Please Join Our Landmark ITSM Study

Glenn O'Donnell

Shortly before the IT Service Management Forum's annual Fusion conference in 2009, Forrester and the US chapter of IT Service Management Forum (itSMF) put the finishing touches on a partnership agreement between the two entities. There are many aspects of this partnership, including Forrester analysts speaking at numerous itSMF events throughout the year. (I had the pleasure of speaking to and spending the day with the Washington, DC area's National Capital LIG just today!) The truly exciting aspect of the partnership, however, is our intent to perform some joint research on the ITSM movement. By combining Forrester's venerable research and analysis capabilities with the wide and diverse membership of itSMF our hope is to gain unprecedented insight into ITSM trends and sentiments. The beneficiaries will be everyone in the broad ITSM community! What a concept!

Sound the trumpets!

It took us a while to get everything lined up, but I'm delighted to announce that the research study is now live!

The study is open to all itSMF USA members, so we expect a large sample size for the research. That said, we encourage everyone to participate. The results will be tabulated by Forrester, who will perform the analysis and produce the research report on the findings. This report will be free to all itSMF USA members and Forrester clients. If you are neither, that's no problem. If you participate, you are eligible for a free copy, regardless of your affiliation. This is our way of thanking you for your help! Naturally, you will have to provide some contact information so we can send you your copy when it is ready.

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The Empire Strikes Back – Intel Reveals An Effective Low-Power And Micro Server Strategy

Richard Fichera

A lot has been written about potential threats to Intel’s low-power server hegemony, including discussions of threats from not only its perennial minority rival AMD but also from emerging non-x86 technologies such as ARM servers. While these are real threats, with potential for disrupting Intel’s position in the low power and small form factor server segment if left unanswered, Intel’s management has not been asleep at the wheel. As part of the rollout of the new Sandy Bridge architecture, Intel recently disclosed their platform strategy for what they are defining as “Micro Servers,” small single-socket servers with shared power and cooling to improve density beyond the generally accepted dividing line of one server per RU that separates “standard density” from “high density.” While I think that Intel’s definition is a bit myopic, mostly serving to attach a label to a well established category, it is a useful tool for segmenting low-end servers and talking about the relevant workloads.

Intel’s strategy revolves around introducing successive generations of its Sandy Bridge and future architectures embodied as Low Power (LP) and Ultra Low Power (ULP) products with promises of up to 2.2X performance per watt and 30% less actual power compared to previous generation equivalent x86 servers, as outlined in the following chart from Intel:

So what does this mean for Infrastructure & Operations professionals interested in serving the target loads for micro servers, such as:

  • Basic content delivery and web servers
  • Low-end dedicated server hosting
  • Email and basic SaaS delivery
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Running Pamplona: ICT Drives City Initiatives (Not The Bulls)

Jennifer Belissent, Ph.D.

Twenty three years ago I arrived with a backpack and my best friend.  Last week I went back.  The city was as welcoming this time as it was the last, although the circumstances of my visit – and certainly my accommodations – were vastly different. 

Pamplona is a city of about 200,000 inhabitants in Navarra, in the North of Spain.  It is best known for the running of the bulls or, as it is known locally, the Festival of San Fermin, which many of us were first introduced to in Ernest Hemingway's The Sun Also Rises.

The bulls were not what brought me to the region this time (although they were the principal reason for my first visit).  Last week I participated in e-NATECH, a tech industry forum organized by ATANA, an association of local ICT companies in Navarra.  From what I saw in both the audience and across the city, Pamplona is clearly a front-runner in terms of ICT (and bulls as I recall from my first visit).

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Dell Delivers vStart – Ready To Run Virtual Infrastructure

Richard Fichera

Another Tier-1 Converged Infrastructure Option

The drum continues to beat for converged infrastructure products, and Dell has given it the latest thump with the introduction of vStart, a pre-integrated environment for VMware. Best thought of as a competitor to VCE, the integrated VMware, Cisco and EMC virtualization stack, vStart combines:

  • Dell PowerEdge R610 and R710 rack servers
  • Dell EqualLogic PS6000XV storage
  • Dell PowerConnect Ethernet switches
  • Preinstalled VMware (trial) software & Dell management extensions
  • Dell factory and onsite services
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IBM Adds Fresh Coat Of Paint And New Tires To BPM Offering, But Still Needs To Rev Engine

Clay Richardson

Today, IBM announced the next release of its BPM suite environment, dubbed IBM Business Process Manager V7.5. This version represents IBM’s first attempt at unifying the core Lombardi Teamworks platform with IBM’s legacy WebSphere Process Server environment.

So far, IBM is following the product integration roadmap John Rymer and I laid out in our report published immediately following IBM’s acquisition of Lombardi.  With today’s announcement, IBM checks off the first point of integration on our list: establishing a single repository across Lombardi Teamworks and Websphere Process Server. With Business Process Manager V7.5, IBM will deliver a single repository for process assets that leverages Lombardi’s impressive “snapshot” version management and governance capabilities, providing a unified approach to administering and reusing process and integration assets.

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What Can CIOs Learn From Marketing?

Nigel Fenwick

Play House at Forrester Marketing Forum 2011This week I was the lone IT analyst attending Forrester's Marketing Forum. Although I was there because much of my research overlaps with my colleagues covering marketing roles, I can't help feeling CIOs are missing out by not attending this event.

For many years I have believed that a successful CIO must understand marketing -- especially if he/she ever aspires to the CEO or COO role. Although today's marketing professional is more dependent upon technology than ever before, marketing is too often the part of the business least understood by IT.

With awareness comes understanding: which is why I think it is essential for IT professionals, and especially CIOs, to attend conferences like the Marketing Forum. These events help develop a much greater understanding of the challenges faced by the marketing professionals in your organization -- and will no doubt stimulate many new ideas about how IT can help.

Here's just a sampling of some of the thinking heard at the Marketing Forum this week in San Francisco:

We heard from Practice Leader David Cooperstein that CMOs are suffering a crisis of confidence: most feel they don't have enough budget, executive support, or marketing technology to meet the new digital challenge. (The CIO message: your CMO shares your pain.)

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How IBM And HP Are Strengthening Their IT-For-Sustainability Offers

Chris Mines
How IBM and HP are Strengthening Their IT-for-Sustainability Offers
 
Over the past few weeks, computing giants HP and IBM have made significant new thrusts into the market for sustainability software and services. At first look, both companies are strengthening their commitment to "IT for sustainability (ITfS)" -- the use of information technology to help their customers meet their sustainability goals.

Both are prominently featuring "energy" in their messaging in keeping with the current customer focus on that side of the consumption/emissions coupling. And both are emphasizing a combination of software products and consulting services, the two segments of the market that we at Forrester have been tracking for some time now, as regular readers of this blog know by now.

But under the surface there are more differences than similarities in the approach that these two suppliers are taking to ITfS; differences that illuminate divergent strategies, philosophies, and experiences between them. Let's take a closer look.

HP is going broad; IBM is narrowing its focus. With its initial "Energy and Sustainability Management Services" entry, HP is leveraging its data center design and implementation expertise into buildings and other assets across the enterprise. It is stressing a holistic, top-down approach, starting with assessment workshops and other methods to help customers get their arms around the size and shape of the energy/carbon/resource issues.

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Change Management: A Critical Component Of Any New Business Process

Claire Schooley

Think of how often you hear the term change management in relation to a new business process. What’s your reaction? Is it “More of that high level stuff that sounds good, but . . .” or is it “Give me something concrete that I can really use to help my staff understand this new process and feel more comfortable with the change”? Methodologies, frameworks, and best practices abound, yet up to 60% of change management projects fail — and these failures are expensive. Should businesses just accept the fact that changes like the introduction of a new email system, a merger or acquisition, or a larger business transformation project are just going to be tough, and no resources are really effective?

Change management can work, but it’s a hard, continuous, and often frustrating process with no shortcuts. Any change management must have detailed planning, strong executive support, continuous and varied communications, assessments to gauge successful milestones, many training approaches, and reinforcement until the process becomes part of the new culture. The change leader needs deep experience in organizational change management. Whether this person is an external consultant or an inside person with a change management background, in most cases this leader also will need to develop a strong team relationship with the project manager.

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Facebook Opens New Data Center – And Shares Its Technology

Richard Fichera

A Peek Behind The Wizard's Curtain

The world of hyper scale web properties has been shrouded in secrecy, with major players like Google and Amazon releasing only tantalizing dribbles of information about their infrastructure architecture and facilities, on the presumption that this information represented critical competitive IP. In one bold gesture, Facebook, which has certainly catapulted itself into the ranks of top-tier sites, has reversed that trend by simultaneously disclosing a wealth of information about the design of its new data center in rural Oregon and contributing much of the IP involving racks, servers, and power architecture to an open forum in the hopes of generating an ecosystem of suppliers to provide future equipment to themselves and other growing web companies.

The Data Center

By approaching the design of the data center as an integrated combination of servers for known workloads and the facilities themselves, Facebook has broken some new ground in data center architecture with its facility.

At a high level, a traditional enterprise DC has a utility transformer that feeds power to a centralized UPS, and then power is subsequently distributed through multiple levels of PDUs to the equipment racks. This is a reliable and flexible architecture, and one that has proven its worth in generations of commercial data centers. Unfortunately, in exchange for this flexibility and protection, it extracts a penalty of 6% to 7% of power even before it reaches the IT equipment.

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Forrester’s 6 Categories Of Best Practices For Customer Service Knowledge Management

Kate Leggett

The right knowledge, delivered to the customer or the customer service agent at the right time in the service resolution process, is critical to a successful interaction. When done correctly, knowledge personalizes an interaction, increases customer satisfaction, reduces call handle time, and leads to operational efficiencies.

Embarking on a knowledge management project is hard. Concerns include:

  • Worries about cultural readiness and adoption. Many executives don’t understand how activities done by a knowledge team translate into real business outcomes and don’t support these programs with the adequate resources for success.
  • Concerns about making content findable. The best content is useless if it can’t be found when needed. “Findability” has to do with search technology, a solid information architecture, and giving users alternate methods to search for retrieving knowledge.
  • Questions about keeping content timely. Knowledge must be kept current, and new knowledge must be published in a timely manner so that it can be used to answer new questions as they arise.
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