w aaaa521 - IT Innovation Success Kit for IT DecisionMakers, Książki IT

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GoldMine Datasheet Title
Subtitle: Reinvent your Sales, Marketing and Support Proceses
IT Innovation
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SUCCESS KIT
Table of Contents
Chapter I:
Jumpstart IT Innovation 2
Business Expectations Rise, Pressure on IT Intensiies . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 2
An Innovative Approach . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 2
Unifying Infrastructure and Service Management . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 2
Jumpstarting the Process . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 2
Use Case 1: Employee Provisioning . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 3
Use Case 2: Software Upgrade Requests . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 3
Use Case 3: Remote Control . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 4
Use Case 4: Reactive Break/Fix . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 4
Use Case 5: Proactive Patch Management. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 4
Conclusion . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 5
Chapter II:
A Prescriptive Path for Implementing the Service Catalog and CMDB Together 6
Introduction . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 6
Roles and Interrelationships . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 6
The Service Catalog. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 6
The CMDB . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 7
Service Level Management. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 7
A Prescriptive Path for Implementation . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 8
Service Catalog: Begin with the Business . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 8
CMDB: Federated Approach. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 8
Service Level Management: Business-centric Metrics . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 9
Service Example: Tying it Together . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 9
Conclusion . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 10
About FrontRange Solutions 11
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IT Innovation
SUCCESS KIT
Chapter I: Jumpstart IT Innovation
Business Expectations Rise, Pressure on IT Intensiies
Improving business processes was the No. 1 business priority for the fourth consecutive year in Gartner’s worldwide survey
of 1,500 Chief Information Oficers (CIOs).
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Business process improvement is just one part of an overall focus on strate-
gic contribution that the business is expecting from CIOs. In addition, 83% of the CIOs in the Gartner survey anticipate
signiicant change in their enterprises over the next three years. These priorities and predictions pose a challenge for
overburdened IT organizations. Traditional management processes cannot scale to address an environment of change and
growing IT complexity. Worklows must become more automated and integrated to optimize eficiency. Operational ex-
ecution must more closely align with service processes to contain costs. As IT evaluates opportunities to innovate, they will
naturally look for solutions that bring together technology silos to deliver strategic differentiation.
An Innovative Approach
A new, innovative approach to IT is required: the uniication of IT operations management and service management.
Combining PC lifecycle management and IT service management tools can facilitate improved business processes when
operational execution is tightly coupled with the control process. PC lifecycle management solutions are focused on opera-
tional execution, helping ensure that system availability is high and that IT assets are optimized throughout their lifecycle.
By contrast, service management products are focused on control processes and function to ensure that service quality,
customer satisfaction, and irst-call resolution levels are of a consistently high standard.
Unifying Infrastructure and Service Management
Blending these critical applications and unifying infrastructure management and service management enables IT to meet
rising expectations by delivering broader and more proactive services to the business. This innovative approach beneits
customers by increasing irst-contact resolution rates and enhancing infrastructure availability. Cost savings are realized
when the service desk is armed with tools to perform remote desktop support, reset passwords or redeploy problematic
software in an automated fashion. Service levels are achieved when irst-line support can deploy standard changes with
automated service request fulillment processing.
Jumpstarting the Process
Below are ive tangible use cases that can jumpstart your uniied infrastructure management approach. As you use these
innovative processes to solve traditional problems, you will be laying the groundwork for end-to-end automation, merging
control processes with IT operations systems. This distinctive approach will bring together the capabilities, processes, and
resources within your cross-functional IT teams to meet rising business expectations.
Use Case 1: Employee Provisioning
Use Case 2: Software Upgrade Requests
Use Case 3: Remote Control
Use Case 4: Reactive Break/Fix
Use Case 5: Proactive Patch Management
1 “Making the Difference: The 2008 CIO Agenda,” Gartner, Inc., January 2008
 IT Innovation
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SUCCESS KIT
Use Case 1: Employee Provisioning
In its 2008 benchmark report, Aberdeen Group observes that while many businesses focus on metrics such as time and cost
to hire an employee, it is actually the time to productivity that is critical for new employees.
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When a new employee starts
his irst day with his workspace and phone, computer, required software and email fully functional, he can hit the ground
running. With the rapid pace of employee transition, you need automated tools to simplify new employee provisioning as
well as internal moves.
Your company has hired a vice president of marketing, and a “new employee setup” is requested from the Service
Catalog. Once the requester submits the service request, auto-tasks are routed to various departments including human re-
sources, facilities, and IT operations. Behind the scenes, standard provisioning policies have pre-established the appropriate
hardware and software to be issued based on the employee’s job proile: a dual-core computer with 2GB of RAM and the
entire Adobe CS3 suite of software might be appropriate in this example. Automated business processing with PC lifecycle
management identiies the new “bare metal” PC in inventory, auto-boots the system, then selects the software proile and
installs the operating system and applications deined in the standard coniguration. Typically, within an hour, the conigu-
ration setup is veriied, and the task is automatically closed in the service desk.
The uniied infrastructure management approach allowed the service desk team to access policy-based compliance to
drive provisioning. Additionally, the governance burden and costs associated with desktop coniguration management are
reduced and the process transparency required for regulatory audits is achieved seamlessly.
Use Case 2: Software Upgrade Requests
Policy-based compliance is introduced to reduce unauthorized changes to a server or an employee’s PC. However, there are
many cases where individual needs dictate an addition or upgrade to the standard software proile. When a user submits
a valid request, IT must respond quickly to ensure the employee remains productive.
A marketing department employee is using Microsoft Project to manage a partner marketing campaign, and needs to col-
laborate on the project plan with the partner to hit an end-of-day deadline. Because the employee is using a different ver-
sion of Microsoft Project than the partner, collaboration has stalled. The marketing department employee calls the service
desk to request an upgrade to the latest version. Because the telephony system is integrated, the service desk receives an
auto-generated ticket pre-populated with the relevant employee information on the agent’s screen as the call is answered.
Using the integrated PC lifecycle tools, the agent veriies that Project software is authorized for this user and initiates the
standard request fulillment process. Once the request moves to the “approved” state, the PC lifecycle management tool
remotely installs the appropriate software on the target machine, and updates the ticket with the installation status. Upon
completion, the service desk ticket is automatically closed and the telephony system phones the user, notifying her that the
software installation process is complete. The entire approval and upgrade process is completed within 15 minutes, allow-
ing the employee to meet her deadlines with minimum downtime.
The uniied infrastructure management approach allowed the service desk agent to manage the end-to-end process,
without escalating the incident to IT operations. The rapid remediation reduced infrastructure management workload and
costs and improved end user satisfaction and productivity.
2 All Aboard: Effective Onboarding Techniques and Strategies, Aberdeen Group, January 2008
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Use Case 3: Remote Control
Adoption of self-service is on the rise. In fact, Gartner projects that by 2010 self-service will account for 58% of all service
interactions, up from 35% in 2005. Because self-service addresses many of the frequently asked questions, naturally calls to
the service desk are increasingly more complex and dificult to solve. Rather than frustrating the user by walking through
a set of step-by-step recovery procedures or checking detailed settings, remediation can be dramatically simpliied when
the agent can take control of the end user’s machine.
A graphic designer in the marketing department is facing a tight deadline on the CEO’s board presentation. Every time
she tries to embed a movie ile into a slide, her machine crashes. Based on the priority of the project, when she contacts
the service desk, the agent immediately takes control of her machine with PC lifecycle remote control tools. In the back-
ground, a service desk ticket is auto-generated and pre-populated with relevant information. Because the agent can “see”
the error situation irst hand, he determines that re-installing the software is more practical than isolating and diagnosing
the problem. The PC lifecycle management tool accesses the workstation, veriies the inventory and compliance informa-
tion, and remotely removes and re-installs the appropriate software. Behind the scenes, the installation process is automat-
ically noted in the service desk ticket. The agent remains in control of the machine to verify that the reinstall solved the
user’s problem by watching the user launch the software and successfully embed the movie in the slide. With the problem
resolved, the ticket is closed.
The uniied infrastructure management approach allowed the agent to resolve the problem immediately, avoiding mul-
tiple calls or email communication to gather additional information. The irst-call resolution improved the end user experi-
ence and minimized the negative impact on business operations.
Use Case 4: Reactive Break/Fix
Because users are increasingly mobile and can easily bypass the network perimeter, PCs may be exposed to malicious code
and become corrupted. And despite your best efforts to lockdown PCs, users may add their own applications, exposing PCs
to further security risk. Whatever the culprit, you must isolate, diagnose, and repair issues before problems exacerbate and
spread across the entire network.
The vice president of sales is having trouble booting up his machine and calls the service desk for assistance. With integrat-
ed telephony, a ticket is auto-generated, and based on the VP’s service level agreement (SLA), his call is escalated to the
top of the queue. Using PC lifecycle management tools, the agent pings his machine and identiies the software that is out
of compliance: an unpatched application is the culprit. Automated policy compliance triggers an installation of the re-
quired patch. The agent conirms the compliance status has changed to “Yes” and the new software was installed correct-
ly. The ticket is updated with software installation status, and is closed upon conirmation of the successful installation.
The uniied infrastructure management approach allowed the agent to quickly troubleshoot the problem by identifying
deviations from the standard coniguration. The agent was able to automatically repair the software, thus managing the
end-to-end process, without escalating the problem to IT operations. The rapid remediation reduced infrastructure man-
agement workload and costs and improved end user satisfaction and productivity.
Use Case 5: Proactive Patch Management
Patch management has emerged as a central operational process. Organizations have found it necessary to formalize and
reine the patch management process in order to address patch multiplication and heightened security and regulatory
concerns. Yet effective patch management requires a careful choreography among many service management processes
including security, change, coniguration, and asset management.
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