Enabling Your Service Desk to be the Front Face to IT

© nimsoft, all rights reserved

Tim Rochte Senior Product Marketing Manager

Nimsoft

Enabling your service desk to be the front face to IT

Welcome!

Eveline Oehrlich (Hubbert) Principal Analyst

Forrester


Tim Rochte

Nimsoft Product Marketing

The Technology of Efficient IT


People and Process need Technology

Nimsoft Unified Manager

Normalized metrics

Knowledge of business

services

Consistent Interface


Nimsoft Unified Manager Service Management for Modern IT

Broadest set of technology monitoring

Bullet-proof service management processes

Unified


Solution Overview


Nimsoft Service Desk


Benefits for your organization

› Configure don’t code » Workflow is 100% configurable » No programming skills required » Configuration not lost in upgrades

› Simple Pricing Model » Pay per user » Fixed or floating licenses » Free end user access

› Cost Savings » Automated Free Upgrades » No Infrastructure Required

Adaptable workflow allows you to meet your specific business needs without custom code

Simple implementation

shortens your time to value

Seamless upgrades make it possible to get

the latest improvements without ripping apart your implementation


Benefits for your users

› Workflow focuses on actions » Tell Nimsoft Service Desk what to do, don’t guess based on

status changes

› Tried and True Interface for Service Desk Agents » High Throughput, Multi-Window design

- Keep individual Incidents, Change Requests, etc. open while working in other parts of the system

» Easy to use Portal Web Interface » Available anywhere anytime

› Self Service available by web or e-mail

Automatic incident creation lets you

proactively address potential service

interruptions


Real World Proven › Scalability

» Publishing company with worldwide presence - 50+ countries, 1000 calls per day – 300,000 customers - Cut costs 25% - To production in 4 weeks

› Lower TCO » IT Services & Compliance

- 15 agents, 350 employees, 500 tickets…primary tool for managing PCI compliance controls

› Time to Value » Customer Service

- 40 agents, supporting 35,000 external customers, 10,000 tickets/month… production in 4 weeks

Service Operations » Incident Management » Problem Management » Request Management

Service Transition » Change Management » Service Asset Configuration Management

Service Design » Service Level Management


End user self service


Unified Analyst Screen

Main screen shows ‘tickets’ relevant to the user and basic dashboard. Other modules available in one click along the left


Configuration Management Search, drill down and graph CMDB items and relationships


Reporting

Reports displayed in Nimsoft Service Desk or exported to PDF or CSV


Nimsoft Service Desk Benefits

Simple implementation shortens your time to

value

Adaptable workflow allows you to meet your specific business needs without custom code

Seamless upgrades - get the latest improvements

without ripping apart your implementation

Real world proven ITIL and years of best practices built in


Nimsoft Unified Manager

Common Experience in shared UI and common

technology

SaaS or On Premise to suit your business

Pay as you Go to align with your business

value

Automatic incident creation -proactively

address potential service interruptions

© 2011 Forrester Research, Inc. Reproduction Prohibited 16 © 2009 Forrester Research, Inc. Reproduction Prohibited

The People, Process and Technology of Efficient IT

Eveline Oehrlich (Hubbert), Principal Analyst

September 22, 2011

© 2011 Forrester Research, Inc. Reproduction Prohibited 17

Agenda

The good news and the bad news

IT operation teams face challenges

The components of efficiency

The roadmap to efficient IT


The top business priorities in 2011: Grow revenues, acquire customers, and lower costs

Base: 2,691 business decision-makers and budget holders from companies worldwide with 100 or more employees 1%

3% 10% 11%

14% 14%

20% 21%

27% 28%

31% 32%

36% 37% 38%

44% 54%

64%

Other priorityMove costs from capital to operating expense…

Improve corporate environmental sustainability…Acquire other companies or divest parts of…

Re-engineer core business processesComply with government regulations and…

Streamline business operations and consolidate…Improve business flexibility and resilience

Expand into new geographic marketsDrive new market offerings or business practices

Improve workforce productivityImprove our ability to innovate as an organization

Improve your customer relationshipsImprove quality of products and/or processes

Acquire and retain talentLower the firm’s overall operating costs

Acquire and retain customersGrow overall company revenue

Source: Forrsights Business Decision-Makers Survey, Q4 2010

“What are your firm’s five (5) most important corporate business priorities over the next 12 months?” (Multiple responses accepted)


Business and IT relationship


Three forces will have a significant impact on the IT-business relationship

2010 2014 2016 2020


Technology drives revenue and innovation and cuts costs

15%

20%

23%

26%

40%

35%

40%

31%

31%

28%

34%

6%

7%

14%

17%

16%

23%

20%

38%

45%

49%

43%

Business leaders often make investments in technology and services without IT’s involvement

Business groups generate ideas using technology to solveproblems, but few are implemented

IT solicits business input on technology investments, butthey make the final decision

The executive team won’t invest in technology unless the case is driven by business leaders and not by IT

Business groups’ technology purchases influence other business groups’ selections

IT management understands our business

Business management understands technology

Driving business innovation through technology is high onthe agenda of our executives/board

Reducing costs/improving efficiency through technology ishigh on the agenda of our executives/board

Technology is a fundamental element of our business model

The executive team is regularly involved in decisions abouttechnology investments

4 5 - Strongly agree

Base: 2,691 business decision-makers and budget holders from companies worldwide with 100 or more employees Source: Forrsights Business Decision-Makers Survey, Q4 2010

“How much do you agree with the following statements about technology at your firm?” (Respondents selecting “4” or “5” on a scale from 1 to 5 [5 being “strongly agree”])


Forecast: Global IT Purchases On Currency-Adjusted Basis, 2010 To 2012

January 2011 “2010 To 2012 Global Tech Industry Outlook”

The good news: we can spend!

Source: January 31, 2011, “2010 To 2012 Global Tech Industry Outlook”


M_aintenance of O_ngoing O_perations S_ystems and E_quipment

The bad news: need to reduce the MOOSE


Reverse MOOSE with IT efficiency to free up time and dollars for revenue and innovation activities

IT MOOSE: Maintain Ongoing Operations Systems (and) Equipment

Source: October 18, 2005. “Defining The MOOSE In The IT Room”


Improving IT efficiency is top priority

36%

38%

40%

38%

47%

47%

47%

48%

49%

48%

50%

13%

13%

15%

23%

21%

22%

23%

27%

27%

29%

31%

Improve IT performance by adopting processeslike CMM or ITIL

Market the IT department within the firm

Improve the sustainability and energy efficiencyof IT operations and infrastructure

Expand eBusiness or Internet initiatives

Define strategy for risk and compliance

Improve the measurement of IT's impact onbusiness performance

Increase the scope of IT's centralized or sharedservices

Increase IT capacity/resources to drivebusiness innovations

Improve our customer management capabilities

Improve or streamline business processes

Improve the efficiency of IT

High priority Critical priority

Base: 2,803 IT executives and technology decision-makers from companies worldwide with 100 or more employees

Source: Forrsights Global IT Budgets, Priorities, And Emerging Technology Tracking Survey, Q2 2010

“Which of the following initiatives are likely to be your IT organization’s top IT management priorities over the next 12 months?”


Adoption

Justifications

Customer satisfaction

Service delivery

Service consumption

New technologies

Business demands

IT Operation groups face challenges


Source: Rudder Finn blog http://www.ruderfinn.co.uk/blogs/dotcom/files/2009/06/enviromental-head-in-the-sand.jpg

We could …

or …

© 2011 Forrester Research, Inc. Reproduction Prohibited 28 28 Entire contents © 2010 Forrester Research, Inc. All rights reserved.

Efficiency People

Process Technology

=

+

+


Efficient IT does much more than reduce IT costs — it also frees up time and money to focus on revenue generating and innovation activities.


Examples of Inefficient IT (waste of CAPEX and OPEX)

Overprovisioning

Low utilization

Unnecessary redundancies

Misallocation of resources

Misallocation of devices

Poor needs assessment

Overly conservative

Inadequate capacity planning

Low ABC-to-IT admin ratios

Low XYZ-to-employee ratios

Poor operational best practices

Lack of policy enforcement

Lack of energy management

Inadequate skills

Inadequate system management

CAPEX OPEX


Inefficiencies in your IT staff and business users

Poor economies of scale: Typical physical Windows server/admin ratio —15:1; virtual servers — 50:1; cloud — 10,000:1

Repetitive tasks: On average, 25% to 40% of help desk calls are related to password resets.

Low-value tasks: Admins resemble boiler watchers when they get stuck on tasks with no real business value, like monitoring single servers.


Inefficiencies in your software and applications

“Shelfware”: A survey showed half of enterprises were over-licensed by between 10% and 30%.

Wasted maintenance: Typical maintenance rates average 22% of the license cost annually, so in a three-year agreement, each license is 66% more.

Unfulfilled maintenance value: Though far more carried Software Assurance with upgrade rights to Vista, this never exceeded 15% of the market.

Misappropriation of funds: A recent survey showed audits rise from 3% in 2009 to 13% in 2010.

Inefficient expenses: Many audits cost £200,000 or more.


Your Roadmap To Efficient IT


A framework for improving IT efficiency

Identify efficiency

opportunities Define metrics

Measure and analyze

Remediate

People

Process

Technology


1. A “changed” IT organization

2. An effective understanding of key business services and how IT supports them

3. Integrated, aggregated management of these services

4. Adoption of best practice framework(s)

5. A front desk : your customer service team

All of which requires to shift to a modern IT


Traditional technology-oriented department

Source: March 11, 2009, “Inquiry Spotlight: Infrastructure & Operations Organizational Structures, Q1 2009”


New process/service-oriented department

Source: March 11, 2009, “Inquiry Spotlight: Infrastructure & Operations Organizational Structures, Q1 2009” Forrester report


Business unit

Business unit

Business unit

Business unit

Business services

IT enterprise management

IT process management

IT service development

IT service delivery IT service transition

Source: December 8, 2009, “It's Time For IT Management Software 2.0”

The new IT organization: the IT enterprise


Reverse MOOSE with IT efficiency to free up time and dollars for revenue and innovation activities

In 2010: Only 50% of the budget went to IT MOOSE . . . this is good!

IT MOOSE: Maintain Ongoing Operations Systems (and) Equipment


Infrastructure components

Midtier

Business processes

Applications

Business services

Middleware WS, AS, BPEL, ESB, . . .

Databases Virtual environments

Networking devices Routers, switches, VOIP, . . .

Storage devices NAS, SAN, . . .

OS/servers Linux, Unix, Windows, . . .

Custom and composite apps Java/.Net-based, portals, mesh-ups, proc-based . . .

Packaged apps SAP, Siebel, PSFT, EBS, JDE, i-flex, . . .

Other apps Exchange, Legacy, . . .

Customer portal

Order fulfillment

Product catalog

Inventory service

Shipping service

Returns

Billing service

. . .

Online banking

Hire- to-retire

Procure- to-pay

Order-to-cash

(Enter order notify customer check credit reserve stock arrange delivery confirm)

Lead – to-order . . .

The management of the service


Storage Security

IT Management Software

Application Integration

IDS

Content Filtering

Management

AV/Spyware

Anti-Spam

Identity Management

Regulatory Compliance

OS

Firewalls

Database

FS Applications

Collaboration

Business Intelligence/ Analytical Applications

Application Development Tools

Hardware Platform

Computer Network Storage

Vulnerability Assessment

Applications

Services

Monitoring

Fortune 500 Financial Institution

Shift from a “thousand points of light”

http://www.avistar.com/home.cfm

http://www.actuate.com/home/index.asp


Infrastructure components

Midtier

Business Processes

Applications

Business Services

Middleware WS, AS, BPEL, ESB, . . .

Databases Virtual environments

Networking devices Routers, switches, VOIP, . . .

Storage devices NAS, SAN, . . .

OS/servers Linux, Unix, Windows, . . .

Custom and composite apps Java/.Net-based, portals, mesh-ups, proc-based . . .

Packaged apps SAP, Siebel, PSFT, EBS, JDE, i-flex, . . .

Other apps Exchange, Legacy, . . .

Customer portal

Order fulfillment

Product catalog

Inventory service

Shipping service

Returns

Billing service

. . .

Online banking

Hire- to-retire

Procure- to-pay

Order-to-cash

(Enter order notify customer check credit reserve stock arrange delivery confirm)

Lead – to-order . . .

IT management software: manages complexity and diversity

Unified IT management


The role of IT management software

Providing a consistent interface and process independent of the underlying technologies through automation

Providing a complete knowledge of business services, applications, and infrastructures

Collecting normalized metrics from all types of infrastructure devices

Providing a “virtual” management view of all processes and adapting to diverse infrastructures

Adjusting automatically requirements to infrastructure through provisioning

Making complexity and diversity manageable


Process: firms still rely heavily on in-house solutions

Base: 174 IT process control stakeholders at North American and European organizations

Source: ITIL Adoption Online Survey, Q3 2009

“What IT control or process methodologies, standards, or frameworks is/are currently in use? Please select all that may apply”


How has ITIL (IT Service Management) impacted the following?

Org Reputation Ops Productivity Service Quality

Ops Costs Don’t know

Significantly detrimental

Detrimental

No change

Beneficial

Significantly beneficial

Source: Service Management Insights from the 2011 Forrester/itSMF-USA ITSM Study


The focus in 2011 and beyond should be on IT efficiency

productivity

quality

flexibility Reduce

Cost

Improve

Quality

Improve

CustSat

Improve

Consistency


The customer experience with your service desk shapes the reputation of the entire IT group

Compliance

Cost

Customer satisfaction

Revenue

Compliance

Cost

Customer Business


Example: financial services help desk

Solution: efficiency initiative

This company drove efficiency to cut costs while preparing for newer devices and support scenarios.

People: Created subgroups, trained help desk employees on newer platforms, and created cross-role teams to support new devices

Process: Created dedicated support for business-critical employee segment and handoffs to minimize employee downtime

Technology: Centralized their knowledge base and created a social platform for solution sharing and implemented self-service tools to cut down help desk calls

Challenge: Soaring help desk costs and evolving workforce requirements

© 2009 Forrester Research, Inc. Reproduction Prohibited

Thank you

Eveline Oehrlich +1 617-613-8803 [email protected] Blog: blogs.forrester.com/eveline_oehrlich www.forrester.com


Q&A

› Join Nimsoft at the following events: » Tier 1 - Hosting & Cloud Transformation

- September 25 - 27, 2011, Las Vegas, NV

» Fusion 11 - September 25 - 28, 2011, Washington, DC

» User Experience Monitoring Webcast - September 28th 11:00-12:00 Eastern (4:00 UK) - Register at: www.nimsoft.com/company/news-events/events

» VMWorld 2011 Europe - October 16 - 18, 2011, Copenhagen

http://www.nimsoft.com/company/news-events/events

Enabling Your Service Desk to be the Front Face to IT

Technology

Transcript of Enabling Your Service Desk to be the Front Face to IT