The recent Forrester SaaS for IT Service Management (ITSM) Market Overview has proved popular but I thought it wise to step back from its focus on SaaS for a moment to talk about “choice.” That is choice of delivery model for ITSM-enabling capabilities; both upfront and over time. You might argue that this is flexibility rather than choice; but to me it is choice – on-premises, SaaS, or maybe both. If you look at the figure below it’s not necessarily a question at the forefront of people’s minds when choosing a new tool, ITSM-enabling or otherwise:
While Price nestles snuggly behind Features and functions, the closest to choice is “Type of software deployment” sitting in seventh place at 44%. It’s good to see that what the tool does is far more important than the delivery model, it’s probably also indicative of the fact that on-premises as a delivery model is not going away.
IMO choice is important; in particular choice between delivery models and also choice over time. It’s also becoming an increasingly high-profile part of ITSM tool vendor selling and marketing/messaging “conversations.” FrontRange in particular has raised the stakes on choice in terms of coining a new term “Hybrid ITSM” and making it core to its value proposition.
A year and a half ago I broke up with Blackberry and started dating iPhone. It was a clean but cruel breakup: AT&T cancelled my T-Mobile contract on my behalf, the equivalent of getting dumped by your girlfriend’s new boyfriend.
This year I’ve been cheating on my laptop with my iPad. But it’s an on-again, off-again relationship. While I tell my iPad it’s the only one, I keep going back to my laptop. When I travel, my iPad is with me meeting clients. Meanwhile my laptop is in the hotel room surfing the online menu for a turkey club.
The iPad beats my laptop on size, weight, connectivity, and battery life. It also improves the human element when I’m having a face-to-face conversation but need to take notes. These are all critically important to me when I'm out of the office visiting clients or at an event.
But my laptop wins when I need to perform other important activities. For example, the larger screen really helps to write and edit research reports (John Rakowski, you’ll have your edits soon!). Or when I need to approve expenses behind the VPN or access files on my hard drive that I haven’t stored in Google Drive (yes, Forrester sanctioned).
Now that I've had a few months of compare both devices, I come back to outcomes . . .
Forrester recently published “IT Service Management (ITSM) Case Study: Making The Transition From On Premises To SaaS With BMC” which is available to clients here. For non-clients (or hopefully “future clients”) I thought I’d create a blog on the good practices distilled from the discussion with the BMC client.
The situation … does it sound familiar?
The customer had found itself hamstrung by a highly customized on-premises ITSM tool that was: 1) too costly to run; 2) a poor fit to operational and customer requirements; 3) complicated and cumbersome to use; 4) unable to keep pace with the latest service management thinking; and 5) stranded on an out-of-date version because it would cost too much to upgrade.
The solution …
The customer used a honed set of requirements to select BMC Remedyforce from a shortlist of six SaaS ITSM offerings. In their words, they chose BMC Remedyforce because: 1) it was best suited to the agency's existing and future needs; 2) it was built on the salesforce.com platform; 3) its user experience was similar to (but better than that of) the incumbent Service Desk Express; and 4) it was the most cost effective.
Here's what they did:
The initial deployment managed requests and tasks from both customers and internal IT.
The customer took advantage of subscription-based licensing's ability to flex with demand.
They also used BMC Remedyforce in different scenarios: in internally and externally facing call centers and, in addition to traditional IT support, addressing customer support, app development issues, and human resources (HR).