结束=瘦;手段=服务保证

昨天，我用网络世界赞助了一个九个城市国家系列研讨会“倾斜。”有个足球雷竞技app在整个过程中，我的角色是提出一些关键的立场，即EMA（企业管理伙伴）认为是必不可少的，并为如何向战略高地进取方面取得进展的一些实际建议 - 主动，面向服务的管理进程与商业/组织优先事项保持一致的实践 - 同时也实现了控制IT成本的看似相反的目标。EMA分析师定期做的事情之一是通过案例研究项目或会议或我们的直接研究与IT从业者讨论。我们最近听到了一些非常明确的主题，就目前的挑战。最响亮，最清晰的是“更少做更多”。我一直在考虑这个研讨会系列的观众，看看是否有人被告知“用更多”，但到目前为止，我还没有找到任何幸运地位的人。让我们成为弗兰克 - 即使在最好的时候，它也是在不断扩大IT基础架构和应用组件的压力下的压力下，而不扩大运营成本。那么我们如何处理这个？部署服务管理是否比基本裸骨突破 - 修复工具成本更多？ Well yes, in the short term, but it doesn’t take long for that balance to shift. The more time I spend talking to IT practitioners, the more convinced I become that one of the best answers is to adopt service assurance as a guiding principle across the IT organization. And by this, I mean paying attention the ultimate customer of IT services – be they end users, partners, subscribers, or constituents – in terms of what they expect, what they need, and what they are getting. Just as important is adopting a proactive stance by figuring out what current indicators and planned changes translate into in terms of customer experience impact. Along the way, you’ll have to define and model your services, and build an understanding of all of the infrastructure elements that have to sing in harmony in order to achieve quality service delivery. Service modeling is where the real value paybacks start coming around. Getting your arms around service delivery element relationships helps with faster root cause and better understanding of impact, whether something has broken or degraded or a plan is being laid to make changes. This deeper understanding of connectedness and interdependencies across domains can yield significant improvements in both MTBF as well as MTTR. The challenge is, of course, building service models, and keeping them current/accurate in the face of constant change. The best hope here is service-layer management tools that automate the process as much as possible by importing service models from available domain managers as well as CMDB/CMS solutions, coupled with regular discovery processes that recognize changes being made or occurring in the managed environment. CA is taking a stab at this with their Spectrum Service Assurance Manager, tying together service desk, CMDB, infrastructure management (networks, systems and databases), as well as application performance management. Other management vendors are making headway here as well, but it’s not possible to over-emphasize the need for automating the maintenance of service models via import and automatic updates – it’s the only way service management can be kept current and relevant without requiring a cadre of new administrators. One other final parting thought from this tour. Along the way, I was fortunate to meet a couple of folks that actually carried job titles related to Service Assurance. In Tyson’s Corner yesterday, I actually met a person who had (until recently) been Director of Service Assurance. In other cities, I met a Service Assurance Manager, and others that were responsible for trying to match business SLAs to the underlying IT machinery. This is the direction that IT teams need to head – where they have personnel (perhaps those freed up by more efficient and proactive management!) acting in the role of advocates for their served community. It may not be as glorious as firefighting, but it’s sure to put you in a more strategic role in your organization!