Links that I have found interesting for May 27th:
- It is Time to Think Beyond IT – let’s revisit the premise of EMA’s old idea of the “Global Corporate Control Center” which suggests collapsing a whole new set of “feudal kingdoms” into a more efficient, more risk-free, more automated, and more accountable fabric of people and technologies. One thing that should become apparent just from reading the press is companies in many industries are accelerating their quest to find new and more effective ways of working.
- How to Assign Value to an IT Service – If the phrase “aligning IT with the business” has become an onerous cliché, it’s because both IT and the business have evolved to become so non-generic that the phrase is now little more than a vapid equation. And if the “BS” in BSM (business service management) suggests more colloquial roots, it’s because the monolithic idea of BSM quickly disintegrates before these varied realities. I haven’t done any more than scratch the surface with this list of questions and examples, but I hope I’ve gotten at least some of your creative energy going around this challenge. And, as always, I look forward to hearing your thoughts and perspectives, as well.
- Video: How CIOs should spend their day – CIOs often have difficulty balancing their time and focus between their IT staff, their management peers, and the CEO. This episode of Sanity Savers for IT executives introduces one effective time management strategy: Forrester’s 30-30-30-10 model, which is designed to keep IT front-of-mind in the business and allow CIOs to do what they do best — prove and deliver IT value to the enterprise.
- Video: Three reasons why the voice of IT gets ignored – IT leaders sometimes feel like their voice gets ignored, which leads to failed projects and technology problems that IT ultimately gets blamed for. This episode of Sanity Savers for IT executives looks at three ways you can communicate effectively with your fellow company leaders and establish yourself as the authority in the IT decision-making process.
- Capacity Management In 90 Days – Effective capacity planning starts with customer experience and measuring IT Service quality compared to customer requirements as expressed in Service Level Agreements (SLAs).
There are three important “management views” of capacity. The three views build upon one another and deliver a roadmap for effective capacity planning:
Resource Capacity is measuring and monitoring all components comprising IT Services. Practically, this means reporting on the utilization of discrete CIs.
Service Capacity is ensuring that IT Services meet Service Level Requirement (SLR) targets within Service Level Agreements (SLAs). Practically, this means measuring and monitoring IT Service performance. Service Capacity is a function of the Resource Capacity of all the service CIs.
Business Capacity is planning and implementing IT Services to meet future business requirements. Practically, this means trending and forecasting of projected IT Service saturation based on observed Service Capacity.