Discover Performance Blog

Welcome to the Discover Performance blog, a resource for enterprise IT leaders who share a passion for performing better. Here you’ll find strategic insights and best practices from your peers as well as from HP’s own practitioners who help others define, measure and achieve better IT performances.

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Displaying articles for: September 2013

7 ways to measure the efficiency and effectiveness of the IT value chain

Value Chain KPI.jpgAt most events for HP managers, participants have the chance to stretch their world views. Several years ago, I went to an event for HP managers that featured a presentation from HP customers. To many attendees’ surprise, our customers suggested that HP should stop developing new product features and instead focus attention on product integration.

 

Clearly, the IT value chain and its associated value streams are a response to these customers, with an integration strategy that is product and framework-agnostic. In my previous posts, I have discussed how to measure performance against each value stream. In this post, I’ll delve into the measures of efficiency and effectiveness for the overarching IT value chain. Specifically, these are metrics (and by extension, KPIs) that are leading indicators of end-to-end IT value chain performance. I have chosen seven metrics that, if controlled and measured, afford the opportunity to truly improve IT performance as a whole.

Labels: IT management

The I in CIO stands for “innovation”

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DD Mishra is a partner at CIO Specialist Advisory LLP and a member of the Discover Performance community's IT Strategy & Performance LinkedIn group.

 

During a recent discussion on one of the LinkedIn forums, I asked members about upcoming trends and key areas of focus important to them and other CIOs. Leading the responses: innovation. This was unsurprising, as smart IT leaders always keep an eye on helping their organizations thrive and generate greater value—especially during a recession; as markets become more competitive, the need for innovation grows stronger.

 

How does a CIO create a culture of creativity and innovation when the rest of the business is busy keeping the lights on? How does a CIO get buy-in from business when most attempts to do so are challenged from the top? As the financial crisis looms large, how does a CIO create opportunities to get more funding to try out new concepts, ideas and innovations for business?

Labels: Leadership

Lessons from the beach – No time to switch off?

RafaelBrugnini.jpgAs we all regroup from our summer vacations I was reflecting on my own experience during the break. Like most people, despite stringent commitments to my family (and to myself) that I would really take time completely away from “the office” – in truth is it’s not that easy.

 

That’s because we’ve come to rely heavily on our mobile devices for all sorts of useful stuff that transcends both our work and “non-work” life. When we go on vacation we want the convenience of mobile access to airline check in, car hire, maps of our resort, finding the best restaurant or checking for the wind and wave forecast. How many times whilst you were on holiday did you see yet another new innovative use of a mobile application in either a business or social context?

 

So switching off isn’t easy anymore and the problem doesn’t stop with people. In a world of continuous service – it’s not just individuals that can’t switch off. The same holds true for our business applications. With the massive proliferation of mobile apps it’s easy to forget our reliance on those traditional “back ends” which supply us with data and services. When do they get upgraded? How do we predict the additional load mobile applications might put on them? How do we ensure the quality of end-to-end customer experience? What are the new security implications?

Labels: mobility

IT value chain: The roles of cloud and automation in business differentiation

Cloud and Automation.pngCloud and automation impact the delivery of three elements of the IT value chain. To refresh everyone's memory, the IT Value value Chain chain describes how IT assembles its activities and technology to provide its business differentiation. The first intersection point for cloud and automation in the IT Value value Chain chain is the “requirement to deploy” value stream. This stream is about delivering new strategic demand that meets business requirements, as well as creating and delivering against standardized release packages. Cloud and automation touch this by enabling these release packages to be automated, enforced, changed/patched and, where appropriate, procured internally or externally. The second intersection point is the “request to fulfill” value stream. This stream is concerned with fulfilling standardized operational demand from a catalog. Where existing infrastructure services need to be provisioned, cloud and automation are leveraged. Finally, cloud and automation intersect the “detect to correct” value stream when an event or incident takes place and one of the following is needed: 1) additional capacity; 2) configuration management or change; or 3) automated script deployment to fix a known problem. With the intersection points covered, let’s look at the goals associated with cloud and automation for each of these value streams, and the relevant measures for managing these goals.

Testing: The good news and the bad news

aw-tendo-glam.jpgEnterprises have been stuck in the speed-vs-quality conundrum for a while, facing a user base that demands both—but a set of legacy processes that usually leads to one or the other. A new report suggests that enterprise IT shops are working hard—and spending big—to bridge the gap between fast releases and good releases.

 

The World Quality Report from Capgemini, Sogeti, and HP reveals that testing and QA now account for 23 percent of IT spend, a notable 5 percent jump from last year. Not only do more enterprises understand the business case for testing, but they also work to communicate back to the business exactly how testing contributes to the bottom line. Forty-five percent say they're demonstrating the link between QA and reduced time to market, and 39 percent say they're translating testing into quantifiable cost savings. 

 

If that sounds like all good news, the report also shows that things could be a lot better.

Short summary video of the Data Center 2020 and IT Operations 2020 chapters

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I've created just finished a forth summary Enterprise 2020 video. This one is about the Data Center of 2020. It also talks about IT Operations in 2020.

Mobile apps set the enterprise on fire

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Exploding is perhaps an understatement.”

 

That’s how John Jeremiah, HP senior product marketing manager, framed the mobile landscape at the Power to Change virtual event session he moderated last week. “Mobile development and mobile apps are transforming the way we live and the way we work,” he explained. “It’s driving revenue and transforming industries and business everywhere.”

 

Following the tidal wave that began in the consumer space, Jeremiah said that mobile will next flood the enterprise. And the deluge, while welcome by users—who want work apps and devices that mirror the level of productivity they get from their own smartphones and tablets—poses challenges for IT, including BYOD (bring your own device) application access and security, as well as the future of HTML 5 and testing in a mobile environment.

 

Labels: mobility

The complete, unabridged secret to managing the IT Value Chain

un.jpgI’ve written a lot recently about the importance of value chain thinking for IT managers, and why managing the value streams that make up the IT value chain maximizes IT expenditure. I wanted to take a moment to thank everyone who’s taken the time to shoot me an email or interact with me on Twitter @MylesSuer about this topic. The more I talk to people in IT, the more I realize there’s momentum building around the idea of an IT value chain. To make the series easier to find, I’ve collected my posts here for easy reference:

Labels: IT Value Chain

The cloud conversation starts when business and IT share a mother tongue

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There are two sides (minimum) to every story, but failed cloud initiatives often devolve into ugly “we said/they said” spats between business and IT leaders. A recent Gartner report fingered lack of contractual transparency as a leading cause of dissatisfaction with cloud installations. While that may be so, a couple of articles I’ve read lately lead me to believe trouble starts brewing long before contracts are signed, much less disputed. The simple truth is that business and IT often fail to communicate effectively, and, to cocktail-shake some metaphors, aren’t on the same page from square one.

 

Getting cloud right begins when business first asks to meet with IT about moving to the cloud; expectations must be managed, so it’s up to IT to lead the conversation. That’s the upshot of the latest Ops article in Discover Performance, What the business is saying when it says ‘cloud’—when LOBs ask for a solution, IT must ask, “What’s the problem?”

Labels: Cloud

To tap the cloud’s full potential, you need a framework

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Louise Ng has more than 25 years in multiple IT positions across a variety of industries. As CTO, Cloud & Automation at HP Software Professional Services, she specializes in leading large-scale projects that deliver quality services through process optimization.

 

Cloud causes an organization to transform the way they it uses IT services via a new operating model. This transformation must be communicated with a top/down and bottom/up strategy. Communication styles vary, but my experience has shown that the more the “branding” and internal marketing of such a change, the more gravity there is in human nature to accept that change is coming and that the impact of the change is clear and can be rationalized—good or bad.

Labels: Cloud

Your IT value chain: Want help improving yours? It costs nothing?

SM to PM.jpgA month ago, I described how the business notion of value chains can be applied to IT management. Viewing IT management as a value chain fundamentally changes how you think about your relationship with business customers. IT is more than a random compilation of machinery, equipment, people and money. IT leaders arrange these technology inputs into business capabilities that either internal or external customers pay money for. By taking a business approach, IT directly establishes itself a major source of a business’s competitive advantage. IT—just like IT’s business peers—has both a primary responsibility to deliver services, and a support responsibility to the business within the IT value chain.

 

IT creates competitive advantages for business customers by doing three things with increasing effectiveness and efficiency:

Labels: IT Value Chain

How HP Software helps create, secure, deploy and manage Enterprise Mobile Apps

7048801715_565030b4df.jpgThis is the third in the blog series on mobile apps and how HP Software helps in their creation, security, deployment and management. 

 

In this post, we look at Enterprise mobile apps - those mobile apps that are used by Employees and partners.

Industry leaders share their advice on turning change to their competitive advantage

16C.Heather-Tendo Communications SF-STOLL 2012.jpgJust a quick reminder to readers. Tomorrow kicks off HP’s “Power to Change” virtual event – an exciting lineup of speakers and presentations aimed at helping you stay ahead of change and lead innovation in your organization.

 

Cloud computing, mobility and big data are changing the way we consume (and provide) IT. So hear from IT leaders and analysts—including speakers from T-Mobile, United Airlines, Forrester, SunTrust, Nationwide, Iron Mountain and more—on how to use change to your competitive advantage.

 

There are lots of great sessions, so I’ll be listening live to as many as I can, and then catching the replay on others.

 

Register now.

Tags: ALM| BSM| cloud| ITSM

Real-world case studies reveal the secret to better IT management

Control.jpgWhen I teach management to graduate and undergraduate students at the University of Phoenix, I tell them during our first class that managers do four things: They plan, they organize, they lead and they control. When we cover controlling, I explain that this function includes the efforts managers make to course-correct their organizing and leading so they deliver against their plan.  IT leaders must do the same job. Clearly, the better and faster their managerial analysis, the better they control and deliver to their business customers.

Future CIOs will look a lot like entrepreneurs, Pt. III

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Joel H. Dobbs is the CEO and President of The Compass Talent Management Group LLC (CTMG), a consulting firm that assists organizations with the identification and development of key talent and with designing organizational strategies and structures to maximize their ability to compete in the business worlds of today and tomorrow. He is also an executive coach and serves as Executive in Residence at the University of Alabama at Birmingham School of Business. Joel is also a popular and frequent contributor to the Enterprise CIO Forum where a version of this article was first published.

 

 

“Innovation is the next frontier for all CIOs, and now is the time for the CIO to prepare and take action.” — Vinod Baya, Galen Gruman, and Bud Mathaisel

 

The preceding quote, from PwC’s The strategic CIO’s new role in innovation report, summarizes the opportunity in front of CIOs today. As I explored in my previous posts, CIOs cannot innovate alone. To truly get innovation into their companies’ DNA, CTOs must build teams with skills that complement their own abilities and other members of the team. Next, CIOs must foster an organizational culture that encourages, recognizes and rewards innovation.

Labels: IT leadership

IT value chain: detect to correct value stream ensures efficiency and effectiveness!

D to C.pngThe detect to correct value stream is about the efficiency ofIT operationsand day-to-day IT management. Using a tennis analogy, the “front hand” of detect to correct is concerned with how well IT monitors, detects and corrects issues—how well IT prevents business services and supporting infrastructure from breakdowns and performance degradation. The “backhand” covers what happens when the inevitable occurs—something breaks. It is about how well IT manages its internal processes when an event triggers an incident, self-service fails to solve a user issue or a user calling to say there is an issue. In other words, how efficiently and effectively are the following are handled:

 

  • Incidents get managed
  • Problems prevent further incidents from happening
  • Changes are managed in response to incidents/or critical events

This can involve how IT manages the state of configuration or how IT uses automation to eliminate/decrease the time it takes to fix issues. Finally, detect to correct must capture the knowledge and share it effectively. Simply put, this value stream aims to, as COBIT 5 suggests, “increase (end) user productivity and minimize disruptions.” As you’d expect, the detect to correct value stream touches many IT activity categories.

Labels: IT operations

HP Software helps create, secure, build and manage Customer-facing mobile apps

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In the last post in this mini-series, I talked about my believe that we need to think about customer-facing and Enterprise mobile apps slightly differently because they have different requirement sets.

 

In this post, I'll look at customer-facing mobile apps.

 

First, we'll consider the requirements for such apps and then we'll touch briefly on how HP Software can help with the creation and running of these apps.

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About the Author(s)
  • Alec Wagner is a longtime writer & editor, enterprise IT insider, and (generally) fearless digital nomad.
  • Lending 20 years of IT market expertise across 5 continents, for defining moments as an innovation adoption change agent.
  • This account is for guest bloggers. The blog post will identify the blogger.
  • I'm the community manager for Discover Performance and have been a writer/editor in the technology field for several years.
  • Mike has been with HP for 30 years. Half of that time was in R&D, mainly as an architect. The other 15 years has been spent in product management, product marketing, and now, solution marketing. .
  • Paul Muller leads the global IT management evangelist team within the Software business at HP. In this role, Muller heads the team responsible for fostering HP’s participation in the IT management community, contributing to and communicating best-practice in helping IT perform better.
  • Rafael Brugnini (Rafa) serves as VP of EMEA & APJ for HP Software. Joining in 1996 and has more than 20 years of knowledge and experience linked to HP. He resides in Madrid with his wife and family, and in his spare time he enjoys windsurfing.
  • Evangelist for IT Financial Management (ITFM), IT Governance and IT Portfolio Management, consulting IT organisations for Close to 15 years on principles of good governance.
  • Chief of Staff for Software & Information Management IT at HP, driving business and IT initiatives, as well as executive, employee, and customer communications and management of change for the CIO of HP Software.
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