With the updated version of ITIL imminent (the 29 July 2011), I participated in a BrightTalk webinar on “what next for ITIL.”
My views on this are very clear, that we need to “look back before we look forward.” I touched on some of this in a previous blog, 2011: An ITIL Versioning Odyssey, but think it worthwhile to continue to articulate my views in this area.
Let's start with what I consider to be the biggest issue: the gulf between theory and practice with ITIL.
There is no doubt that ITIL can benefit I&O organizations. There are certainly many I&O organizations encouraging, or even forcing, their people to take ITIL training and qualifications: There are at least 1.5 million people with the certification and there is no sign of this slowing down. Not only are trainers busy, so are ITSM consultants and, of course, industry analysts. But, from an industry analyst perspective, there is a lot wrong with ITIL. This is not just how it ballooned in size from ITIL v2 to ITIL v3, but also how it is adopted in the real world.
So what's going wrong?
If you look at existing ITIL v2 adoption, there is a focus on the reactive elements such as incident management, problem management, change management, and maybe even configuration management and service-level management. How many organizations have moved on to the more proactive elements such as availability management, capacity management, IT financial management, and continual service improvement?
We talk to product strategists in a wide variety of industries. Regardless of the vertical industry of their companies, they tell us that the release of new, disruptive products -- like Apple's iPad -- changes their relationships with their customers. Oftentimes, nearly overnight.
Whether their product comes in the form of “bits” (content, like media, software, or games) or “atoms” (physical products, like shoes, consumer packaged goods, or hardware), consumer product strategists must navigate a world filled with a dizzying array of new devices (like mobile phones, tablet computers, connected TVs, game consoles, eBook readers, and of course PCs). We call this proliferation of devices the Splinternet, a world in which consumers access the digital world across a diverse and growing number of hardware and platforms. And product strategists have to react by developing new apps, by crafting digital product experiences, and by rethinking their product marketing.
Delivering digital products across the Splinternet isn’t easy: It requires understanding -- and acting upon -- an ever-changing landscape of consumer preferences and behaviors. It also requires reapportioning scarce resources -- for example, from web development to iPad or Android development. Yet product strategists who fail to contend with newly disruptive devices (like the iPad or Xbox Kinect) will find themselves in danger of being left behind -- no matter what industry they’re in.
We'd like to invite product strategists to take our super-quick, two-minute survey to help us better understand how you are reacting to disruptions caused by the Splinternet:
Last week I took part in a podcast focusing on the "Future of the Service Desk." Unsurprisingly, this is a hot topic at Forrester for the I&O role. The standard equation for measuring service desk performance is simply the highest possible quality or customer service over the lowest possible cost. While simple on paper, the challenge to try and achieve this equilibrium is a complex conundrum for many service desk managers.
Developments such as the "consumerization" of IT further compound this issue. Service desk professionals now operate in a business environment in which their end users or customers are "tech savvy." This leads to a potential conflict spark point where IT customers believe that they have more IT know-how than the service desk. In some cases, this could well be true and it would be dangerous to dismiss these customers and their knowledge. So what is the answer? Well, on the podcast I explained that the service desk and IT as a whole has to focus on becoming "customer savvy" to embrace these pressures.
My colleague, Glenn O’Donnell, and I (do I sound like the Queen?) have delivered a Forrester report called “Improving The Ops In DevOps” inspired by the long-bemoaned tension between “change-the-business” (dev) and “run-the-business” (ops) IT teams and their activities, and the need for change.
This tension inflicts a detrimental impact on the business. In fact, most organizations suffer this curse, and stereotypes that reflect this animosity abound. Does this sound familiar? Ops people see dev people as sitting in their ivory towers cranking out code all day and wanting to release applications oblivious to real-world constraints; dev sees ops as cog-turners ensuring that the IT infrastructure doesn’t break under the strain of poorly written code. Chances are that your organization is not this bad. But this exaggeration is indicative of the tension between these two IT “tribes” and their opinions of each other. These stereotypes exist because organizational behaviors do exaggerate genuine conflicts, and both parties must act quickly to change.
Getting DevOps right will address many of the issues enterprises consistently have with IT, such as applications failing to meet both functional and nonfunctional requirements, delivery delays, increased costs, and an inflexibility to change. But is DevOps enough to save I&O from extinction?
Over the past months server vendors have been announcing benchmark results for systems incorporating Intel’s high-end x86 CPU, the E7, with HP trumping all existing benchmarks with their recently announced numbers (although, as noted in x86 Servers Hit The High Notes, the results are clustered within a few percent each other). HP recently announced new performance numbers for their ProLiant DL980, their high-end 8-socket x86 server using the newest Intel E7 processors. With up to 10 cores, these new processors can bring up to 80 cores to bear on large problems such as database, ERP and other enterprise applications.
The performance results on the SAP SD 2-Tier benchmark, for example, at 25160 SD users, show a performance improvement of 35% over the previous high-water mark of 18635. The results seem to scale almost exactly with the product of core count x clock speed, indicating that both the system hardware and the supporting OS, in this case Windows Server 2008, are not at their scalability limits. This gives us confidence that subsequent spins of the CPU will in turn yield further performance increases before hitting system of OS limitations. Results from other benchmarks show similar patterns as well.
Key takeaways for I&O professionals include:
Expect to see at least 25% to 35% throughput improvements in many workloads with systems based on the latest the high-performance PCUs from Intel. In situations where data center space and cooling resources are constrained this can be a significant boost for a same-footprint upgrade of a high-end system.
For Unix to Linux migrations, target platform scalability continues become less of an issue.
On July 5th, First Trust launched an exchange traded fund (ETF) designed to help investors capitalize on the growing market for cloud computing. I'd be excited about this sign of maturity for the market if the fund let you invest in the companies that are truly driving cloud computing, but most of them aren't publicly traded. Now don't get me wrong, there are clearly some cloud leaders in the ISE Cloud Index, such as Amazon, saleforce.com and Netflix, but many of the stocks in this fund are traditional infrastructure players who get a fraction (at most) of their revenues from cloud computing, such as Polycom, Teradata and Iron Mountain. The fund is a mix of cloud leaders, arms dealers and companies who are directionally heading toward the cloud - dare I say "cloudwashing" their traditional revenue streams.
The bigger question, though, is should anyone invest in this fund? Ignore the name and why not. Many of these stocks are market leaders in their respective areas, so if you are looking for a good technology fund, this is probably as good as any.
Not to be left out of the announcement fever that has gripped vendors recently, Cisco today announced several updates to their UCS product line aimed at easing potential system bottlenecks by improving the whole I/O chain between the network and the servers, and improving management, including:
Improved Fabric Interconnect (FI) – The FI is the top of the UCS hardware hierarchy, a thinly disguised Nexus 5xxx series switch that connects the UCS hierarchy to the enterprise network and runs the UCS Manager (UCSM) software. Previously the highest end FI had 40 ports, each of which had to be specifically configured as Ethernet, FCoE, or FC. The new FI, the model 6248UP has 48 ports, each one of which can be flexibly assigned as up toa 10G port for any of the supported protocols. In addition to modestly raising the bandwidth, the 6248UP brings increased flexibility and a claimed 40% reduction in latency.
New Fabric Extender (FEX) – The FEXC connects the individual UCS chassis with the FI. With the new 2208 FEX, Cisco doubles the bandwidth between the chassis and the FI.
VIC1280 Virtual Interface Card (VIC) – At the bottom of the management hierarchy the new VIC1280 quadruples the bandwidth to each individual server to a total of 80 GB. The 80 GB can be presented as up to 8 10 GB physical NICs or teamed into a pair fo 40 Gb NICS, with up to 256 virtual devices (vNIC, vHBA, etc presented to the software running on the servers.
Mark this date. While it isn't an anniversary of anything significant in the past, it is a day where our beloved cloud computing market showed significant signs of maturing. Major announcements by VMware, Citrix, and Microsoft all signaled significant progress in making cloud platforms (infrastructure-as-a-service [IaaS] and platform-as-a-service [PaaS]) more enterprise ready and consumable by I&O professionals.
* VMware updates its cloud stack.The server virtualization leader announced version 5 of its venerable hypervisor and version 1.5 of vCloud Director, its IaaS platform atop vSphere. Key enhancements to vCloud include more hardening of its security and resource allocation policy capabilities that address secure multitenancy concerns and elimination of the "noisy neighbor" problem, respectively. It also doubled the total capacity of VMs service providers can put in a single cloud to 20,000. VMware also resurrected a key feature from its now defunct Lab Manager — linked clones. This key capability for driving operational efficiency lets you deploy new VMs from the image library and the system will maintain the relationship between the golden image and the deployed VM. This does two things; it minimizes the storage footprint of the VM, much as similar technology does in virtual desktops, and second it uses the link to ensure clones maintain the patch level and integrity of the golden master. This alone is reason enough to consider vCloud Director.
After considerable speculation and anticipation, VMware has finally announced vSphere 5 as part of a major cloud infrastructure launch, including vCloud Director 1.5, SRM 5 and vShield 5. From our first impressions, it is both well worth the wait and merits immediate serious consideration as an enterprise virtualization platform, particularly for existing VMware customers.
The list of features is voluminous, with at least 100 improvements, large and small, but among the features, several stand out as particularly significant as I&O professionals continue their efforts to virtualize the data center, primarily dealing with and support for both larger VMs and physical host systems, and also with the improved manageability of storage and improvements Site Recovery Manager (SRM), the remote-site HA components:
Replication improvements for Site Recovery Manager, allowing replication without SANs
Distributed Resource Scheduling (DRS) for Storage
Support for up to 1 TB of memory per VM
Support for 32 vCPUs per VM
Support for up to 160 Logical CPUs and 2 TB or RAM
New GUI to configure multicore vCPUs
Storage driven storage delivery based on the VMware-Aware Storage APIs
Improved version of the Cluster File System, VMFS5
Storage APIs – Array Integration: Thin Provisioning enabling reclaiming blocks of a thin provisioned LUN on the array when a virtual disk is deleted
Swap to SSD
2TB+ LUN support
Storage vMotion snapshot support
vNetwork Distributed Switch improvements providing improved visibility in VM traffic
vCenter Server Appliance
vCenter Solutions Manager, providing a consistent interface to configure and monitor vCenter-integrated solutions developed by VMware and third parties
Revamped VMware High Availability (HA) with Fault Domain Manager
More than 90,000 iPad-only apps are available today. Forrester clients in a wide range of industries — media, software, retail, travel, consumer packaged goods, financial services, pharmaceuticals, utilities, and more — are scrambling to determine how to develop their own iPad app strategies (or browser-based iPad strategies).
Clients are asking us to help them address both challenges and opportunities associated with the iPad: How do I develop an app product strategy for the iPad? Does the browser matter, too? What will make my app or browser experience stand out from the competition? How will an iPad app complement my smartphone and Web properties?
If you are navigating these sorts of decisions, I'd like to invite you to a very exciting event being hosted by an analyst on my team, Sarah Rotman Epps. Sarah's holding a Workshop on July 27 (in San Francisco) to help clients like you separate the hype from the reality and take concrete steps toward developing a winning iPad app and browser strategy.
The Workshop: POST — Refining Your Strategy For iPads And Tablets
This Workshop focuses on refining your strategy for reaching and supporting your key constituencies through iPads and other tablets. We'll take you through the POST (people, objectives, strategy, and technology) process, helping you to:
Understand where the tablet market is going based on Forrester's latest data and insights.
Apply what other companies have done to your own tablet strategy.