Data Center is our focus

We help to build, access and manage your datacenter and server rooms

Structure Cabling

We help structure your cabling, Fiber Optic, UTP, STP and Electrical.

Get ready to the #Cloud

Start your Hyper Converged Infrastructure.

Monitor your infrastructures

Monitor your hardware, software, network (ITOM), maintain your ITSM service .

Our Great People

Great team to support happy customers.

Saturday, September 23, 2017

Ekonomi Baru Di Era Digital

Transkripsi Sambutan Presiden Joko Widodo pada Economic Talkshow: "Ekonomi Baru Di Era Digital" dan Peresmian Pembukaan Indonesia Business & Development Expo, Plennary Hall, Jakarta Convention Center (JCC), Jakarta, Rabu, 20 September 2017

Oleh: Humas ; Diposkan pada: 20 Sep 2017 ;
Bismillahirahmanirahim,
Assalamualaikum warahmatullahi wabarakatuh,
Selamat pagi, salam sejahtera bagi kita semuanya,
Om Swastiastu, namo Buddhaya, Salam Kebajikan.
 
Yang saya hormati para Menteri Kabinet Kerja. Yang saya hormati Ketua OJK. Yang saya hormati Ketua Umum Himbara. Yang saya hormati Direktur Utama, Direksi BUMN, para CEO, para pengusaha muda, start up, UMKM,seluruh asosiasi ekonomi, Kadin, Hipmi, Perbanas, para mahasiswa ekonomi yang pada pagi hari ini hadir, juga para Youtubers, Bloggers, Vlogers yang pada pagi hari ini hadir. Bapak, ibu hadirin sekalian yang saya hormati.
 

Ini selalu saya ulang dimana-mana mengenai perubahan dunia, perubahan global yang begitu sangat cepatnya. Kenapa saya ulang-ulang? Supaya kita semuanya sadar bahwa perubahan itu dari detik ke detik, dari menit ke menit selalu ada. Ini yang selalu dimana-mana mungkin Bapak, Ibu, semuanya sudah mendengar 10 kali atau 15 kali saya berbicara mengenai ini. Tapi enggak apa-apa, saya ulang terus supaya kita, sekali lagi, sadar bahwa perubahan itu betul-betul sudah melanda dunia. 
 
Coba kita lihat Elon Musk. Ini saya ulang-ulang terus. Yang mengeluarkan Tesla, mobil fantastik masa depan. Beliau juga mengeluarkan Hyperloop yang memindahkan, alat yang memindahkan orang, barang dari satu tempat ke tempat lain dengan begitu sangat cepatnya. Dia juga menggagaskan Space X, bagaimana mengelola ruang angkasa untuk kepentingan manusia. 
 
Hal yang berkaitan dengan pembayaran, Elon Musk juga mengeluarkan Paypall, tapi disalip oleh Jack Ma dengan Alipay. Di lapangan kalah, menang Alipay. Inilah ke depan yang kita hadapi. Ada perubahan-perubahan gaya hidup, konsumsi, konsumen di ekonomi digital ini.
 
Yang pertama kita semuanya saya kira sudah amat pahami e-commerce. Ada pergeseran perniagaan. Ada pergeseran perdagangan dari dunia offline menuju dunia online. Kita sudah hadapi itu, sudah ada. 
 
Daripada orang jauh-jauh ke toko atau ke mall kena macet di jalan, ngantri di kasir. Cuman keluarkan ini, keluarkan  hape, keluarkan smartphone, buka aplikasi, tik tik tik tik tik. Tiknya bisa dua kali, bisa tiga kali, bisa lima kali, tik tik tik tik tik, pesan dalam aplikasi, bayar dalam aplikasi, masukin alamat dalam aplikasi, tinggal tunggu barangnya diantar sampai ke rumah.
 
Saya sering cerita sekarang saya pesan gado-gado enggak usah datang ke warung gado-gado. Saya minta Go-Food, 30 menit datang. Beli sate enggak usah datang ke warung sate. Minta Gofood, 30 menit paling lama satu jam, satenya datang. Pengin nasi Padang juga sama, saya kalau di istana itu sudah, pengin nasi Padang ya klik klik klik klik, 30 menit, nasi Padangnya nongol.
 
Itulah pergeseran perniagaan, pergeseran perdagangan dari offline ke dunia online. 
 
Yang kedua media sosial. Mengakibatkan pergeseran dari konsumen barang lebih ke konsumsi pengalaman, konsumsi experience, dan ini sudah kita alami bersama-sama.
 
Yang populer sekarang adalah orang posting di Facebook, posting ke Instagram, posting ke twitter. 
Saya kadang-kadang juga pengin, pasang foto yang aneh-aneh gitu. Tapi nanti ada yang bilang, Presiden narsis. Jadi saya batasi. Kadang-kadang staf kanan-kiri saya, jangan pak, jangan yang itu, jangan yang itu, jangan yang, aduh. Memang Presiden ada batasan-batasan, itu yang saya enggak senang.
 
Jadi kalau orang lain, ada foto-foto acara yang asyik bisa keluarin, saya enggak bisa. Foto-foto tempat jalan-jalan yang indah keluarin, ya masih bisalah ke Raja Ampat keluarin, masih bisa. Ke Labuan Bajo masih bisa. Tapi yang tadi yang foto acara-acara yang aneh-aneh itu enggak bisa dikeluarkan.
 
Lalu video-video singkat yang lucu masih bisa dikeluarkan. Kalo yang lucu-lucu saya masih beranilah mengeluarkan. Tapi, misalnya kayak foto saat saya mengundang artis dan penyanyi ke istana. Saat itu, saya enggak ngambil. Ada orang lain ngambil. Saya pas ngomong di sini, di sini ada Raisa, dia memandang saya.
Jangan dibalik ya ini jangan dibalik.
Itu pun menjadi hits, menjadi trending di dunia maya. Mungkin lebih tranding lagi kalau saya memandang dia. Itu jadi merepotkan itu.
 
Rasanya sekarang orang atau kita tidak lagi terlalu mengejar barang-barang bermerek. Tidak lagi terlalu ke barang-barang branded. Anak muda udah ngomong, wah kuno kayak gitu itu. Beli barang branded, beli barang yang  bermerek, sudah kuno. Tapi sekarang yang diincar orang adalah kenang-kenangan, memori, pengalaman-pengalaman itu yang dikeluarkan. Kemudian dipasang untuk selama-lamanya di Facebook, dipasang di Instagram, dikeluarkan di youtube.
 
Yang ketiga, sharing ekonomi. Sebuah revolusi pada sisi suplai atau sisi ketersediaan. Ini juga harus kita lihat, apakah ada pergeseran, apakah ada perubahan, iya. Sekali lagi, sharing ekonomi sebuah revolusi pada sisi suplai. Gojek, Grab, Uber, AirBnB, WeWork.
 
Dulu, dulu, orang harus beli mobil. Sekarang tinggal pesan di smartphone, datanglah mobil on demand, pakai Go Car silakan, pakai Grab Car silahkan, pakai Uber silakan.
 
Dulu orang harus beli rumah, ini negara lain sudah mulai banyak, orang harus beli rumah. Sekarang tinggal lihat-lihat, lihat-lihat di aplikasi. Bisa sewa kamar atau bahkan sewa rumah tapi hanya untuk satu hari, untuk dua hari, atau untuk satu minggu, atau untuk satu bulan. Pakai AirBnB, pakai Expedia.
 
 
Dulu orang harus punya kantor.  Karena orang yang dulu-dulu yang masih jadul-jadul senangnya fix aset. Tapi anak-anak sekarang  senangnya light aset. Enggak usah bikin kantor. Kalau orang dulu senangnya bikin kantor yang  gede, iya kan? Sekarang pakai aplikasi bisa sewa; satu meja, kantor kita itu, kalau kurang pesan dua meja, kurang lagi pesan tiga meja di sebuah co working space seperti WeWork. Di jakarta sudah banyak saya lihat, di Bandung sudah banyak dan di kota-kota besar yang lain sudah banyak, sudah mulai yang seperti itu.
 
 
Hati-hati, ini kita harus hati-hati akan ada perubahan bukan hanya pola konsumsi, tapi juga pola kerja. Ini akan berubah semuanya. Dan pada pola produksi akan ada perubahan. Dampak dari semua ini tentunya bukan hanya sisi konsumsi, tapi juga sisi produksi. Hati-hati. Pengusaha hati-hati, yang ingin memulai berusaha juga hati-hati. Ini ada peluang tetapi juga ada ancaman.
 
Banyak sekali orang yang bekerja dalam ekonomi digital. Kerjanya  sangat fleksibel, sangat dinamis. Orang-orang yang menjadi supir Gojek, supir Grab, supir Uber. Orang-orang yang menyewakan satu kamar di rumahnya ke turis melalui AirBnB atau Expedia, orang-orang seperti ini mereka seringkali kerjaan utamanya bukan jadi supir atau punya hotel, ndak. Jadi supir atau menyewakan kamar menjadi sampingan yang mengisi waktu. Atau menguangkan sarana yang nganggur, misalnya, kamar yang biasanya kosong sekarang bisa disewakan ke orang untuk satu hari atau dua hari. Semuanya nanti akan efisien, efisien, efisien, efisien seperti itu. Enggak ada kamar-kamar kosong atau rumah kosong. Udah sewain aja. Kamar kosong sewain aja, rumah kosong sewain aja. 
 
Ini tentunya akan berdampak pada struktur pengeluaran. Ini nantinya akan berdampak pada struktur pengeluaran atau spending, atau belanja. Perubahan-perubahan seperti ini yang kalau kita enggak cermat enggak teliti mengamati bisa  kecele kita, bisa terkaget-kaget kita. 
 
Dulu orang harus keluar duit Rp50 ribu-Rp75 ribu untuk beli DVD. Iyakan? Sekarang ratusan ribu video gratis di Youtube, di Facebook, di Instagram bisa kita lihat, bisa kita pakai. Dulu orang harus keluar duit untuk beli buku, beli koran, beli majalah. Sekarang, segala macam berita dan tulisan gratis ada di internet. Coba, bayangkan pergeseran itu, perubahan-perubahan itu. Ini yang harus ktia sadari, harus kita  pahami semuanya bahwa ada pergeseran ada transisi, sekali lagi, dari offline ke online. 
 
Ya, tetapi  orang juga masih beli buku, masih beli koran, masih beli majalah. Tapi itu pun mungkin semakin ke buku online, ke koran online, ke  majalah online.
 
 
Ini tentunya akan berdampak yang sangat dahsyat pada sisi produksi. Ini hati-hati. Produsen-produsen harus hati-hati mencermati, teliti melihat pola pergeseran ini menuju ke mana. Sekali lagi, akan punya dampak yang dahsyat pada sisi produksi. Sekarang sudah hampir tidak ada yang namanya toko DVD, semua video beralih ke steraming lewat internet. Toko buku pun juga semakin dikit. Toko kamera juga semakin sedikit karena kita ngambil foto pakai ini (HP) cukup. Pergeseran, sekali lagi, pergeseran-pergeseran seperti ini, orang-orang produksi harus tahu. 
 
 
Tapi muncul pertumbuhan yang tinggi di segmen-segmen yang lain pada sisi produksi, lah ini peluang. Anak-anak muda, terutama ini ada peluang, muncul pertumbuhan yang tinggi di segmen-segmen lain pada sisi produksi. Cafe dan restoran semakin semarak, tempat para anak-anak muda millenial nongkrong, tempat orang foto bersama rame-rame, tempat fitness juga semakin semarak karena sekarang anak muda kita, orang-orang juga senang mempunyai badan yang keren, gitu enggak kurus kayak saya.
 
Travel dan pariwisata mengalami pertumbuhan yang dahsyat dan akan semakin cepat. Sektor pariwisata tumbuh 10-15%  per tahun di saat ekonomi kita tumbuh 5% per tahun. Orang mencari pengalaman yang seru, orang mencari tempat-tempat wisata yang khas dan asik biar bisa pasang foto-foto dan video-video dari tempat yang kita datangi.
 
 
Terus strategi pemerintah seperti apa? Pertama, ini karena semua menteri hadir di sini, keleluasaan untuk eksperimentasi harus diberikan kepada seluruh masyarakat. Sekali lagi, keleluasaan untu masyarakat bereksperimentasi karena inovasi itu memerlukan eksperimen. Hal-hal yang baru ini harus dicoba dan ini memerlukan cost, memerlukan biaya.
 
Berarti apa? Berarti startup jangan dicekik dengan regulasi-regulasi yang berlebihan. Jangan malah terlalu diatur-atur, inovasinya malah enggak muncul. Ini kita ini, negara kita ini terlalu banyak aturan, terlalu banyak regulasi, menyebabkan kita terjerat aturan sendiri. Itu yang sekarang kita potong-potong terus, tapi jumlahnya masih banyak sekali. Masih 42 ribu peraturan, bayangkan. Saya saja melihatnya pusing saya suda. Dikit-dikit diatur, dikit-dikit diatur. Saya mau melakukan apa, Pak ini tidak boleh Pak ini ada peraturan. Pak itu melanggar peraturan ini. Isinya hanya peraturan-peraturan-peraturan-peraturan-peraturan. Inilah yang menghambat inovasi-inovasi.
Ini menjadi  tugas saya untuk terus menggempur peraturan-peraturan itu agar semakin sedikit sehingga kita lincah, sehingga kita fleksibel dalam melakukan inovasi. Peraturan peraturan peraturan peraturan, saya saja pusing, apalagi masyarakat. 
 
Sekali lagi, berarti apa? Berikan ruang yang sebesar-besarnya untuk statup ini berkembang. Ini juga salah satu alasan kenapa pentingnya deregulasi. Mengurangi tumpang tindihnya aturan dan persyaratan yang menghambat cara-cara baru, menghambat munculnya pola-pola baru, menghambat munculnya inovasi-inovasi baru.
 
Dulu izin itu sedikit, kemudian ada syarat syarat syarat syarat. Nah syarat-syarat-syarat ini dinaikkan lagi menjadi izin, menjadi peraturan sehingga izin itu semakin banyak. Ini yang menjadi tugas kita, tugas saya untuk terus memotong-motong agar izin-izin itu semakin sedikit sehingga dunia usaha semakin lincah, semakin fleksibel untuk mengeluarkan inovasi-inovasi baru.
  
Kedua, tadi sudah disampaikan oleh Menkominfo, bahwa yang namanya infrastruktur ICT ini harus dikejar karena ini jadi kunci, menjadi salah satu kunci. Kenapa Palapa Ring selalu saya tanyakan hampir setiap hari ke Menteri, kapan jadinya, kapan selesainya untuk Indonesia Tengah, untuk Indonesia  Timur kapan selesainya, selalu saya tanyakan karena ini menjadi kunci.
 
Kemudian juga yang ketiga, kita akan fokus pada cyber security. Dalam beberapa bulan terakhir semakin banyak serangan cyber yang amat dahsyat. Ini juga harus  strategi perencanaan, persiapannya juga harus kita lakukan. Serangan virus atau lebih persisnya ransomeware, wannacry, serangan hakers yang dahsyat pada Instagram, di mana data pribadi jutaan pelanggan Instagram dicuri dan dilelang di internet gelap. Ini juga harus menjadi perencanaan dan pemikiran kita.  Serangan heacker pada biro informasi kredit equifax, hal seperti ini juga harus kita perhatikan.
 
Dan beberapa bulan lalu pemerintah sudah membentuk badan cyber dan sandi negara dan sekarang dalam proses membangun kelembagaannya. Ini jug apenting sekali. Namun, say ajug amau titip kepada Ibu dan Bapak semuanya, utamanya CEO para start up digital, tolong siapkan betul sarana cyber security anda semuanya. Jangan sampai kejadian aplikasi digital yang sudah berhasil mengumpulkan jutaan pelanggan, dibobol dan data pelanggannya dibocorkan atau dijual ke orang-orang yang tidak bertanggung jawab, orang-orang jahat.
 
Saya kira itu yang bisa saya sampaikan pada kesempatan yang baik ini. Dan dengan mengucap bismillahirahmanirahim saya nyatakan resmi dibuka Indo Business dan Development Expo tahun 2017.
 
Terima kasih.
Wassalamualaikum warahmatullahi wabarakatuh,


Fanky Christian
mobile: 08121057533
fankychristian.blogspot.com

The Past and Future of IT Service Management

I’ve been involved in IT service management (ITSM) since the 1970’s, and I’ve seen many changes since then. Here’s my summary of where ITSM has come from, and where I think it’s going next.

A purely technical focus in the 1970s

My first job in IT was in the late 1970s. I worked in a support role, fixing broken hardware, and before too long I moved on to jobs which involved resolving incidents and problems on a wide range of hardware and software products. Like others who did similar work in IT, I went on lots of training courses, where I learned about different hardware and software products, and how to fix them, but there was no training in processes, services, or customer experience. If someone asked what I did for a living I would reply “I fix computers”, or maybe “I solve computer problems”. At the time I’d never even heard of ITSM, and I certainly didn’t think of what I was doing as incident management or problem management.

ITIL in the 1990s

In the mid-1990s I came across ITIL (the leading best practice framework for ITSM), and it was a revelation. It was like discovering a family that I never knew I had. Concepts like availability management, service continuity management, change management, and problem management described activities that I had discovered for myself. I now had a framework of ideas that I could use to bring more consistency and rigour to how I worked, AND I had a common language that made it easier to communicate with my peers and customers. I attended ITIL Foundation and ITIL Service Manager training courses, and eventually became an ITIL instructor, passing on these great ideas to other people to help them succeed in their careers.
At that time ITIL was very largely focussed on processes, and provided the framework for creating them. In companies that used ITIL, IT support teams stopped lurching from incident to incident, from crisis to crisis, often responding to people who shouted the loudest rather than those who needed help the most. Instead they put their energies into agreeing service levels with their customers. Then they ensured that those service levels were met, using the ITIL framework to help them create repeatable processes that ensured the agreed services were delivered consistently.

ITIL 2007 edition

In 2007 a new version of ITIL was released. The biggest change was that ITIL was now structured around a lifecycle. What this meant was that there was now a much a better understanding of what services were for, and a clearer focus on what mattered to customers. Much more emphasis was given to strategy and design, and there was a whole book about continual service improvement.
I now realised that meeting an SLA might not be the most important thing for IT organizations to do. It was far too common for us to deliver SLAs whilst leaving our customers disappointed, frustrated, or furious. What we needed was, in fact, a service focus. We had to understand our customers and users and to ensure that our services actually delivered value to them.
So I changed how I worked.
I still tried to ensure that I met agreed targets, but, when circumstances called for it, I understood that I might need to ignore the targets and focus on what the customer really wanted instead. The important things were customer satisfaction and customer experience. But, of course, doing this when appropriate, and only when appropriate, requires an IT organisation that has mature processes in the first place, as well as experienced staff who are confident working without a heavy reliance on routine, repeatable processes.
Many people found the transition from a process focus to a service focus very difficult; we still have people working in ITSM who insist on meeting SLAs even when it hurts their customers. I’ve had many conversations with these people, face-to-face and on social media, trying to persuade them to move on from their very old-fashioned process-focussed approach. Sometimes I succeed, but often they continue working the same way, causing issues for their customers wherever they work.

What’s next?

Meanwhile ITSM is moving on again. The world of software development has adopted ideas such as Agile and DevOps and many people in ITSM are recognising that we also need to move on if we want to deliver the best value to our customers. Here are some of the things that I think will influence the future of ITSM. I don’t have the space here to develop all of these ideas fully, but hopefully there will be enough here to stimulate your interest and get you to do some more research.

Agile

The manifesto for agile software development was published in 2001. This emphasised the importance of:
  • Individuals and interactions over processes and tools
  • Working software over comprehensive documentation
  • Customer collaboration over contract negotiation
  • Responding to change over following a plan
The result is a much more flexible and rapid approach that has delivered enormous improvements in the quality of new software, as well as facilitating the ability to respond rapidly to changing business needs.
The same agile ideas are now being applied to ITSM. They are changing ideas about the best way to approach implementing and improving ITSM (no more multi-year ITSM projects); and about the best way of supporting customers (individuals and interactions over processes and tools).

Lean

Lean is a management approach which emphasises the importance of creating maximum customer value with minimum waste. You can find articles on the internet about Lean manufacturing, Lean product development, and Lean software development if you want to read more.
In the context of ITSM the most important aspects of Lean are:
  • Identify the end-to-end value chain(s) that you are part of
  • Ensure that everything you do creates value for customers
  • Eliminate waste in every activity, reducing process steps to the bare minimum needed to create value

Automation

Automation has always been part of managing IT. Even when I started, back in the 1970s, we would automate tasks wherever we could. What has changed is the availability of tools that support and enable automation. We can now automate almost anything, if we decide to.
There are some things that shouldn’t be automated, because they require human judgement as part of the decision making process, but we should automate everything that we possibly can, so long as:
  • We really understand the activity
  • The activity is simple enough that we can document it clearly
  • It is something done sufficiently often that we can refine and improve the automation
  • The automation doesn’t replace human judgement with inflexible rules (“computer says no”)

DevOps

DevOps uses ideas from Agile, Lean, and automation to improve the flow of software from development to customers. DevOps emphasis the three ways:
  • Flow – Understand how you fit in an end-to-end value chain, eliminate bottlenecks, limit work in progress
  • Feedback – Provide fast feedback loops to help identify and eliminate poor quality as soon as possible with minimum wasted effort
  • Experiment and Learning – Create hypotheses, make predictions, test them, learn, and improve
The combination of these three ways with intense collaboration across teams and very high levels of automation can result in extremely fast deployment of new and changed software with very high levels of flexibility and customer satisfaction.
DevOps typically automates many of the tasks that once fell to the people who implemented software changes, but it does include operational aspects as well as software development. ITSM needs to embrace this. We need to contribute to the evolution of new ideas and help to ensure that a massively increased automation of routine operational tasks retains human judgement across the whole of the end-to-end process.

Enterprise Service Management

Many of the ideas, tools, and processes that have developed to support ITSM are just as useful when used to support services that have nothing to do with IT. Enterprise service management (ESM) is the use of these approaches across an organization, including facilities management, HR, procurement, legal, and any other department that delivers services. We all need to manage incidents and problems, fulfil service requests, and engage with customers. By using common tools, processes, and approaches we can deliver better services across an entire organization.
Effective ESM is not just deploying ITSM tools for use by other departments, but involves collaboration and learning across the organization. Often the IT department has as much to learn as it has to share.

ITIL Practitioner

The latest addition to ITIL is the ITIL Practitioner Guidance, published in January 2016. This publication supports many of the ideas described in this blog.
ITIL practitioner describes nine guiding principles
  • Focus on value
  • Design for experience
  • Start where you are
  • Work holistically
  • Progress iteratively
  • Observe directly
  • Be transparent
  • Collaborate
  • Keep it simple
It also discusses three core competencies
  • Metrics and measurement
  • Communication
  • Organizational change management
All of these are described in the context of continual improvement of IT services.
If you want to learn more about ITIL practitioner then I recommend reading the ITIL Practitioner Guidance and taking a training course. You might also be interested in this review of ITIL Practitioner by my good friend Stephen Mann.

In conclusion

ITSM has helped IT organizations change from being providers of technology to being providers of value-creating services. We can’t stop there though, if we offer a 1990s solution to the problems of the 21st century then we’ll rapidly become irrelevant.
Everyone who delivers or supports IT services needs to keep abreast of new approaches, and adopt new ideas that will increase the value they provide to their customers. Some of the concepts you should think about adopting are described in this blog, but there are many more that are also relevant. I’m a fan of KanbanCobit 5, and Resilia – which other practices do you think we should all consider?
You can find out more by keeping abreast of ongoing discussions on social media
And by attending events run by itSMFHDIISACA, and others.

Image Credit

8 Things that Stand Out in the New ITIL Practitioner Guidance Book

It’s not often that I admit to being excited by a new ITIL publication (ITIL Practitioner) – the popular IT service management (ITSM) best practice framework, formerly known as the IT Infrastructure Library. Having passed the ITIL v2 incarnations of the ITIL Foundation and Manager’s courses over 10 years ago, I have since read up on the ITIL v3 changes in 2007 (although a little bit later than that if I am honest) and poked around in ITIL 2011 on its release. But that was all, and I don’t remember being excited. Now, in 2016, we’re seeing another key ITIL publication. Not ITIL 2016, but a new book and qualification called ITIL Practitioner, which sits above ITIL Foundation and below the plethora of more “serious” ITIL qualifications, such as ITIL Expert. It’s what AXELOS, the custodian of ITIL, describes as: “…the next step after ITIL Foundation for professionals who have already learned the basics of ITSM and the business value of well-designed and delivered services. Where ITIL Foundation focuses on the ‘what’ and the ‘why’, ITIL Practitioner shows ‘how’ to start adopting and adapting the ITIL framework within day-to-day situations and responsibilities, giving individuals more confidence in their ability to structure and contribute to ITSM initiatives.” Or in my parlance, ITIL Practitioner is: “what ITIL has always needed, to help facilitate real-world success.”

Setting Your Expectations (Re the Blog and the Book)

This blog isn’t meant to be a review of the new publication, although you might feel it sails close, and instead talks to what stands out for me in the ITIL Practitioner Guidance book and hopefully the associated new ITIL qualification, i.e. how it will help the reader. I throw in a number of my own tips too. In terms of the ITIL Practitioner book, it’s probably not what you might have expected, i.e. it’s not filled with information on how to directly improve incident management, problem management, or any other ITIL ITSM best practice process. Instead it covers much of the operational, management, and organizational “glue” required not only to adopt ITIL, and/or to improve ITSM maturity, but also to be a well-functioning IT service provider. I hope that this gets reflected here.

Standout #1: Let’s Start with the ITIL Practitioner Authors

I know it’s not ITSM “content” nor clarification, but it’s a big part of why the ITIL Practitioner Guidance publication is worth the paper it’s printed on (or the cost of the Kindle version). I can’t speak for Kevin Behr and Lou Hunnebeck, who I don’t know personally, but the quartet of Karen FerrisBarclay RaeStuart Rance, and Paul Wilkinson would not get involved with (nor attach their names to) any publication, ITIL or otherwise, that doesn’t take the ITSM industry forward. So straight off the bat, the ITIL Practitioner Guidance authors instill me with a certain level of confidence. It’s a little like going to an ITSM industry conference and choosing sessions to attend based on the “known” speakers first – you just know that they will be solid bets for quality content without even reading their sessions’ synopses.
Tip #1: In today’s world of “information overload” and having too little time and attention capacity, it’s wise to factor in “author reputation” when investing your valuable time in reading available content. You definitely get reputation in spades with the ITIL Practitioner Guidance book.
So what did the authors add to the ITIL and ITSM ecosystem by contributing to the ITIL Practitioner Guidance publication?

Standout #2: The Acknowledgement of Enterprise Service Management

Well sort of. There’s a very small section, OK a paragraph, called “Service Management Versus IT Service Management.” It doesn’t actually mention enterprise service management explicitly, nor does the book’s index, but rather that “The core principles of service and services, value, outcomes, costs and risks are relevant to all kinds of service providers, not just those delivering IT services.”However, when I’d previously scanned through the book’s contents page I thought, and I guess hoped, that this section was something different. That it was instead a shout-out to the original service management thinking of the early 1980s, from before the term “IT service management” was coined and ITIL had yet to be born from the need to rectify the UK Government’s growing list of IT failures. For instance, the book could have referred to the content of the 1984 book “Service Management: Strategy and Leadership in the Service Business” by Richard Normann, which is often cited as one of the foundations of service-based thinking and service management excellence. You might think that this reference to the early 1980s, or lack of, is an odd thing for me to call out here, but I’m convinced that there’s still too many IT or ITSM professionals out there who think that ITSM was born solely out of progressive IT thinking (and process standardization) rather than something that applies to service provision per se. For me, it’s another missed opportunity to emphasize the “SM” over the “IT” of ITSM.
Tip #2: While maybe not explicit in the new book, step back from day-to-day operations to consider where your organization sits on a spectrum of “IT provider” through “IT service provider” to “service provider.” You might be a lot closer to “IT provider” than you want to be and maybe also lacking the vision to see beyond ITSM to the true spirit and needs of service management.

Standout #3: ITIL Practitioner’s Nine “Guiding Principles”

“Guiding what?” I hear you cry. Yes, it’s definitely a new concept for an ITIL publication and I’d bet it’s down to the book’s authors not wanting to just write “another 200 pages of consultant-waffle” (where more words are somehow seen as better, well at least for the author’s wallet). Without even thinking about it, or maybe even realizing it, the principles elevate the reader from a focus on ITSM processes to a focus on better outcomes – whether they be for the business, customer, end user, or the IT organization itself – hopefully moving ITSM forward from “the things you should do,” such as incident management, to “the things you should achieve.” And the guiding principles show their intentions very quickly, with the first being “focus on value.” On the face of it, when viewed as a list of phrases, they might seem a little glib or clich├ęd; but when you read what they mean, and actually stand for, they provide a lot of insight into what can go wrong when an organization adopts ITIL and, more importantly, how to prevent this. I’ve included a list of the guiding principles below, but I strongly recommend that you find a way to read the paragraph-length overview descriptions of each to really understand what they mean and the actions and behaviors they seek to encourage:
  1. Focus on value
  2. Design for experience
  3. Start where you are
  4. Work holistically
  5. Progress iteratively
  6. Observe directly
  7. Be transparent
  8. Collaborate
  9. Keep it simple
Or even better, get your hands on a copy of the book and read the page of content devoted to each of them as well as the authors’ tips such as:
ITIL Practitioner’s Nine “Guiding Principles”
Source: ITIL Practitioner Guidance, AXELOS
Tip #3: Look out for AXELOS releasing its free PDF overview of the ITIL Practitioner principles more widely. Politely ping Kaimar Karu, Head of ITSM at AXELOS, for a copy if you are feeling too impatient to wait. I think reading it will encourage you to invest in the book itself.

Standout #4: That CSI is Front and Center

Continual service improvement (CSI) is the last, and I bet least read, of the five core ITIL publications in ITIL 2007 and then 2011. It’s an odd one for me – one perspective to take is that “It’s so important that it deserves a book of its own.” Another, probably more realist, perspective is “Heck, there’s 1959 pages in the five ITIL Lifecycle Suite books, I don’t have time to read everything.” And thus the focus on the service desk and incident management, which starts the ITIL Foundation training, then continues with CSI as “something to aspire to” more than to do. Thankfully, ITSM thinking has moved on, even since 2011, when ITSM professionals used to be advised (by ITSM consultants and IT industry analysts) to start their ITSM and ITIL adoption in one of three process-focused ways – incident and problem management, incident and change management, or change and configuration management. Those in the know (such as ITIL Practitioner authors Barclay and Stuart) will now advise starting with CSI, not to mention elements of service strategy and service design as well. There’s just over 20 pages of CSI content, not counting the later toolkit elements, which are very easy to consume and put into practice. It’s so much easier to consume (and to understand) than the weighty ITIL Lifecycle Suite CSI book, with advice linked to handy “how to’s” such as:
CSI is Front and Center
Source: ITIL Practitioner Guidance, AXELOS
If you aren’t investing in the ITIL Practitioner book in the near future, then you could alternatively check out a few of Stuart’s blogs for now:
Tip #4: In today’s customer-obsessed economy, CSI will happen in your company. The question is whether you will start it ASAP, whether you will be forced to start it later, or whether this will all become a third-party service provider’s problem. It’s a somewhat flippant point of view but look at the title of Stuart Rance’s CSI blog – Continual Service Improvement (CSI) – The Most Important Service Management Process.

Standout #5: There’s a Deep Dive into Metrics

Hands up if you have ever done the following:
  • Picked up the relevant ITIL Lifecycle Suite book, e.g. Service Operation for incident management information
  • Looked for the relevant ITSM process
  • Copied example metrics verbatim
  • Started to use them in anger
  • Never looked back
Feel free to put your hand down now. The ITIL Practitioner book will hopefully open a few eyes, elevating ITSM metrics from “They are something we have always done but we can’t remember why” or “Yes, we’re very proud to say that we use all the ITIL best practice metrics” to an activity that makes a difference, or, more specifically, an activity with a focused purpose (or set of purposes). You know it’s good stuff when ITIL Practitioner starts by laying the foundation with “What is measurement for?” Pop quiz – how would you answer that question? And don’t cheat by reading ahead …
  • To validate. To validate previous decisions.
  • To direct. To set the direction for activities in order to meet set targets; this is the most prevalent reason for monitoring and measuring.
  • To justify. To justify, with factual evidence or proof, that a course of action is required.
  • To intervene. To identify a point of intervention including subsequent changes and corrective actions.
Source: ITIL Practitioner Guidance, AXELOS It’s a great way of questioning your existing metrics in terms of their purpose and worth. I’m sure that if you do, you’ll find some metrics that offer very little value and aren’t worth the effort of collecting and presenting them to stakeholders. Again, if you aren’t getting the book in the near future, then you could check out a few of Stuart’s related blogs:
Tip #5: Stop wasting time collecting so much data, and then doing so little with it; instead start doing something positive with a far more focused data set.

Standout #6: That the “Continual Improvement of Metrics and Measurements” Is Included

If I wasn’t already excited enough about the CSI and metrics content, it’s great to see the acknowledgement, and advice, that metrics need to change (or even to evolve) over time – even if it is a very short section. I could explain why metrics need to change, but why would I when the following has been crafted by six great ITSM minds, and peer-reviewed by many others, from around the globe.“Like everything else in ITSM, metrics and measurement should be subject to continual improvement. Changes may be needed to what is measured, what thresholds and KPIs are set, or how you report, based on many things, including: 
  • New or changed business processes
  • Changes to regulatory or governance requirements
  • New or changed IT services
  • New or changed infrastructure or applications
  • Increased maturity or effectiveness of existing processes
  • Changes to organizational structure or reporting lines
  • Results of previous improvement activities.”
Source: ITIL Practitioner Guidance, AXELOS Not doing so is one of my top 13 ITSM metrics mistakes. I wrote this blog four years ago but it’s just as relevant today as it was then.
Tip #6: Read my old Forrester metrics blog. I’m confident that it will make you look at your existing ITSM metrics in a different light (and to do something positive about them).

Standout #7: The Organizational Change Management Chapter

The first “key message” text of the organizational change management (OCM) chapter sums this up nicely: “Whether the improvement is being driven via change management, project management, programme management or any other approach, OCM is not to be seen as an additional framework. It is an integral part of each of those approaches and it underpins every improvement initiative.” With the chapter sections covering:
  • Essentials for successful improvement
  • Clear roles and responsibilities
  • OCM and ITIL change management
  • Impact of organizational change management
  • Understanding people’s transition through change
  • Key activities for effective organizational change management
  • Continual improvement of organizational change management
The 20-plus pages of OCM advice, with tips and links to the later toolkit chapter, should be essential reading for any professional (so not just ITSM professionals) involved in changes that will impact people either directly or indirectly. It all makes so much sense, for instance the simple list of key activities for effective OCM (it’s Table 6.3 in the book, with a deeper dive into each activity following it):
The Organizational Change Management Chapter
Source: ITIL Practitioner Guidance, AXELOS
Tip #7: If you seriously want to improve – whether that be people, processes, technology, or IT service delivery and support per se – then you have to take OCM seriously. I’d be willing to bet that your last project or organizational change that failed to meet its success criteria was in part hindered by a failure to understand the dynamics of people and their behaviors in change scenarios.

Standout #8: Practical Advice and a Practical Toolkit

The book is filled with practical advice. This includes, for instance, an early section that defines the words that make up ITIL’s definition of a “service.” While not a toolkit item as such, it does however dig deeper into what “A service is a means of delivering value to customers by facilitating outcomes that customers want to achieve without the ownership of specific costs and risks” actually means. You’ll see the underlined words explained through detailed definitions and examples. However, the ITIL Practitioner Guidance publication goes even further with its practical help; with the final toolkit chapter dedicated to a collection of worksheets, assessments, templates, and summaries to help ITSM professionals across four of the areas covered in the book:
  • CSI approach
  • Metrics and measurement
  • Communication
  • Organizational change management
The following is an example template, recreated from the Metrics and Measurement toolkit section.
Practical Advice and a Practical Toolkit
Source: ITIL Practitioner Guidance, AXELOS
There’s lots of good stuff here, I imagine taken from the real-life toolkits used by the six authors. However, if I can be a little bit picky for a moment, it would be nice to be able to download the offered templates. As even copying the text from the Kindle edition still leaves the reader with template design work to do. (A quick, post-blog-writing, Twitter conversation has uncovered that these are in the AXELOS pipeline – so look out for them at a later date).
Tip #8: Don’t just sit there in an endless loop of reading blogs and pondering a better future, instead create a finite list of the things that you and your team could be doing to improve IT services, operational performance, and business success. In my opinion, the ITIL Practitioner Guidance publication is a good place to start – for both inspiration and support.
So there you have my eight stand outs from the ITIL Practitioner Guidance publication. It might seem a little like a review, or even promotional fluff, but this wasn’t my intention. Instead I wanted to point out how the book will help ITSM professionals with their adoption of ITIL/ITSM best practices, including many of the sometimes fuzzier things that are encountered around it. This blog was originally written for Joe the IT Guy. You can check out the original version here.Image Credit

Batasi penggunaan USB di perusahaan anda

“Our technological powers increase, but the side effects and potential hazards also escalate.”
                                           -Alvin Toffler, American writer and futurist
Technology has seen some drastic developments in the last few decades. From CRT to LED monitors, Microsoft Paint to Google Tilt Brush, and floppy disks to flash drives, everything has changed with respect to size, quality, and performance. Although these technological developments offer improvements, they also bring new threats along with them.
The universal serial bus (USB) was invented to replace the various connectors at the back of PCs, address the usability issues of existing interfaces, and streamline device software configurations. USB also enabled higher transfer rates for external devices. From the first USB released in 1994, to USB 3.1 released in 2013, this technology has seen massive change in regard to performance and storage. However, as USB devices—particularly flash drives—have evolved, so have the threats and risks they carry with them.
 1. Disgruntled employees can easily steal data using USB drives.
When a USB or any other portable device is used in an unsupervised way on your network, it can lead to data theft or the introduction of viruses. As a cheap, easy way to transfer files or back up data, organisations often overlook the threats posed by USB drives. A single flash drive can collapse an entire network if managed improperly.
Improve USB security
Improve USB Security by avoiding data theft
Unlike email or other online services that enterprises audit, USB devices are essentially a blind spot for businesses. Disgruntled employees can exploit this blind spot by transferring confidential information to a USB drive when they leave, including client databases, emails, calendar appointments, and contact lists. They can then distribute this information as they please, and even give it to competitors. 
Organisations can employ a USB security management system to set restrictions on USB devices in their network. USB security systems help organisations avoid unnecessary data theft, while also protecting against malware introduced by employees’ devices.
 2. USB drives aren’t always used for work purposes.
Data theft isn’t the only threat to enterprises. Lost productivity is a huge issue, too. Employees might work on hobby-related tasks during business hours. That’s why a USB security system that monitors user machines, and can tell you who is accessing a USB port from what computer and when, is crucial in any enterprise. See which files employees are transferring to and from their work computer to identify non-work activities.
 3. Booby-trapped USB drives can destroy your network.
Did you know hackers can control your keyboard without your knowledge? There are USB drives, nicknamed booby-trapped USBs, that are capable of controlling users’ computers without permission.
Improve USB security by avoiding booby-trapped devices
Improve USB security by avoiding booby-trapped devices
In 2015, hackers developed a USB pen drive that can deliver a 220 volt charge to a computer, destroying it instantly. Just a few years earlier in 2010, the infamous Stuxnet worm infected Iranian nuclear facilities decreasing efficiency by 30 percent. Named the most sophisticated computer virus ever created, the Stuxnet worm is believed to have originated from a worker’s USB drive. Once this worm infects a USB drive, it attacks that drive first,, then quickly moves toward other computing systems.
Booby-trapped USBs are dangerous because users are unaware of the damage being inflicted. Even with a proper network management system, threats like these can slip through the cracks. So  a secured network is not just about deploying a network management system, it’s about deploying a complete desktop management solution that can also take care of USB security.
 4. Unidentified devices can wreak havoc in your organisation.
The utility and ubiquity of USB devices means that they can’t be banned from organisations outright, so organisations need to implement a system that allows these devices while also protecting their business. To secure these devices, you must first have a database that contains information about all the portable storagedevices in your corporate network. Once you’ve done that, you can schedule periodic scans to monitor how the USB devices are being used.
 5. Encrypting USB drives isn’t enough to effectively secure them.
In extreme cases, organisations have to limit USB device use to specific employees or restrict access to USB ports. Organization’s can encrypt USB drives or disable AutoRun, so programs on a USB drive don’t run automatically when the drive is inserted; however, these strategies aren’t enough. Limiting the use of devices based on workgroups and domain membership can also help you avoid USB threats and keep your organisation secure.
 6. The ability to block and unblock USB devices improves USB security.
An enterprise can avoid the above threats by controlling all the USB devices in its network. Controlling USB devices is as simple as blocking and unblocking them according to your needs.
Improve USB Security by restricting USB devices in your network
Improve USB Security by restricting USB devices in your network
Desktop Central allows you to block and unblock USB devices even after they have been added to your corporate network. Restrict these devices based on a target group or domain for more granular control over device access. Disable all USB access except for basic devices like keyboards, or authenticate USB devices just using the device instance IDs. Use Desktop Central to manage access for printers, CD-ROMs, portable devices, Bluetooth devices, modems, and other similar peripherals as well.
Watch this video to learn how Desktop Central can help you overcome USB threats. Desktop Central also comes with features for patch management, software management, asset management, remote desktop management, enterprise-specific configurations, and more. And Desktop Central isn’t just efficient—it’s cost-effective too. Whether you’re securing USB devices or managing your entire network , Desktop Central makes it simple.
Download Desktop Central now and start experiencing the benefits for yourself.