Our research focus for this quarter was about how to make your team - The Service Delivery Team - more effective and efficient part of the I&O team. This spans four key topics: how to support your company's employees, how to become more automated, how to increase your speed and quality of service delivery, and who should or could you leverage in a broader ecosystem. The following reports are just a few highlights of our work for you to put on your night time reading list:
Automation is the story of the digital business and the huge transformation within technology management and I&O, and JP Garbani tackles it head-on in the first installment of The Automation Manifesto series, “Automate I&O To Answer Digital Disruption”. Because of the fast pace and ever-changing demands of digital disruption, organizations’ data centers are being pushed to their limit, both with man-power and finances. Enter the need for automation – today’s automation solutions address scale, speed, costs, and repeatable accuracy that is needed to remain competitive. JP’s report will help you assess the best ways to implement automation for your company and the benefits it will bring, no matter your current position.
I would like to welcome you to the "Modern Service Delivery" playbook. In this playbook, we are researching how you can take your tech operations team and transform it into a modern operations team. You know already that in the age of the customer, I&O must transform to support businesses by accelerating the speed of service delivery, enabling capacity when and where needed and improving customers and employee experience. You must buddy up with your application development team! Get used to a new way of working. That gets me to the point of this blog – CALMSS! Yes – you are reading this right. CALMSS is not just a scramble of words – it is a fine assessment of characteristics with the purpose of describing a methodology. The first acronym - CAMS (Culture, Automation, Measurement, Sharing) was coined by John Willis and Damon Edwards in 2010 in the first US based Devopsdays in Mountain View, California. Later on the “L” for lean was added by Jez Humble. We at Forrester have added an additional “S” for sourcing as we believe that DevOps must be supported with a solid sourcing strategy to extend the ecosystem. This then brings us to the arcronym of CALMSS.
After a great conversation with Patrick Debois – godfather of DevOps – we are working on a Forrester CALMSS research report (publishing April 2015) where we list what we think are the characteristics of each letter that supports measurement at individual, project, intra-company and inter-company levels. We will be focusing in our playbook on the project level so that you can measure and benchmark yourselves.
You are running from the office to your car to pick up the kids and while you are at it you think "OMG! Valentine's day is coming, I forgot to order the flowers for my wife." You pull out your mobile phone and stop on the side of the road to log on to your favorite Valentine's specialty retailer - leveraging a mix of digital retailers which sell flowers (or candy or other items) and you want to order something. Unfortunately, your favorite retailer is slow and the kids start complaining in the back seat and you must drive on. Too late! You are going to break hearts (ok maybe that is a bit too much) but certainly some of the retail vendors will experience a "break" in revenue. If you are working for a retail vendor, Mobile Application Performance Management matters - not just on Valentine's day.
See our recent report titled "Brief: Shopping Guide On Mobile Application Performance Management Solutions" so that you can get prepared. Don't wait until Easter.
The Webster Dictionary describes fatigue (also sometimes called exhaustion, tiredness, languor, lassitude or listlessness) as "a subjective feeling of tiredness which is distinct from weakness, and has a gradual onset."
Technology management transformations - and in specific, I&O transformations - suffer from fatigue in many organizations. Some of it is due to the fact that the term "transformation" is more jargon than anything real. Transformation means many things to many people and therfore we never really exit a transformation as we move from project to project, continually transforming.
If I asked you, does I&O transformation mean reshaping your architecture? Streamlining your service management and integration (SIAM) processes? Adjusting your automation strategy? Improving your application performance management to become more proactive? Reducing operational cost? Shifting your infrastructure and applications into the cloud? You would say "yes" to all of them, with all of them being described as some kind of transformation. Eliminating fatigue means following a transformation plan. The plan needs to be supported with details to shift the conversation from costs of the technology “feeds and speeds” to how the technology will enable the business to win, serve, and retain their customers.
In case you missed it, Forrester recently published its predictions on what and how I&O organizations must prioritize in 2015 to pursue the Business Technology agenda. The predictions are focused on how to innovate so that you can meet the speed, quality and agility your business demands. It also discusses the transformation needs I&O organizations are facing across people, processes and technology -- in particular how you must focus much of your efforts on enabling your workforce to be productive.
As I have been in I&O since the beginning of my professional career (which means forever), I see 2015 as a year to transform our I&O profession and organizations. The opportunities are spanning from partnering with your Application Development & Design team in a new way of operations -- we call this Modern Service Delivery (you might have seen this as DevOps); explore new ways to enable your workforce and how to change your approach to the technology supply chain and ecosystem. See for yourself what our predictions are. The full details can be found here in the November 20, 2014 report, "Predictions 2015: Infrastructure & Operations Prioritizes Pursuing The BT Agenda".
Are you struggling with the "right" key performance indicators and metrics for your I&O team/subteam/function? Let's struggle together and help each other. We are working on a research project to establish a new I&O Balanced Scorecard for 2015 and we need your help.
We have questions like:
(1) What performance does your organization/company require from the I&O organization?
(2) How do you balance both the performance focus on internal IT (systems of record) with the performance of external (systems of engagement) BT requirements?
(3) How do you translate these performance needs into objectives for your I&O organization?
(4) What metrics are key to track to make sure that your I&O organization is meeting its objectives?
(5) What should a best practice I&O Balanced Scorecard (BSC) look like in 2015?
Help us and help the rest of I&O leaders to develop a new I&O Balanced Scorecard to stay and be relevant to your company. Reach out to me via a inquiry or email me at firstname.lastname@example.org and lets talk!
We attended the recently held CA World 2014 in Las Vegas which we estimate had about 5000 customers. Over and over we kept asking: What’s the intention of CA Technologies for this year’s event?
It’s not just that the event had Magic Johnson speaking about his past career and how he transformed from a world class athlete to a successful business man or the Tuesday night music event by Fray, a rock band from Denver, Colorado. It was the entire atmosphere of the showcase, keynotes and presentation styles which gave us the feeling this is really a new CA – a CA that wants to shed the image of suits and complex solutions and replace it with T-shirts, jeans and cool, digital solutions.
Envision a large solution floor scattered with CA Technology solutions and some of their partners; coffee, food and snack stations, surrounded by presentation theaters which featured topics like Business Intelligence, DevOps, Mobility, Security and Business Intelligence. Very different, very vogue and very modern! Most important we saw a CA which stressed that “every company is a software company and innovation is key to create a powerful advantage” (quote from Amit Chatterjee, CA Technologies during keynote on Tuesday). Sentences like “we are living in the application economy” and “mobile, the new interface for your mainframe” puzzled and excited both legacy installed base, prospects and other clients.
As analysts we have to say “Well done CA Technologies”. For attendees , next steps are how to transform into the digital business. Keynote presenters from Twitter, Facebook, Nike and Samsung made it sound like a walk in the park – reality is proving us differently, but CA is driving innovation in today’s application economy.
When it comes to your Technology Management service catalog, are you lost in arguments on what to call certain categories of services? What are your service families and what is the next level of service elements? What are the definitions of the service elements? These questions are just the tip of the iceberg of current projects within I&O organizations in defining the rich and complex world of a technology management service catalogs. I&O teams are struggling to architect foundational service catalogs which will support the standardization and optimization efforts of their service offerings.
With that challenge in mind, Forrester created a I&O Technology Management Service Taxonomy - a collection of many service elements, organized by 13 service families. The research consists of a detailed spreadsheet based tool with a variety of service families, service taxonomies and definitions. The next steps are to understand the business services and capabilities which are enabled through these technology management services. Some business services and capabilities are similar from one vertical to another. Our next endeavor is to capture these services as well.
Engaging All Service Engineering Folks: Help Forrester Define “Service Engineering” As A New Role Within Infrastructure & Operations (Or Beyond)! A variety of technology trends such as mobility and clouds are empowering consumers and connects employees who all are interacting and collaborating through apps and devices which are changing the way business is conducted. In response, organizations are forced to accelerate business changes which require the need for agility innovating new technology choices, implementation options, and delivery approaches. In this new pace of change the business demands more of IT to help deliver services which enable and support the age of the customer. Some Infrastructure & Operations teams have made the transformation to manage and support BT services which consist of technology, systems, and processes to win, serve and retain customers. Other organizations still manage and support components which range from operating systems, middleware, general purpose components, applications and custom components built all for specific purposes. I&O teams have become good at building components, but it often lacks the engineering discipline to assemble these components into services that meet specific business needs and are relevant in the age of the customer. To stay relevant and transform Infrastructure & Operations in the age of the customer, I&O needs a new role – service engineering. Service engineers mainly “do” three things:
1. Think and act from the outside-in – this means establishing, managing and continually improving services which are critical and essential for business enablement and business success.
2. Participate and support the DevOps journey – business agility in large parts depends on technology today. The DevOps team plays a large role in the quality and speed of technology delivery.