Webinar Guarantee Business Value From Your Technology Monitoring Strategy

1. WebinarGuarantee Business Value From Your Technology Monitoring Strategy John Rakowski, Analyst December 18, 2013. Call in at 10:55 a.m. Eastern time @momskij

2. Agenda • Monitoring in the age of the customer • The warning signs of nonstrategic approaches • Seven steps to achieving business value from business technology monitoring

3. Agenda • Monitoring in the age of the customer • The warning signs of nonstrategic approaches • Seven steps to achieving business value from business technology monitoring

4. Three sets of forces are reshaping the approach to business competiveness. What it means:Technology is the main catalyst for business success. Your employees, customers, processes, and capabilities rely on the availability, performance, and usability of technology to remain competitive. Radically more complex business environment Empowered, tech-savvy employees Business-ready, self-service technology 2010 2012 2015 Beyond

5. Increasing focus on systems of engagement • Situational interfaces • Location-aware services • Persona-tailored applications • Traditional enterprise applications • Supporting business capabilities

6. Rising technology complexity BYOD This is only a selection of complexity catalysts. Mobile apps SaaS IaaS Consumerization experience Manualability Customer Real complexity 2008 2009 2010 2011 2012 2013–2020

7. Increasing utilization of hybrid infrastructure architecture Monitoring must cover both private and public infrastructures.

8. Increasing interest in SaaS-based applications How do you monitor an application that you don’t own? Monitoring must be able to cover SaaS-based applications.

9. Increasing interest in systems of engagement approaches — increasing release cycles Monitoring must be able to cover mobile applications.

10. Increasing interest in BYOD strategies Monitoring must be able to cover mobile devices.

11. Increasing focus on customer-centric approaches to IT delivery Monitoring must focus on customer experience.

12. You would think that technology management would be high on the agenda but . . . Create a comprehensive mobile and tablet strategy. Develop “smart product APIs” that improve capabilities. Cut overall IT costs due to economic conditions. Shift spending to mobile and collaboration applications. Pursue or expand app or infrastructure outsourcing. Source: Forrsights Budgets And Priorities Survey, Q4 2013

13. This leads to the following . . . 2013 — the year of the computer glitch

14. Clearly our monitoring approach is not good enough . . . WHY?

15. Agenda • Monitoring in the age of the customer • The warning signs of nonstrategic approaches • Seven steps to achieving business value from business technology monitoring

16. 1. The curse of siloed IT • Politics and poor communication • Point monitoring instead of system monitoring • Difficult to define tiers of service or even applications • Duplicate monitoring and management tools Server Apps Network Storage

17. 2. The “false hero” mindset • Incident management approach today: “all the kings horses and all the kings men.” • This approach breeds the wrong type of “IT hero.” • IT management value is really only seen when a major incident occurs . . . This is not the right value.

18. 3. The never-ending integration journey The illusive manager-of- managers view?! Infrastructure mgmt. Storage mgmt. CMDB User experience mgmt. Network mgmt.

19. 4. “It-just-happens” approach So how do we improve? • Tactical not strategic • Monitoring is not part of architecture processes. • We have the tools already. • Limited business value in monitoring

20. Agenda • Monitoring in the age of the customer • The warning signs of nonstrategic approaches • Seven steps to achieving business value from business technology monitoring

21. A holistic, strategic approach to monitoring is required Source: November 1, 2013, “Guarantee Business Value From Technology Monitoring” Forrester report

22. 1 Centralize your support operation You need to consolidate the people to optimize skills! This will be your hardest challenge!

23. 1 Centralized operations center Automation center • Focused on end-to-end monitoring • Automation-centric attitude • Health of monitoring infrastructure Service center Command center • Handle all automation requests. • Focused on promoting value of automation • Handle escalating incidents on problems. • Automatic ticket generation and impact analysis • Handles initial communication Source: March 1, 2013, “Evolve Your Operations Center For True Service Management” Forrester report

24. 2 Define IT services to be monitored Proactive monitoring depends on your customers’ perception of IT service availability and performance. Engage your customers/employees. Who are they? What applications/IT services do theyuse? How do they define application availability and performance? How can you work with application developers/ownersto ensure “healthy” applications?

25. 3 Define business-centric goals Business technology management ANALYT ICS The design should reflect the customer. CAPABILITY CAPABILITY DIGITAL SERVICE DIGITAL SERVICE DIGITAL SERVICE DIGITAL SERVICE Internal/external ITSM AUTOMATION MONITORING WORKLOAD WORKLOAD WORKLOAD

26. 3 The aim is to understand the importance of BT monitoring • Collaboration services • Business CRM services

27. 4 Now we can focus on solutions . . . • Detect • Record • Display • Alert Monitoring is not Management. Monitoring • Learn • Report (services context) • Recommend • Predict Analyze • Link to business capabilities Context • Change Automate But first, we need to clarify something . . .

28. 4 Assemble a customer-centric portfolio • The aim is to ensure an end-to-end unified monitoring approach. Unified console Database Application transaction Mapping End user experience Workload Photo order Application Business dashboards Automation and analytics ITSM integration

29. 4 Good business technology monitoring covers four solution areas ANALYTICS • Remote connection • Must be secure • Ideally integrate with ticket information • Allow for session recording • Customer-controlled sharing • End user experience monitoring • Synthetic (active) • Real user (passive) • Web • Mobile • Enterprise applications • Application journey • Application monitoring • Web • Traditional GUI • Mobile • Transaction mapping • Code diagnostics • Licences • Configuration • Infrastructure monitoring • Network • Storage • Server • Data center resources • IaaS • Virtualization • Configuration A P P L I C A T I O N S D E V I C E S • Increasing awareness of importance • High investment interest • SaaS and on-premises-based solutions • Commoditized market • Open source solutions prevalent • Value in “unified monitoring” - Experience based on performance - Provided by application-monitoring vendors • Remote connection can be seen as “unfriendly” support.

30. 4 End user behavior monitoring on the horizon PERSONA-BASED MONITORING PERFORMANCE AND AVAILABILITY MONITORING • End user behavior monitoring • How, when, and why people use technology? • Understand the customer technology journey. • Understand personas. • End user experience monitoring • Synthetic (active) • Real user (passive) • Web • Mobile • Enterprise applications • Application journey • Application monitoring • Web • Traditional GUI • Mobile • Transaction mapping • Code diagnostics • Licences • Configuration • Infrastructure monitoring • Network • Storage • Server • Data center resources • IaaS • Virtualization • Configuration A P P L I C A T I O N S D E V I C E S • Increasing awareness of importance • High investment interest • SaaS and on-premises-based solutions • Experience based on performance • Provided by application-monitoring vendors • Commoditized market • Open source solutions prevalent • Value in “unified monitoring” • Increasingly important in relation to external digital service strategy

31. 4 Investing in analytics is a must Source: December 5, 2012, “Turn Big Data Inward With IT Analytics” Forrester report

32. 5 Integration with ITSM processes DevOps BUS I NESS VA L U E Service portfolio management Demand management Release and deployment management Service catalog management Application management Capacity management Change management Supplier management Event and incident management Service level management Problem management Service desk Availability management

33. 5 Transparency in regards to processes is essential Source: March 1, 2013, “Evolve Your Operations Center For True Service Management” Forrester report

34. 5 Monitoring is not just for production MONITORING TO HELP WITH APPLICATION LIFE-CYCLE MGMT. Source: September 3, 2013, “The Seven Habits Of Highly Effective DevOps” Forrester report

35. 6 Focus on the right metrics to communicate value Descriptive (cost + efficiency) Perceptive (satisfaction) • End user experience • Are your IT services: • Effective? • Meet needs? • Easy to work with? • Mean time to resolve (MTTR) • Capacity-orientated reports • Incident and problem related Outcome (recommendation) Dashboards (web-based) • Recommend • Use the service again. • Standard dashboards • Custom dashboards that link to customer business performance All reports should be automatically generated.

36. 6 Dashboards should be automated and configurable

37. 7 Continuously improve to ensure monitoring relevance • Promote the value of monitoring solutions. • Hold regular meetings with: • Service/application owners. • Service desk managers. • Customers/employees. • Create business-centric dashboards.

38. Recommendations Audit the monitoring solutions in your environment. • Do they provide end-to-end, customer-centric monitoring? Begin to identify IT strategic programs that you can leverage for monitoring investment. Start to build the business case for support centralization.

39. John Rakowski +44 207.323.7761 jrakowski@forrester.com Twitter: @momskij