Three Ways IT Ops Can Transcend the Datacenter Mess

Torsten Volk, Senior Analyst, Enterprise Management Associates ; Kerry Lebel, Senior Director of Product Management at UC4,
Join Torsten Volk, Senior Analyst, Systems Management at Enterprise Management Associates, and Kerry Lebel, Senior Director of Product Management at UC4, as they discuss how to integrate cloud solutions into the growing infrastructure landscape.

View this webcast and learn:

- How to effectively utilize a centralized platform to break down IT silos to support end-to-end processes
- Tips on how to manage hybrid infrastructure in a way that reduces the impact of complexity on IT Operations
- The three key trends of enterprise IT today and how to successfully manage them through consolidated automation
Sep 14 2012
64 mins
Three Ways IT Ops Can Transcend the Datacenter Mess
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IT Service Management

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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.
  • 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.
  • 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.
  • 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.
  • 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.
  • 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.
  • 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
  • Channel profile
  • Centralized IT Services for Distributed Success Recorded: Dec 20 2012 45 mins
    Join Jim McCracken, Automation Architect at Inmar, and Kerry Lebel, Sr. Director of Product Management at UC4, as they discuss how ditching multiple IT Automation tools in favor of a centralized automation platform helped Inmar consolidate and standardize IT services.

    Register for this webcast and learn:

    - How Inmar was able to replace multiple point solutions with one centralized automation platform, robust reporting capabilities, and analytics
    - How Inmar tripled the number of developers on the platform while reducing the number of incident tickets by 500%
    - Why standalone automation solutions are no longer a suitable option
  • Optimize and Automate Help Desk Operations Recorded: Oct 4 2012 45 mins
    New business and IT trends are driving service desk workloads higher than ever. At the same time the service desk is expected to provide faster response times with a lower cost of operation.

    Join Craig Kirkeide, UC4 Sr. Solution Architect, and Bill Gray UC4 Sr. Account Manager as they discuss how an IT processes automation solution can work with your existing service desk platform to enable automation of more than 50% of all incidents and service requests, reduce costs, and slash remediation and service fulfillment times.

    Register now and learn how you can automate any documented manual remediation or fulfillment task including:
    1. Provisioning/De-provisioning Virtual Servers, DB’s and Applications
    2. Rebooting Servers
    3. Stopping and Starting Applications
    4. Updating Firewalls, user access rights, CMDB’s
    5. Onboarding/Offboarding of employees
  • Meet your SLA's on time, every time Recorded: Oct 4 2012 33 mins
    Discover how you can meet SLA's proactively—and eliminate barriers to compliance—in the live webcast, "Meet your SLA's on time, every time " presented by Matt Busch, Sr. Product Manager at UC4.

    This 30-minute presentation will offer insights on Service Level Governor, the new UC4 solution that offers complete visibility business process automation and predictive, decision-making capabilities to help companies better manage SLA's.

    What You Will Learn

    - How to optimize performance and costs by bringing together infrastructure and processing requirements in real time

    - How to improve your QoS by coordinating business processes, applications, and IT infrastructure to avoid manual interventions

    - How to reduce IT workload by 50% by proactively managing SLAs and eliminating delays and inquiry calls
  • Eliminate IT Waste with ONE Automation Recorded: Oct 4 2012 40 mins
    In this webcast learn how a unified automation platform can eliminate the point solutions that drive up complexity and costs, coupled with reactive IT infrastructure that drives down performance and utilization.

    What You Will Learn

    - Where you can reduce the number of solutions you need to manage your environment, simplifying administration, increasing your agility, and reducing costs

    - How to eliminate the silos of automation that exist in almost all cloud and hybrid environments, and ultimately limit the success of integration efforts

    - How to cut costs and improve IT performance by leveraging a highly scalable platform that can handle automation requirements across physical, virtual, and cloud environments—enterprise-wide

    - Why it’s better to take an innovation strategy over an integration strategy
  • Four Ways to Predict IT Process Automation Failures Before They Occur Recorded: Oct 4 2012 53 mins
    As IT environments become more complex, failures become more prevalent. What do IT Process Automation and the movie Minority Report have in common? Both are able to predict events before they occur. What if you could predict IT Process Automation failures before they happened?

    Join Rachel Chalmers, Vice President, Research - Infrastructure Management at 451 Research, and Rebecca Dias, Sr. Product Manager at UC4 Software, as they discuss the benefits of an intelligent service governance solution. UC4 understands the business rules and gives IT the tools to have the intelligence and the control to “predict the future”.

    Register for this webcast and you will learn:

    - How to spend less time being reactive and more time being proactive managing IT process automation
    - How to minimize automation failures, reduce penalties, and help align IT to business objectives
    - How to reduce the number of tools used for SLA Management
    - How to reduce thousands of events to the critical few when troubleshooting
  • Three Ways IT Ops Can Transcend the Datacenter Mess Recorded: Sep 14 2012 64 mins
    Join Torsten Volk, Senior Analyst, Systems Management at Enterprise Management Associates, and Kerry Lebel, Senior Director of Product Management at UC4, as they discuss how to integrate cloud solutions into the growing infrastructure landscape.

    View this webcast and learn:

    - How to effectively utilize a centralized platform to break down IT silos to support end-to-end processes
    - Tips on how to manage hybrid infrastructure in a way that reduces the impact of complexity on IT Operations
    - The three key trends of enterprise IT today and how to successfully manage them through consolidated automation
  • Why You Need to Rethink IT Process Automation Recorded: Jun 25 2012 62 mins
    Watch Jean-Pierre Garbani, Vice President, Principal Analyst from Forrester, and Tom Flitter, Applications and Integration Manager for TASC, discuss how IT process automation is the key to industrializing your operations to improve productivity and reduce costs. Randy Clark, CMO of UC4 software, will moderate the discussion
Webcasts for IT infrastructure and operations professionals
Lean how IT automation capabilities can integrate all your IT processes into a single coherent process flow, automate them, and orchestrate them across hybrid environments.

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  • Title: Three Ways IT Ops Can Transcend the Datacenter Mess
  • Live at: Sep 14 2012 8:05 pm
  • Presented by: Torsten Volk, Senior Analyst, Enterprise Management Associates ; Kerry Lebel, Senior Director of Product Management at UC4,
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