX. It then discusses the ten ITIL processes and focuses on capacity management. The objectives of capacity management are to ensure sufficient and cost-justified capacity is available and matched to business needs. Key aspects covered include the three sub-processes, relevant metrics, process interdependencies, and elements of the capacity plan. Critical success factors and automation solutions are also summarized.
The document discusses ASG's Path to Optimization which helps customers move from reactive to proactive management of their IT infrastructure and business services. It outlines 4 levels - from basic monitoring and management to predictive analytics and optimization. ASG provides out-of-the-box solutions built on their Business Service Performance (BSP) platform to help customers implement levels 2-3 around areas like applications, infrastructure, service support and information management. The solutions provide benefits like reduced costs, improved services and business alignment. Customer stories demonstrate how the solutions have helped optimize operations.
Information Technology and Firm Profitability - Team TopazTim Enalls
Powerpoint created for a presentation in my MBA program.
Full source for content can be found here: http://misq.org/information-technology-and-firm-profitability-mechanisms-and-empirical-evidence.html?SID=8likmag65r5usi4fqhlli855j4
For more content from me, visit the following URLs:
https://analyticsexplained.com
https://www.youtube.com/analyticsexplained
This document provides an overview of service-oriented architecture (SOA) and business process management (BPM). It defines key SOA concepts like loose coupling, services, and service composition. It describes the drivers for adopting SOA like flexibility and cost reduction. The document outlines the typical components of a SOA architecture like the enterprise service bus and BPM suite. It distinguishes between service types and discusses how BPM integrates with SOA through standards like BPEL. Finally, it notes that BPM can be viewed as both a management practice and software solution that often leverages SOA principles.
BPM automation involves using a business process management system (BPMS) to optimize business processes. A BPMS manages activities to achieve strategic goals. It connects to existing systems through services. BPMS benefits include increased efficiency, productivity, and ability to respond to change through streamlined processes and real-time decisions. Future BPMS will be internet-based (iBPMS) and leverage additional elements such as analytics, mobile access, content management, and collaboration.
Building a business intelligence architecture fit for the 21st century by Jon...Mark Tapley
Objectives of the presentation:
To record some history –what has happened in the past that makes the future quite challenging.
To provide real examples of BI at work –good and bad.
To illustrate the nature of data and why it has become so important in driving forward
the business in the 21stcentury.
To outline a way to align technology with the business so that efforts and budget are spent
in a way that will enable the future rather that support the past.
To propose a set of principles and ideas that can guide a company in a way to make data available to all who have the penchant to turn it into useful and valuable information.
To describe the new organisation unit that will be needed to realise the dream.
Leo Burnett, an advertising agency, implemented the Maconomy ERP system to manage its rapid growth. The system streamlined processes, provided improved visibility and control over finances and projects. This allowed Leo Burnett to manage more work with fewer resources, improve cash flow through faster invoicing, and increase understanding of project costs and profitability.
The document discusses getting value from data and outlines several key steps:
1. Conduct a realistic assessment of your current data maturity and focus of value. This includes determining how advanced your reporting, analytics, and data governance currently are.
2. Assign a business owner to construct a data strategy to add value, based on the current assessment.
3. Develop a value framework that becomes an agreed and sponsored plan for the business.
4. The focus should be on adding value, not leading with technology, and accounting for cultural and people issues.
Applying a BPM Approach to Three Similar but Distinct Business Environmentsjamieraut
George Clark and Jamie Raut presented on applying a business process management (BPM) approach to three financial services environments: commercial middle market lending, private banking, and commercial real estate lending. They discussed how CSC customized its BPM approach for each client, including current state assessments, future state designs, and implementation roadmaps. Lessons learned included challenges implementing new BPM technologies, the nature of business processes, and industry-specific factors for finance.
How do you practically link traditional functional silos such as supply chain and payables together? And what results can you expect from this? In this session, Cynthia Haug shares her experience and results from achieving this at GE Healthcare, Johnson Controls and now at Newmont Mining Corporation. Attend this session to discover how to:
- Conduct P2P process analysis to identify where there are breaking/risk points in your P2P process and what is causing high costs
- Gain buy-in from your key internal P2P stakeholders so they take appropriate action for change
- Move from functional silos to being in control of a global end-to-end P2P process – what results can you expect?
The document discusses various topics related to enterprise system management (ESM). It provides descriptions and examples of different categories within ESM including traditional system management, end user experience monitoring, application performance management (APM), and business transaction management (BTM). It also discusses current statuses and challenges with ESM implementations, configuration management databases (CMDBs), and change management.
Why should SOA be adopted?
For successful adoption what all are required?
Maximum benefits can be obtained only with executive level support, proper training and implementing process discipline.
SOA is essential for service bureau industry. Prime brokers, fund administrators in the financial services are prime candidates, where customization, integration and speedy problem resolution are critical. SOA takes commitment, time and patience.
This document discusses ERP systems and ERP project management. It begins with an introduction to TriFinance and an overview of roles in finance. It then defines ERP as enterprise resource planning software that aims to integrate business processes and information across departments. The document outlines some advantages and disadvantages of ERP implementations, which are large expensive projects with a high failure rate. It concludes by emphasizing that finance professionals benefit from understanding information technology systems since ERP is the backbone for data in many companies.
A Practical Approach to Introducing BPM into the Enterprisejamieraut
BPM is touted as being able to solve a number of business and technology challenges ranging from simple process modeling to complex application integration. Given this broad range of capabilities how does an organization get started? What tools can be leveraged in a pragmatic, cost-effective way to initiate a BPM project? What are some of the organizational challenges – both business and IT – that need to be addressed? Leveraging recent work at a Fortune 500 company, this presentation will focus on how one CSC client approached adding BPM to their corporate capabilities portfolio. The speakers will cover the challenges, the successes and the failures.
1. 1KEY connects to Tally databases and allows users to easily create dynamic reports to analyze accounting and inventory data for better business decision making.
2. Users can generate canned reports from Tally data in 1KEY for sales, purchases, stock, expenses, and other categories to analyze at the individual company or group level.
3. 1KEY provides interactive data analysis capabilities that allow ad-hoc reporting without programming, unlike default Tally reporting which requires developer intervention for complex reports.
Will They Blend? - Agile, TOGAF and Enterprise ArchitectureITpreneurs
Do you offer TOGAF / EA / Agile training or consulting?
Is TOGAF really the best approach for enterprise architecture? Danny Greefhorst will provide insight into these questions by showing how agile, enterprise architecture and TOGAF relate and overlap.
Content by Danny Greefhorst
What's covered:
- The TOGAF Approach to EA
- Do Agile, EA and TOGAF Relate?
- Do Agile, EA and TOGAF Overlap?
- When to Use Which Framework
- How to Generate More Business by using Agile, EA and TOGAF
This document provides an overview of the retail industry and enterprise architecture review. It discusses the business overview of retail, trends and challenges in the industry, the current state architecture, and future state architecture. It also covers topics like supply chain management, merchandizing, point of sale systems, payments, digital signage, and solutions from major vendors like Oracle, SAP, and Cap Gemini.
Business Intelligence (BI) for ManufacturingDhiren Gala
Business Intelligence (BI) for Manufacturing - Plastics are no different
BI is very effective for all types of manufacturing, be it process, discrete or automatic. BI can close the ‘fact gap’ by improving the availability and delivery of actionable data with minimal IT
involvement.
Webinar: Back Office: February 28, 2012Judy Misbin
Find out how optimizing your back office can help improve your firms consistency and metrics around compliance, customer experience, and operational efficiencies
Paul Leamon presents common back office challenges, and defines what a world-class back office looks like, and how to build one. Additionally, explains the business impacts of becoming a world-class back office.
Managing Unprecedented Change with Business TransformationCisco Canada
This presentation will discuss how to manage change with business transformation, including: the shifting landscape, business imperatives and technology transformations, as well as, IT implications.
This document provides an overview of capacity management according to ITIL best practices. It begins with definitions of key frameworks like ITIL, ITSM, COBIT and SOX. It then discusses the ten ITIL processes and focuses on capacity management. The objectives of capacity management are to ensure sufficient and cost-justified capacity is available and matched to business needs. Key aspects covered include the three sub-processes, relevant metrics, process interdependencies, and elements of the capacity plan. Critical success factors and automation solutions are also summarized.
The document discusses ASG's Path to Optimization which helps customers move from reactive to proactive management of their IT infrastructure and business services. It outlines 4 levels - from basic monitoring and management to predictive analytics and optimization. ASG provides out-of-the-box solutions built on their Business Service Performance (BSP) platform to help customers implement levels 2-3 around areas like applications, infrastructure, service support and information management. The solutions provide benefits like reduced costs, improved services and business alignment. Customer stories demonstrate how the solutions have helped optimize operations.
This presentation is about -
History of ITIL,
ITIL Qualification scheme,
Introduction to ITIL,
For more details visit -
http://vibranttechnologies.co.in/itil-classes-in-mumbai.html
ITILv3 provides a systematic approach to IT service management best practices. The presentation introduces key concepts in ITILv3 including the service lifecycle, configuration management, change management, and roles. It summarizes the five stages of the service lifecycle: service strategy, service design, service transition, service operation, and continual service improvement.
This document provides an overview of ITIL (Information Technology Infrastructure Library) version 3. It defines key concepts in IT service management such as service, service level, configuration management system, and the four Ps of service management. It describes the five stages of the ITIL service lifecycle: service strategy, service design, service transition, service operation, and continual service improvement. It explains several processes within these stages, such as service portfolio management, availability management, capacity management, change management, and release management. The goal of ITIL is to provide best practices for delivering high-quality IT services.
5 Keys to Improved IT Operation ManagementPrecisely
IT Operations Management (ITOM) is more important than ever in today’s fast-changing world. It helps IT to ensure availability, maintenance, and deployment of hardware, software, services, and processes. Companies who rely on ServiceNow have invested in solving this challenge and trying to get a comprehensive view of their entire infrastructure.
However, for many of them, there is one crucial area of missing data. ServiceNow does not natively discover critical infrastructure resources from IBM Power Systems and IBM Z mainframes. This can leave them vulnerable to blind spots, their ITOM initiatives can go awry, and periods of downtime can be extended.
Join us for this webinar we will cover:
· The five key ITOM enablers to gain complete visibility into all areas of the infrastructure.
· How Ironstream for ServiceNow can fill the gaps in ITOM coverage
· How Discovery, Service Mapping, and Event Management work together to deliver ITOM success
CFOs and the Corporate Performance event presentation is now available for download!!
Don't miss out the chance to discover KMS Financial Dashboard and gain a 360 degree view of the profitability, risk and cash flow metrics of your organization. Get in touch with us and learn how to perform Dynamic Analysis, Simulation of Profits, Sensitivity Analysis and uncover key value drivers.
This document proposes developing an integrated customer service solution for SEC. It recommends a distributed model using middleware for integration. Key points:
1) A consortium of Fortrust and Blue-Crow will conduct an assessment of SEC's current customer service processes, infrastructure, and systems.
2) A phased approach is proposed, starting with basic integration and moving to a full CRM system and integrated processes.
3) Arguments are presented for both centralized and distributed call center models, with the consortium advising a distributed model using middleware to provide flexibility and scalability.
4) Next steps involve a comprehensive assessment using their customer service model, followed by business process modeling to identify areas for improvement.
The document discusses key challenges in IT transformation including financial constraints, legacy infrastructure issues, lack of processes, and need for technical skills updates. It identifies quick wins like implementing change control and architectural blueprints. New opportunities include business-IT collaboration and proliferation of technologies. The way forward involves reducing distractions, implementing quick wins, and developing strategic and tactical plans covering people, processes, and technology. This would help build an agile IT environment leveraging approaches like cloud, outsourcing, and maturity models.
Introduction to Business Process Management SuiteAppian
Business Process Management Suite (BPMS) is a software platform that supports a process management discipline so one can design, execute, manage, and optimize processes for continuous performance improvement. This presentation and companion video on YouTube provide an overview of core BPMS components, key roles, and benefits for automating processes using a BPM Suite. Learn how to select and prioritize BPM projects for a successful implementation.
Visit our sponsor's website for additional free resources and whitepapers: http://www.appian.com/
Balance Sheet (Financial) ConsolidationDhiren Gala
There is always a challenge to close the accounting books quickly & publish the statutory balance sheets with profit and loss accounts statement or for that matter internal financial MIS for monthly quarterly or yearly. There are various challenges when there are group of companies, local subsidiaries, international subsidiaries, branches, strategic business units, sister concerns, joint ventures, merger, acquisitions, investment companies, SPV’s etc. data to be consolidated in single financial report.
CFO team is always under pressure to publish quarterly, half yearly and yearly statements based on Indian GAAP or US GAAP or IFRS or any other formats of publishing data. There are challenges to map and consolidate data from multiple entities, multiple accounting period and multiple currencies. Finance team lead by CFO works days and weeks on multiple spreadsheets to arrive a final statement. While doing this exercise finance team faces several challenges.
Technology can also be a barrier to close books faster. Companies that use desktop spreadsheets to manage their accounting, closing takes about 25% longer to get it done. If the company is still busy closing its books, it can and should do better. We help companies CLOSE YOUR BOOKS FASTER WITH ACCURACY AND EXTENSIVE ANALYTICS.
1KEY Financial Consolidation software is a complete data warehouse model with standard statutory reporting requirements for publishing financial statements and with extensive analytical reports. It provides financial managers the ability to rapidly close and report financial results, meet global regulatory requirements, reduce compliance costs and provide confidence in the numbers.
Accelerate closing cycle and improve the quality of data – remove the pain of consolidation of financial management & reporting cycle. Organizations that are able to close their books quickly & deliver faster & more accurate information can gain a competitive advantage in a rapidly changing market. Provide financial managers the ability to rapidly close & report financial results, meet global regulatory requirements, reduce compliance costs with trust in numbers.
CLOSE BOOKS – Faster | Error Free | with Extensive Analytics is the strategic and exclusive Financial Technologies event that presents the challenges, solutions for Financial Consolidation from industry thought leaders in an interactive knowledge-sharing environment.
Learn about critical IT Service Management challenges and engage with featured Gartner Analyst, Jarod Greene, and FrontRange Director of Product Marketing, Craig Ledo. Walk away with actionable advice that will enable you to maximize efficiencies with reduced cost and complexity.
This webinar takes an in-depth look at the evolution of IT Service Management (ITSM), current trends and where the technology is going. Hear how flexible deployment options (on-premise, cloud or hybrid - combining on-premise and cloud) and the need for a single solution that meets your needs at every level of ITSM maturity is critical to helping your organization maximize operational efficiencies, reduce IT Costs and improve service quality and compliance.
Watch the full webinar: http://www.brighttalk.com/webcast/8533/57723
This document provides an overview of ITIL v3 and its key concepts. ITIL is a framework for IT service management that focuses on aligning IT services with business needs. Some key points covered include:
- ITIL v3 simplified the previous version and focuses on how to provide services through five core publications and a service lifecycle approach.
- The service lifecycle consists of five stages: service strategy, service design, service transition, service operation, and continual service improvement.
- Processes and functions are defined for each stage to ensure IT services meet business requirements and are efficiently managed.
- Roles and responsibilities are identified for effective service management.
This document summarizes a webinar presented by Bristlecone about their application management services. It discusses Bristlecone's delivery models including dedicated, shared, and "pay as you use" support. It highlights benefits like freeing up clients' IT staff and proactive monitoring. The document also provides an overview of Bristlecone's services, SLA framework, drivers for business change, and success stories from clients like Unilever and ABB who achieved cost reductions and 24/7 support.
ERP (Enterprise Resource Planning) is a software solution that integrates all departments and functions of a company into a single system. It facilitates company-wide information sharing, increases customer service, and organizes data input. ERP evolved from earlier systems like MRP (Materials Requirement Planning) and MRP II. Implementing ERP requires reengineering business processes, customizing the software to a company's needs, training users, and ongoing upgrades. The benefits of ERP include improved integration, customer service, decision making
Business Process Management (BPM) involves modeling and automating cross-departmental business processes. BPM suites provide benefits like streamlined operations, improved efficiency, end-to-end visibility, compliance, agility, and accountability. The BPM lifecycle includes modeling, deployment, execution, monitoring, and optimization of processes. Key components of BPM suites include a process engine to execute models, a process modeler to design processes, a business rules engine, and business activity monitoring for oversight. BPM is applicable across industries like healthcare, travel, manufacturing, and more.
Justifying Capacity Management Efforts with Provable and Positive ROIPrecisely
You are already spending time and money to handle the critical need to manage systems capacity, performance and planning. But, are you spending wisely? Are you getting the level of results from your investment that you really need? Can you prove it?
Having underutilized or idle resources can be just as harmful to your business as not having enough processing capacity or network bandwidth. Failure to do effective Capacity Planning becomes clearly visible to your customers, especially your internal customers.
The good news is that the return on investment of implementing capacity management and capacity planning is most definitely positive and provable, both in terms of tangible monetary value and in some less tangible but no-less-valuable benefits.
View this webinar on-demand and learn:
• The core requirements that need to be part of your capacity management tools
• Tangible Return on Investment opportunities you can expect to realize
• What some of the non-tangible benefits from Capacity Management are
• Ways to demonstrate these benefits to your company
BPM for Manufacturing (Business Process-Centric Manufacturing) v4Sudhir(SMACI) Menon
The document discusses Oracle's manufacturing solutions including Oracle BPM Suite. It provides examples of how Oracle BPM Suite has helped companies like Pratt & Whitney optimize engine maintenance processes, The Babcock & Wilcox Company improve their sales processes, and a manufacturing company streamline their accounts payable approval process. The document also discusses how BPM can help with challenges like inventory optimization, new product introduction, customer centricity, and channel operational efficiencies.
This document discusses IT service management and how HP's solutions can help. It introduces HP's IT service management approach and software suite, which aims to standardize, centralize and automate key IT processes. This helps minimize costs and risks while improving service delivery and demonstrating value. The suite covers areas like service desk, change management, asset management and more. Case studies show customers reducing costs and improving metrics like first call resolution rates through implementing HP's IT service management software.
The document discusses IT service management and HP's IT performance suite. It notes that IT service management aims to minimize risk, impact and costs while demonstrating value to the business. It then discusses the challenges of IT service management, such as how to better meet customer expectations, make IT more productive, and align IT with business goals. Finally, it introduces HP's IT performance suite as a solution that provides strategy, planning and governance tools as well as security intelligence, operations management, and information management capabilities to help address these challenges.
Sumyag Insights provides data science and analytics services. They have a diverse team of over 15 data scientists and engineers with expertise in areas like machine learning, natural language processing, computer vision, and IoT. Their solutions include data wrangling, predictive modeling, prescriptive analytics, and building custom applications and dashboards. They follow an agile approach with sprints and focus on rapid prototyping to provide quick insights and business value to clients in industries like banking, insurance, retail, and manufacturing.
This document provides a summary of the book "Sri Sankara" by ShankaraNarayanan. It discusses Sankara's life and philosophy in 7 chapters. The key points are:
1. Sankara was born in Kerala, India in the 5th century AD to a Brahmin family. He had several spiritual experiences from a young age and became a sannyasi at a young age.
2. As a philosopher, he traveled throughout India debating scholars of other schools and establishing the doctrine of Advaita Vedanta. He wrote commentaries on the principal Upanishads, Bhagavad Gita, and Brahma Sutras.
3. S
My read and summarization of the booklet on devops by mike loukides from O Reilly, great read for starters.. a good reference on automation, inreastructure as code
1) There is a growing gap in capabilities and performance between companies that invest heavily in data and analytics compared to those that invest less. The capability gap is exacerbated by a shortage of analytical talent.
2) The amount of data being created is growing exponentially, estimated at 2.5 quintillion bytes per day globally. However, most organizations are not effectively using the data they already have.
3) Investing in analytics can provide significant financial benefits across industries. For example, leveraging big data in healthcare could capture $300 billion annually and increase retailers' operating margins by 60%.
Tom Davenports Classic on hwo to Build Organizations of Knowledge workers, around talent Management, Information and Managerial Hygiene.. great reference for managers
Read in 2011, a very foundational book on physics, narrated in a very easy lay-man terms.. This book talks about constants, in nature and how we need to interpret and listen to these constants..
These are my book notes, great book one can buy this book on Amazon... worth a read for science buffs
In 2011 i read this wonderful book from the found of IDEO Tom Kelley, on how to manage and inculcate innovation.. this book was a precursor for the book ten faces of Innovation
A personal collection of HR concepts through training sessions attended.. highlights.. Areas like Presentations, Leadersdhip, Influencing, Interviews .. etc...
This document provides a summary of the life and works of Adi Sankara based on various biographical accounts. It discusses Sankara's birthplace in Kaladi, key milestones in his life like upanayana at age 5 and completing Vedic studies by age 7. It outlines his works like bhashyas on 11 Upanishads and Brahma Sutras. It also mentions his debates with Mandana Misra and establishment of the Sankara Mathas. In the end, it discusses the relevance of Advaita philosophy propounded by Sankara in modern times for inner peace and overcoming challenges like fear and depression.
This document discusses concepts from Hinduism as presented by DevDutt Pattnaik. It is organized into 18 chapters based on the Mahabharata war and discusses themes of householders, hermits, different perspectives of truth and the self, the five layers of existence, and issues with some historical narratives. It also briefly mentions swastikas representing the four beings of elements, plants, animals, and humans.
The document discusses the growing importance and opportunities of analytics for businesses. It notes that there is a widening performance gap between top performers and bottom performers in their use of data and analytics. While the amount of data is growing exponentially, there is also a significant skills gap in having enough talent to effectively analyze and use data. The document outlines several major themes where businesses are applying analytics, including customer insights, risk management, operations, and product design. It argues that analytics can drive significant business value when integrated into operations and transformations.
This document provides summaries of various Android apps for news, maps, fitness tracking, finance, communications, and productivity. It discusses the key features and alternatives for apps like Flipboard, Google Maps, MyTracks, iMobile, WhatsApp, and Evernote. For each app, it briefly describes the app's main purpose and functionality, and then lists 2-3 other similar apps as alternatives. The document aims to help readers choose from different options for popular app categories on Android.
The document provides an overview of Six Sigma, which is a philosophy and methodology for process improvement. It aims to reduce defects and variability in processes by measuring defects, focusing on areas for improvement, and setting a target of 3.4 defects per million opportunities. Six Sigma has helped companies like GE, Motorola, HP and American Express achieve significant cost savings and quality improvements through systematic efforts to measure processes, identify sources of defects, and continuously improve performance. The principles of Six Sigma can also be seen in small organizations like the Mumbai Tiffinmens Association, which delivers lunches with only one defect per 17.5 million opportunities through cultural emphasis on quality, measurement and continuous improvement.
UCF framework presented to a large IT service company in Mumbai in 2008.. showing my thinking then on how an organization could approach organization capability recording and building.. related to PCMMI.
Morey stettner wrote a very practical guide for managers, do surely read it.. this is my prime reference for managing my teams at work.. the presentation is a precis of that book and the key principles resident there..
The document discusses three skills that are important for an effective executive:
1. Conceptual skills - The ability to understand complex situations and see the big picture. This includes skills like strategic thinking, problem solving, and decision making.
2. Human skills - Skills for motivating, communicating with, and developing people. This involves skills like leadership, team building, and coaching.
3. Technical skills - Expertise in a specific business function like finance, marketing, or operations. While not as important as conceptual and human skills, technical skills are still needed for credibility.
This document discusses the importance of design and innovation in developing new dimensions and business models. It outlines an iterative design process that involves early prototyping and user feedback to develop deep user understanding. Case studies are presented of how design was used at Target Pharma to improve prescription bottles, at Boeing to transform their workplace culture, and at Pfizer to reframe communication around Viagra to increase patient-doctor dialogue. The process involves understanding user activity, multi-prototyping with feedback, and considering use in broader contexts to drive breakthrough innovation.
Anticipatory Failure Determination <afd> is a method similar to FMEA in design, to extract and discover failures in design ad how to cope and manage these risks.
Digital Transformation and IT Strategy Toolkit and TemplatesAurelien Domont, MBA
This Digital Transformation and IT Strategy Toolkit was created by ex-McKinsey, Deloitte and BCG Management Consultants, after more than 5,000 hours of work. It is considered the world's best & most comprehensive Digital Transformation and IT Strategy Toolkit. It includes all the Frameworks, Best Practices & Templates required to successfully undertake the Digital Transformation of your organization and define a robust IT Strategy.
Editable Toolkit to help you reuse our content: 700 Powerpoint slides | 35 Excel sheets | 84 minutes of Video training
This PowerPoint presentation is only a small preview of our Toolkits. For more details, visit www.domontconsulting.com
IMPACT Silver is a pure silver zinc producer with over $260 million in revenue since 2008 and a large 100% owned 210km Mexico land package - 2024 catalysts includes new 14% grade zinc Plomosas mine and 20,000m of fully funded exploration drilling.
At Techbox Square, in Singapore, we're not just creative web designers and developers, we're the driving force behind your brand identity. Contact us today.
FIA officials brutally tortured innocent and snatched 200 Bitcoins of worth 4...jamalseoexpert1978
Farman Ayaz Khattak and Ehtesham Matloob are government officials in CTW Counter terrorism wing Islamabad, in Federal Investigation Agency FIA Headquarters. CTW and FIA kidnapped crypto currency owner from Islamabad and snatched 200 Bitcoins those worth of 4 billion rupees in Pakistan currency. There is not Cryptocurrency Regulations in Pakistan & CTW is official dacoit and stealing digital assets from the innocent crypto holders and making fake cases of terrorism to keep them silent.
Understanding User Needs and Satisfying ThemAggregage
https://www.productmanagementtoday.com/frs/26903918/understanding-user-needs-and-satisfying-them
We know we want to create products which our customers find to be valuable. Whether we label it as customer-centric or product-led depends on how long we've been doing product management. There are three challenges we face when doing this. The obvious challenge is figuring out what our users need; the non-obvious challenges are in creating a shared understanding of those needs and in sensing if what we're doing is meeting those needs.
In this webinar, we won't focus on the research methods for discovering user-needs. We will focus on synthesis of the needs we discover, communication and alignment tools, and how we operationalize addressing those needs.
Industry expert Scott Sehlhorst will:
• Introduce a taxonomy for user goals with real world examples
• Present the Onion Diagram, a tool for contextualizing task-level goals
• Illustrate how customer journey maps capture activity-level and task-level goals
• Demonstrate the best approach to selection and prioritization of user-goals to address
• Highlight the crucial benchmarks, observable changes, in ensuring fulfillment of customer needs
How to Implement a Real Estate CRM SoftwareSalesTown
To implement a CRM for real estate, set clear goals, choose a CRM with key real estate features, and customize it to your needs. Migrate your data, train your team, and use automation to save time. Monitor performance, ensure data security, and use the CRM to enhance marketing. Regularly check its effectiveness to improve your business.
Event Report - SAP Sapphire 2024 Orlando - lots of innovation and old challengesHolger Mueller
Holger Mueller of Constellation Research shares his key takeaways from SAP's Sapphire confernece, held in Orlando, June 3rd till 5th 2024, in the Orange Convention Center.
Industrial Tech SW: Category Renewal and CreationChristian Dahlen
Every industrial revolution has created a new set of categories and a new set of players.
Multiple new technologies have emerged, but Samsara and C3.ai are only two companies which have gone public so far.
Manufacturing startups constitute the largest pipeline share of unicorns and IPO candidates in the SF Bay Area, and software startups dominate in Germany.
Best practices for project execution and deliveryCLIVE MINCHIN
A select set of project management best practices to keep your project on-track, on-cost and aligned to scope. Many firms have don't have the necessary skills, diligence, methods and oversight of their projects; this leads to slippage, higher costs and longer timeframes. Often firms have a history of projects that simply failed to move the needle. These best practices will help your firm avoid these pitfalls but they require fortitude to apply.
The effects of customers service quality and online reviews on customer loyal...
Readings on BSM
1. Forrester – BSM Best practices
April 23, 2007
Peter o Neill
Evelyn Hubert
2. Typical metrics BSM
Typical metrics Reporting line
Business service Time to process completion CIO/service owners
management Processing backlog volume reporting to LOB
State of business service executives
Business transaction volume
IT service management Service availability CIO reporting to CFO
Incident closure rate
Frequency of changes
Infrastructure Server availability IT operations reporting to
management CPU utilization CIO
Disk space
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.
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
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
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
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
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. 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. 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
18. • Integrated CMDB needs auto discovery
– Asset changes ; Logical and physical assets
– Inter relationships betweens assets
– Dependencies between assets, people and business processes
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
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. 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. 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. 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. 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. IT Maturity Journey
• Rightward movement thru
– Planning
– Automation
– Service thinking
Key Word Chars BSM How to BSM
Chaotic Adhocracy No process, Wont Fly Notifcation ; Environment
documentation; Instability awareness
Reactive 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 mgt
Service Beyond infra SLA, capacity, Cost, BSM Ready
Value Business Value Beyond BSM
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. 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. 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. 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. 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. 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. 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. 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. 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 /