Optimizing ITIL Best Practices with Mercury BTO - A White Paper Prepared for Mercury December 2005
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Table of Contents Best Practices for IT: ITIL Market Trends ....................................................................................................................................1 The Need for Best Practices.........................................................................................................................................................1 Technology Complexity—Services vs. Silos........................................................................................................................1 ITIL: The Leading Best Practice Reference for Services........................................................................................................2 ITIL Service Support and Service Delivery Backgrounder..............................................................................................2 Managing Services from a Customer-Business Perspective .......................................................................................................4 Customer-Business Focus vs. User/Service-Desk Focus.......................................................................................................4 Mercury Business Technology Optimization (BTO)....................................................................................................................4 Mapping Mercury BTO to ITIL Best Practices........................................................................................................................4 Key ITSM Capabilities...................................................................................................................................................................5 Incident Management (Service Desk)...................................................................................................................................5 Change Management................................................................................................................................................................5 Configuration Management....................................................................................................................................................6 Release Management................................................................................................................................................................6 Problem Management .............................................................................................................................................................6 Availability Management..........................................................................................................................................................6 Service Level Management......................................................................................................................................................7 ITSM Accelerator......................................................................................................................................................................7 IT Governance................................................................................................................................................................................7 Customizable Workflow Engine and Process Digitization...............................................................................................8 Managing the IT Portfolio.......................................................................................................................................................8 EMA Viewpoint . ................................................................................................................................................................................8 About Mercury.....................................................................................................................................................................................8
Optimizing ITIL Best Practices with Mercury BTO Best Practices for IT: ITIL Market Trends strategic value derives from acting on the driver behind Information Technology Infrastructure Library the decision (for example, the need to consolidate data (ITIL) best practices have gained momentum centers or to deploy a new application to meet new among corporations seeking to advance Information business requirements). By infusing discipline, order, Technology (IT) effectiveness and bottom line and foresight into IT projects, best practices increase efficiencies. Compelling drivers for ITIL adoption efficiency and ultimately competitiveness. include business and economic pressures incited by Historically IT departments were self-directed and not demand for high availability and performance of viewed as contributors to the bottom line. Today, best complex technology systems, financial accountability, practices help IT groups focus on meeting corporate and regulatory compliance. Such pressures necessitate objectives. By linking business drivers to IT objectives, that companies find efficient, repeatable ways of companies can better assess the business value of IT managing IT functions and controlling the flow of data investments. As a result, where IT used to be viewed through an organization. In complex environments, as a costly albeit necessary investment, companies are where inefficiency can mean chaos, it becomes even beginning to view IT as a strategic player in the enterprise. more critical that companies be able to integrate, track, In part, this thinking also is due to the demand for 24x7 and align IT with business requirements—essentially, availability and performance, the prominence of high- link IT to business performance. profile initiatives in security and compliance, and the fact As software vendors expand their offerings to address that IT is driving new sources of revenue. As IT becomes multiple areas of ITIL, implementers can consider more visible as a contributor to strategic business goals, integrated solutions that address many if not all of the the need to justify technology investments grows and ITIL recommendations. Mercury, long known for its the need for best practices becomes greater. application management and testing software, offers IT investments have never been cheap, and costs are a range of products that support ITIL best practices. sometimes aggravated by poorly defined deliverables Mercury’s Business Technology Optimization (BTO) and unsound business practices. Without clearly defined solution set in particular focuses on automating ITIL goals and a repeatable process in place to assess and best practices in the support and delivery of IT services. report on IT performance levels, IT managers often are In its latest release, BTO expands Change Management challenged to build a business case that demonstrates and Service Level Management (SLM) capabilities, how IT investments will contribute to the bottom line. integrates workflow capabilities, incorporates dashboards It is difficult for companies to garner support from from Mercury’s Business Availability Center (BAC), and executives and lines of business or to justify labor includes an updated IT Governance (ITG) framework. and delivery costs when they are unable to ascertain Mercury ITG facilitates accountability and compliance Return On Investment (ROI). With best practices in efforts while incorporating SLM best practices. Drawing place, companies are better positioned to apply rational on Mercury’s array of products—such as BAC, ITG, and thinking and metrics when assessing ROI and the Mercury Application Management—BTO maps to ITIL Total Cost of Ownership (TCO) of IT investments. disciplines and enables users to tailor ITIL processes to Additionally, they are better positioned to meet IT meet particular business requirements. governance expectations. Best practices take on strategic The Need for Best Practices significance as companies recognize the value that these The increasing demand for best practices corresponds disciplines contribute to the overall landscape of IT to companies’ requirements to be more competitive Service Management (ITSM). while also holding down costs. IT solutions can be Technology Complexity—Services vs. Silos differentiators in terms of operational value such as With multiple global locations and lines of business, it is efficiency and customer service, and strategic in delivery no wonder that technology often is divided into “silos” of new business requirements. Tactical value comes of infrastructure. Companies develop and maintain from making a decision to do something (such as systems and applications according to IT group or update the configuration database to reflect changes); Line Of Business (LOB)—rather than according to ©2005 Enterprise Management Associates, Inc. All Rights Reserved. Page
Optimizing ITIL Best Practices with Mercury BTO business process or service—resulting in a hodgepodge developing manageable applications, implementing of packaged, custom and legacy applications. With their security procedures, managing projects, and managing intrinsically narrow views of the enterprise, silos add IT infrastructure. ITIL helps companies ensure that to the complexity of managing enterprise applications they automate efficient processes in the context of best and create a number of management problems. The practices—to increase competitiveness. lack of visibility across the enterprise hinders the ITIL has already “figured out” how to deliver services in a ability to measure service levels and the business cost-effective and efficient manner. With its best practices, impact of problems, obstructs managing availability companies can streamline development and maintenance and performance, and limits the ability to isolate and efforts, improving TCO while helping to ensure that IT resolve problems. Since each LOB addresses similar deliverables represent business goals. In addition to the management concerns—often in different ways— demand for 24x7 availability, quality performance, financial management efforts are duplicated, economies of scale accountability, and regulatory compliance, companies are lost, and any prospect of a “big picture” view of the face increased competition and, along with it, the need to business is negated by the lack of information sharing. satisfy customers. Applying best practices to tactical and ITIL best practices recommend using a collaborative operational processes in IT Service Management helps approach to IT management that supports a business- companies to manage these issues while differentiating process, service-oriented view of IT. In this approach, IT themselves as service-driven organizations. seeks broad views of the underlying systems that support Adherence to regulatory requirements such as the the company’s business processes with the goal of Sarbanes-Oxley Act (SOX) requires companies to exert ensuring that IT meets the needs of the business. Service tight control over information flow. Effective control Support disciplines—comprising Change Management, of the Change Management process is essential to Configuration Management, and Release Management— compliance. SOX mandates that companies manage the help companies see the intricacies of multiple systems information stream through the organization with the and the effect of change across the enterprise. ultimate goal of ensuring accurate financial reporting. On the Service Delivery side of ITIL, Service Level Satisfying compliance regulations such as SOX poses Management adds business perspective to the delivery a tremendous expense in terms of time and money. of IT Services, and focuses on satisfying end-users and Infusing planning and discipline into the IT management customers while creating accountability for IT. Even processes helps companies streamline compliance though silos will continue to exist, the SLM overlay efforts and avoid the chaos of ad hoc approaches. applies a business perspective that helps companies be ITIL Service Support and Service Delivery Backgrounder more efficient in measuring, monitoring, adjusting, and controlling systems to meet business goals. A full system ITIL emphasizes best practices in IT Service Management view enhances root-cause diagnostics, helping IT to (ITSM), which encompasses Service Delivery and Service isolate and resolve problems, and minimizing downtime Support disciplines. ITIL’s Service Delivery component while increasing productivity among IT users and includes tactical processes necessary for planning and business staff. Greater visibility helps companies assess delivering quality IT services. Service Delivery best IT performance in terms of supporting business goals. practices address Availability Management, Capacity Management, Service Level Management (SLM), ITIL: The Leading Best Practice Reference for Services Service Continuity Management (contingency planning), The ITIL process framework is a guiding methodology and Financial Management for IT services. ITIL’s for planning, delivering and supporting IT applications Service Support component focuses on the operational and services. ITIL is not prescriptive—it does not processes that enable companies to provide IT support dictate how to achieve best practices. Rather, ITIL and maintenance activities on a day-to-day, around-the- is an overall guideline that users can refer to in order clock basis. Service Support disciplines include Change to define and refine specific IT processes that address Management, Configuration Management, Problem their particular needs. In addition to its focus on ITSM Management, Incident Management (Service Desk), and processes, ITIL offers guidance on best practices for Release Management (including software control and ©2005 Enterprise Management Associates, Inc. All Rights Reserved. Page
Optimizing ITIL Best Practices with Mercury BTO distribution)). Table 1 summarizes the functionality and to keep records of all IT data and to provide information goals associated with each Service Delivery and Service to the other processes. Critical steps are the population Support component. of the CMDB and building the relationship between all the populated elements. The captured data can be for One item that deserves further emphasis is the decision support, for change impact analysis, Release Configuration Management DataBase (CMDB). Tightly Management verification, identifying rogue changes, integrated with all the ITIL processes, the CMDB helps and any number of other information processing and to ensure quality reporting and consistent information analysis purposes. The CMDB is a key component of the tracking. The ITIL goal of Configuration Management is Change-Configuration-Release Management processes. Service Delivery Components Tactical processes Availability management Measure and assess the availability of IT services defined in Service Level Agreements (SLAs). Capacity management Monitor performance, workload, resources, demand, and other processes to determine IT service needs and ensure efficient IT delivery. Service level management (SLM) Identify, monitor and review IT service levels, and assess service quality and status of Service Level Agreements (SLAs). Service continuity management (contingency planning) Perform risk analysis and develop disaster recovery and business continuity plans, designed to recover IT infrastructure and resume IT service delivery in case of business disruption. Financial management for IT services Assess Total Cost of Ownership (TCO) to ensure effective acquisition of IT infrastructure and provisioning of IT services. Service Support Components Operational processes Change management Ensure prompt, efficient change while minimizing the impact of change-related incidents on service quality. Closely linked to Configuration Management and Release Management. Configuration management/Configuration Management Identify IT components (configuration items) for inclusion Database (CMDB) in the CMDB. Implement the CMDB to manage, control, maintain, track, and verify information on IT services and assets (including hardware, software, documentation, and staff). Release Management (including software control and Manage the distribution and implementation of software distribution) configuration items in a production environment. Problem management Identify and resolve IT problems, and take steps to prevent recurrence of disruption to IT services. Incident management (supported by the Service Desk Incident Management’s goal is to restore normal service as function) quickly as possible to minimize business impact and ensure best service levels. ITIL’s best practices for Service Desk recommend a single point of contact for users of ITSM functions. Figure 1: IT Service Management Disciplines: Service Delivery and Service Support ©2005 Enterprise Management Associates, Inc. All Rights Reserved. Page
Optimizing ITIL Best Practices with Mercury BTO Managing Services from a Customer- with the effect of change on business services or Business Perspective business alignment. The customer-business focus is ITIL is not just about adopting best practice processes, a broader approach as it encompasses the effect of but executing IT and business processes in the context change on both end users and customers. The adoption of achieving business goals. Using ITIL as a guideline, of best practices combined with strategic initiatives in common ITSM goals include: Change Management and SLM helps companies realize the IT-business link. • P roviding and managing IT services that are appropriate to an organization’s business needs, thus Managing from a customer perspective means being aligning IT capabilities to the needs of the business. sensitive to the business needs of the customer—the LOB Manager, VP of sales, the CIO, the external • D eveloping, delivering and maintaining repeatable customer. Developing and maintaining efficient services processes that serve business needs, and also can improves quality of service and operational costs, be modified and improved upon as business needs and supports the goal of aligning IT services with and technology capabilities evolve. business requirements. Measuring component or system • Improving IT efficiency to reduce operational costs. availability may or may not relate to the user experience. Measuring the end-user experience allows IT to report • I mproving quality of service in terms of back to customers what the business has achieved in application quality, performance, and availability. terms of meeting SLAs. • I mplementing and managing Service Level Agreements (SLAs) in a cost-effective manner. Mercury Business Technology Optimization (BTO) Another key goal, tied to the Change Management Mercury BTO supports a customer-business process, is to minimize the business impact of changes perspective—aiding strategic decisions by performing so there are as few incidents as possible. enterprise-wide risk analysis and business impact analysis, Customer-Business Focus vs. measuring the effect of change, and summarizing the User/Service-Desk Focus effects in easily understood graphical reports. A key trend in ITIL best practices is to embrace a Mercury’s capabilities have been developed over the years, customer-business perspective with the idea of better and expanded through acquisition (such as Appilog, aligning technology to business needs. Managing services acquired for its application mapping technology, Kintana from a customer-business perspective requires viewing for IT Governance capabilities, and SiteScope, for all users as customers, and focusing on the business infrastructure monitoring). Mercury partners with third impact of IT service and performance changes. For every parties to enhance functionality in some of the ITIL change to application function, process or deliverable, disciplines, such as Capacity Management, Financial companies must assess the effect in terms of overall Management, and IT Service Continuity Management. system performance, functionality, and Service Level Mercury’s strategy is to continue to advance its functional Agreement. Business-IT alignment requires effective scope through internal development and integration Service Level Management, Change Management, and with best-in-class offerings. The Mercury BTO Lifecycle related processes such as Availability Management, is illustrated in Figure 2. Configuration Management, and Release Management. Mapping Mercury BTO to Customer-business focused service management ITIL Best Practices contrasts with a common approach in which the IT With the goal of ensuring enforceable and repeatable IT Service Desk is central to managing IT activities. The processes, Mercury BTO solutions map to the key ITIL Service Desk approach is more focused on measuring processes for ITSM. On the Service Delivery side, Mercury system availability, responding to user requests, BTO automates processes in SLM and Availability maintaining system integrity, and ensuring system Management. On the Service Support side, Mercury uptime. The Service Desk is not necessarily concerned ©2005 Enterprise Management Associates, Inc. All Rights Reserved. Page
Optimizing ITIL Best Practices with Mercury BTO data feed, and can be used to show the effect of IT expenditure on business objectives. Key ITSM Capabilities Mercury BTO provides a range of applications that facilitates deployment of ITIL best practices. Several BTO functions draw on Mercury Business Availability Center (BAC) to manage services from a business perspective. BAC offers role-appropriate dashboard views of enterprise-wide services. Using BAC helps different groups to view service levels according to their own needs, and to manage IT from a business perspective. BAC provides an enterprise-view of IT Figure 2: Mercury’s BTO Lifecycle services and supports functionality across BTO, including transaction and infrastructure BTO enables best practices in Change Management, monitoring capabilities, application mapping, Configuration Management, Release Management, and diagnostics, and Service Level Management. Mercury’s Problem Management. Mercury enables companies Configuration Management database is at the heart of to encode processes and create executable workflows Mercury’s applications. A listing of Mercury solutions based on custom business processes, a capability it calls that enable the following processes is given at the end “process digitization.” Mercury has leveraged this core of this document. capability to provide out-of-the-box workflows for the key ITSM processes, which provides the process fabric Incident Management (Service Desk) to automate and enforce repeatable ITIL processes. Mercury supports Incident Management through its ITG Demand Management application. Incidents can The Mercury Application Mapping functionality enables be managed using the flexible Demand Management BTO users to automatically discover the IT environment platform that allows users to create and modify forms. and to see dependencies between applications and These forms can be designed to collect incident infrastructure. Such visibility helps in measuring business information and service requests that comes into the availability. Mapping enables companies to access the Service Desk. Incident tickets can also be generated CMDB to ascertain configuration items and dependencies. automatically from information from the SLM module Mapping supports related Configuration and Change or other infrastructure management solutions. A key Management processes, such as change impact analysis part of this capability is that the forms are connected to and monitoring. Mapping is also the beginning phase of the workflow engine which can be used to implement defining services in an automated way. notification and escalation procedures as well as Mercury BTO optimizes application quality, performance, spawn problem and change requests. To jumpstart this and availability across the application lifecycle by process implementation, Mercury’s ITSM Accelerator embedding ITIL best practice recommendations for package (discussed further below) includes predefined Service Delivery and support, application management, forms, workflows, portlets, and KPI metrics that serve and business perspective. Optimization helps companies as a starting point and can be modified to meet specific avoid automating inefficient business processes, and user requirements. allows companies greater visibility and control of service Change Management levels, promotes higher quality deliverables, greater IT Mercury BTO Change Management supports the key efficiency, and reduced costs. With expanded capabilities ITIL goal for Change Management, which is to ensure in Change Management and SLM, BTO provides the that changes to the IT infrastructure cause no disruption control needed to manage compliance and workflow to services and are documented appropriately. The activities. BTO’s SLM capability works with any kind of ©2005 Enterprise Management Associates, Inc. All Rights Reserved. Page
Optimizing ITIL Best Practices with Mercury BTO Change Management process involves a series of steps to distribution of changes and to ensure that the appropriate initiate change, assess the risk and potential impact on the tested versions are installed. Release Management steps business, approve the change through a predetermined are: design, build, test, train, install, and verify. When process, implement the change, then review the effect testing, installing, and verifying changes, BTO Release of the change. BTO Change Management helps ensure Management coordinates with the BTO Configuration a quality procedure by providing change impact analysis Management processes. Tapping into Mercury’s historical and monitoring, and enforcing a repeatable workflow strength in software testing, BTO Release Management composed of the change notification, review and automates functional and performance testing of IT approval process. The automated workflow helps to services and applications. Another key capability of minimize risk and downtime, and improve service levels. BTO Release Management supports automated software BTO Change Management is tightly linked to release distribution to various test and production environments. and Configuration Management processes as well as the Automated software distribution reduces the risk of Universal CMDB. downtime, lowers cost of distribution, and promotes a stable production environment. Problem Management Mercury BTO Problem Management supports the ITIL goal of identifying and preventing errors to minimize the adverse impact of errors and to ensure the Figure 3: Mercury Change Management Workflow stability of service levels. Problem Management is concerned with Configuration Management resolving the root cause of errors, and reducing the The ITIL goal for Configuration Management is to time it takes to resolve problems. BTO automates identify and record all IT infrastructure components, and Problem Management processes to identify, classify, to share data with other processes. The benefit is efficient record, and diagnose problems. As with other BTO and effective control of IT services and infrastructure. functions, Problem Management is closely linked to the Mercury BTO Configuration Management dynamically CMDB, depending on it to help analyze changes using discovers application and service relationships, detects comparisons of baselines and snapshots of IT services changes in services and configuration items, and and configurations. BTO Problem Management offers updates the CMDB accordingly. In support of Change diagnostic solutions for J2EE, .NET, and ERP/CRM Management, BTO Configuration Management goes environments, enabling developers to drill down through the steps of auditing, reporting, and updating into application components to isolate components, the CMDB, establishing a baseline, and verifying perform triage, and resolve the root cause of problems. changes against the CMDB and a software library. BTO Problem Management is a solution that the In conjunction with Mercury’s Application Mapping Service Desk team and other support teams can use solution, BTO Configuration Management includes to track known errors and create requests for change discovering and mapping configuration items and (RFCs) if needed. dependencies, and recording them in the CMDB. The Availability Management CMDB acts as a definitive system of record for all IT In ITIL best practices, Availability Management Service Management processes. optimizes IT infrastructure and services to ensure a level Release Management of IT service availability that meets business objectives. Mercury BTO Release Management addresses the ITIL Mercury BTO Availability Management incorporates requirements for software control and distribution. a real-time dashboard to assess business availability The ITIL goal is to implement quality procedures for and performance thresholds from both end-user and system perspectives. Real-time notification of changes ©2005 Enterprise Management Associates, Inc. All Rights Reserved. Page
Optimizing ITIL Best Practices with Mercury BTO in service availability helps companies resolve issues appropriate roles (such as CAB and Change Manager) before customers experience problems. and business rules into the workflow. The template implements everything that ITIL recommends for Service Level Management Change Management, so companies can apply their ITIL defines SLM as “the process of defining, agreeing, own specific business rules to tailor them to their own documenting and managing the levels of customer particular needs IT service that are required and cost-justified,” with the goal of maintaining and improving IT service IT Governance quality. Through a cycle of agreeing, monitoring, and Mercury’s IT Governance Center (ITG) is an integrated reporting on IT services, Mercury BTO Service Level suite of software, services, and best practices that Management helps companies to proactively manage supports the governance of ITIL processes including service levels. SLM offers real-time visibility into current the more strategic ITIL processes of Business service levels, and enables companies to monitor Perspective and Application Management. Core ITG and report on availability and response time. Links functions include Demand Management, Project and to BTO Availability Management and BTO Problem Portfolio Management, and Deployment Management. Management help companies assess service quality and It features a configurable workflow engine and the ability the status of SLAs, resolve root cause of problems, and to digitize processes. With ITG, companies can manage improve on services. BTO Service Level Management and monitor projects and track progress from inception lets companies digitize business goals, transforming to delivery. ITG includes a real-time dashboard that business objectives into executables that can be facilitates communication between IT and LOBs, and deployed. Effective SLM minimizes SLA breaches, and offers role-based, exception-oriented views of IT. helps companies define quantifiable service-level Mercury takes a lifecycle approach to portfolio objectives that reflect business requirements. management—beginning with strategic demand and ITSM Accelerator following through to the delivery of projects. ITG Towards the goal of accelerating ITIL implementations, Portfolio Management enables users to run initial the Mercury ITSM Accelerator provides out-of-the-box project ideas and proposals through a project planning workflow templates and predefined KPIs that support cycle, which includes process review and approval. ITG the key ITSM processes of Incident, Problem, Change, enables users to objectively compare one proposal with Release, and Service Level Management. The ITSM another, and choose the set of projects that match Accelerator also provides the ITIL-compliant forms business needs and fit within budget boundaries. that collect relevant information to drive the workflows Using automated processes, the portfolio management in a repeatable manner. Role-based dashboard views function helps companies to narrow the proposal and reports of real-time data feeds can be viewed in field to a manageable set of viable projects. Decision various ways—graphs, pie charts, bar charts—to show makers can then perform subjective and objective KPIs and metrics for each process. For example, for the analysis, using a set of interfaces to perform a what- Change Management process, Mercury offers a Change if analysis, compare ROI, measure cost-benefits, and Management workflow template that embeds the other business considerations. Once the planning stage is complete, projects can be monitored and tracked. ITG Deployment Management helps govern the way projects are rolled into production. Completed projects become assets in production, and then come under the tactical or operational Figure 4: Mercury SLM Process management function. ©2005 Enterprise Management Associates, Inc. All Rights Reserved. Page
Optimizing ITIL Best Practices with Mercury BTO Customizable Workflow Engine and Process Digitization based on custom rules, and then create an executable that Business processes are digitized to create executables enforces and repeats those rules is a terrific competence. that help to automate IT and business processes, track The downside is that companies can automate poor Key Performance Indicators (KPIs), and enforce processes as well as efficient ones. However, Mercury’s repeatable processes. Digitized workflows can be used support for ITIL best practices should help companies to to implement tactical, operational or strategic initiatives. develop intelligent and business-appropriate applications, As with any other data stream, the digitized processes especially with its out-of-the-box workflow templates. can be pulled into a dashboard view or report. With its underpinnings in interactive testing and a Managing the IT Portfolio maturing solution set that supports ITIL best practices, Mercury’s predefined workflow and reporting templates key strengths for Mercury are its Change, Release, and are part of the ITG Demand Management solution. Configuration Management capabilities, along with Demand Management captures business requirements its comprehensive Service Level Management and and uses them to digitize workflows in order to Availability Management components. Mercury’s focus implement tactical and operational processes (“keep on Change Management and SLM has empowered its the lights on” projects) as well as strategic initiatives. product line, and will inspire interest among companies Strategic initiatives might include activities such as seeking value in those areas. BTO’s emphasis on managing resources, budgets, or project portfolios. ITG optimizing application quality, performance and Demand Management gives visibility to all sources of availability across the lifecycle ensures a high quality of demand, and enables a single dashboard view of all types IT services. of initiatives—tactical, operational, and strategic. The dashboard view also offers an aggregated view of the About Mercury entire portfolio. ITG Project and Portfolio Management Mercury’s Business Technology Optimization (BTO) use demand management to drill-down to the level of suite of application delivery, application management individual projects, and manage them to completion. and IT Governance solutions enables companies to unlock the value of their IT investments by optimizing EMA Viewpoint business and technology performance to meet business Mercury brings strategic value to the operational and requirements. With Mercury, customers can measure tactical processes of ITSM. Mercury enables ITIL best the quality of their IT-enabled-business processes, practices across the lifecycle, supporting ITSM, Business maximize technology and business performance at Perspective, and Application Management processes. every stage of the application lifecycle, and manage Mercury treats its product lines as a “media offering,” their IT operations for continuous improvement. Our where customers can mix and match functionality as leading-edge software and services, complemented by appropriate. Users of Mercury BTO are likely to use technologies and services from our global business elements of Mercury ITG and Mercury BAC. Although partners, are used by over 30,000 customers—including Mercury’s ITIL support is not all encompassing— by 75% of the Fortune 500—to improve quality, reduce the Service Delivery support is limited to SLM and costs, and align IT with business goals. Availability Management—it supports most of the ITSM disciplines and partners with other leading vendors in providing full-bodied ITIL support. Mercury’s focus on customer-business interaction rather than a user-centric, Service Desk approach to implementing ITIL is in keeping with the goal of aligning IT with business requirements. Enterprise Management Associates (EMA) sees Mercury’s process digitization as an exciting capability that further supports the IT- business link. The ability to define a business process ©2005 Enterprise Management Associates, Inc. All Rights Reserved. Page
Optimizing ITIL Best Practices with Mercury BTO Change Management ITG Demand Management ITG Change Management ITSM Accelerator BAC Application Mapping Configuration Management ITG Demand Management ITG Change Management BAC Application Mapping Release Management ITG Demand Management ITG Change Management ITSM Accelerator Incident Management ITG Demand Management ITSM Accelerator BAC End User Management BAC System Availability Management Problem Management ITG Demand Management ITSM Accelerator BAC End User Management BAC System Availability Management BAC Application Mapping Mercury Diagnostics Availability Management Performance Center Tuning Performance Center Capacity Planning BAC End User Management BAC System Availability Management BAC Application Mapping Mercury Diagnostics Service Level Management ITSM Accelerator BAC Service Level Management BAC End User Management BAC System Availability Management BAC Application Mapping Figure 5: Enabling ITIL Processes with Mercury BTO solutions ©2005 Enterprise Management Associates, Inc. All Rights Reserved. Page
About Enterprise Management Associates, Inc. Enterprise Management Associates, Inc. is the fastest-growing analyst firm focused on the management software and services market. EMA brings strategic insights to both vendors and IT professionals seeking to leverage areas of growth across e-business, network, systems, and application management. Enterprise Management Associates’ vision and insights draw from its ongoing research and the perspectives of an experienced team with diverse, real-world backgrounds in the IT, service provider, ISV, and publishing communities, and is frequently requested to share their observations at management forums worldwide. Corporate Headquarters: Enterprise Management Associates Phone: 303.543.9500 2585 Central Avenue, Suite 100 Fax: 303.543.7687 Boulder, CO 80301, U.S.A. info@enterprisemanagement.com www.enterprisemanagement.com 1015.120505 This report in whole or in part may not be duplicated, reproduced, stored in a retrieval system, or retransmitted without prior written permission of Enterprise Management Associates, Inc. All opinions and estimates herein constitute our judgement as of this date and are subject to change without notice. Product names mentioned herein may be trademarks and/or registered trademarks of their respective companies. ©2005 Enterprise Management Associates, Inc. All Rights Reserved.
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