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Thursday, September 13, 2012

Improve business buy-in by extending ITSM principles beyond IT

Improve business buy-in by extending ITSM principles beyond IT

September 10, 2012

By Colin Scott, Business Development Manager at Marval South Africa

One of the biggest challenges organisations experience when it comes to the implementation of IT Service Management (ITSM) frameworks such as ITIL is the traditional disconnect between IT and business. There is a perception that ITSM is purely "an IT thing" and does not affect the business. When it comes to implementing ITIL and other ITSM frameworks there is also that element of a grudge purchase that is required for compliance to IT governance guidelines. The truth is, however, that all IT spend should contribute towards achieving business goals, which requires IT processes to be aligned to the business and its needs. The value of ITSM can also be extended outside of IT and into various other areas of business, which can help organisations to leverage greater value and also improve business 'buy-in' for ITIL and other service management and governance frameworks.

The 'disconnect' between IT and business when it comes to IT governance and ITSM is typically caused by misunderstanding. There is a misunderstanding of what exactly IT governance is, how it relates to ITSM and ITIL practices, and how it can actually add value to the business as a whole, and not just to the IT department. IT governance and ITSM are aligned and share the same goal, and are supported by processes and frameworks like ITIL. IT governance is therefore not just about meeting regulations and risk management, and it is not the end goal. IT governance, or ITSM or ITIL is the means to achieving a goal – improved IT processes that in turn support better business processes and an improved bottom line.

IT governance and ITSM improves real business value by providing the ability to visibly align IT costs with business objectives, ensuring that IT delivers what the business actually needs. This in turn provides strategic integration of IT and business and changes the focus from technology to business enablement. Business needs to become increasingly involved with ITSM processes, as this is the only way to ensure that entire organisations adopt processes, and allows organisations to focus on the end goal of ITSM initiatives – business enablement.

One way to get business involvement in ITSM and to address the 'disconnect' is to demonstrate the value of ITIL as a framework beyond IT. ITSM principles and even ITIL tools can be used for a whole host of applications beyond IT, to improve management and deliver better service to customers. At its heart, ITIL is simply a framework for more efficient management of processes, and ITSM tools integrate and automate these processes. Given the pervasive nature of technology, which is in practically any facet of business today, there are many aspects of business from traditional IT and beyond which can benefit from ITSM and ITIL frameworks and tools.

From managing stock, equipment and machines in any application from manufacturing to warehousing to hospitals, to room booking and conferencing facilities in the hospitality sector, from emergency services to shipping and logistics. Any environment where processes need to be followed can benefit from following an ITIL framework and using ITSM tools. Whenever stock levels change, or rooms are booked, or ships arrive in port, these changes simply become incidents on a system, and then characteristics can be applied to ensure that all related processes, such as reordering, booking of catering services, allocation of docks and so on, can be automatically applied. Municipal services such as fixing pot holes and repairing traffic light can be managed with an ITSM tool. Even maintenance can be managed using an ITIL service desk, as broken windows, leaking pipes and so on are all incidents that require a process to be followed in order to be addressed.

By automating process and incident management and ensuring that the correct tasks are carried out given characteristics of each incident, service levels can be improved which in turn leads to happier customers and improved profitability. ITSM is not just about IT. It is about service management which can be applied throughout a business.

IT is intrinsic to today's business, but according to IT governance regulations IT also needs to demonstrate value and benefit to the business. Extending ITIL and ITSM beyond the IT environment not only helps to address a 'disconnect' between business and IT, but also helps to create value and highlight areas where value can be extended into the business. This helps to engage business and senior management and offset the cost of IT governance tools through improved and streamlined business processes.
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Tuesday, September 11, 2012

Update utk Application Manager versi 10.8

ManageEngine Applications Manager 10.8 version has been updated in our site. Kindly access the following url : Modified Web pages : All
Online Help :
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Monday, September 10, 2012

Komunitas ManageEngine yang powerful

Apa sih yang cukup membedakan ManageEngine dibandingkan dengan produk lain?

ManageEngine adalah produk yang digerakan oleh user. Mungkin itu statemen simplenya. Mengapa? Karena dengan adana ManageEngine Forum Community, ribuan bahkan jutaan penggunanya dapat berinteraksi dengan mudah dan cepat

Dari layar yang sama bisa mengakses forum, blog, ideas, resources, announcement,  hingga chat rooms. Semua ini dalam single akses di

Silahkan gunakan produknya, tanya dan berkomunitas di sini. Kami pun siap membantu Anda. Untuk melalui facebook dapat mengakses:

Sunday, September 09, 2012

5 cara utk menghilangkan telepon helpdesk yang mengganggu.

Five easy ways to eliminate those annoying help desk calls

By Sam Narisi | September 5, 2012, 9:37 AM PDT

Nearly all IT departments are overworked and understaffed right now. And in many organizations, no area is feeling the crunch more than the help desk.

In fact, IT departments say their help desk staff is just slightly more than half the size it should be, according to a 2011 survey from Robert Half Technology. On average, the companies surveyed employed one held desk staffer for every 112 users. However, when asked what the ideal ratio would be, the average answer was 65 to 1.

To make things worse, those too-small staffs often spend a lot of time fielding calls that can be preventable, are frivolous or just downright annoying. That includes simple questions most computer users should be able to answer by now, as well as calls about personal technology the IT department has no responsibility over.

Fortunately, it's possible to reduce the volume of those help desk calls by increasing training, creating or tweaking policies, and taking other steps.

Here are some things IT departments can do to cut the volume of help desk calls:

1. Create a social help desk

One of the effects of the consumerization of IT and the growing BYOD trend is that more users are working with technology that they understand and enjoying tinkering with. Also, the ubiquity of smartphones and other advanced gadgets means many people are more comfortable with technology in general.

IT departments can use that to their advantage by creating a social help desk where users can answer each other's questions and offer advice to their peers. Many companies are having success by setting up support groups for users with personal smartphones - for example, IT can create a section of the company's intranet where iPhone users can post questions or collaborate on wiki documents.

2. Have a help desk liaison in each department

Another benefit of users' increasing tech knowledge is that most or all of the departments in a company probably have at least one person with enough expertise to answer at least basic support questions. IT can recruit some of those people and have them act as an initial contact for when the rest of the department has tech problems.

IT can seek out volunteers for that role, and will often find some people who are more than willing to help. That can greatly reduce the number of basic questions that come through and give IT staff more time to deal with serious issues.

3. Write policies on what calls are accepted

Users often turn to the help desk for help with their own technology equipment - and that's becoming even more common now that the line between personal and work devices is blurring. In some cases, that's not a problem - many help desk staffers are more than happy to offer advice to help out their co-workers.

But in other organizations, things might spiral out of control and the help desk could be constantly fielding calls to fix personal issues. If that happens, it's time to make a policy about what calls the help desk will answer and make sure the rules are communicated to all users.

4. Educate users - and follow up

Help desks often have to answer a distressing amount of calls from not so tech-savvy users who have basic questions about Office applications or other common software. Many organizations attempt to limit those calls by offering basic computer training for users who need it - but often, they don't do enough to follow up and make sure the education is having the desired effect.

Offering training sessions on a regular basis can help, but IT departments should also make sure they're providing users with adequate reference materials so they can answer questions on their own. That can include print-outs, or an easy-to-navigate self-service IT support website. Staffers can also use calls as an opportunity to remind users about the tools that are available.

5. Let users know a problem has been reported

Many help desk calls involve several users - for example, when a department's printer isn't working  or if there are hiccups in the company's Internet connection - and a lot of time can be wasted by all of those people calling in to report the same issue.

IT can cut down by informing all affected users that a problem has been reported and that it's being worked on. For example, a notice can be posted on the help desk portal, if the company uses one, or a quick email can be sent to all necessary users. That will also give people an update on the status of the problem, which they'll appreciate.

Conclusion: Train the help desk, too

In some companies, the relationship between the IT help desk and the rest of the company isn't so great. Sometimes, users are to blame for the way they communicate with the help desk - but the IT staff can often do things better, too.

So in addition to changing user behavior to make the help desk run more smoothly, IT departments can also focus on keeping help desk employees trained in the key soft skills they need to deal with users.

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The death of Samurai?

Hari-hari ini, langit diatas kota Tokyo terasa begitu kelabu. Ada kegetiran yang mencekam dibalik gedung-gedung raksasa yang menjulang disana. Industri elektronika mereka yang begitu digdaya 20 tahun silam, pelan-pelan memasuki lorong kegelapan yang terasa begitu perih.
Bulan lalu, Sony diikuti Panasonic dan Sharp mengumumkan angka kerugian trilyunan rupiah. Harga-harga saham mereka roboh berkeping-keping. Sanyo bahkan harus rela menjual dirinya lantaran sudah hampir kolaps. Sharp berencana menutup divisi AC dan TV Aquos-nya. Sony dan Panasonic akan mem-PHK ribuan karyawan mereka. Dan Toshiba? Sebentar lagi divisi notebook-nya mungkin akan bangkrut (setelah produk televisi mereka juga mati).
Adakah ini pertanda salam sayonara harus dikumandangkan? Mengapa kegagalan demi kegagalan terus menghujam industri elektronika raksasa Jepang itu? Di Senin pagi ini, kita akan coba menelisiknya.
Serbuan Samsung dan LG itu mungkin terasa begitu telak. Di mata orang Jepang, kedua produk Korea itu tampak seperti predator yang telah meremuk-redamkan mereka di mana-mana. Di sisi lain, produk-produk elektronika dari China dan produk domestik dengan harga yang amat murah juga terus menggerus pasar produk Jepang. Lalu, dalam kategori digital gadgets, Apple telah membuat Sony tampak seperti robot yang bodoh dan tolol.
What went wrong? Kenapa perusahaan-perusahaan top Jepang itu jadi seperti pecundang? Ada tiga faktor penyebab fundamental yang bisa kita petik sebagai pelajaran.
Faktor 1 : Harmony Culture Error. Dalam era digital seperti saat ini, kecepatan adalah kunci. Speed in decision making. Speed in product development. Speed in product launch. Dan persis di titik vital ini, perusahaan Jepang termehek-mehek lantaran budaya mereka yang mengangungkan harmoni dan konsensus.
Datanglah ke perusahaan Jepang, dan Anda pasti akan melihat kultur kerja yang sangat mementingkan konsensus. Top manajemen Jepang bisa rapat berminggu-minggu sekedar untuk menemukan konsensus mengenai produk apa yang akan diluncurkan. Dan begitu rapat mereka selesai, Samsung atau LG sudah keluar dengan produk baru, dan para senior manajer Jepang itu hanya bisa melongo.
Budaya yang mementingkan konsensus membuat perusahaan-perusahaan Jepang lamban mengambil keputusan (dan dalam era digital ini artinya tragedi).
Budaya yang menjaga harmoni juga membuat ide-ide kreatif yang radikal nyaris tidak pernah bisa mekar. Sebab mereka keburu mati : dijadikan tumbal demi menjaga “keindahan budaya harmoni”. Ouch.
Faktor 2 : Seniority Error. Dalam era digital, inovasi adalah oksigen. Inovasi adalah nafas yang terus mengalir. Sayangnya, budaya inovasi ini tidak kompatibel dengan budaya kerja yang mementingkan senioritas serta budaya sungkan pada atasan.
Sialnya, nyaris semua perusahaan-perusahaan Jepang memelihara budaya senioritas. Datanglah ke perusahaan Jepang, dan hampir pasti Anda tidak akan menemukan Senior Managers dalam usia 30-an tahun. Never. Istilah Rising Stars dan Young Creative Guy adalah keanehan.
Promosi di hampir semua perusahaan Jepang menggunakan metode urut kacang. Yang tua pasti didahulukan, no matter what. Dan ini dia : di perusahaan Jepang, loyalitas pasti akan sampai pensiun. Jadi terus bekerja di satu tempat sampai pensiun adalah kelaziman.
Lalu apa artinya semua itu bagi inovasi ? Kematian dini. Ya, dalam budaya senioritas dan loyalitas permanen, benih-benih inovasi akan mudah layu, dan kemudian semaput. Masuk ICU lalu mati.
Faktor 3 : Old Nation Error. Faktor terakhir ini mungkin ada kaitannya dengan faktor kedua. Dan juga dengan aspek demografi. Jepang adalah negeri yang menua. Maksudnya, lebih dari separo penduduk Jepang berusia diatas 50 tahun.
Implikasinya : mayoritas Senior Manager di beragam perusahaan Jepang masuk dalam kategori itu. Kategori karyawan yang sudah menua.
Disini hukum alam berlaku. Karyawan yang sudah menua, dan bertahun-tahun bekerja pada lingkungan yang sama, biasanya kurang peka dengan perubahan yang berlangsung cepat. Ada comfort zone yang bersemayam dalam raga manajer-manajer senior dan tua itu.
Dan sekali lagi, apa artinya itu bagi nafas inovasi? Sama : nafas inovasi akan selalu berjalan dengan tersengal-sengal.
Demikianlah, tiga faktor fundamental yang menjadi penyebab utama mengapa raksasa-raksasa elektronika Jepang limbung. Tanpa ada perubahan radikal pada tiga elemen diatas, masa depan Japan Co mungkin akan selalu berada dalam bayang-bayang kematian.