The Impact of Cloud Computing on Service Organizations

Ian Clayton, Principal, Service Management 101 LLC
The rules of business have changed. We are truly in the service experiential economy, where service providers can differentiate themselves by the experience they offer a customer interacting with their products and services, and their organization.
Many organizations have turned to ‘service management’ theory to help them transform the IT department into a service provider organization, delivering and supporting information systems as a service. Meanwhile, the trumpeted benefits of ‘Cloud Computing’ are making the business pulse race with anticipation of more agile and affordable information technology options, and use of information systems as a utility.
For now, industry analysts, thought leaders and vendors concur most IT organizations face a hybrid cloud environment, involving a combination of service infrastructure hosted and managed externally, in a ‘public’ cloud, and internally, in a ‘private’ cloud by the introduction of cloud service management practices.
A recent survey of more than 2,000 CIOs confirmed they expect to adopt new cloud services much faster than originally expected. Many also see this as the opportunity to re-imagine how IT is organized as a service organization in a cloud dominated universe.
In this session, Ian Clayton, author of the Universal Service Management Body of Knowledge (USMBOK) will explore the long lasting impact of cloud computing on traditional IT service management theories, and offer a manifesto for the next generation of service management designed to help IT professionals ensure initiatives, practices, and education programs are Cloud sensitive and customer relevant.
Feb 16 2011
49 mins
The Impact of Cloud Computing on Service Organizations
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IT Service Management

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    This brief webcast will present a PPM model that is easy to remember, easy to communicate, and proven to quickly illuminate the gap between existing immature PPM processes and the full scope and potential of comprehensive Project and Portfolio Management.
  • A recent analyst study found that 88% of organizations are “doing Project and Portfolio Management (PPM).” This finding could lead many to believe all is well with this critical business process so essential to strategic success. This is hardly the case as studies also show PPM is still generally immature in enterprises today. The lack of maturity is largely due to the fact that most organizations are addressing only a subset of PPM capabilities. So though almost every organization can lay claim to doing PPM, few are actually doing PPM for all its worth. Many of these organizations will continue to miss out on the incredible possibility and promise of this essential business capability until they grasp and appreciate the full scope and potential of PPM.

    One of the greatest barriers to realizing the full potential of PPM is an enterprise-wide awareness of the span of PPM and the likely gap that must be overcome to achieve it. There is a plethora of great PPM insight contained in the numerous books, methodologies, and frameworks available today, but using this volume of information to get everyone on the same page is a daunting challenge. The key is to use a simple approach and model to quickly establish a common understanding of this critical business discipline and to easily foster the conversations and discussions to drive the endeavor to raise PPM proficiency.

    This brief webcast will present a PPM model that is easy to remember, easy to communicate, and proven to quickly illuminate the gap between existing immature PPM processes and the full scope and potential of comprehensive Project and Portfolio Management.
  • Portfolio planning activities have struggled to gain respect in most businesses. Lack of enterprise-wide orchestration arises from a lack of effective involvement and intimate business knowledge – not simply of operations and processes, but of business imperatives, obstacles and desired outcomes. And the information systems aspects continue to be planned in splendid isolation from the business, causing IT people to mistakenly celebrate victory when a new IT system goes live. However a project only really starts when the IT goes live, and so the planning needs to be fully integrated. This can only be accomplished first by building strong relationships with business peers that will result in measurable value creation. The next step is to implement a sophisticated PPM system that can handle the extreme complexity of orchestrating all the business and related technology portfolio of initiatives, capable of optimizing the plans (and the outcomes) as the business environment changes.

    To achieve this, a new PPM model needs to be created to look at portfolio management in a holistic way, enterprise-wide. Planners need a capability that will generate multiple scenarios and real-time decision support. This dimensionality and complexity is well beyond the capacity of the human brain. By implementing such a tool, IT would be positioned as a critical partner with the business – not just in implementing mainstream information systems, but also in helping the business with a much better way to plan and manage all of its key initiatives effectively

    This session focuses on how enterprise leaders and divisional leaders and IT leaders should be working in harmony to orchestrate great business outcomes, rather than looking after their parochial interests.
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    To achieve this, a new PPM model needs to be created to look at portfolio management in a holistic way, enterprise-wide. Planners need a capability that will generate multiple scenarios and real-time decision support. This dimensionality and complexity is well beyond the capacity of the human brain. By implementing such a tool, IT would be positioned as a critical partner with the business – not just in implementing mainstream information systems, but also in helping the business with a much better way to plan and manage all of its key initiatives effectively

    This session focuses on how enterprise leaders and divisional leaders and IT leaders should be working in harmony to orchestrate great business outcomes, rather than looking after their parochial interests.
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    Attend this webcast featuring Michelle Jones from Stage-Gate International as she discusses how these companies are better equipped to address risk and derive more value from their product innovation efforts. Also hear why aligning your product innovation strategy is an important precursor to making continuous strategic assessments and project prioritization decisions.

    All attendees will gain insight into the 5 key elements that comprise a consensus based innovation strategy, the importance of clearly communicating that strategy to drive strategic portfolio management, and the metrics to measure performance.

    This event is approved for 1 Professional Development Unit (PDU) credit.
  • The development of a solid product innovation strategy is undoubtledly a collaborative effort, and company cultures that support an open and robust dialog will be more able to evolve their strategies to address their changing business environments.

    Attend this webcast featuring Michelle Jones from Stage-Gate International as she discusses how these companies are better equipped to address risk and derive more value from their product innovation efforts. Also hear why aligning your product innovation strategy is an important precursor to making continuous strategic assessments and project prioritization decisions.

    All attendees will gain insight into the 5 key elements that comprise a consensus based innovation strategy, the importance of clearly communicating that strategy to drive strategic portfolio management, and the metrics to measure performance.

    This event is approved for 1 Professional Development Unit (PDU) credit.
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    Join this session, where David Werner, Senior Principal Product Marketing Manager, CA Technologies, speaks with Rick Morris, published Author and Owner/President of R2 Consulting about ways to bring more accountability through your strategic plan.
  • Wall Street expects it and customer demand it – accountability from Sr. Executives for the future direction of their organizations. How can executives ensure their strategic plans are in action and on track? How can they shift and pivot to changing market conditions along with the risks and impacts to the long-term vision and goals? How do you thread accountability from planning to execution to results?

    Join this session, where David Werner, Senior Principal Product Marketing Manager, CA Technologies, speaks with Rick Morris, published Author and Owner/President of R2 Consulting about ways to bring more accountability through your strategic plan.
  • A recent analyst study found that 88% of organizations are “doing Project and Portfolio Management (PPM).” This finding could lead many to believe all is well with this critical business process so essential to strategic success. This is hardly the case as studies also show PPM is still generally immature in enterprises today. The lack of maturity is largely due to the fact that most organizations are addressing only a subset of PPM capabilities. So though almost every organization can lay claim to doing PPM, few are actually doing PPM for all its worth. Many of these organizations will continue to miss out on the incredible possibility and promise of this essential business capability until they grasp and appreciate the full scope and potential of PPM.

    One of the greatest barriers to realizing the full potential of PPM is an enterprise-wide awareness of the span of PPM and the likely gap that must be overcome to achieve it. There is a plethora of great PPM insight contained in the numerous books, methodologies, and frameworks available today, but using this volume of information to get everyone on the same page is a daunting challenge. The key is to use a simple approach and model to quickly establish a common understanding of this critical business discipline and to easily foster the conversations and discussions to drive the endeavor to raise PPM proficiency.

    This brief webcast will present a PPM model that is easy to remember, easy to communicate, and proven to quickly illuminate the gap between existing immature PPM processes and the full scope and potential of comprehensive Project and Portfolio Management.
  • A recent analyst study found that 88% of organizations are “doing Project and Portfolio Management (PPM).” This finding could lead many to believe all is well with this critical business process so essential to strategic success. This is hardly the case as studies also show PPM is still generally immature in enterprises today. The lack of maturity is largely due to the fact that most organizations are addressing only a subset of PPM capabilities. So though almost every organization can lay claim to doing PPM, few are actually doing PPM for all its worth. Many of these organizations will continue to miss out on the incredible possibility and promise of this essential business capability until they grasp and appreciate the full scope and potential of PPM.

    One of the greatest barriers to realizing the full potential of PPM is an enterprise-wide awareness of the span of PPM and the likely gap that must be overcome to achieve it. There is a plethora of great PPM insight contained in the numerous books, methodologies, and frameworks available today, but using this volume of information to get everyone on the same page is a daunting challenge. The key is to use a simple approach and model to quickly establish a common understanding of this critical business discipline and to easily foster the conversations and discussions to drive the endeavor to raise PPM proficiency.

    This brief webcast will present a PPM model that is easy to remember, easy to communicate, and proven to quickly illuminate the gap between existing immature PPM processes and the full scope and potential of comprehensive Project and Portfolio Management.
  • Channel
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  • Five Tips to Make Sure That Your Customers Transact with Your App Mar 19 2015 4:00 pm UTC 45 mins
    Mobile apps present a unique challenge for e-commerce merchants. Not only do they need to positively engage your customers, they must also generate revenue for your company. 

    So what keeps customers happy and coming back for more? Apps that support the on-the-go lifestyle and are engaging enough to keep users interested for the long term.

    In this webinar, 5 Tips to make sure customers transact with your app, we'll provide a clear roadmap for success that focuses on specific dos and don'ts, including:

    - DO NOT be insensitive to data privacy concerns
    - Do pay close attention balancing functionality with download speed
  • The Art of Incident and Problem Management Mar 19 2015 3:00 pm UTC 45 mins
    A picture is worth a thousand words, so they say. So what type of picture do you have around your disciplines of incident and problem management? Can you see the trends? Can you identify areas for improvements in speed, costs and user experience?

    In this session we will discuss some of the results of shifting left and also skipping right to create a dynamic service environment based upon both industry best practices and actionable data.

    We will also look at some of the methods and improvements to the Edge SaaS ITSM tool that you can utilize to improve this strategic area of the service desk and IT operations management.

    Some of the topics we will cover include:

    - How to leverage templates to increase the speed of ticket creation
    - Proper alignment between services and SLAs
    - Using service notifications to improve messaging and brand
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  • 5 Pretty Darn Good Things having a Service Catalog Does for Incident Management Mar 18 2015 4:00 pm UTC 45 mins
    Following a well-designed Incident Management process is crucial element of what is often referred to as the “Iron Triangle” for IT Service Management. In fact, this process “iron triangle” is “table stakes” for any IT organization—it is not a “nice to have”! Businesses expect their IT organizations to be able to consistently and effectively handle Incidents as well as Requests and Changes. Most organizations start their ITSM journeys by implementing the “iron triangle”, but because they’ve not taken the time to develop their Service Catalog, these critical processes are usually implemented from an IT perspective. So how could having a Service Catalog before implementing Incident Management help? Join Doug Tedder as he discusses five PDG (Pretty Darn Good) ways the Service Catalog enhances Incident Management.
  • Incident Management Has No Value! (Video panel) Mar 18 2015 10:00 am UTC 45 mins
    IT organizations invest huge amounts of time and money in incident and problem management, but does this really create any value for their customers? In this live video panel, Barclay, Daniel and Stuart will discuss different viewpoints of these two processes, and how they can form part of our overall approach to customer experience.

    Topics to be discussed will include:
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    · Shouldn’t customers expect services to work properly without incidents?

    · Why do IT departments spend so much time and money on resolving incidents, when customers would rather see investment in new capabilities?

    ·How does incident management contribute to value creation?

    · Who should be doing incident management? Is it really something that should be left to the service desk alone?

    · How can these two processes contribute to customer experience, and why does this make a difference?
  • “Turbocharging” Your Response Capability Mar 17 2015 6:00 pm UTC 45 mins
    Today's IT organizations recognize the importance of incident and problem management in ensuring customer satisfaction, but often fail to allocate attention or budget to match its importance. At the same time, budgetary pressures, delivery demands and resource constraints are forcing those same organizations to recognize that they now need to "work smarter, not harder." With all of the tools, methods and sources of best practice guidance available, how does one select what is the best fit for an organization? How can you be sure that your improvements are going to result in the kinds of tangible improvements your sponsors and customers will recognize and value? What role does “customer-centricity” play in this? In this presentation, we’ll examine these questions, highlight some important sources of leverage and identify some practical steps that your organization can use to quickly “turbocharge” your response capability.
  • Protect and Serve: It's a Tough Gig and Sometimes a Thankless One. Mar 13 2015 1:00 am UTC 45 mins
    "To protect and serve"" is a good motto for IT, as there seems to be an expectation that IT exists only to create new technology solutions in response to the demands of the business: to serve. It's not true. The Information Technology department exists to protect the IT interests of the owners of the organisation whilst also serving IT's customers and users. The two don't always align.

    IT is entrusted with custody of the organisation's IT assets. Sometimes it is not in the best interests of the organisation to abandon those investments or to increase the risks to the confidentiality, integrity and availability of the information, in order to meet demands for new IT from the customers.

    Join IT Skeptic, consultant and commentator, Rob England as he explores IT's evolving role in striking a balance in extracting maximum value from existing investments against facilitating the generation of value from new investments.

    This session is approved for 1 Continual Professional Development (CPD) priSM credit.
  • Metrics and Maturity: the Double Helix for Effective Service Management DNA Mar 12 2015 8:00 pm UTC 45 mins
    Creating effective metrics is essential for IT Service Management (ITSM) to evolve as an increasingly critical part of cross-domain service delivery, optimization and planning. However, no two IT organizations are the same, and metrics for measuring IT efficiencies, costs, values and requirements need to be tailored to realistic levels of IT maturity and grounded in unique IT organizational environments.

    Join Enterprise Management Associates’ (EMA) Dennis Drogseth for this webcast designed to provide guidelines for building effective ITSM-related metrics based on maturity levels, objectives and readiness, including:
    • Guidelines for assessing your IT maturity level
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    • Quotes and examples of metrics-related planning from real-world ITSM initiatives

    This session is approved for 1 Continual Professional Development (CPD) priSM credit.
  • DevOps! How Come We Didn’t Think of This Sooner? Mar 12 2015 7:00 pm UTC 45 mins
    When a really good idea, a truly compelling service, or an “I-cannot-live-without-this” product hits the street our reaction is often “How come we didn’t think of this sooner?” Whether it’s an iPhone or iPad or a step-up bumper on a pickup truck, we are smacking our foreheads and grunting “Doh!”. DevOps is a really good idea. Merging Development with the Operations side of the house creates synergies and efficiencies that have never before been possible. From automated deployment to fewer bad changes to a robust release management process, it’s time for DevOps.

    Join Pink Elephant’s George Spalding and CA’s Robert Stroud to hear about this “Doh!” moment and how it impacts IT service management.

    This session is approved for 1 Continual Professional Development (CPD) priSM credit.
  • ITIL 2015: Six Trends Driving Transformational Change in IT Best-Practices Mar 12 2015 6:00 pm UTC 45 mins
    New disruptive trends are challenging IT service providers to rethink the way they plan, deploy and deliver services. Today’s IT must deliver a world class “user experience” while allowing for more frequent and rapid application deployment that supports multiple channels with strong consideration to cloud, mobility, consumer experience and more.

    This session will discuss the delivery of a high performance “support center” that can help an IT organization meet these challenges by leveraging ITIL and other good practice guidance as the IT organization transitions from reactive service support to being a proactive service provider.

    This session is approved for 1 Continual Professional Development (CPD) priSM credit.
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    This session focuses on strategies for getting ahead of the curve and preventing the current software licensing challenge from being repeated in the app economy.

    This session is approved for 1 Continual Professional Development (CPD) priSM credit.
  • In the App Economy, has the Service Catalog become Irrelevant? Mar 12 2015 4:00 pm UTC 45 mins
    In the modern app economy where we have access to a myriad of goods and services in the space between our two thumbs, does the Service Catalog have any relevance?

    In this webcast, industry expert, trainer and peer-recognized Fellow in Service Management (FSM), Doug Tedder, will discuss why having a Service Catalog -- now more than ever -- will differentiate the customer-centric e-company from its competition. He’ll also address how developing a Service Catalog may just be the opportunity that IT needs to illustrate the critical contribution that IT organizations can make to their online-all-of-the-time businesses in the app economy.

    This session is approved for 1 Continual Professional Development (CPD) priSM credit.
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    This session is approved for 1 Continual Professional Development (CPD) priSM credit.
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    This event is approved for 1 Continual Professional Development (CPD) credit.
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    - How proper Event Management and Knowledge Management can make the difference in your ITSM strategies
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    A recent analyst study found that 88% of organizations are “doing Project and Portfolio Management (PPM).” This finding could lead many to believe all is well with this critical business process so essential to strategic success. This is hardly the case as studies also show PPM is still generally immature in enterprises today. The lack of maturity is largely due to the fact that most organizations are addressing only a subset of PPM capabilities. So though almost every organization can lay claim to doing PPM, few are actually doing PPM for all its worth. Many of these organizations will continue to miss out on the incredible possibility and promise of this essential business capability until they grasp and appreciate the full scope and potential of PPM.

    One of the greatest barriers to realizing the full potential of PPM is an enterprise-wide awareness of the span of PPM and the likely gap that must be overcome to achieve it. There is a plethora of great PPM insight contained in the numerous books, methodologies, and frameworks available today, but using this volume of information to get everyone on the same page is a daunting challenge. The key is to use a simple approach and model to quickly establish a common understanding of this critical business discipline and to easily foster the conversations and discussions to drive the endeavor to raise PPM proficiency.

    This brief webcast will present a PPM model that is easy to remember, easy to communicate, and proven to quickly illuminate the gap between existing immature PPM processes and the full scope and potential of comprehensive Project and Portfolio Management.
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  • Title: The Impact of Cloud Computing on Service Organizations
  • Live at: Feb 16 2011 9:00 pm
  • Presented by: Ian Clayton, Principal, Service Management 101 LLC
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