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.

For additional in-depth articles on critical topics for IT executives, visit  http://hpsw.co/b7NWj4e

The steering wheel for IT services: Using a service catalog with SIAM

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By Markus Mueller

 

Many of our customers know they need to become service-driven IT organizations. They are taking steps in this direction at the same time that they are also trying to manage multiple suppliers. We’re at a point in IT where these two areas are converging.

 

If you can successfully manage multiple IT service providers and simultaneously become service driven, you will be much more efficient and responsive to business needs. So how do you accomplish this? I’ve been working with customers in several industries to make this journey. The answer is using a service catalog in conjunction with service integration and management.

Labels: ITSM

HP Propel and a vision for a next-generation service catalog

felix fernandez.jpgBy Félix Fernández

 

Félix Fernández is a CTO with HP Software Professional Services covering ITSM, PPM and SIAM.

 

Traditional IT often gets criticized because it has a hard time describing the services it offers to the business—let alone how much those services cost. To see an example of the problem, all you need to do is look at the typical IT service catalog. These online portals are often windows onto IT’s past–they break down IT services delivery into unconnected components, and force customers to put the puzzle pieces together.

 

In my work with HP Software Professional Services, I meet frequently with IT leaders who see a robust next-gen service catalog as an imperative to staying competitive. And in fact, HP recently announced HP Propel, which makes it possible to have a portal into IT services, complete with mobile access, RSS feeds and a user-friendly interface that allows Google-like search.

 

In my view, the service catalog makes it possible for IT to have a conversation with the business around services. But how do you get there? Conceptually, IT’s approach to the service catalog needs to change. You can have a great service catalog … and HP Propel certainly makes that possible. But you also need a vision for how you’re going to use it. Here are my recommendations.

Labels: ITSM

Announcing HP Propel: Choice without Compromise

HP Propel Portal.pngWhat if you could change business users’ perception of your IT department overnight with a friendly, online consumer-oriented portal that delivers IT services, the way the business users want it? Sounds pretty good, right? Today HP launched a service offering that will help transform IT into a true Services Broker. HP Propel, is a service portal, catalog and exchange that enables IT organizations to deliver self-service capabilities to end users, resulting in services delivered as needed,  quicker time to value and lower administration costs. Reinvention has never been so easy.

 

 Guest post by June Manley, Product Marketing, Service Portfolio Management, HP Software

A prescription for improving your Problem Management process

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This blog is part of a collaborative series created with my colleague Tony Price exploring some of consequences of traditional approaches to IT Service Management. The idea is to challenge current thinking and consider alternative approaches.

 

 

In our last blog post we wrote about how managed collaboration can greatly improve customer service and satisfaction with IT when it comes to Incident Management. The secret is to use enterprise collaboration tools to enable people to solve problems without getting overly tangled up in processes.

 

But managed collaboration also applies to the related ITIL process of Problem Management, and here the benefits are even more obvious. As with Incident Management there is a certain amount of control and compliance that needs to occur; however, beyond that Problem Management is about applying a number of techniques to analyse, diagnose and solve the underlying problem. These techniques are applied by a group of people, potentially across functions and even suppliers, (known as a Problem Solving Group in ITIL 2007 but for some reason dropped in ITIL 2011) that are identified to address the problem. 

Labels: ITSM

The missing ingredient ITSM needs to improve customer service for incident management

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This blog is the first in a collaborative series created with my colleague Tony Price exploring some of consequences of traditional approaches to IT Service Management. The idea is to challenge current thinking and consider alternative approaches.

 

Think back to the last time that you called a service desk and your expectations were exceeded (hopefully you have experienced this). Do you think the great service was purely the result of a script? Or was the person you talked to applying their problem-solving skills and creativity to help you?

 

Now think about the reverse. How many times have you been frustrated by the operator's inability to deviate from the script? Especially when you know what the issue is and what needs to be done! This is my own personal frustration! The result is poor customer service.  And these days it is common for many people to share their experience via Twitter or Facebook and other social platforms. The net effect can be really damaging for the organisation simply due the lack of flexibility.

Labels: ITSM

Fix these 2 things for service management that moves at the speed of cloud

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Some people think that adopting cloud means you no longer need to do service management. Now this is truly wishful thinking, because all the things you did with service management still apply with cloud. It doesn’t just go away. But what I find is that many organisations don’t know how to adapt their ITSM practices to a cloud world.

 

This problem has its roots in a false premise about service management. Fundamentally the argument goes that in a modern, agile business things move too fast for ITIL and service management. There’s this perception that service management would stop the benefits of the cloud. Now, I don’t believe this at all. But I also recognize that in a cloud-enabled world, you can’t have a change management process that takes three weeks to decide to do something. 

Labels: ITSM

Want more value from ITSM? 4 models for more effective service management

David_official.jpgAs someone who’s been involved in ITSM for a number of years, I’ve been doing some thinking recently on where our industry is evolving to. It’s clear to me that with cloud, flat IT budgets and the continuing struggles that many organisations have with even the basics of service management that we’ve got to get smarter about ITSM. Some of this came out in a blog post I wrote on demonstrating the value in service management. Instead of focusing on implementing discrete processes, why don’t we focus on implementing value chains? After all, this is what actually has meaning for the customer. Then at least we have a way to show the distinct value realised for our efforts.

 

All of that is prelude to what I think needs to come next: applying those value chains to operating models and—depending where your organisation is—deciding which to implement. Because it is not one size fits all.  

Labels: ITSM

How do you optimize service desk performance?

16C.Heather-Tendo Communications SF-STOLL 2012.jpgWhat kind of performance are you getting from your IT service desk? How does that performance compare with that of your peers? Your insight into your service desk affects your ability to manage your business objectives. And without good visibility into service support your IT organization can incur a host of problems: everything from increased business risk to difficulty in keeping costs down.

 

HP is running a survey to compare performance of IT service desk users and to zero in on KPIs related to service management. Please take a moment to complete it and we'll share insights when results are in: http://www.surveymonkey.com/s/kpisdln

Labels: ITSM

Establishing an IT performance system - the white paper

iStock_000006080650Small.jpgJust before the holiday break, myself and a group of HP Software colleagues put the finishing touches on a white paper designed to help you introduce the concept of an IT performance system to your enterprise. 

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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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