Posts tagged ‘Business Service Management’
The Top Ten List of the Decade We Didn’t See on the Net
By Russell Rothstein
January 4, 2010
During the final week of our still-nameless decade (if it won’t be called “the zeros” or “the double-naughts”, we’ll vote for the “pre-teens” or the “naughties”) we spent too much time perusing through a plethora of Top 10listsofthedecade. And while we found much to learn from the fact that the top athlete of the decade is off the endorsement circuit thanks to a poorly placed fire hydrant, our attention was piqued by the selection for the top business application of the decade by CIO magazine senior editor Thomas Wailgum.
As a company that is focused on assuring the performance and availability of business applications, we spend a lot of time thinking about the critical applications that drive business for our customers. So we were intrigued to read that the top business application of the decade was not SAP, not salesforce.com, and not event something bought by Oracle. The winner for business application of the decade was Microsoft Excel. This came to us as an epiphany a few days early this year as Wailgum nailed it on the head by identifying that Excel delivers value in every nook and cranny of an organization. The ongoing success of the application is due not only to its feature set but also to its high availability and performance (as long as your PC is working fine ). As more and more applications, including business productivity applications, get served in the cloud, availability and performance become a greater IT challenge.
What’s even more significant to us is that Excel is one of the few applications that is used on a regular basis to share information (e.g. metrics, KPIs, costs) between IT and the business and enable collaboration between these two groups. Which brings us to the Top 10 list of the decade that we didn’t come across. If we had found a list of the decade’s top unfulfilled strategic IT initiatives, near the top would surely be Business/IT alignment. In fact, alignment with business goals has been at the top of the CIO’s New Year’s resolution list since well before the third millennium began.
Ever since Henderson and Venkatraman’s seminal article in the 1970’s, B/I alignment has been recognized as the holy grail in the IT management industry. We here at OpTier believe that our new decade (“the tens?”, “the teens?”, “the aughts?”) will see huge progress in this area thanks to business transaction management. OpTier pioneered BTM back in 2004 and in the past year we have seen IT managers and industry analysts acknowledge the central role that BTM plays in enabling management of services from a business perspective. At the start of this new year, we are well positioned to extend our technological and market share leadership in the BTM market, and we are committed to enable enterprises in the coming decade to fully align IT with their overall business goals.
Happy 2010!
January 4, 2010 at 8:11 am Russell Rothstein Leave a comment
BTM – the pain relief for CMDB?
by Anonymous, 2nd November 2009.
I have yet to meet a satisfied customer with a CMDB. It’s not like I go looking everyday but somehow the subject always seems to arise and people tend to get quite touchy on the subject. It wasn’t so long ago I worked for a company who spent a fortune acquiring an application discovery and mapping solution. It promised auto-discovery in real-time and all those wonderful things yet it seemed to die a cold death months after the acquisition closed. I listened to the sales pitches around “When applications go down the first question asked is ‘What changed’?” and the famous “75% of application outages are related to change”. To me that’s like stating the bloody obvious, of course something changed, if nothing changed the application would be still running.
The problem these early discovery & mapping solutions lacked is business context. They were inherently built to track IT interactions from server to server and technology to technology. They’d scan server ports, executables and protocols to try and piece together the relationships between IT assets within a data centre. Or they’d do it by listening to the actual interactions. They’d paint pretty little diagrams like the London Tube Map and then give you all the technology, versions and patch levels these assets were running. Some solutions were priced per cpu which can be highly lucrative when vendors told customers to put an agent on every server in their data centre. Unfortunately the one thing they didn’t discover or understand was the business services that ran across these IT assets. Applications and Business Services these days don’t just relate to 4 apache web servers, 8 weblogic servers and 1 Oracle database. The pervasiveness of SOA and mashups these days means a single IT asset can serve one or more business services. Applications and IT Assets no longer have a 1 to many relationship, an application isn’t simply a collection of segmented IT assets.
I did a search on Wikipedia for CMDB and found the quote “A key success factor in implementing a CMDB is the ability to automatically discover information about the CIs (auto-discovery) and track changes as they happen.”. If a business service is a CI then that’s a pretty tough proposition to auto-discover and track change on. How do you discover business context from IT assets? For starters you can stop looking at the IT assets for answers, you’ll get your versions and patch levels of Linux but you won’t get a description of your business services that flow through them.
I’ll put my head on a lance and state that Business Transaction Management (BTM) can add significant value to any CMDB project. When you start to monitor business transactions you start to acquire lots of key intelligence on how your business runs and maps to IT. You auto-discover transaction flows and the IT assets they interact with, all in real-time. It also gets better, you can store all this data historically so that you can report and compare business services and their CI’s before and after a change. You can even visualise how the business and IT asset dependencies change over time using transaction flow/topology diagrams as key evidence. When a change occurs on an IT asset you can instantly report whether this change had a positive or negative impact on your business services or transactions by reviewing related latency and SLA. I’m not claiming BTM is the answer to all CMDB pain but it solves some of the most basic and common challenges:
- Auto-discovers business services and their IT dependencies in real-time
- Stores information historically so you can track, report and quantify change when it occurs
Maybe BTM is the pain relief CMDB projects need right now.
BTM what is it for me?… really
While on my spinning bicycle in class this early morning on a cool New York day, I was cycling and grooving alon
g on Diana Ross “if there’s a cure for THIS, i don’t want it”….. Being thankful I have time to do things I love. It reminded me of discussion I had with people working in IT multiple times; we IT have it though there is very little time for personal life:
we know our users are complaining, we know we are losing business, we have been trying to identify the issue for days, I am losing credibility, I missed several friends dinner, I work every weekends, I have to leave the office now because I have to jump on a change management conference call while driving with the kids screaming in the back of the car. I have other things on my plate, like launching our new private banking services, budgeting for new servers to address our merger with ABC company, I need to grow my business, we can’t even have a feel on how our services behave nor identifying simple problem such as one out of five times the browser hangs when entering employee badge number. The assumption I made last week on where the problem might have been are now wrong, the change management team applied a patch against that specific application and the problem didn’t go away. I am stress and tired…. I am stress and tired…. I am stress and tired…. I am stress and tired….
IT experts would say: “I have tools several, several, several, several tools, and it is true after triaging all the alerts, the tools were able to isolate issues but I really just care about what impacted my users in company ABC. What is the behavior of my most revenue generating transactions today and what will it be after we merge the two companies’ systems next week, how would I know if it improves or degrades the overall business service?”Familiar with THIS? What if you would take a peek at introducing Business Transaction Management (BTM) into your IT process?
You would finally see at this moment the IT consumers and IT producers of business transaction information, knowing whom and what is impacted, focusing only on the most important services. What if you knew the exact flow of the information and the behavior of your special revenue generating credit card application transactions? BTM is a source of rich IT information. It is much more than incident management, you can not only understand the current behavior and plan for growing your business you can see the impact on your services of an unplanned or planned change.
This is the cure to resolve the “THIS”, today, tomorrow, next week, on a constantly changing fluid IT environment. Really who could have predicted that you would transact business via text messages? With this information on hand feel free to use those specialized tools and apply them appropriately to isolate granular application components issues but change the way you think about managing IT, It is not always about technical components. Now, I won’t cure all your stress and fatigue as there always be screaming kids, traffic, lines at the coffee shop but one less thing to worry about, getting a little more of your personal life back, one more thing to proudly walk to your management and really feeling good that you know the “THIS” at every moment of the day and I guarantee you will be grooving along a Disco song….
Another “Less is More” Blog for ITSM and BSM Solutions
I’m jealous and in denial with several of my colleagues at work. It may have the “compare the meerkat” ring tone but my mobile phone was replaced last week with a new model of berry and I have to report I still feel inferior. It’s like I just traded a Porsche Boxster for a Boxster S, sure it’s a nice upgrade but everything is relative and unfortunately everyone around me is driving a 911 Turbo at the moment in the form of an iPhone.
Still, I’m not bitter. I think the introduction and innovation of the iPhone was exactly the kick up the ass that the mobile phone market needed. Think different is what Apple did and I think many IT vendors today should be following the same type of attitude for IT service management solutions. If I rewind the clock back just 5 years I owned a Sony Ericsson phone to make calls, a canon 2MegaPixel camera to take photos, an iPod “brick edition” to listen to music and a Dell laptop (also Brick Edition) to surf the web and do email. Today, I can get all that from an iPhone. The good news according to all my smug friends is that this iPhone thing actually works and is also quite sexy or something. The fact the camera, ipod, phone and browser are all integrated into the handset with an intuitive user interface is what is most impressive. If I owned an iPhone I wouldn’t need to buy 4 products from 4 different vendors.
ITSM & BSM - Lots of pieces integrated but not the picture you expected.
Now try comparing with what I just said against the IT service management landscape today. Customers are buying ten to twenty point products to manage the different functions and components of IT. Most of which were never intended to work with each other from day one and have so many customisations that migrating to new versions is like moving house rather than redecorating the one you already own. Customers buy separate tools to manage end users, networks, servers, JVM’s, CLR’s, databases, storage and that is just a short list. That’s a lot of GUI, in fact that’s a lot of user logins and products to physically deploy, train and support across your IT organisation. And yet so often we hear the words “Less is More” used in conversation and sales pitches despite many vendors being responsible for most of this huge complexity in the first place. The key issue isn’t so much the number of products, it’s the way in which real users can navigate and perform real use cases to exploit the information across multiple products so they can manage IT more effectively. Dashboards in my opinion do not solve this issue, they provide a quick fix and band aid which is often used by a sales team to try and promote “single pane of glass” views and “OOTB integration” yet in reality dashboards often limit navigation and task orientated use cases where you need to go from high level to low level data using a common context.
We announced a new product at OpTier last week which helps customers understand and manage their end user experience. Rather than create a new standalone product we listened to customers right from the start and did what they asked. We built the new product using the same framework we used to build our first product CoreFirst. Customers get all the benefits and features of a new product but they get it without all the drawbacks of buying yet another product to manage their IT services and components. They have a single GUI, a single data repository and a single user login to access both our products. Customers now get visibility of their end user experience with a complete profile of the business transactions that constructed those experiences all in a single click. We hid the technical complexity just like Apple did with the iPhone and on top of the integration we also decided to make the GUI more sexy in the process.
I may not own an iPhone but that doesn’t stop me appreciating what can be learnt from such innovation.
Business Service Management – well what can I say
I’ll be honest “Business Service Management” as a phrase has never sounded exciting for me. It sounds generic, woolly and uses words that generate flashbacks of my university lectures delivered by people with red jumpers and beards. Needless to say I did some digging recently on the internet and was pleasantly surprised by the wealth of information and vendors who have a story in this space. As you might guess the definition of BSM varies, which is ok until you begin to think “Do I just make up my own definition of BSM or do I work with someone else’s?”.
BSM opinions talk a lot about managing IT from a business perspective. To be honest I haven’t seen an enterprise software pitch that doesn’t talk about aligning the business with IT these days. For me though, the aligning bit is more of a mindset than a killer enabling technology, process or methodology. The way an employee approaches things or thinks has a lot to do with how they manage or work. IT exists solely to deliver a competitive edge to the business that funds it. If every person in IT thought “What impact am I having on the business” once or twice a day then its my belief that the business and IT would be closer aligned, more efficient and more successful. I’ve never been a fan of IT outsourcing for this exact reason – do the people working for a 3rd party IT outsourcer ever think or care about the business they are supporting or impacting? A few do but most probably don’t I’d imagine.
Here we are in a gloomy recession where business performance is all that matters. Huge losses and decreased revenue for many businesses have resulted in cost cutting and a focus on re-prioritizing business functions and services. How much do businesses spend on service X, Y and Z and how much do they make from X,Y and Z. It would be foolish to think that businesses would continue to invest in services that didn’t generate a return. The next bit is then figuring out where all these business services exist within the world of IT. If you’re going to focus on service X, Y and Z and de-commission A, B and C then you absolutely need to understand where X, Y, Z, A, B and C exist and what dependencies they have with each other and the applications/infrastructure that underpins them.
If businesses are going to start changing people’s mindsets in IT then they need to provide them with the right tools so they can start to learn how the business runs on IT. I bet most DBA’s have no idea which business transactions or services are executing against their schema’s these days. You might be sceptical and say why is this important? Should a DBA tune the top 10 slowest SQL Statements? or should they tune the SQL statements that relate to the top 10 business services? This is where BSM technology like Business Transaction Management (BTM) comes in handy. When you can track all business services and transactions across your entire infrastructure you gain this visibility of how the business runs on IT. With intelligence into business transaction latency, resource consumption and SLA across all tiers you begin to see first hand the real impact IT has on the business. Business services have been running across IT for decades, with BSM and enabling technology like BTM its only now IT is beginning to see the bigger picture.
I know it sounds simple but if you work in IT try thinking once or twice a day what impact will you have on your business. If you don’t know then its worth exploring what BSM and enabling technology like BTM can do for you.
Putting a Price Tag on BTM
Thoughts on the real value of BTM and why the current ROI models, which are typically based on cost savings, are missing the point.
Continue Reading August 25, 2009 at 11:31 pm Assaf Amit Leave a comment
Manage IT with Business Impact not with Traffic Lights
I’ve been using the phrase “If everything is important then nothing is important” quite a lot in the last week. In my desperate attempts as a product manager to respond to every email, enhancement request, PRD, conference call and tweet it’s becoming quite challenging to say the least. I’m constantly fighting the battle of email and have even tried sending less email recently in the vain attempt that I’ll receive less…which didn’t seem to work at all. I even tried setting filters up on my inbox but still the emails keep getting through, it’s actually a novelty these days when someone picks up the phone and has the audacity to speak to me.
A typical day for me starts with a latte (and more often than not a chocolate chunk cookie) from Starbucks followed by a quick prioritization session. What things am I going to do today that will have the biggest impact on the company I work for? I could attempt each day to deal with email and tasks as they arrive on my desk in the vain attempt that I’ll keep everyone happy which normally requires working till 2am in the morning each day. Alternatively, I can be smart with how I work and push back of things that are less of a priority or have no tangible impact on the business.
Traffic lights don't always reflect the true business impact
What I go through daily as a product manager is pretty much identical to what operations and application support teams go through each day. Most support teams get email, in fact they get several hundred email or even several thousand emails as a result of the enterprise monitoring solutions they have hooked up to every component of their infrastructure. They have alerts and traffic lights configured for their OS, networks, storage, middleware, messaging, databases and users across hundreds of applications and thousands of physical servers. Customer’s enterprise dashboards turn red and stay red because they simply cannot deal with the volume they receive daily. It’s a monumental task to browse through alerts and put all the pieces together in the attempt that you can identify and isolate an issue before the business picks up the phone and starts asking questions.
More importantly, 99% of these alerts have no business context. The alerts contain technical information based on KPI metrics for a given threshold breach or state, they do not provide any visibility into how the alert is impacting the business. If an enterprise monitoring team receives 5,000 alerts a day how can they make sure they deal with the 3 or 4 alerts that are impacting the business vs. the 4,997 alerts that are just noise?
The answer is Business Transaction Management. When you can manage all business transactions across all tiers all of the time you have total visibility into how your business runs on IT. More importantly you can quantify business impact in real-time by seeing with your own eyes which business transactions, users and applications are experiencing service level breaches. You manage IT with business impact so that you can truly prioritise your teams and resources to deal with the incidents that are most detrimental your business. Gone are the days when your IT support department manages IT with traffic lights based on infrastructure alerts or by investigating each alert as it arrives in the inbox that is running out of disk quota.
Not all business transactions, users and applications are equal. Just like not all emails, enhancement requests and PRD’s are equal for a product manager. If you can’t prioritize and focus on the things that have an impact on your business then the amount of value you’re providing to that business is pretty questionable. In many organizations the business is IT and without IT the business would fail. It’s therefore essential that IT is aligned to the needs and priorities of the business.
Business Transaction Management has Disco Fever
Life is dull when you can predict everything that is going to happen. For instance, I was driving home last week in rush hour on the M4 in the fast lane and in my mirrors I could see a black car approaching quickly. A few seconds later this black TVR Tuscan with big yellow stripes was behind me, pretty cool and a pretty rare sight on a motorway. As the traffic ground to a halt the owner of the TVR pulled into the middle lane next to me and rev’d his engine to prove a point whilst looking at me with a smug grin. The first thing that entered my mind was “Your car’s not going to last long sitting in this traffic mate”. Guess what? A few minutes later smoke started pouring out the front of this TVR with the owner looking pretty stressed. I was laughing and feeling smug also but not surprised in the slightest as the TVR pulled into the hard shoulder in a cloud of white smoke. For those not familiar with TVR sports cars, they are about as reliable as the Windows Operating System with no firewall or anti-virus protection – you leave them to idle and your in trouble.
Today, I can’t help thinking that enterprise monitoring is largely predictable, or even somewhat dull despite servers and applications going up in flames occasionally. For the people who manage helpdesks or application support, monitoring software is about as interesting as watching a set of traffic lights for 8 hours a day. The lights turn red, all hell breaks loose and the blame finger comes out. The lights stay green and you can kick back on Face Book or Twitter and see whose updated his/her status (only joking) or read blogs that describe just how your feeling
Enterprise monitoring needs an adrenaline boost, it needs mojo, it needs to shock and deliver answers to problems that you would never have predicted or guessed. If you can predict or assume why outages might have occurred then it becomes quite boring blaming the same DBA or network administrator every week. When the database is slow everybody assumes it’s a missing index or the DBA hasn’t updates the table statistics for several years. If the JVM is firing OutOfMemory exceptions everybody assumes it’s a memory leak and gets paranoid about finding the irresponsible code without checking JVM memory parameters first like MaxPermSize which will often resolve 90% of memory issues. Another classic example is where a JMX metric shows connections to the database are being exhausted so the first thought is to increase the database connection pool size in the JVM without actually figuring out what’s holding onto the exhausted connections (like slow SQL) in the first place.
Imagine if your enterprise monitoring software provided you with answers that shocked you. Imagine if you were in denial for a split second or even freaked out at the prospect that the solution to your problem is something which you’ve never even considered before. To be shocked you and your enterprise monitoring software first needs to be able to discover new things. The traditional way to deploy enterprise monitoring software is to ask the customer “Which servers/tiers do we need to put an agent on or monitor?”. This approach means customers get visibility into the server/tiers they are expecting their application and business transactions to flow through. The data provided is therefore predictable and somewhat unexciting.
Forget about monitoring servers/tiers for a moment (or a few years). Imagine if you monitored business transactions instead and their respective flows – things start to get interesting very quickly. Wherever the business transaction goes so does your monitoring capabilities and visibility. You begin to discover servers and tiers that you never imagined your business transactions or applications utilised. You begin to learn new things about how your applications and business transactions behave, you learn their dependencies, their interactions and more importantly their contributions in managing your service levels and end user experience. Welcome to the world of Business Transaction Management (BTM).
Being shocked is a good thing
I’ve seen many customers shocked, in denial and more importantly buzzed about what BTM can do for them and their organisation. Seeing a customers face is priceless when you tell them that their business transactions flow from their production application servers to a UAT test database. It’s even more priceless when you here them pick up the phone and describe it to other people in their organisation that real users business transactions are executing against a UAT test database. Its also impressive to show customers their real application topology based on business transaction flow than to keep referencing the partial diagram they think their application actually uses. It was only last week where BTM pointed out four application tiers to a customer that had no idea the tiers actually existed. Shock, denial and then amazement would be how I described that customer.
Apologies to those reading this blog who were expecting references to Disco Funk, big hair, big flairs and the king of pop. All I can say is that Business Transaction Management discovers lot of things that make life a bit more exciting and unpredictable. If everything was predictable then managing IT wouldn’t be fun each day.
Simplicity is Good, Complexity is Evil.
For those of you who read my blog you may perceive me as just another product manager of an IT company. One of my interests outside of work is motorsport and generally driving a car as fast as is physically possible. I’m not the type of guy who drives to work cruising on the motorway in 6th gear doing 50mph (no offense meant for people who do this btw). For me its about getting from point A to point B as quickly as possible whilst maintaining strict adherence to government speed limits…or something along those lines.
Anyway, I was thinking the other day just how complex a car is underneath the glossy paint and metal shell that most people perceive a car to be. You’ve got the engine for starters (literally), then you’ve got things like air filters, radiators, oil tank, fuel tank, catalytic converters, spark plugs, exhausts, gearbox, clutch and so on (I won’t bore you with the other 1842 parts). The car also has hundreds of sensors to detect failure, tolerance levels of components and even stupid people who don’t wear their seatbelts (again no offense intended for people who don’t wear seatbelts). It’s actually an engineering miracle that so many pieces can work together without failure for so long (unless you happen to own a TVR of course). And the great thing is that when something does go wrong your car dashboard lights up like a Christmas tree and tells you what’s wrong – how cool is that?. The monitoring and operation of all those car components is simplified through a lovely glowing dashboard. The oil light comes on when you need more oil, the tyre light comes on when you need new tyres or more pressure. If you drive a BMW then the onboard computer even tells you that your not driving close enough to the car in front like other BMW drivers. In the unfortunate case of an engine light, the problem normally involves a trip to your car garage where some guy in white overalls plugs in a computer to your cars ECU. Usually within 2 minutes he’s detected that your car is broken and needs £2000 worth of work to fix it. Needless to say 95% of issues can be fixed in no more than a few hours (which is why Audi, Mercedes and BMW garages charge £150 per hour labour) 
.
Simple to drive but Complex to engineer
My point with the car is that it’s a simple bit of kit to use and monitor despite its hidden complexities. Car manufacturers have done a stellar job of simplifying complexity so that our cars don’t have 101 dashboards to report status or issues. You turn the key to start, turn the wheel to steer and plant your foot firmly to the floor to go fast. Your car’s dashboard does all the rest to inform you of what you need to know. When the car needs an update the garage simply remaps the car’s ECU at the next service rather than letting than the owner do it himself with a laptop, OBC connection and a hotfix off the internet.
If monitoring cars can be so simple then why can’t monitoring applications? Applications have just as many components and complexity, they are even built by engineers who use keyboards rather than spanners. They even have a nice pretty appearance (unless they’ve been built in the 1990′s with visual basic or something). I know what your thinking “Applications are more complex, nothing can be as complex as coding an EJB or writing some complex SQL”. Try telling that to the folks at Ferrari or Porsche that spend millions each year optimising their traction control and stability systems that stop people like me from ending up in a hedge.
As a product manager working for a software company in the monitoring space I feel a sense of responsibility for putting an end to this complexity of monitoring business transactions, applications, SOA environments, end users, networks, JVM’s, databases, servers, enterprises buses and pretty much everything else that requires several million products, agents , appliances, dashboards and user interfaces. Software vendors should do what car manufacturers have been doing for the last 20 years. They should provide simple usable solutions that abstract over all complexity and make it as straight forward as possible to manage business transactions and the IT infrastructure with which they flow.
OpTier
Assaf Amit
Andy Wetzel
Russell Rothstein
Motti Tal
Linh C. Ho
Diego Lomanto
