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Monday, December 07, 2015

IT WORKFLOW di OpManager

T Workflow Automation

Administrators have preset routine (run book) tasks to perform either during network faults or as an on-going maintenance task. These first level troubleshooting steps and repetitive laborious maintenance tasks can now be orchestrated and automated through powerful IT workflow automation engine.
OpManager’s IT workflow automation:

Code-free IT workflow automation with out-of-the-box checks and actions

Code-free IT workflow automation with out-of-the-box checks and actions
Over 70 workflow checks and actions grouped under 9 different categories, including VMware ESX actions are available for you to construct a powerful workflow rule to suit your IT management need. Just create workflows using these out-of-the-box checks and actions to the workflow builder and you are good to go.
You don’t have to skim through complex scripts and codes to automate your IT. OpManager IT workflow automation is carefully built with user friendly interface and code-free  

IT automation

  to help you build workflow rules quickly.

An agile and flexible drag-n-drop workflow builder

An agile and flexible drag-n-drop workflow builder
The intuitive drag-n-drop workflow builder makes it really straightforward to create new workflow rules for every administrator.
Besides defining new workflows, you can modify an existing workflow by making changes to the conditions or actions inside the workflow builder.

Initiate the workflow rules on network faults or as an on-going maintenance tasks

Initiate the workflow rules on network faults or as an on-going maintenance tasks
The application of IT  

run book automation

  can be initiated when there is a network fault, or as on-going maintenance tasks, or even on an ad-hoc basis. OpManager IT workflow automation module gives you the free hand to trigger workflow in all the aforementioned situations.

Record the IT workflow procedures as an XML and ensure structured practices across IT

Record the IT workflow procedures as an XML and ensure structured practices across IT
Using OpManager, seasoned administrators who are well-informed of their organization’s IT setup, can create IT workflow rules to meet the organization’s requirement. Contextual workflows address your specific IT automation needs, leading to minimized downtime and reduced time to repair a fault. These structured, time invested, useful documents can now be preserved as XML files with the option to export the workflows and also import them even into other instances of OpManager when there is a need.

Audit trails of workflow progresses and logs with detailed workflow execution logs reports

Audit trails of workflow progresses and logs with detailed workflow execution logs reports
Every executed workflow is recorded under "Execution logs" for future audits. This report comes handy when the administrators want to make sure what has happened during a particular workflow execution.

Benefits of OpManager IT workflow automation:

Helps you...
  • Resolve issues faster and reduce MTTR (Mean Time To Repair)
  • Inherit your IT infrastructure best practices and ensure structured/ proven methods to handle incidents and problems
  • Automate repeated activity executions for efficient IT management
  • Avoid human errors and substantially reduce support and operational costs

Sunday, December 06, 2015

Prediksi IDC dan FORRESTER RESEARCH untuk 2016

Over the past month, IDC and Forrester Research, two of the largest and most venerable analyst firms, have released 2016 predictions – and many readers will find their reports disquieting indeed (unfortunately, neither IDC’s FutureScape 2016 or Forrester’s Predictions 2016: The Cloud Accelerates are freely available to the general public). 
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IT will drive business change in 2016 thanks to these key tech developments.
I believe that we’re in the beginning stages of an IT landscape transformation and, from these reports, it appears these firms share this belief. Moreover, they contain predictions that should frighten most vendors. Simply stated, this landscape transformation is bringing a new set of dominant vendors to the fore to the disadvantage of legacy players. According to IDC and Forrester, the next five years will bring immense change and disruption to the IT industry. I see this every day, but my sense is most people in the industry fail to grasp just how quickly things are changing. 
It’s not often that analyst firms paint such a bleak picture. After all, much of their business comes from vendors seeking guidance about user needs, market opportunities, and technology trends. So announcing that most of them are in for hard times doesn’t seem like a strategy to generate more business. 
On the other hand, providing overly rosy predictions does no one any good; moreover, tweaking predictions in a more optimistic direction that subsequently fails to materialize risks reputational damage, which is bad for long-term analyst business survival. So, it’s safe to say, for these firms to be so blunt in their assessments means they feel the trends are so profound that they cannot be ignored, denied, or whitewashed. 
Here are five of the most important predictions I gleaned from their reports: 

1. Legacy vendors face a bleak future

It couldn’t be put more clearly: In its report, IDC states that “By 2020, More than 30 percent of the IT Vendors Will Not Exist as We Know Them Today.” In other words, nearly one-third of today’s vendors will be out of business, stripped-down shells of their former selves, or combined via mergers. 
However, this is just the warmup for what promises to be a wrenching time for the entire spectrum of legacy vendors – and the largest ones are the most at risk. It’s been clear for some time that they’re in trouble – no growth, missed earnings, excuses ranging from lousy salespeople to unfavorable exchange rates. The fact that growth has disappeared for these vendors is a leading indicator that things are about to get much, much worse. 
The thing is, this isn’t a failure of execution, to be fixed with a CEO change or a large layoff. It’s a sign that the nature of the industry is changing, and these vendors aren’t delivering tomorrow’s solutions. The restructuring of the existing industry will be accelerated by a new phenomenon in the tech world – private equity. 
Those of us who live in Silicon Valley smugly throw around the term disruption, and imply that any fallout is just collateral damage. The truth is that this restructuring will be extended, painful, disheartening – and inevitable. 

2. Cloud providers will be winnowed down

Well, even if disruption occurs in traditional legacy vendor markets, they can always take refuge in the cloud, right? Not according to Forrester. In its prediction, it says: 
The major public cloud providers will gain strength, with Amazon, IBM SoftLayer, and Microsoft capturing a greater share of the business cloud services market. Despite excellent technology and scale, Google will only begin to develop momentum in large-enterprise business in 2016. Even with innovative new players like Aliyun and DigitalOcean emerging, the number of options for general infrastructure-as-a-service (IaaS) cloud services and cloud management software will be much smaller at the end of 2016 than the beginning. 
I recall seeing a tweet from Lydia Leong (a savvy cloud analyst at Gartner, Twitter handle @cloudpundit) in which she said she is fielding inquiries from cloud service providers trying to figure out how to sunset their offerings. 
Forrester goes on to say that users should “standardize on the cloud leaders.” In other words, we’ve reached the musical chairs stage of the CSP market, and you want to commit to providers sure to, so to speak, have a place to sit. This is, of course, a self-fulfilling prophecy – as users turn to the major providers, smaller providers end up with less revenue, thus forcing service shutdown, driving more business to the large providers … and so it goes. 
This is not unexpected. In its 2014 predictions (see my discussion here), IDC said that the public CSP market would end up with six to eight players of scale, with remaining providers fighting over scraps. 
Like all capital-intensive industries, this is turning into a battle of who has the biggest checkbook, and 2016 will see many current providers conclude their bank balance just isn’t big enough to stay in the market. 

3. Big data gets, well, big

Big data is a phrase on everyone’s lips, and it has made data scientist, according to the Harvard Business Review, the sexiest job of the 21st century. This intense interest reflects the growing understanding that analyzing large amounts of data can offer insights previously unavailable or, worse, ignored in favor of “gut feel” and intuition. 
What’s remarkable is how widely big data is being applied. There does not seem to be any area that big data, and its associated fields like machine learning and artificial intelligence, is not being applied. Big data is transforming drug discovery, healthcare, education, language translation, employment recruiting … in fact, it might be easier to list industries and tasks big data isn’t transforming than to list those it is. 
But according to IDC, big data is only getting started. Today, only 1 percent of all apps use cognitive services; by 2018 (in other words, in three years), 50 percent will. Essentially, analytics will be embedded in every application, used to facilitate functionality or convenience. 
One of the major challenges of big data is, naturally enough, how much storage it requires. This is an area the big cloud providers are jumping on. You’ve undoubtedly heard of IBM’s Watson, but Google, Microsoft, and AWS have all rolled out machine learning services as well as access to a range of very large datasets that can be used for analytics. One obvious implication of this trend is that it once again makes the large providers more attractive to the disadvantage of smaller CSPs that cannot make the investment to host machine learning services. 
IDC’s prediction may be too optimistic in terms of timing, but it’s clear that big data will be an important area for enterprise IT for the foreseeable future. 

4. Enterprises turn into software companies

So enterprises are turning away from traditional vendors and toward cloud providers. They’re increasingly leveraging open source. In short, they’re becoming software companies, or, as IDC puts it: 
By the End of 2017, Two-Thirds of the CEOs of Global 2000 Enterprises Will Have Digital Transformation at the Center of Their Corporate Strategy. 
By 2018, Enterprises Pursuing DX Strategies Will More than Double Software Development Capabilities; 2/3 of Their Coders Will Focus on Strategic DX Apps/Services. 
Corporate IT is about to see its role and expectations change as never before. For many, this will be disconcerting. As I often put it: “For years, IT has asked for ‘a seat at the table.’ It’s terrifying when you finally get a seat and then everyone turns to you and asks ‘what should we do?’.” 
But that’s the situation most IT organizations will find themselves over the next few years. While many companies outsourced their initial forays into mobile applications, there’s no way that you can build a digital enterprise on the back of external consultancies. 
Furthermore, even if you could, no company could afford to do so. Being a digital enterprise is so critical to the future of every company that relying on an external party, and living with the inevitable inefficiencies, false starts, and missed communications, would be too dangerous. 
Instead, IT will become the core driver of “how business does business.” The responsibility -- and expectations -- will be high. For those CIOs who rise to the challenge, it will be a heady time. Those unable to fulfill this role will face a gloomy future as they are discarded in favor of someone -- anyone -- seemingly better suited to the task at hand. 
Make no mistake, as companies move toward their digital future, IT will be leading the way. 

5. Developers are the scarce commodity 

Of course, CIOs can’t do it on their own. They require an organization staffed with people capable of implementing the applications that will make the company a digital enterprise. 
And everything about those applications will be different from traditional enterprise applications. They’ll use different languages. Different databases. Different frameworks. Different execution environments. In short, nearly everything will be new – and require a different set of skills from those appropriate to last-generation applications. IDC puts it this way: 
By 2017, over 50 percent of organizations' IT spending will be for 3rd platform technologies, solutions, and services, rising to over 60 percent by 2020. 
For a discussion of the third platform, see my blog post here. The bottom line is that the difference between “enterprise IT” and “technology vendor” will blur as both seek to implement technology solutions that form the basis of how their company operates. 
Therefore, one thing you can expect to see is a brutal war for developers (which I wrote about two years ago here) as enterprise IT shops and tech companies battle for a limited pool of next-generation talent. 
Frankly, I think this will require a significant mind shift on the part of both enterprise IT organizations as well as the larger entities of which they are part. IT has traditionally been viewed as a cost center with a focus on keeping a lid on budgets – and one place that enterprise IT has traditionally held the line on is salaries. In all too many enterprise IT organizations, developers are seen as odd-behaving interchangeable commodities. The emerging reality is that developers are critical resources, who will increasingly be able to write their own ticket. 
And don’t imagine that your IT organization is protected because it’s located outside Silicon Valley. The demand for talent by valley companies is so high that they are more and more frequently placing centers of talent wherever it happens to be located – and that could very well be wherever you’re located. 
In conclusion, both Forrester and IDC’s predictions are unusually direct statements of a very different world of IT, one in which software infuses every part of an enterprise and technical talent is critical. If I hadn’t read the reports, I would have been surprised to be told about their bluntness; reading them, you can see that it will be an incredibly tumultuous time for the industry. I wonder how their briefings are going these days?

Data yang meningkatkan performansi

What Is the Data that Drives Performance?
By Joe Hessmiller
Research indicates despite everything we’ve tried, project success rates have hardly budged in 30 years.
A McKinsey & Company study of 5,400 large scale IT projects (projects with initial budgets greater than $15M) found that the well-known challenges with IT Project Management are persisting. Among the key findings quoted from the report: “17 percent of large IT projects go so badly that they can threaten the very existence of the company. On average, large IT projects run 45 percent over budget and 7 percent over time, while delivering 56 percent less value than predicted”.
Additionally, IBM found only 40% of projects ever met schedule, budget and quality goals.
Looking at the numbers, we can see there is plenty of opportunity for improving challenged project success rates. In 2012, the CHAOS report found that only 39% of projects were deemed successful, and 18% were just plain failures. The remaining 43% were considered “challenged.” Even if we only focus on the projects that were considered challenged, it’s clear that there’s a huge opportunity to be better.
So, rather than dwell on numbers with poor performance, let’s focus on the positive: the ability to be more competitive.
Organizations that have mature project management offices (PMOs) have been able to become more significantly and consistently reliable. This is giving them the ability to out-compete their rivals by:
  • 28% for on-time project delivery;
  • 24% for on-budget delivery; and
  • 20% for meeting original goals and business intent of projects.
So, how can organizations develop more mature PMOs to be able to compete?
The answer lies in what we should be measuring in our organizations, and how we should it. It’s in the data that drives performance.
So, what should we be measuring?
In the end, there are only two things that REALLY matter:
  1. Am I making progress toward my objectives?
  2. Am I managing the conditions that will determine future success (risks)?
As the research in the beginning of my post indicates, managing project risk is still a challenge. It’s still a challenge because the conditions that should be tracked almost never are. These are critical conditions that determine what the volume, quality, and cost outcomes will be.
The conditions that should be monitored are:
  • Expectations Management – Are expectations clear?
  • Sponsor Involvement – Is my sponsor engaged?
  • Process Compliance – Are processes being followed?
Together, they address the ultimate metric:
  • Project Rework Probability
If an organization is lucky enough to already be aware of these conditions, a lot of them still rely on ‘feel’. Others have semi-formal management by walking around approaches. Some situate teams together for a combination of both. Others have systemized the process with surveys like Survey Monkey. A few have even developed software specifically for capturing and combining the relevant project management data and providing project stakeholder with dashboards. This equips everyone with the ability to make better decisions by acting upon the data that drives performance.
No matter what approach is taken, the organizations that have managers who monitor the conditions that matter will see significant competitive advantages.