This research note is restricted to the personal use of

sg G00252566

Hype Cycle for IT Operations Management, 2013
Published: 23 July 2013 Analyst(s): Patricia Adams, Milind Govekar

IT operations management is a mature market overall; however, several disruptive and hyped technologies are emerging in the production environment. Infrastructure and operations leaders should use this Hype Cycle to set expectations when investing in these technologies.
Table of Contents
Analysis.................................................................................................................................................. 3 What You Need to Know.................................................................................................................. 3 The Hype Cycle................................................................................................................................ 4 Retired........................................................................................................................................6 Hype Cycle Overview..................................................................................................................7 Peak of Inflated Expectations......................................................................................................8 Trough of Disillusionment............................................................................................................9 Slope of Enlightenment.............................................................................................................10 Plateau of Productivity.............................................................................................................. 10 The Priority Matrix...........................................................................................................................13 Off the Hype Cycle......................................................................................................................... 14 On the Rise.................................................................................................................................... 15 ValueOps..................................................................................................................................15 Business Value Dashboard....................................................................................................... 16 Business Productivity Teams.................................................................................................... 18 IT Operations Gamification........................................................................................................20 Software License Optimization Tools........................................................................................ 21 IT Operations Analytics............................................................................................................. 23 IT Service Support Management Tools..................................................................................... 25 Social IT Management.............................................................................................................. 27 DevOps.................................................................................................................................... 29

This research note is restricted to the personal use of

This research note is restricted to the personal use of

Service Billing........................................................................................................................... 32 Application Release Automation............................................................................................... 33 At the Peak.....................................................................................................................................36 IT Workload Automation Broker Tools.......................................................................................36 IT Financial Management Tools.................................................................................................37 Cloud Management Platforms.................................................................................................. 39 Capacity-Planning and Management Tools...............................................................................42 IT Service Catalog Tools........................................................................................................... 44 Sliding Into the Trough....................................................................................................................46 Enterprise Application Stores....................................................................................................46 COBIT...................................................................................................................................... 47 IT Process Automation Tools.................................................................................................... 50 Application Performance Monitoring......................................................................................... 52 IT Service View CMDB..............................................................................................................54 Real-Time Infrastructure............................................................................................................56 Workspace Virtualization...........................................................................................................59 IT Service Dependency Mapping.............................................................................................. 60 Business Service Management Tools........................................................................................63 Network Configuration and Change Management Tools........................................................... 65 Configuration Auditing.............................................................................................................. 67 IT Management Process Maturity............................................................................................. 69 ITIL........................................................................................................................................... 71 Server Provisioning and Configuration Management................................................................. 73 IT Asset Management Tools..................................................................................................... 76 Service-Level Reporting Tools.................................................................................................. 77 Climbing the Slope......................................................................................................................... 79 Hosted Virtual Desktops........................................................................................................... 79 IT Event Correlation and Analysis Tools.....................................................................................81 PC Application Virtualization..................................................................................................... 83 Network Performance Monitoring Tools.................................................................................... 84 Mobile Device Management......................................................................................................86 Entering the Plateau....................................................................................................................... 88 Client Management Tools......................................................................................................... 88 Infrastructure Monitoring...........................................................................................................89 Network Fault Monitoring Tools................................................................................................ 91 Job-Scheduling Tools...............................................................................................................93
Page 2 of 98
This research note is restricted to the personal use of Gartner, Inc. | G00252566

This research note is restricted to the personal use of

Appendices.................................................................................................................................... 94 Hype Cycle Phases, Benefit Ratings and Maturity Levels.......................................................... 96 Recommended Reading.......................................................................................................................97

List of Tables
Table 1. Hype Cycle Phases.................................................................................................................96 Table 2. Benefit Ratings........................................................................................................................96 Table 3. Maturity Levels........................................................................................................................97

List of Figures
Figure 1. Hype Cycle for IT Operations Management, 2013.................................................................. 12 Figure 2. Priority Matrix for IT Operations Management, 2013...............................................................14 Figure 3. Hyper Cycle for IT Operations Management, 2012.................................................................95

What You Need to Know
This document was revised on 26 July 2013. For more information, see the Corrections page. Continuous change is coming at IT organizations from all angles, and infrastructure and operations (I&O) organizations need to remain relevant by adapting to increased change velocity as a way of life. The business has control over more IT decisions than ever before, and it's influencing CEOs to consider alternatives that are faster, more agile and responsive so that the business can accelerate its pace, while facing cost pressures in an economically uncertain environment. Managing IT like a business has always been a goal, but it's even more so now. If it doesn't meet financial and timeliness expectations, then services will go into the cloud, or infrastructure as a service (IaaS) or platform as a service (PaaS) will be implemented. IT operations departments are under pressure from the consumerization of IT to simplify their IT environments and the consumption of the services they provide. Furthermore, as enterprises increase their adoption of dynamic technologies — such as the cloud, social, mobility and hosted virtual desktops (HVDs) — that enable flexible styles of computing, IT operations must become more proactive to deliver on the promises and opportunities that these technologies and processes are creating. Well-run IT operations organizations take a service management view across their technology silos, and strive for excellence and continuous improvement.

Gartner, Inc. | G00252566 This research note is restricted to the personal use of

Page 3 of 98

while managing cost. the hype associated with IT operations technology used to ensure quality of service (QoS). Moreover. From a business perspective. Gartner's ITScore for I&O (ITSIO) is a maturity model that has been developed to provide this guidance. The Hype Cycle Technology has moved at a rapid pace during the past 20 years. it comes down to investing in staffing to deliver on the process side. Typically. as well as their level of visibility and market adoption. storage and networks integrated in one package. Fundamentally. Within the data center This journey toward business partnership. Knowing the organization's ability to handle risk is an imperative in this evaluation scenario as well. Type A organizations are usually technology leaders and are better able to manage the introduction of adolescent or emerging technologies. Use this Hype Cycle to review your IT operations Gartner. relative to your organization's desire to innovate and its willingness to assume risk. This Hype Cycle provides information and advice on the most important IT operations tools. managing IT operations like a business requires a strong combination of business management. managing and supporting these new technologies is a significant challenge. Although many technologies are evolving toward commodity — hence. Knowing where an organization is from a people. new technologies. low fixed costs and minimal integrating. organization. Although new technologies and approaches to solving problems have become available. They can design and build the ideal processes. we have seen little progress. the expectation is that IT operations should be able to deliver services with high quality. Making the right choices about this technology and investing wisely is imperative. while maintaining a small energy footprint. and the average organization is selfassessed at a maturity score of 2. | G00252566 . needs to be managed through a methodical. Thus. architecting. and to update expectations for future investments. but they need the people to implement them.29. Page 4 of 98 This research note is restricted to the personal use of libresearch@smu. therefore.This research note is restricted to the personal use of libresearch@smu. Traditional vendors are inhibiting progress to a certain degree to avoid commoditization and to protect their margins. but it's threatening to slow down its cycles of innovation as commoditization gains a foothold. nimbleness and a high level of customer satisfaction continues. many organizations are not mature enough to take full advantage of dynamic new technologies. whereas Type C organizations tend to be followers that wait for technologies to near the plateau. After viewing IT data from more than 750 companies. the retirement of IT Service Desk Tools from the Hype Cycle this year and the introduction of IT Service and Support Management (ITSSM) Tools in 2012 — selecting. the people and process investments are not being made. process. technologies and process frameworks. Type B enterprises are between the extremes. but they need the staff to implement and adhere to the processes. technology and business management perspective can help I&O leaders understand and define their departments' readiness for the technologies listed in the Technology Trigger stage or moremature technologies that have reached the Plateau of Productivity in this Hype Cycle. The promise of new technology to deliver these business expectations continues. such as IT Financial Management (ITFM) and Software License Optimization tools and services. Organizations can purchase tools to automate. emerge continuously. The struggle here is that organizations have not matured. major changes are underway with vertically integrated systems (with or without stack software) that include servers. According to current ITSIO maturity assessment data. step-by-step approach. agility. processes and tools.

not the functionality they provide. Simply put. thereby enabling more effective planning and better use of virtualization by leveraging cloud management platforms and DevOps. PaaS and IaaS acquired by lines of business. Examples of shadow IT include software as a service (SaaS). With devices ranging from projectors to video teleconferencing equipment all having Internet access. because organizations are beginning to grasp how they apply them to the problems organizations are facing. as evidenced in the ITScore survey results. CEOs. When CEOs ask why they shouldn't cloudsource all of IT. Trying to balance productivity. the business will look for options outside IT. they will be able Gartner. can be a challenge for any organization that is looking to manage risk. With factual data and Page 5 of 98 . If procurement is a bottleneck or strategy. this is critical if your goal is for IT operations to reach the point where it becomes a partner with the business. As everything becomes "smart. and sourcing investments. however. To address this hole in the market.This research note is restricted to the personal use of libresearch@smu. Running IT operations like a business requires investments in automation that will drive growth and support transformation projects. Many technologies and processes are clustered in the Trough of Disillusionment. therefore. With a limited budget. from their infrastructures and trying to keep up with the pace of new technology. they make uninformed decisions on sourcing. cost optimization continues to be a primary concern for many IT leaders with an increasing spotlight on IT financial management. However. this is affecting the rearchitecting of apps and driving (or forcing) modernization With continued cost pressures. and planning requires endless meetings. organizations are squeezing more efficiency through automation. Despite taking these business stances. which are often implemented outside the governance of the shared services organization. Desk phones. shadow IT is "up" for most IT organizations. IT will be challenged to look holistically at a wider range of devices it may support. With consumer expectations driving everything toward mobility. With the right business skills and metrics from a business value dashboard. count and patch it. Inc. line of business (LOB) leaders and marketing executives are realizing that the key to their growth is through customer empowerment in mobile and context. IT will have to manage. access to IT operations analytics can facilitate making decisions quickly in a dynamic environment. smartphones and voice over Internet Protocol (VoIP) devices are only differentiated by their IT can do an effective analysis and help make the right decisions on technology. ITFM tools have been added to the Hype Cycle in 2013 to supplement IT service billing and IT asset management data. it's difficult to provide the financial data needed to support an argument about capital expenditures (capex) versus operating expenditures (opex). | G00252566 This research note is restricted to the personal use of libresearch@smu. and Hadoop clusters. I&O leaders are also facing budgetary and staffing In addition. organizations are separating into camps — those that are aggressively investing in IT to gain business advantage and those in a "wait and see" mode. as LOBs and marketing seek to move faster at acquiring IT services than the shared services organization can respond." which results in a large postpurchase market for applications combined with cloud services and widespread developer support. IT operations needs to work smarter to have time to innovate and transform the business. either directly or through an attached PC. With this technology context in mind. Most IT organizations don't know the unit cost to deliver a service. while making efficiency gains. A Gartner survey in 2012 showed that 28% of IT organizations believe that shadow IT is at least 25% of the IT budget.

Inc. rather than domain-specific skillsets. however. Creating a culture of innovation inside your I&O organization will ensure that talented team members will remain. This capability is provided using Business Value Dashboards.and nontechnology-related profiles to the Hype Cycle: ■ ■ ■ ■ ■ ValueOps Business Value Dashboard Software License Optimization Tools Enterprise Application Stores IT Management Process Maturity ValueOps. in that they can provide automation that reduces costs or provides visibility that will also lead to cost reductions. A key challenge facing I&O leaders. IT operations needs to be able to quantify the business value of I&O performance to support business and IT leaders in making key decisions. that have both business and technical skills. Retired This year. which is having a material impact on the ability to but without the competent staff to implement it. is related to the implementation of process. or they reached the Plateau of Productivity. several technologies were retired from the Hype Cycle. Every year in the IT operations management (ITOM) Hype Cycle.This research note is restricted to the personal use of Gartner. IT Asset Management (ITAM) Tools have been used by IT operations for a long time. which is at the Innovation Trigger stage. In addition to IT operations having the right focus. I&O can't implement the technology required for automation. Page 6 of 98 This research note is restricted to the personal use of libresearch@smu. based on how they thought about technology or how the market moved away from a particular nomenclature. This year we've added five new technology." Without skilled versatilists. due to an evolution in the technology. these tools are also on the slope of Innovation Trigger. The changes were driven by both vendors and clients. at the Innovation Trigger stage of this Hype Cycle. we introduce several new concepts and retire a few to reflect the changes occurring in the marketplace. | G00252566 . Many of the technologies have an underlying commonality. such technology could become "shelfware. rather than moving on to other organizations. customers and vendors changed the way they thought about because they were subsumed by other technologies. has been added to help IT operations organizations manage rapidly changing and complex IT environments by leveraging Gartner's PaceLayered Application Strategy to focus operations practices on the needs of the business. which is not an easy task. Thus. Software License Optimization Tools have emerged to help ITAM correlate software license entitlement with installed to better communicate the value they provide the business and a reason for a continuing relationship. Organizations have the technology.

Gartner's ITSIO enables organizations to self-assess this maturity to deliver business value. although most organizations have worked on incident and change management to some extent. because there aren't any vendors that continue to sell stand-alone ITCM. Hype Cycle Overview To deliver effective and efficient services. which suggests that. the incident and problem management capabilities are not positioned in that technology profile.This research note is restricted to the personal use of libresearch@smu. Companies that are looking for app streaming should look to the application virtualization vendors now for this functionality. | G00252566 This research note is restricted to the personal use of libresearch@smu. there are 11 technology profiles that are composed of both technologies and approaches to managing technology. unstructured text file search (UTFS). because it is has been absorbed into PC Application Virtualization. and some are unable to fully utilize all of the functionality. statistical pattern discovery (SPD). I&O organizations need improved process maturity. Although enterprises that are not looking for a comprehensive ITSSM suite still exist. they may not be able to take full advantage of the value enabled. This is the point at which most new technologies enter the Hype Cycle. This is in the Trough of Page 7 of 98 .sg IT Change Management (ITCM) Tools were once a stand-alone It no longer made sense to continue that as a separate technology. IT Service Desk Tools has also been retired as a separate technical profile due to commoditization. Four of the profiles will take 10 years to reach the Plateau of Productivity: ■ ■ ■ ■ ValueOps Business Value Dashboards Software License Optimization Tools ITSSM Tools Although organizations may need these. behavior learning engines (BLEs).edu. topology mapping and analysis (TMA). It has also been retired. Inc. but all of the IT service support management (ITSSM) vendors are now offering native ITCM capabilities. most have not achieved consistent process alignment nor moved forward into end-to-end service management and integrated IT management processes. PC Application Streaming was once a stand-alone functional toolset. because process management is the lowest maturity discipline. What is most noteworthy is the speed with which we expect three technology areas to accelerate to mainstream by 2018: ■ ■ ■ IT Operations Analytics Service Billing Application Release Automation IT Operations Analytics is the approach of using complex-event processing (CEP). and multidimensional database analysis (MDA) to provide insight into Gartner. In the Innovation Trigger stage.

and it will become mainstream in two to five years. because it provides resource usage data and may offer service-pricing options across the infrastructure components that can be used to calculate the costs for chargeback and aggregate the details to display the cost of a service. They also provide real-time visualization of capacity in a data center to help optimize workloads and associated resources.g. changes are happening that reflect the goal of running IT operations like a business. The costing data is critical. Service Billing has moved slightly. and to assess relative impact when multiple causes are involved. These tools are sold stand-alone. These products are increasingly being used for standard data center consolidation root causes and provide faster resolutions of IT system performance problems. The automated process workflow for ordering and delivering IT services will increase IT operations efficiency by reducing errors in service delivery. ITFM is becoming important. It provides IT cost data and analytics that best support strategic decision making by collecting cost-related data from a heterogeneous and complex IT environment. Peak of Inflated Expectations As the technologies reach the Peak of Inflated Expectations. as more organizations attempt to reach a maturity level needed to implement IT service catalog tools and populate them with actual cost as the expectations from these tools have begun to match their capabilities. Cloud Management Platforms technology has moved rapidly to reach the Peak of Inflated Expectations. as well as the related planning and management of virtual and cloud infrastructures. The IT Workload Automation Broker Tools will move rapidly through this Hype Cycle to reach the Plateau of Productivity. Service cost analysis and predicting performance-affecting events. Increasingly. Meanwhile. progressing toward the peak. Many ITSSM tools are embedding this functionality into the core products now. beyond just chargeback. This will support showback and cost transparency. continues a modest move up the curve. Page 8 of 98 This research note is restricted to the personal use of libresearch@smu. Facebook-style) to communicate with users and collect data about outages or problems.This research note is restricted to the personal use of libresearch@smu. based on policy-driven automation. | G00252566 . public and hybrid cloud environments.. identifying process bottlenecks and uncovering opportunities for efficiency improvements. These tools are also used to match workload requirements to the most appropriate resources in a physical. along with the ability to build a cost model with cost allocation and reporting capabilities. We have seen growing visibility and deployment interest in Capacity-Planning and Management Gartner. we are seeing interoperability between IT Workload Automation Broker Tools and IT Process Automation Social IT Management has seen more progress. virtual or cloud data center. as the high visibility of these tools is matched by the high expectations that IT operations departments have for these tools to manage their private. and the functionality can also be embedded in other toolsets. as organizations become aware of how to take advantage of internal messaging systems (e. There are five technology profiles placed at this stage. Inc.

They will reduce the human factor and associated risks by automating safe. IT organizations' demand for private application stores keeps growing as mobility adoption rapidly takes place. such as the implementation Technologies such as ServiceLevel Reporting Tools. and Server Provisioning and Configuration Management are poised to advance during the next two to five years. which almost bypassed the Peak of Inflated Expectations in one year. | G00252566 This research note is restricted to the personal use of Trough of Disillusionment More than a third of the technology profiles represented in this Hype Cycle are located in the Trough of Disillusionment. Network Configuration and Change Management. time to value or mismatched expectations. Gartner. Most of them are two to 10 years away from reaching the plateau and their value to the business varies greatly. They will also increase IT operations efficiencies by integrating and leveraging the IT management tools needed to support operations processes across IT domains. On the 2012 IT Operations Hype Cycle. Although most providers today offer basic enterprise app store functionality (either as software or an as-a-service product). offer a similar approach to public stores (such as Apple's App Store). There could be many reasons that these technologies or frameworks have slowed their market penetration. IT Process Automation Tools are a key focus for IT organizations looking to improve IT operations efficiencies and provide a means to track and measure process execution. Some of the technologies that were on the 2012 Hype Cycle will now take a longer time to reach the plateau on the 2013 IT Operations Hype Cycle: ■ ■ ■ ■ IT Service Dependency Mapping Business Service Management Tools HVDs Network Performance Monitoring Tools This is due to the underestimation of the time and effort needed to implement and gain value from these tools. This was also a year that had IT Service Dependency Mapping leapfrogging in front of IT Service View CMDB. which is the second largest in terms of overall spacing on the Hype Page 9 of 98 .edu. the area that had provided a major impact and has had significant movement on this Hype Cycle is Workspace Virtualization. repeatable processes.This research note is restricted to the personal use of libresearch@smu. ITAM. Enterprise Application Stores. Many of the tools located in this area of the Hype Cycle have not fully delivered the benefits expected by the users that have implemented them. only a few provide a comprehensive solution for all scenarios. Inc. on the edge of the Trough of Disillusionment. but are private and implemented on internal servers or are delivered through private clouds. Most will be mainstream in less than five years. For example.). this year. Innovative technologies often come from smaller vendors with questionable viability. Highly innovative organizations that have increased their IT operations budgets are likely to gain a competitive advantage from a technology's benefits. risk-averse clients may delay the adoption of these technologies. However. | G00252566 This research note is restricted to the personal use of libresearch@smu. etc. and the number of images that organizations must use to provide users with a personalized desktop. mainstream. so the investment decision making is straightforward. Relatively. so plan carefully. Importantly. which is the largest spacing on the Hype Cycle. five-year horizon. the HVD movement on the 2013 IT Operations Hype Cycle has been modest. the time frame for HVD to mainstream was switched to a two. Although budget constraints are simultaneously easing and tightening. the higher the expectations and marketing hype. This Hype Cycle should benefit most adoption profiles (early adopters of technology. manage down your expectations and implement specific plans to mitigate any risks from using that organizations should consider the risks they're willing to take with new. The earlier or later the technology is positioned on the Hype Cycle. These vendors are likely to be acquired. As we approach the Plateau of Productivity. three technologies are poised to become mainstream in less than two years: ■ ■ ■ PC Application Virtualization Mobile Device Management Client Management Tools. Additionally.This research note is restricted to the personal use of libresearch@smu. they can reduce I&O costs by reducing the number of servers. enterprises that are leading adopters of technology should begin testing technologies that are still early in the Hype Cycle. depending on the organization's business. the amount of storage. The value proposition of these tools is achieved by making desktops more personalized and enhancing ■ ■ Page 10 of 98 . there are six technology profiles. mature and are approaching the end of the Hype Cycle. Slope of Enlightenment Within the Slope of Enlightenment. These technologies may be providing proven value to organizations. Inc. HVD and mobile computing have experienced huge demand due to the impact that mobility has had on so many aspects of IT operations. The three important considerations for using this Hype Cycle: ■ Creating a business case for new technologies driven by ROI is important for organizations with a low tolerance for risk. exit the market or go out of business. Plateau of Productivity The plateau contains the last three technology profiles: ■ ■ ■ Infrastructure Monitoring Network Fault Monitoring Tools Job Scheduling Tools These tools are ubiquitous. server-based computing (SBC) has grown consistently. Weigh risks against needs and the technology's potential benefits. Inc. as well as the timing of their adoption. Figure 1 depicts technologies on the Hype Cycle for IT Operations Page 11 of 98 .sg unproven technologies. Gartner. | G00252566 This research note is restricted to the personal use of libresearch@smu. 2013.This research note is restricted to the personal use of libresearch@smu.

This research note is restricted to the personal use of libresearch@smu. | G00252566 This research note is restricted to the personal use of libresearch@smu. 2013 expectations Cloud Management Platforms Capacity-Planning and Management Tools IT Service Catalog Tools IT Financial Management Tools IT Workload Automation Broker Tools Enterprise Application Stores Application Release Automation Service Billing DevOps COBIT IT Process Automation Tools Application Performance Monitoring Job-Scheduling Tools Network Fault Monitoring Tools Social IT Management IT Service Support Management Tools IT Operations Analytics Software License Optimization Tools IT Operations Gamification Business Productivity Teams Business Value Dashboard ValueOps IT Service View CMDB Real-Time Infrastructure Infrastructure Monitoring Workspace Virtualization Client Management Tools IT Service Dependency Mapping Business Service Mobile Device Management Configuration Auditing Management Tools Network Performance Monitoring Tools IT Management Network PC Application Virtualization Process Maturity Configuration IT Event Correlation and Analysis Tools and Change Management Tools Hosted Virtual Desktops ITIL Service-Level Reporting Tools Server Provisioning and IT Asset Management Tools Configuration Management As of July 2013 Innovation Trigger Peak of Inflated Expectations Trough of Disillusionment Slope of Enlightenment Plateau of Productivity time Plateau will be reached in: less than 2 years Source: Gartner (July 2013) 2 to 5 years 5 to 10 years more than 10 years obsolete before plateau Page 12 of 98 Figure . Hype Cycle for IT Operations Management.

This has caused IT organizations to respond by investing in private cloud services for some of their most-used and highly standardized sets of services. ValueOps and Business Value Dashboards. lowering business risk and accelerating service delivery. They are looking to understand the fixed and variable costs that form the basis of the services they want and receive.This research note is restricted to the personal use of libresearch@smu. consider using Gartner's ITSIO maturity assessment to understand the current maturity level of your organization and to chart a course for continuous Page 13 of 98 . To further assess your readiness for technology improving QoS. Inc. Social IT Management. They are also looking at data security. Some technologies that have a high business impact have a short time to plateau — for example. ITIL. Technologies such as Cloud Management Platforms. Enterprise Application Store or Mobile Device Management technologies. Business users are demanding more agility and transparency for the services and the associated financial impact they receive. which have little to do with technology. such as mobile and the quest for the management tools to provide value quickly. increased service agility and responsiveness. but have a low direct impact — for example. | G00252566 This research note is restricted to the personal use of libresearch@smu. The advantages of implementing ITOM technologies continue to include lowering the total cost of ownership (TCO) of managing the complex IT the truly transformative impact of technology can be delivered by interlocking its adoption with people and process frameworks. This also reflects the rapid change in adoption and value of technologies. Application Release Automation and ITFM will help IT operations address some of these challenges by providing higher benefits in the medium term. as is the case with cloud services. This is apparent on this Hype Cycle from profiles such as IT Management Process Maturity. Some of the technologies on this Hype Cycle take a longer time to mature. Many business customers have circumvented IT to acquire public cloud services. Gartner. Investment in all ITOM technologies should be considered based on their cost as part of a suite or The Priority Matrix The Priority Matrix maps a technology and a framework's time to maturity on a grid in an easy-toread format that answers two high-priority questions: ■ ■ How much value will an organization receive from a technology? When will the technology be mature enough to provide this value? In the longer term. Virtualization and the cloud continue to broaden the service delivery transparency for IT operations. but they also want improved service levels that provide acceptable availability and performance.

we evaluate whether technologies should be retired from the Hype Cycle and remove those that no longer belong. 2013 benefit years to mainstream adoption less than 2 years 2 to 5 years 5 to 10 years Business Productivity Teams DevOps IT Management Process Maturity ITIL Real-Time Infrastructure more than 10 years Business Value Dashboard ValueOps transformational high Enterprise Application Stores IT Workload Automation Broker Tools Mobile Device Management Application Release Automation Cloud Management Platforms Configuration Auditing Hosted Virtual Desktops IT Financial Management Tools IT Operations Analytics IT Process Automation Tools Server Provisioning and Configuration Management Application Performance Monitoring Capacity-Planning and Management Tools IT Service Catalog Tools IT Service Dependency Mapping IT Service View CMDB Business Service Management Tools moderate Client Management Tools Network Fault Monitoring Tools PC Application Virtualization IT Asset Management Tools IT Event Correlation and Analysis Tools Network Configuration and Change Management Tools Network Performance Monitoring Tools Service Billing Service-Level Reporting Tools Workspace Virtualization COBIT IT Operations Gamification IT Service Support Management Tools Software License Optimization Tools low Infrastructure Monitoring Job-Scheduling Tools Social IT Management As of July 2013 Source: Gartner (July 2013) Off the Hype Cycle As part of the annual process. This year. Inc. | G00252566 .This research note is restricted to the personal use of we deleted: Page 14 of 98 This research note is restricted to the personal use of Gartner. Priority Matrix for IT Operations Figure methodologies and pragmatic guidance to achieve the right balance of operational risk and Page 15 of 98 . risk and compliance (GRC) requirements. User Advice: Review the pace of business change and tier the supporting IT services accordingly. manage risks and control costs. For example. For each tier. I&O leaders can implement a holistic set of frameworks. Systems of differentiation (SODs) change relatively more frequently and there is a greater level of risk tolerance. IT will be better-positioned to address Gartner. it is only in the last year that the applicability of this approach to IT operations has been recognized. Position and Adoption Speed Justification: Business processes change at varying rates of speed. supporting technology and human factors to ensure that they are appropriately designed to support both speed and risk mitigation in alignment with the needs of the business. Brooks. Business Impact: By tiering the IT services provided and revising processes to reflect the differing speed and risk mitigation requirements from the ■ ■ ■ IT Service Desk IT Change Management PC Application Streaming On the Rise ValueOps Analysis By: George Spafford. This approach was set forth by Gartner in the Pace-Layered Application Strategy approach for development to enable innovation. therefore. Rather than a one-size-fits-all approach. At the same time. This core conflict creates a great deal of stress in IT and must be surfaced and addressed.This research note is restricted to the personal use of libresearch@smu. there is a trade-off in the supporting IT processes between the need for enablement and speed and the need to have risk mitigation that can slow down the implementation. However. Ian Head Definition: ValueOps is a perspective for IT operations that leverages Gartner's Pace-Layered Application Strategy to focus operations practices on the needs of the business. a change management process that follows a one-size-fits-all approach will either be too slow for groups wishing to innovate rapidly or will not sufficiently mitigate risks for services with substantial governance. Inc. Using ValueOps. Systems of innovation have a need for speed and. | G00252566 This research note is restricted to the personal use of libresearch@smu. using Gartner's ValueOps research for guidance. Jeffrey M. a tiered system that understands the different needs of each service class will result in better trade-offs between speed and risk. use more agile development practices. including DevOps. review the design of processes. The three pace-layered tiers are as follows: Systems of record (SORs) support business processes that change relatively infrequently and are risk-averse. Systems of innovation (SOIs) are changing very rapidly and the business must be willing to tolerate a greater degree of operational risk. This means that I&O processes must have the proper controls in place to mitigate risks to a level that's acceptable to the business. This balance must be a business decision and not decided on by IT alone.

Position and Adoption Speed Justification: BVDs are a relatively new. 40% of I&O organizations will replace their executive dashboards with new BVDs. that Gartner currently estimates that by 2017. performance and productivity measures.This research note is restricted to the personal use of libresearch@smu. by applying external compliance requirements only where needed). BVDs are composed of audience-specific sets of business value metrics (themselves combinations of prioritized business objectives. This. Brooks Definition: Business value dashboard (BVD) initiatives are used to quantify the business value of infrastructure and operations (I&O) performance in a way relevant to supporting business and IT leaders' decisions. Tooling is Page 16 of 98 This research note is restricted to the personal use of Gartner. in fact. The continued rise of cost optimization. Cheaper I&O" "How I&O Can Manage Change at the Pace of the Business" Business Value Dashboard Analysis By: Colin Fletcher. business performance measures and I&O performance measures) and delivered through a variety of presentation and reporting mechanisms. process and cultural investments built around traditional paradigms. will enable the business to be more competitive and increase satisfaction with IT. business fluency and external service provider management (both competitive and cooperative) expectations are combining to put significant pressure on I&O teams to transition from delivering traditional I&Ofocused executive dashboards for performance quantification to BVDs — so much pressure. Adoption speed will continue to be tempered by BVD initiative maturity requirements. diverse customer needs while retaining operational efficiency (for example. and struggles to move away from | G00252566 . in Benefit Rating: Transformational Market Penetration: 1% to 5% of target audience Maturity: Embryonic Recommended Reading: "Increase I&O Effectiveness With the ValueOps Perspective" "Use a ValueOps Perspective to Balance Risk and Agility in IT Operations" "Use ValueOps to Align Incident and Service Request Management With Changing Business Priorities" "Five Steps Toward a Faster. the fact that BVDs represent a transformation cannot be understated. Despite this building pressure. Jeffrey M. both in the size of their potential positive impact and in the effort required to succeed. difficulty in securing adequate investment. Better. transformational concept addressing the long-established imperative for I&O organizations to clearly define and communicate the business value they deliver.

Execview. process and technology). Business Impact: BVDs have the potential to positively impact all business services and processes across all verticals due to their foundational basis in the fundamental business concepts of growing revenue (or mission fulfillment in the case of nonprofit entities). the BVD construction process depends on collaboration and broad support to solely measure the impact of I&O services as defined by its audience. appropriate predefined content is still nascent. Mirror42. Plexent. It is also critical that BVD initiatives be treated as parts of. Step 3 — Determine and document the data and analytical techniques required to deliver BVD metrics. not substitutes for.This research note is restricted to the personal use of libresearch@smu. ■ ■ ■ As the steps illustrate. incorporating feedback. At the heart of BVD initiatives is business and IT leaders collaborating to redefine the performance measurement of I&O that will result in potentially dramatic shifts of both tactical and strategic investments across all dimensions of I&O (people. Xtraction Solutions Recommended Reading: "I&O Value Takes Center Stage With the Business Value Dashboard" Gartner. Inc. IBM. Step 2 — I&O leaders should collaborate with LOB partners to determine the right questions to ask and the right way to provide the answers. stepwise approach to start clearly demonstrating their positive impact on business priorities: ■ ■ Step 1 — Obtain key IT and LOB executive support for an incremental BVD Page 17 of 98 . larger strategic business alignment efforts. Texas Digital. reducing costs and mitigating risk. This BVD-initiativefostered collaboration (in addition to that of similar alignment initiatives) has the potential to generate the insights needed to discover new ways of doing business and new business opportunities. HP. however. BMC Software. Step 4 — Beta test manual BVDs with a subset of the intended audience. User Advice: BVDs hold liberating promise for I&O teams willing to break down faulty assumptions and take the following pragmatic. Westbury. Benefit Rating: Transformational Market Penetration: Less than 1% of target audience Maturity: Emerging Sample Vendors: Apptio. implement and evolve tooling. CA mechanistically mature (as BVDs can be built utilizing reporting and presentation capabilities from any number of IT operations management [ITOM] tools).edu. Step 5 — Opportunistically select. not by what data is easily available or what I&O teams use for technical optimization. | G00252566 This research note is restricted to the personal use of libresearch@smu.

The costs of IT service desk support have increased yearly. In conjunction with IT product managers. Position and Adoption Speed Justification: The traditional IT service desk is not sustainable in the era of the personal cloud and personal productivity enablement. Inc. Mature IT organizations (Level 3 ITScore or above) should strategize to transform their reactive IT service desks to a proactive BPT. then the value proposition of the traditional IT service desk will continue to diminish. IT service desks have been expense reduction targets that justify their spending with operational metrics not aligned with business objectives. technical domain knowledge and customer service skills. because they are instilled with a broad understanding of business processes so they can quickly identify solutions for business issues. | G00252566 . however. which react to user productivity issues. BPTs proactively promote productivity by enabling users to be self-sufficient. which inhibits the productivity of users by not supporting bring your own computer (BYOC)/ bring your own device (BYOD) but the business is now looking to move faster than the IT support model can "First Steps in Building an I&O Business Value Dashboard" Business Productivity Teams Analysis By: Jarod Greene. Planning to replace traditional IT service desks with BPTs should align with I&O maturity road maps for continual improvement. Thus. Fifty percent of business users' perception of IT is derived from experiences with the IT service desk. the ability to support the needs of the business in real time requires a largely unreached IT maturity level. The original value proposition of the IT service desk was formed around detect-and-fix approaches to service Gartner. BPTs will provide an open communication channel that will enable IT to determine the goals of the business. this represents only about 10% of all infrastructure and operations (I&O) organizations. Furthermore. business users will look to personal cloud models for new levels of functionality that IT is not in a position to deliver. Since their inception. User Advice: BPTs should be formed only by enterprises that are on the path to becoming servicealigned and/or business-aligned IT organizations. BPTs demonstrate value to the business as a group of technical advisors Page 18 of 98 This research note is restricted to the personal use of libresearch@smu. in part. BPTs require personnel who have business understanding. This reinforces the idea that IT is failing to meet the needs of the business.This research note is restricted to the personal use of libresearch@smu. Reported metrics will focus on improved productivity correlated with increases in business outcomes by each business process for which the customer satisfaction overall IT service value has improved. Organizations at lower levels should focus their efforts and resources on traditional service support management. If IT objectives do not shift to personal productivity enablement. BPTs will use a business-value-based justification for each performance metric that strategically links the relevant IT service-critical success factors of the IT organization with the goals of the business. John Rivard Definition: Business productivity teams (BPTs) are a departure from traditional IT service desk teams. while performance against traditional key performance indicators (KPIs) has decreased.

Benefit Rating: Transformational Market Penetration: 1% to 5% of target audience Maturity: Adolescent Page 19 of 98 .edu. provide training and promote IT capable of working with users to identify solutions for business issues. Business Impact: As business user expectations and service complexity increase. such as increases in IT-business engagement and productivity levels. Less emphasis has been put on the strategic objectives of channel. which focus on customer productivity enablement through education and promotion. they can better understand user sentiment and pain points and be the necessary feedback loop to steer effective change that can have a significant impact on service delivery. Test BPTs using a subset of IT service desk resources aimed at supporting a targeted business area (such as VIP or executive support) or applications/ services. | G00252566 This research note is restricted to the personal use of libresearch@smu. which have the potential to drive innovation and revolutionize the business model for IT. BPTs can go to development teams with user sentiment as suggestions and enhancements to provide productivity gains that would pay for themselves exponentially. such as Apple's Genius Bar or Best Buy's Geek Squad. The ramifications of not creating a BPT are likely to exasperate the business. rather than reactive support. Gartner advises organizations to customize the model to their specific needs and characteristics. BPTs can help business users make more-informed personal productivity decisions. which would increasingly look to consumerization and shadow IT to achieve productivity. BPTs collaborate at the grassroots to identify user challenges and opportunities. For example. Inc. For example. IT organizations can look to customer support models. Therefore. there is less focus on business impact metrics. staffed by Level 1 IT service desk and some Level 2 desktop support personnel. The potentially larger business impact is focused on an innovation driver. mine user/system data to identify productivity enhancement opportunities. the objectives of the IT organization can be developed and will become better aligned with those of the business. prior to wider-scale deployment. CIOs and I&O leaders will be evaluated on their abilities to foster a self-service culture through the use of BPTs. No single BPT approach is ideal for all enterprises. including leveraging mobility and social collaboration for enhanced business user interaction. From these enhanced interactions. IT organizations must also leverage mobility and social media to enable BPTs to directly engage with the business on a regular basis. If BPTs can work in conjunction with business relationship managers. The most common form of a BPT has been the formalization of a user walk-in contact channel. We also recommend that a low-risk proof of concept (POC) pilot be used to refine the BPT model. To this extent. BPTs use proactive approaches. BPTs will be better positioned to identify system enhancements for future releases and align business requirements to services. and work to minimize the levels of routine support by providing teaching-type support in favor of a flagand-fix research note is restricted to the personal use of libresearch@smu. Traditional IT service desks maintain productivity by reactively addressing application and system failures.

exploring use cases specific to incident. Gamification leverages concepts associated with feedback loops that reinforce desired behaviors and encourage good habits by turning progress into rewards. Inc. Applied to IT operations. In polling conducted in December 2012. gamification can provide a real-time feedback loop to collect context data (which analyst/technician/engineer did what and when in support of which user/service) and can provision the feedback mechanism (e. whereas 5% are already using game mechanics in their environments. gamification will become part of well-designed software. and driving users to lower-cost IT contact channels. Automated and accelerated feedback loops provide the mechanism for IT personnel to understand how they relate to their peers in support of the IT organizations' goals and ITSM vendors are beginning to provide layers of gamification within their core Gartner. as opposed to a feature or function. Page 20 of 98 This research note is restricted to the personal use of libresearch@smu. Therefore. IT organizations have used simple contests to engage staff. Forty-five percent of organizations see value. (e.. rather than monetary rewards.This research note is restricted to the personal use of libresearch@smu. they have typically produced suboptimal results and undesired negative outcomes. but they remain skeptical. ranging from affirmation of task orders within structured workflows to real-time dashboard capabilities that provide performance metrics of individuals and gamification can make IT organizational change activities more enjoyable and benefit IT operations initiatives by garnering a deeper level of committed participant engagement. and encouraging collaboration and mentoring. status. a point. Gamification as an engagement accelerator is being evaluated by a small minority of organizations. but will wait to implement. Position and Adoption Speed Justification: Gamification is emerging as a trend in I&O used to develop skills and change behaviors among IT staff and business end users. status and recognition) as Recommended Reading: "Reinvent Your IT Frontline Capabilities" "Best Practices for Conducting the Business Productivity Team Proof-of-Concept Plan" "Four Keys to a Successful Business Productivity Team Implementation" "IT Service Desks Must Modernize User Experiences or Get Out of the Way" IT Operations Gamification Analysis By: Jarod Greene Definition: Gamification is the application of the same design techniques and game mechanics found in all games.g. Gamification shifts the focus to intrinsic rewards (e.. 32% of organizations described their view of gamification as an opportunity.. boost morale and promote participation in tasks deemed undesirable. change and configuration management processes. problem. | G00252566 . a trophy). while also providing intrinsic rewards. Ultimately. merit and achievement) that are provided to users through real-time analytics and data visualization techniques to reinforce or modify behavior. a badge. fostering peer-to-peer support. applied to nongame contexts.g. Furthermore. Simple contests have been manually administered and have been overly focused on extrinsic rewards. promoting user and IT staff training. For example.

edu. Business Impact: During any transformation effort. IT organizations can more efficiently and effectively deliver solutions to the business. increase skill levels. Rewards should be intrinsic and mixed within multiple IT organizational areas to sustain attention and engagement.This research note is restricted to the personal use of User Advice: IT organizations should not look to gamification to resolve issues specific to a lack of standardized processes and low business user confidence. Because gamification fosters higher levels of IT staff and business user engagement to perform desired behaviors. processors and virtualization policies. IT operations gamification can also be a pilot group for larger business efforts. modify or Capita. vendors specializing in software license optimization are providing a level of detail about product use rights. Software license optimization tools are a supplement to an IT asset management (ITAM) program. Badgeville. 80% of the work involves persuading people to change the way they do their jobs and making the new practices stick. simple game mechanics and involve IT staff in gamification efforts to leverage their knowledge and gain participation. Benefit Rating: Moderate Market Penetration: 5% to 20% of target audience Maturity: Emerging Sample Vendors: Axios Systems. providing useful test data for future initiatives. To address this market niche. such as cores. Bunchball. it is necessary to know hardware attributes. Because some of these complex licenses are based on the platform. Position and Adoption Speed Justification: The software license optimization vendors that specialize in license management are beginning to make inroads into large organizations that may Gartner. promote productivity and boost morale without significantly overhauling or modifying IT operations processes. IT organizations considering gamification should start with small. ServiceNow Recommended Reading: "Engaging Your IT Service Desk With Gamification" "Driving Engagement of Social IT Support With Gamification" "Improving IT Service Desk Performance With Gamification" Software License Optimization Tools Analysis By: Patricia Adams Definition: Correlating software license entitlement with installed software is not an easy task. CA Technologies. Gamification can create a motivational environment if clear performance expectations are set to appropriately reward and discipline performance. reduce onboarding cycles. Inc. vendor stock-keeping units (SKUs) and contract terms to determine license position. but organizations must first have a clear understanding of the behaviors they are trying to change. Gamification can provide a powerful mechanism to motivate behavior. | G00252566 This research note is restricted to the personal use of Page 21 of 98 .

such as IBM. As OEM vendors move toward licensing models to support virtualization and software in public clouds. especially with complex server-based license types that are not easily counted. If there is an existing ITAM repository tool or configuration management database (CMDB) in place. Oracle. Benefit Rating: Moderate Market Penetration: 1% to 5% of target audience Maturity: Emerging Sample Vendors: Aspera. complexity will only increase. it will likely benefit from the detailed information in a software license optimization tool. it becomes even more critical for organizations to have tight controls. but they are still not getting the data they need to ensure compliance. and acquisitions will likely occur as enterprise-class vendors look to plug holes in their product functionality. organizations should ensure that the discovered inventory data is accurate and that sources are reliable. Gartner expects that this market will continue as a subset of the overarching ITAM market. Symantec and SAP. these tools will not be accurate. The success of the software license optimization tool is premised on the accuracy of this data. This level of detailed data is often not found in an ITAM repository. Inc. Business Impact: Regardless of whether or not an organization has an existing ITAM repository. Without strong.This research note is restricted to the personal use of libresearch@smu. User Advice: To achieve the fastest ROI from a software license optimization tool and gain visibility into all software. processes and tools in place to accurately understand their license Gartner. The vendor software SKU/product identification library will also require constant updating as software vendors are acquired or vendors have new releases. foundational discovery information. these organizations are looking to a limited group of specialty vendors to assist with license optimization and entitlement management. As a result. Flexera Software Recommended Reading: "Software License Optimization Vendor Overview" "IT Asset management MarketScope 2013" Page 22 of 98 This research note is restricted to the personal use of libresearch@smu. integrate it with your existing ITAM or CMDB tool so that discovery data can be seamlessly exchanged and normalized against other discovery sources. so set a high standard for data quality. These tools offer some relief to organizations that are suffering from an extensive number of audits by vendors that are evolving their license models to maximize revenue or in response to new delivery channels. As pirated or "cracked" software becomes prevalent on the resale have implemented ITAM programs. not just the vendors that are problems today. To ensure this supplementary toolset is successful. Gartner recommends selecting a software license optimization vendor based on its ability to support licensing models across the entire software portfolio. | G00252566 . ensure that out-of-the-box integrations are available with the software license optimization tool. and site licenses or enterprise licenses will not be the most cost-effective for customers. such as Adobe and Microsoft. or make it complex to count and keep track of installs for software with reassignment rights.

e. This description is then used to correct or extend the outputs of other discovery-oriented tools to improve the fidelity of information used in operational tasks (e.g. Fourth.. as a result of the analytics system's ability to formulate plans for action. This. however. Inc.This research note is restricted to the personal use of libresearch@smu. Gartner does expect some technology sharing and even convergence with BI and SIEM IT Operations Analytics Analysis By: Will ITOA uses the coordinated deployment of five capabilities: complex operations event processing (COEP). ITOA platforms have their counterparts in the business intelligence (BI) and security information and event management (SIEM) markets. Third. and this is probably the most widely publicized use case. depending on the particular analytics technology deployed — of the IT infrastructure or application stack being monitored. Second. Jonah Kowall Definition: IT operations analytics (ITOA) technologies are primarily used to discover complex patterns in high volumes of often "noisy" IT system availability and performance data. application runtime architecture topologies and network topologies). when multiple root causes are known. since the selected output is effectively a "scientific hypothesis" describing the mechanisms that cause system behavior. they need to have a complex internal structure. This combination of increasing data volume. the models. search and inference (UTISI). structures and pattern descriptions help the user pinpoint fine-grained and previously unknown root causes of overall system behavior pathologies. mathematical or verbal. so that resources can be devoted to correcting the fault in the most time-efficient and cost-effective way possible. topological analysis (TA). statistical pattern discovery and recognition (SPDR). i. direct the results of its inferences to the most appropriate individuals or communities in the enterprise for problem resolution. means that it is not possible to infer the behavior of the whole from the behavior of any individual part. Colin Fletcher. it can be used to predict future system states and the impact of those states on performance. ITOA systems tend to be used by IT operations teams for five different purposes. and to date this has been the most successful use unstructured text indexing. they must be composed of a large number of moving parts that move in relative independence from one another. Providing a real inference capability not generally found in traditional tools. Fifth. This is attributable both to an increase in the number of data types that can be monitored and the number of devices and logical elements that require monitoring. variety and velocity and increasing system complexity is driving the demand for well-defined and segregated ITOA platforms and services. the selected analytics systems output is used to determine and rank their relative impact. it can determine how to resolve problems or. at least. First. service dependency maps. increased demand for system adaptability and for systems to be capable of computations that are essentially resource-consumptive (NP-complete). Position and Adoption Speed Justification: The amount of data available to IT operations teams for performance and availability management has increased by an order of magnitude over the last five years. At the same time. and multidimensional database search and analysis (MDSA).sg Page 23 of 98 . the models. particularly the latter. Gartner. | G00252566 This research note is restricted to the personal use of libresearch@smu. structures or patterns are regarded as descriptions — topological..

. they can delay the acquisition of hardware by showing the cost of unused capacity or help consolidate and rationalize employing applications based on utilization and cost data. will. Bay Dynamics. and will continue to emerge to solve. It is also important to keep in mind that most of the tools available today take a siloed approach to ITOA. Xpolog Recommended Reading: Page 24 of 98 This research note is restricted to the personal use of libresearch@smu. Users should also be aware that these tools have solved. Savision. applications) or process (e. generate data that is directly captured. particularly as newer. Most of these tools rely on manual intervention to identify the data sources. in their execution.g. Investments in these tools are likely to be disruptive for customers. etc. Splunk. as a consequence. SAS. the ITOA tools that have emerged from specific IT operations areas have the potential to extend their capabilities more Gartner. This means that the product must have significant value for the customer today to mitigate the risk of acquisition and subsequent disruptions to product advancements or changes to product strategy. Evolven. Sumerian. specific IT operations problems. as more and more business processes become essentially digitized and. or they may be tightly coupled with a specific technology domain (e. Inc. A critical requirement for choosing a tool is understanding the data sources with which it can integrate. Teleran. However. SL. and deliver highly visible and improved customer service. two or three of the five ITOA User Advice: Users who are at least at ITScore Level 3 or above in IT operations maturity should investigate where and how they can use ITOA tools to run their operations more efficiently. and build expertise in the tools for interpreting events and providing automated actions or recommendations. Terma Labs. HP. Hagrid Solutions. provide detailed trend analysis of issues. The importance of this source will increase dramatically over the next five years. the amount of manual effort required to run analytics and the training needs of the IT staff. Business Impact: ITOA tools will provide CIOs and senior IT operations managers with a source of operational and business data. The ability of ITOA tools to integrate data from multiple vendor sources and process large amounts of real-time data is improving but is still limited. innovative vendors get acquired. aggregated and analyzed by ITOA platforms. workload automation analytics. These systems may take the form of stand-alone platforms. Prelert. VMware. reflected in the fact that most support only one. Apptio. root cause analysis (RCA). For example. performance and capacity analytics. Sumo Logic. application performance monitoring (APM). BMC.This research note is restricted to the personal use of libresearch@smu. Netuitive. e. | G00252566 .g. Nastel Technologies. independent of technology or process domain. IT operations teams can use these tools to make adjustments and improvements to the IT operational services they deliver to their business customers.g. understand the business problem they are trying to Moogsoft. configuration management). OpTier. Benefit Rating: High Market Penetration: 1% to 5% of target audience Maturity: Emerging Sample Vendors: AccelOps. IBM.. Appnomic Systems.

This research note is restricted to the personal use of ITSSM tools can leverage a business view of IT services. ITSSM tools are a segment of the IT market that IT service support organizations can adopt to support the business. and improve root cause isolation. problems and service requests throughout their life cycles at more efficient and effective rates. change. Functional differentiators for tool selection in the IT service desk stack commonly include: ■ ■ Out-of-the-box best practices Ease of use — graphical user interfaces (GUIs). enabling the IT support organization to better prioritize and quickly resolve or escalate issues and problems. configurations and process configurations Ease of integration with infrastructure components ■ ITSSM tools have a foundational functionality that has been available for some time. Position and Adoption Speed Justification: Having evolved from the IT service desk market. the adoption of ITSSM tools will be slow. release governance and request Inc. The ITSSM tool market is still focused on IT service support. Brooks Definition: IT service support management (ITSSM) tools offer tightly integrated processes and functions that correlate with the activities of the broader IT support organization. User Advice: IT organizations that plan to reach ITSIO Maturity Level 3. upgrades. 4 or 5 during the next three years should replace IT service desk tools with ITSSM tools. IT support organizations can manage incidents. if those processes are implemented and well-established. but has not been taken advantage of in integrating people. At higher maturity levels. or request an IT service via an IT self-service module. incident. process and technology perspectives. if they have not already done so. Processes included in ITSSM tools are incident. problem and change management) "How to Fit Technologies to Use Cases for ITOA Systems" "Will IT Operations Analytics Platforms Replace APM Suites?" "IT Operations Analytics Technology Requires Planning and Training" IT Service Support Management Tools Analysis By: Jarod Greene. These tools provide modules that enable business end users to find knowledge to support/resolve computing-related issues. | G00252566 This research note is restricted to the personal use of libresearch@smu. I&O maturity Gartner. Because only a few organizations have reached ITScore for I&O (ITSIO) Maturity Level 3. ITSSM tools enable organizations to automate the workflow of infrastructure and operations (I&O) processes familiar to frameworks such as ITIL. ITSSM tool functionality extends beyond traditional IT service desk tools to address the changing dynamics of IT service support. IT organizations are in the process of deriving higher value from solutions that offer tighter integration of functions across process modules (e. Using this business view. problem. but with more emphasis on improving root cause isolation and providing higher levels of business user satisfaction. Jeffrey M. Organizations need to understand that the ITSSM tool market alters the stratification of tools common to the IT service desk Page 25 of 98 .

as well as the request management Gartner. ITSSM tools are differentiated from IT service desk tools. Social capabilities that enable collaboration around a shared purpose. maintenance and professional services) and lower utilization. most organizations now find it difficult to move beyond the simple IT service desk functionality of incident. organizations that needed IT service desk tools could choose from several vendors that supplied robust suites of products promising vigorous integration of functional process modules. Also included is location awareness of the mobile device. The ITSSM tool market presents IT organizations with a set of solutions that focuses on the integration of process modules well beyond simple IT service. However. The end result is that organizations are implementing processes for service management entirely manually. In evaluating ITSSM tools. configuration management. A business value dashboard that shows the impact of critical success factors (financial or otherwise). reference the organization's I&O road map to know how and when functional modules will be implemented and integrated. Business Impact: In the past. including incident update and Advanced reporting capabilities focused on business value beyond the traditional productivity measures. The automated exchange of information among processes within the tool enables users to be more efficient. problem management. without product integration. request management Engineering/administration — Change management. because they add additional functionality: ■ A fully functional mobile device ■ Page 26 of 98 . authorization approvals. because the acquisition of an ITSSM solution to leverage only incident and change management modules will result in higher costs (for licenses.This research note is restricted to the personal use of libresearch@smu. release governance End user — Self-service. End-to-end visualization of hierarchical and peer-to-peer relationships of configuration items that deliver IT services. ■ ■ ■ Process governance and reinforcement capabilities to ensure that optimal desired behaviors and business outcomes are delivered through the team using the ITSSM tools. problem and change management. Inc. and access to reporting and assessments (see "ITScore for Infrastructure and Operations") will better position organizations to develop road maps to address resource gaps during the completion of these integrations. ITSSM tools promise to improve this by capitalizing on the ITIL concept that processes integrate by exchanging information. Multidimensional charts to show how related metrics affect each other. | G00252566 This research note is restricted to the personal use of libresearch@smu. The market looks at tools that provide integrated functionality across several types of IT processes and functions: ■ ■ Service desk — Incident management. Advanced reporting includes: ■ ■ ■ ■ Specific reports tied to common critical success factors and key performance indicators (KPIs) for an IT service desk.

ServiceNow Recommended Reading: "Criteria for Developing the 2013 Magic Quadrant for IT Service Support Management Tools" "Magic Quadrant for IT Service Support Management Tools" "IT Service Desk Tool Acquisitions Must Be Based on Infrastructure and Operations Maturity" "How to Decide Whether SaaS ITSSM Tools Make Sense for Your Organization" "How to Decipher IT Service Support Management Tool Pricing and Packaging" Social IT Management Analysis By: Jarod Greene Definition: Social IT management (ITM) involves the use of social collaboration processes and tools in support of infrastructure and operations (I&O) objectives. Common social ITM use cases include the use of social communities to foster peer-to-peer (P2P) IT service support. expertise location. If a social strategy is already in Cherwell Software. while leveraging established Gartner. Thus far. ■ Administrative — SLA management. the challenge for I&O organizations is to develop a more mature social ITM strategy that helps them gather and identify resources and KPIs. Through this dialogue.This research note is restricted to the personal use of libresearch@smu. Hornbill. | G00252566 This research note is restricted to the personal use of libresearch@smu. Fifty-four percent of I&O organizations are either well into social ITM initiatives or planning one during the next six EasyVista. CA Technologies. relationship leverage and flash coordination — opportunities that I&O organizations recognize can provide significant benefits. BMC Software. inventory/configuration repository Benefit Rating: Moderate Market Penetration: 5% to 20% of target audience Maturity: Adolescent Sample Vendors: Axios Systems. Social collaboration provides opportunities for pooling contributions. reporting. Position and Adoption Speed Justification: I&O organizations are demonstrating an increasingly strong interest in applying social collaboration processes and tools to the support of their objectives. Inc. User Advice: Social ITM initiatives should begin with a dialogue with the business to determine whether the program will be meaningful and relevant to achieving business objectives. I&O can reinforce those efforts. better capturing of out-of-band collaboration among IT staff members and the use social media to promote the value of the IT organization to the business. IBM. LANDesk. interest cultivation. which will reinforce the value of the program to the IT organization and the business users it supports. I&O organizations can also understand what social collaboration efforts have been initiated and determine business communication and collaboration trends and work patterns. Page 27 of 98 .

Social business relationship management (BRM) — Social software can provide the means for the IT organization to foster a two-way dialogue with the business. as development and operations begin to work more closely to coordinate planning and build. Applying the principles to social ITM initiatives will increase the chances of maintaining an effective mass collaboration environment. IT organizations should plan on working with management and users to create social ITM strategies with a heavy emphasis on people and processes. The following are common. ■ ■ A social IT strategy should be aligned with the goals. Crowdsourcing via social software provides the means for users to become more productive in using business technologies and provides the IT support team opportunities to manage the community to better understand what's important to users and how best to resolve issues. IT organizations unidirectionally inform the business of planned and unplanned outages. and it is important to distinguish social media from other forms of collaboration (such as email. Depending on which use case is of the highest priority. The unstructured processes or activities that occur in many IT operations organizations represent a potentially rich repository of organizational knowledge that has been difficult to collect using traditional IT service management (ITSM) products. so I&O organizations planning social Page 28 of 98 This research note is restricted to the personal use of libresearch@smu. Mass collaboration differentiates social media from other collaboration technologies and policies. objectives and values of the organization. Failure to develop this strategy will cause end users and IT staff to create often-conflicting social collaboration tools and processes themselves. Social media enables dynamic communications whereby users can generate conversations within these notifications to understand the specific impact of the message in a forum open to the wider community of business end users.This research note is restricted to the personal use of libresearch@smu. | G00252566 . End users can follow the IT organization's announcements and services. as well as the configuration items that are important to them through social media tools. I&O organizations must then pinpoint social IT use cases. rather than letting tools dictate the approach to social media. organizations should identify tools and solutions that provide the required functionality. knowledge management systems and Web content management systems) and to design social ITM initiatives with the principles of mass Gartner. This capability will become increasingly important in the emerging DevOps arena. Popular social collaboration tools are abundant. as well as solutions that lack the design and delivery principles associated with mass collaboration. This type of communication is often disregarded or ignored. releases and new services via email or through an intranet portal. Inc. test and release activities. before identifying technical requirements. but should not limit the scope of potential options: ■ P2P IT service support — Social collaboration tools provide better and faster connections in pursuit of information to better leverage internal systems and solve frequent technology-related shared directories. Collaborative operations management — Social collaboration tools facilitate the capture of information among IT staff that would not typically be captured via traditional communication methods. processes. practices and technologies. One of the primary reasons social ITM initiatives fail is uncoordinated social strategies — a dialogue with the business works to mitigate that risk.

by enabling users to better provide solutions that the IT organization is not aware of. influencers. However. improve employee morale. and business cases need to layer the benefits that social collaboration provides to the organization.This research note is restricted to the personal use of libresearch@smu. BMC Software. ServiceNow Recommended Reading: "How to Get Started With Social IT Management" "Driving Engagement of Social IT Support With Gamification" DevOps Analysis By: Ronni Page 29 of 98 .sg ITM initiatives must match solutions to use cases. as well as identify stealth IT or inefficient IT operations processes that might affect the delivery of IT services. and increase engagement and retention. Business Impact: Applied appropriately. Third-party social analytics tools can bridge this gap. usage patterns. Jim Duggan Gartner. identify what is technically feasible and estimate costs for deployment. Cherwell Software. the inability to measure and manage the context (user sentiment.) has been a deterrent to many initiatives. Success criteria for social ITM initiatives must consider everything that matters to be measurable (or visible). etc. Inc. | G00252566 This research note is restricted to the personal use of libresearch@smu. Hornbill. Through improved collaboration. social ITM can help increase business user productivity. social ITM presents the opportunity to enable the I&O organization to achieve their goals in supporting the business. Colville. including demonstrating higher levels of business value. Benefit Rating: Low Market Penetration: 1% to 5% of target audience Maturity: Adolescent Sample Vendors: Axios Systems. which can be leveraged in support of unstructured IT operations work patterns and improve the I&O organization's ability to support a highly available infrastructure. and better promote how IT services should be and can be used. and in collaborating on a common platform around a shared purpose. Because most ITSM vendor approaches to social ITM are immature. Many ITSM vendors are beginning to layer social collaboration on top of their toolsets. Social ITM has also proved effective in removing some of the silos that exist between IT operations domains. ITInvolve. as well as public social collaboration tools for which the goal is to engage users in the social communities they most frequently visit. in terms of improving the ability to manage scale. It can better convert ad hoc interactions and other forms of out-of-band communication among IT operations personnel into reusable assets. options to leverage social collaboration tools already in use by the business. present additional CA Technologies.

operations (application support." In addition to not having a specific playbook. adoption is somewhat haphazard. formation of teams to manage the end-to-end provisioning and practices for promotion and release.This research note is restricted to the personal use of libresearch@smu. making it subject to a more liberal interpretation. automation of manual process steps and informal scripts. Monitoring and other productionrelated tools are starting to come into focus to provide. in essence. Inc. Another aspect of DevOps adoption that remains a significant challenge is the requirement for pluggablity. understanding what types of applications are good candidates has also been a challenge. DevOps implementers also attempt to better utilize technology — especially automation tools that can leverage an increasingly programmable and dynamic infrastructure from a life cycle perspective. streamlining release deployments from development through to production is the first area of Definition: The DevOps movement was born of the need to improve IT service delivery agility and found initial traction within many large public cloud services providers. tools that offer monitoring specific to testers and operations staff are also beginning to but few have done so. While most of the initial adoption sourced from Position and Adoption Speed Justification: DevOps doesn't have a concrete set of mandates or standards. closed-loop feedback capabilities. It is primarily associated with continuous integration and delivery as a means of providing linkages across the application life cycle. standard and automated practices for build or integration. which emphasizes people (and culture). test. but rather with groups that straddle development and production. release managers and environment managers) has also begun various projects tagged as "DevOps. and more comprehensive simulation of production conditions throughout the application life cycle in the release process. Due to the lack of formality of how to implement or adopt DevOps. | G00252566 . and seeks to improve collaboration between operations and development teams. ITIL or Capability Maturity Model Integrated [CMMI]). spreading within the cloud and in more traditional enterprise environments (the latter often relates to customer-facing applications). as this is where some of the most acute service delivery pain exists. The adoption of these tools is not usually associated with development or production support staff per se. Many aspire to reach the promised fluidity and agility. or a known framework (e. Page 30 of 98 This research note is restricted to the personal use of libresearch@smu. DevOps concepts are becoming more widespread. as well as potentially inhibit it. This can accelerate Gartner. a focus on high fidelity between the stage environments (development. To facilitate and improve testing and continuous integration. and is typically instantiated to address specific Web applications with a need for increased release velocity. from development to production. The creation of DevOps (or environment management) teams is bringing development and operations staff together to manage (more consistently) an end-to-end view of an application or IT service. staging and production). Practices associated with DevOps include the creation of a common process for the developer and the operations teams. Tools are emerging to replace custom scripting with consistent application or service models improving deployment success through more predictable configurations. Toolchains are critical to DevOps to enable the integration of function-specific automation from one part of the life cycle to another. For some IT organizations. higher levels of test automation and test coverage. Underpinning DevOps is the philosophy found in the Agile Manifesto.g. as it relates to the IT services being delivered.

edu. there is a somewhat paradoxical impact. not as process IT organizations that are leveraging pace-layering techniques can stratify and categorize applications and find applications (and development and operations teams) that could be good targets for adoption. IT organizations must establish key criteria that will differentiate DevOps traits (strong toolchain integration. and look for opportunities where the adoption of more-agile communication processes and patterns can improve production deployments. examine activities along the existing developer-to-operations continuum. Often. Inc. and the potential exists to incorporate some of these best-practice approaches to enhance overall service delivery. but is contingent on a sometimes difficult organizational philosophy shift. However. We expect this bifurcation (development focus and operations focus) to continue for the next two years. is a pivotal starting point for many DevOps projects. but. Release management. Business Impact: DevOps is focused on improving business outcomes via the adoption of continuous improvement and incremental release principles adopted from agile methodologies. making it more difficult to know whether one is actually "doing" DevOps. | G00252566 This research note is restricted to the personal use of Page 31 of 98 .This research note is restricted to the personal use of libresearch@smu. while not mature in adoption. it will likely result in a variety of manifestations. as well as smaller. While agility often equates to speed (and faster time to market). DevOps does not preclude the use of other frameworks or methodologies. Enterprises adopting a DevOps approach often begin with one process that can span development and operations. At a minimum. consider expanding DevOps to incorporate technical architecture. Select a project involving development and operations teams to test the fit of a DevOps-based approach in your enterprise. IT organizations should approach it as a set of guiding principles. thus reducing risk. and some vendors are acquiring smaller point solutions specifically developed for DevOps to boost their portfolios. the lack of a formal process framework should not prevent IT organizations from developing their own repeatable processes to give them agility and control. Because DevOps is not prescriptive. this is aligned with one application environment. We expect this to continue. User Advice: DevOps hype is beginning to peak among the tool vendors. Because DevOps is emerging in definition and the adoption of DevOps (and associated tools) will quickly follow. workflow. Successful adoption or incorporation of this approach will not be achieved by a tool purchase. people and application orientation) from those of traditional management tools. If adopted. Many vendors are adapting their existing portfolios and branding them DevOps to gain attention. Benefit Rating: Transformational Market Penetration: 5% to 20% of target audience Maturity: Adolescent Gartner. more frequent updates to production that can work to improve overall stability and control. such as ITIL. with the term being applied aggressively and claims outrunning demonstrated capabilities. It is imperative to understand the business requirements for time to market and to evolve accordingly using DevOps and other frameworks where appropriate. as more applications or IT services become agile-based or customer-focused.

Circonus. these tools can gather resource-based data across various infrastructure components. in cloud environments and by IT organizations that use or deploy applications. apply tariffs. Service-billing tools perform proportional allocation — based on the amount of resources (including virtualized and cloud-based) allocated and used by the service — for accounting and chargeback many service providers (including cloud service providers) have custom-developed these tools for their own environments. They provide cost and pricing information for services with some service cost and price modeling capabilities. databases and applications. Inc. Position and Adoption Speed Justification: Service-billing tools differ from IT chargeback or IT financial management tools in that they use resource usage data to calculate the costs for chargeback and aggregate it for a service. these tools have been deployed among service providers. storage. and to ensure that the resource allocation is managed based on cost and service levels. CFEngine. When pricing is based on usage. SaltStack Recommended Reading: "Deconstructing DevOps" "DevOps Toolchains Work to Deliver Integratable IT Process Management" "Leveraging DevOps and Other Process Frameworks Requires Significant Investment in People and Process" "DevOps and Monitoring: New Tools for New Environments" "Catalysts Signal the Growth of DevOps" "Application Release Automation Is a Key to DevOps" Service Billing Analysis By: Milind Govekar Definition: IT operations service-billing tools capture detailed usage records (similar to charging data records [CDRs] in the telecommunications industry).edu. Service-billing costs are based on service definitions and include infrastructure and other resource use (such as people) costs. they usually integrate with IT financial management tools and IT chargeback tools. such as e-commerce applications. | G00252566 . manage the process of rendering bills and bill delivery. Alternatively. networks.This research note is restricted to the personal use of libresearch@smu. User Advice: Although COTS tools exist in the market. As a result. and apply bill adjustments with a view of maintaining customer Gartner. These tools will be developed to work with service governors to set a billing policy that uses cost as a parameter. Due to their business imperative. Opscode. including servers. per transaction) independent of resource usage. Service-billing Page 32 of 98 This research note is restricted to the personal use of Sample Vendors: Boundary. Puppet Labs. prices and discounts. they may offer service-pricing options (such as per employee.

Vendors and solutions in this area are being challenged by IT financial management vendors and solutions as they evolve to develop these capabilities. The intent of these tools is fivefold: ■ Speed the time to market associated with agile development by reducing the time it takes to deploy and configure across all environments. Transverse. Colville. In some cases. ■ ARA tools provide a combination of automation. This predictably results in tool acquisition fragmentation due to different buyers looking at different Page 33 of 98 . They also feed billing data back to IT financial management tools and chargeback tools to help businesses understand the costs of IT and budget appropriately. MetraTech. environment modeling and workflow management capabilities to simultaneously improve the quality and velocity of application tools take a life cycle approach to services. asset management. these tools have emerged from startups. These tools are a key part of enabling the DevOps goal of achieving continuous delivery with large numbers of rapid small releases.This research note is restricted to the personal use of libresearch@smu. VMware. Inc. although it can also be (and increasingly is) managed from the development side of the organization or a joint venture of the two groups as in DevOps. IBM Tivoli. Zuora Application Release Automation Analysis By: Ronni J. Eliminate the need to build and maintain custom scripts for application deployments and updates by standardizing and documenting the deployment processes across various environments. Aria Systems. to solve similar challenges. ComSci. configurations and even data together across the application life cycle. | G00252566 This research note is restricted to the personal use of libresearch@smu. rather than comprehensive solutions. Colin Fletcher Definition: Application release automation (ARA) tools offer automation to enable best practices in moving related artifacts. To do so. applications. Thus. as well as from IT financial management. Benefit Rating: Moderate Market Penetration: 1% to 5% of target audience Maturity: Emerging Sample Vendors: Apptio. the process is led by operations. IT organizations are often very fragmented in their approach to application releases. e-commerce and telco and software stack vendors. perform service cost optimization based on underlying technology resource usage optimization during the entire life cycle and provide granular cost allocation information mainly for service pricing. Position and Adoption Speed Justification: As with many processes. Business Impact: These tools are critical to running IT as a business by determining the financial effect of sharing IT and other resources in the context of services.

evaluate integration with Page 34 of 98 This research note is restricted to the personal use of libresearch@smu. Additionally. Coordinate and automate releases between multiple people. which are ripe targets as cost and competitive pressures on IT organizations continue to increase. but they continue to attract a significant amount of attention from large enterprises and enterprises with Web-facing applications. Additionally. the easier the transition will be to an automated workflow. groups and process steps that are typically maintained manually in spreadsheets. this percentage is expected to increase in line with the continued adoption growth of agile development and Web and cloud application architectures. significant acquisition and development activity among vendors that represents likely continued long-term investment in the market. specialized script programmers to less costly resources. Include integrations with existing development and IT operations management (ITOM) tooling in your product evaluation criteria. and are unlikely to become. the popularity and market mind share around DevOps continue to grow and bring significant attention to improving release and deployment or continuous deployments. Organizational and political issues remain significant and can't be addressed solely by a tool purchase. Understand and use your specific requirements for applications and platforms to narrow the scope of evaluation targets to determine whether one tool or multiple tools from one or more vendors will be required. the better understanding you have of your current workflows for application release (especially if it is done manually). scope (application. This focus also drives the appeal of treating the method of deployment of applications like that of coding the application. User Advice: Keep in mind that processes for ARA are not. email or both. platform and version support) and packaging of these respective capabilities vary significantly across ■ Reduce configuration errors and downtime associated with individual releases within a single environment or across multiple environments. Some organizations are modeling their application deployments after large cloud providers and leveraging tools that enable application support teams and system engineers to develop automated scripts provided by newly commercial tools that have emerged from the opensource community. environment modeling and workflow management. the strengths. with an eye toward building out the niche use of these tools into your broader provisioning and configuration environment. highly | G00252566 . Organizations that want to extend the application life cycle beyond development to production environments using a consistent application model should evaluate development tools with ARA features or ARA point solutions that provide out-of-the-box integration with development tools. ■ ■ Adoption and utilization of these tools are still emerging. which will increase time to value for the tools. Inc.This research note is restricted to the personal use of libresearch@smu. Assess your application life cycle management maturity — specifically around your deployment processes — and seek a tool or tools that can help automate the implementation of these processes across multiple development and operations teams. Although most vendors provide a combination of Gartner. Additionally. This market momentum has also resulted in recent. While we expect this gap to continue to shrink. Although current use of the tools is typically limited to a small percentage of all applications in an enterprise application portfolio. The largest competitors of these tools are in-house scripts and manual processes. it is important to understand current support and future road maps. Move the skill base from expensive.

Benefit Rating: High Market Penetration: 5% to 20% of target audience Maturity: Adolescent Sample Vendors: BMC Software. Business Impact: ARA tools to date have most significantly and positively impacted business processes and services that must evolve rapidly to remain competitive and often rely on agiledeveloped. Configuration and Release Management" Gartner. existing or planned cloud infrastructures or CMP tools for ongoing application release automation capability. Risk is inherently mitigated by ARA tools' documentation and standardization of processes and configurations across multiple technology domains. and velocity of releases through increased consistency and standardization. IBM (UrbanCode). Serena VMware. XebiaLabs Recommended Reading: "Cool Vendors in Page 35 of 98 . SaltStack. 2012" "Cool Vendors in Release Management. Cost savings are realized through significant reduction of required manual interactions by often high-skill/high-cost staff. cost and risk mitigation benefits for most application types by improving the quality. Web-based applications. ARA tools yield agility. Opscode. | G00252566 This research note is restricted to the personal use of libresearch@smu. UC4 Software. Configuration and Release" "Application Release Automation Is a Key to DevOps" "Pursuing Smaller Infrastructure Releases" "DevOps Toolchains Work to Deliver Integratable IT Process Management" "Aligning Change to Configuration and Release Management" "How to Build a DevOps Release Team" "Best Practices in Change. thereby speeding the business's ability to react to market changes. Business agility is improved by reducing the time it takes to deploy and configure applications across multiple environments. Inc. HP. 2013" "Know the Application Release Automation Vendor Landscape to Shortlist the Best Vendors for Your Organization" "Cool Vendors in DevOps. Electric Cloud. 2011" "From Development to Production: Integrating Change. Puppet Labs. by reducing human error. CA (Nolio).This research note is restricted to the personal use of libresearch@smu. That said.

Intermediate solutions based on targeted environments. These tools use architectural patterns that facilitate easy. to ensure processing workloads associated with business processes finish by a certain deadline. Milind Govekar Definition: IT workload automation broker (ITWAB) tools automate mixed workloads based on business policies in which resources are assigned and deassigned in an automated fashion to meet service-level objectives. Some of these tools use built-in or external workload automation analytics to manage workload optimization and performance. Integration with IT process automation (aka RBA) tools. critical-path analysis capabilities are being adopted by many of these tools to identify jobs that may breach SLA requirements.This research note is restricted to the personal use of libresearch@smu. Some tools are integrated with configuration management databases (CMDBs) to maintain batch services for better change and configuration management of the batch service to support reporting for compliance requirements. discovery and optimization of resource pools across the entire physical. | G00252566 .sg "Magic Quadrant for Application Life Cycle Management" "Are You Ready to Improve Release Velocity?" At the Peak IT Workload Automation Broker Tools Analysis By: Biswajeet Mahapatra. will emerge first. Position and Adoption Speed Justification: Some characteristics of ITWAB were defined in "IT Workload Automation Broker: Job Scheduler 2. Alternatively. etc. standards-based integration to automate processing requirements across applications and infrastructure platforms. Inc. ITWAB may make decisions to use cloud-based computing resources. These tools will also start to develop improved automation governance capabilities from this year onward that will provide IT operations with better visibility of the various unmanaged scripts ( Gartner. as needed." ITWAB can emerge in vertical industry segments (such as insurance) where a set of standardized.0. virtual and cloud computing environment isn't yet possible. Windows. in addition to onpremises resources. This will enable IT operations to move from an opportunistic automation environment to a systematic automation environment. resources and schedules. ITWAB is emerging in situations where decisions need to be made on the use and deployment of computing resources — for risk model calculation processes is driven by a common definition of business policies. workloads.) that exist in the IT environment. based on events. Visibility. PHP. data center automation tools and cloud computing management tools that provide end-to-end automation will also continue to evolve. Page 36 of 98 This research note is restricted to the personal use of libresearch@smu. These tools are also able to facilitate growing or shrinking of shared resource pools to intelligently and dynamically manage workloads that need to be managed intelligently and dynamically. such as server resource pools that use virtualization management tools.

and ITWAB tools will be required when implementing the service governor concept of RTI. performance metrics and benchmarking capabilities. IBM Tivoli. Tapati Bandopadhyay Definition: IT financial management (ITFM) tools are IT owned and managed tools that provide IT leaders with IT budgeting. CA Technologies. project financial management.This research note is restricted to the personal use of libresearch@smu. ITFM tools provide the necessary financial transparency around both cost and value to support strategic IT decision making with dynamic reporting. and/or are able to integrate with other IT operations tools should be used to implement end-to-end automation. Honico.0" IT Financial Management Tools Analysis By: Robert Naegle. Business Impact: ITWAB tools will have a big impact on the dynamic management of batch User Advice: Users should choose these tools instead of traditional job-scheduling tools when they need to manage their batch or non-real-time environment using policies. Interest in ITFM tools has emerged during the past five years." These tools have the ability to collect cost-related data from a heterogeneous and complex IT environment. Gartner. | G00252566 This research note is restricted to the personal use of libresearch@smu. along with the ability to build cost models with cost allocation and reporting capabilities. Users should be aware that not all of the desired ITWAB capabilities have been delivered yet. Inc. Orsyp. Gartner has seen an increase in interest and in the adoption of these tools. cost optimization. such as IT operations process automation (aka RBA). increasing batch throughput and decreasing planned downtime. Benefit Rating: High Market Penetration: 20% to 50% of target audience Maturity: Early mainstream Sample Vendors: Advanced Systems Concepts. The demand for these tools has grown due to increased interest in cost optimization and to service-based Page 37 of 98 . and some of the current tools that have traditionally been used to provide end-to-end capabilities customized for IT finance and service functions as users have outgrown traditional spreadsheet approaches. chargebacks. Redwood. robust analytics and multiple mainly to support showback. Cisco (Tidal). Stonebranch. Milind Govekar. They will play a role in end-to-end automation. BMC Software. UC4 Software Recommended Reading: "Magic Quadrant for Workload Automation" "IT Workload Automation Broker: Job Scheduler 2. Tools that have developed automation Position and Adoption Speed Justification: ITFM tools (often referred to by vendors as IT business management tools) provide the means to manage the financial aspects of IT or to "run IT like a business. chargeback and effective cost transparency.

and the need to provide greater IT cost. users must be willing to invest in the processes and resources reporting and historical context. Furthermore. interest in cloud computing service delivery models. while spreadsheets lack the required features. Nicus. Benefit Rating: High Market Penetration: 1% to 5% of target audience Maturity: Adolescent Sample Vendors: Apptio. Most corporate financial systems lack the granularity and flexibility IT operations require. understanding cost drivers in detail. VMware Page 38 of 98 This research note is restricted to the personal use of libresearch@smu. forecasting. ITFM tools can help with this process. outsourced. Most organizations are beginning to see the benefits of effective financial transparency and are using these tools to provide better budgeting. That said. | G00252566 . and providing transparency of IT costs and value delivered will be key. these tools will enable more responsible and accurate financial management of IT. However. cost optimization. BMC Software. performance metrics and benchmarking. Inc. billing and chargeback the increasing share of virtualization (shared infrastructure) in the production environment. especially in showing where consumption drives higher or lower variable costs. ITFM tools will continue to gain visibility and capability as the pressure increases on enterprise IT to run IT like a business. if needed. Business Impact: ITFM tools mainly affect the IT organization's ability to provide cost transparency and perform accurate cost allocation. They also show how the IT organization contributes to business value. based on differentiated levels of business unit service consumption. UMT. A major benefit of ITFM tools is that they enable enterprises to provide insights into IT costs and to fairly apportion IT service costs. User Advice: Most IT organizations will need to transform themselves to become trusted service providers to the business. and also assist in allocating cost to the appropriate source and help build cost as one of the key decision-making components. As IT moves toward a shared-service delivery model and external sourcing in an increasingly complex computing environment. it is imperative to associate cost with each service defined in the catalog or at the portfolio level. increased interest in cloud computing is putting additional pressure on IT to quickly justify external services sourcing and provide transparency of costs. including dedicated IT financial management capabilities. Definition of the service and allocation of appropriate cost can happen only when proper costing methodologies are used. backed by effective ITFM tools. to maximize the successful implementation of these tools.This research note is restricted to the personal use of libresearch@smu. ITFM tools that are properly implemented and maintained are positioned to provide the business with improved cost transparency or showback in a multisourced ( Gartner. CloudCruiser. The tools enable the business and IT to manage and optimize the demand and supply of IT services. thus increasing the demand for the tools. When IT organizations move from a cost center to adopt a service mode of operations with a welldefined service catalog. HP. and have an impact on the value of the services provided. cloud) IT service ComSci. aligning IT operations to define and provide services as opposed to managing technologies. financial and value transparency.

For example. | G00252566 This research note is restricted to the personal use of Updated Q2 2012" Cloud Management Platforms Analysis By: Milind Govekar. and the orchestration and abstractions/integrations functionality (for resource management and external service providers) in the service optimization layer. we expect additional functionality to be added to the minimum to be considered a Those clients would also require their CMPs to have configuration management functionality. service management and service optimization that enable organizations to manage public. Position and Adoption Speed Justification: A CMP must have the top three layers of a cloud services architecture (see "How to Build an Enterprise Cloud Service Architecture").sg Page 39 of 98 . Inc. As the technologies and their uses mature. Colville. CIO Desk Reference Chapter 23. The minimum capabilities to be considered a CMP include the entire access management Recommended Reading: "Best Practices in Implementing IT Financial Management Tools" "How to Use IT Financial Management to Validate I&O's Relevance to Business" "IT Financial Management Implementation Model Defines I&O Core Competencies" "Using IT Financial Management to Improve Business Outcomes" "IT Financial Management. Ronni J. the service catalog. provisioning and showback/chargeback functionality of the service management layer.This research note is restricted to the personal use of libresearch@smu. Access management tier: ■ ■ ■ ■ Self-service request interface Programmable interface Subscriber management Identity and access management Service management tier: ■ ■ ■ Vendor/contract/license management Service catalog Service model Gartner. we are already seeing that most clients want to go beyond physical and virtual machine provisioning and enable provisioning of software and software stacks (internal PaaS). Donna Scott Definition: CMP tools have specific functionality that addresses three key management layers: access management. private and hybrid cloud services and resources. but may not include all functionality within each layer. either embedded or integrated into a third-party product.

CMP consolidation will desktop as a service (DaaS) for VDI environments. private cloud has quickly shifted from IaaS to PaaS Gartner. Page 40 of 98 This research note is restricted to the personal use of libresearch@smu. Not all CMP tools offer blueprinting capability that will enable the necessary mechanisms to define policies. When this is the focus. in some cases. This mature focus will also drive IT organizations to move from a VM or workload orientation to a services (multitier) focus. and it may involve rip and replace or integration and federation of CMPs. When this happens. nor will any IT organization have a single-vendor environment. | G00252566 . ■ ■ ■ ■ ■ Service configuration management. As these integration ties are enabled. Much of the fast-paced adoption has been due to disparate cloud projects that have no centralized architecture guiding selection. Most private clouds were originally focused on development and test environments. in cases where there is a DevOps focus. we are now seeing a significant increase in IT organizations moving business (production) applications into these cloud infrastructures. incident. Private and hybrid clouds often start as projects focused on improving provisioning cycles for development and test environments. showback and billing Service optimization: ■ ■ ■ Service governor (policy management and optimization engine) Orchestration Abstraction layer to external service providers and to resource management tier (internal/ external) Federation ■ In addition to the three key layers of a CMP solution. CMP tools will need to be augmented with tools focused on service modeling and provisioning (middleware and database). it becomes important to provide access to analytics tools that can show deeper metrics for trending. IT organizations will continue to be challenged to assess CMP solutions that vary greatly in the depth and breadth of their cloud management platform architectures. application release automation may also be required as an add-on. including metering.This research note is restricted to the personal use of libresearch@smu. security. Inc. another important capability needs to be considered: integration with external management adapters (or the ability to leverage APIs). costing and SLAs to manage the life cycle of the service. for some IT organizations. We expect this to continue for the next two to three years. In addition. the need to connect the cloud to the traditional infrastructure and existing management and processes becomes the next step. These management adapters enable integration with monitoring. This will keep the pace of CMP adoption growing. CMP solutions are not islands. problem and change management tooling. including service provisioning Service-level management Service availability and performance management Service demand and capacity management Service financial management. configuration.

HP. Oracle.. application performance management monitoring. for some requirements. Eucaplytus. internal (private) or hybrid. Egenera. IT organizations may need to augment. However. public or hybrid. or they run the risk of multiple disparate implementations. IBM. etc. Cloudbolt. Business Impact: Enterprises will require CMPs to maximize the value of cloud computing services. and some are now adding integration or connectors to traditional infrastructure provisioning automation. Dell. New roles may be required — for example. less mature organizations may require three or more years in order to design effective standards and processes that are repeatable and automatable.) Open source (Cloudstack. regardless of whether they're external (public). software and services offer. No vendor provides a complete CMP solution. Red Hat and VMware) Point solutions (Adaptive Computing. Zimory. especially with smaller vendors that may exit the market or be acquired or when investments are made before a complete cloud computing strategy is developed. ■ Getting value out of your CMP will heavily depend on the degree of standardization your Page 41 of 98 . | G00252566 This research note is restricted to the personal use of libresearch@smu. whether private. NetIQ. lowering the cost of Gartner. These capabilities vary by vendor. VCE) ■ ■ User Advice: With the number of vendors continuing to grow and the high market volatility. HP and IBM) Infrastructure software stack (Citrix. Inc. IT organizations must also centralize their cloud projects and develop an architecture that will support current and future requirements. utilization and placement of VM workloads. Some also manage. managing and governing the consumption of cloud services. IT organizations should consider that: ■ Today's investments may need to be tactical. Microsoft. Highly mature organizations implement CMP in a relatively short time period (one to two years). The CMP market is composed of vendors from a wide variety of market segments: ■ ■ ■ Traditional (Big 4) ITOM (BMC Software. The major focus of most enterprise implementations continues to be on demand. swap out or integrate additional cloud management or traditional management tools. patch and compliance). development skills in the infrastructure and operations organization. ServiceMesh. we are seeing some of the CMP vendors introduce new adjacent solutions that offer deeper (more traditional) management capabilities (e. The difficult work of managing any infrastructure (physical or virtual) is the day-to-day hygiene of managing the IT service more holistically. Rightscale. This means increasing agility.This research note is restricted to the personal use of CMP solutions provide a mechanism to manage the virtual infrastructure. monitor and control the physical infrastructure. financial management and capacity management. Therefore. Openstack) Fabric-based infrastructure (Cisco. As a result.

Adaptive Computing. Position and Adoption Speed Justification: Since 2010. Microsoft. These tools also provide a real-time view of the capacity of resources in a physical. manage and optimize the use of IT infrastructure and application capacity for business and IT service life cycles and scenarios. Red Hat. CloudStack. These tools are also used to match workload requirements to the most appropriate resources in a physical. Capacity also has to be managed (capacity management) in real time in a production environment that includes on-premises or cloud IT resources in a physical or virtual environment. VMware Recommended Reading: "How to Build an Enterprise Cloud Service Architecture" "How the Cloud Management Platform Market Shakeout Will Affect Buying Decisions" Capacity-Planning and Management Tools Analysis By: Ian Head. The tools provide guidance on matching workloads to resources to optimize the data center environment. This includes assessing the impact on performance of moving distressed workloads due to lack of resources to another environment with more service delivery. Benefit Rating: High Market Penetration: 5% to 20% of target audience Maturity: Early mainstream Sample Vendors: Abiquo. Gartner. often by asking what-if questions. virtual and cloud data and assessing the impact of the scenarios on various infrastructure based on business and IT data. BMC Software. Citrix. HP. Milind Govekar Definition: These tools enable IT to plan. Inc. Cloudbolt Software. in real time (defragmenting the production environment). as well as the related planning and management of virtual and cloud infrastructures. Page 42 of 98 This research note is restricted to the personal use of libresearch@smu. They provide real-time visualization of capacity in a data center to help optimize workloads and associated resources. These tools require skilled people who may be part of a performance management group. virtual or cloud data center. IBM. ServiceMesh. providing "what if" scenario modeling. Some of these tools are embracing operational analytics functionality to provide performance and capacity information for structured and unstructured data and environments.This research note is restricted to the personal use of libresearch@smu. Capacity-planning tools provide value by enabling enterprises to build performance scenarios (models) that relate to business demand. we have seen growing interest in and implementation of capacity-planning tools. reducing the risks associated with these providers and potentially reducing lock-in to underlying software infrastructure. OpenStack. These products are increasingly being used for standard data center consolidation activities. They go beyond trending. Eucalyptus. CA Technologies. | G00252566 .

which have enormous potential. and some of the capacity-planning tools require little human intervention at all. based on planned variations of demand. Although some tools are easier to use and implement than others. and control of workloads to meet organizational performance objectives. determine the requirements of your infrastructure and application management environment — some organizations may only require support of virtual and cloud environments. these tools are essential. where the tools permit an increased focus on performance of the business process and resulting business value. so adequate training must be available to maximize the utility of these products. Benefit Rating: High Market Penetration: 5% to 20% of target audience Maturity: Early mainstream Gartner. Inc. the technology has evolved from purely a planning perspective to provide real-time information dissemination. Although adequately trained personnel will still be at a premium. User Advice: Capacity planning and management has become especially critical due to the increase in shared infrastructures and enterprises devising strategies to implement hybrid-IT environments and where the potential for resource contention may be greater. A cautionary example would be virtual-server optimization while preventing the overprovisioning of infrastructure or the purchasing of excessive off-premises capacity. these technologies are being used to plan and manage capacity at the IT service and business service levels. | G00252566 This research note is restricted to the personal use of libresearch@smu. These tools are helpful for performance engineering teams and should not be seen as an alternative.This research note is restricted to the personal use of libresearch@smu. These tools are designed to help IT organizations achieve performance goals and plan budgets. but they are usually implemented successfully only by organizations with high IT service management maturity and a dedicated performance management group. some of these products have evolved to the point where many of their functions can be performed competently by individuals not associated with performance engineering teams. When more accurate infrastructure investment plans and forecasts are required. Finally. Business Impact: Organizations in which critical business services rely heavily on IT services should use capacity-planning and management tools to ensure high performance and minimize the costs associated with "just in case" capacity headroom excesses. Thus. many can still require a high level of skill. Although physical infrastructure and primarily componentfocused capacity-planning tools have been available for a long time. while others will need to include support for what may still be a substantial legacy installed Capacity-planning tools help plan IT support for optimal performance of business processes. products that support increasingly dynamic environments are not yet fully mature. Users should invest in capacity-planning and management tools to lower costs and to manage the risks associated with performance degradation and capacity Page 43 of 98 . Increasingly. but require skillful use to avoid unexpected performance degradation elsewhere in the infrastructure.

Debra Curtis Definition: IT service catalog tools simplify the documentation of orderable IT service offerings and the creation of an IT service request portal so end users and business unit customers can easily submit IT service requests via a portal. details on service pricing. Some IT organizations at the proactive level of ITScore for I&O (Level 3) that are attempting to automate the fulfillment of requests that come into the service desk may also be candidates for a service catalog. CA Technologies. In addition. A typical second stage of maturity appears with a homegrown IT service catalog portal on the intranet. VMTurbo. manage and track service fulfillment. Position and Adoption Speed Justification: As IT organizations adopt a business-oriented IT service management strategy. Additionally. although. which is placed under change control. likely first documenting their IT service catalog in a simple Microsoft Word document. IT organizations mature to using commercial off-the-shelf IT service catalog tools to present an online self-service portal for customers to place orders. Opnet Gartner. the catalog tends to focus exclusively on cloud provisioning requests. automating the processes for delivering IT services. the target market for the tools is IT organizations that have attained the service-aligned level (Level 4) of the ITScore maturity model for infrastructure and operations (I&O). Sumerian. Inc. in this case. cloud projects provide another impetus for IT to investigate the concepts and tools for a service catalog. | G00252566 . Veeam. IT organizations will proceed through a number of maturity steps. defining and documenting IT services. VMware Recommended Reading: "Govern the Infrastructure Capacity and Performance Planning Process With These 13 Key Tasks" "How to Create and Manage an Infrastructure Capacity and Performance Plan" "How to Build Best-Practice Infrastructure Capacity Plans" "Toolkit: Business and IT Operations Data for the Performance Management and Capacity Planning Process" "Toolkit: Server Performance Monitoring and Capacity Planning Tool RFI" IT Service Catalog Tools Analysis By: Jeffrey M. then storing it in an Excel spreadsheet or a homegrown they seek greater efficiency in discovering. This portal format includes space for easy-to-follow instructions on how to request services.This research note is restricted to the personal use of libresearch@smu. IT service catalog tools provide a process workflow engine to automate. Brooks. service-level commitments and escalation/exception-handling procedures. which slows adoption speed and lengthens the time to plateau. Page 44 of 98 This research note is restricted to the personal use of libresearch@smu. Dell (Quest Software). CiRBA. TeamQuest. and managing service demand and service financials. Self-assessments indicate this to be substantially less than 5% of IT Sample Vendors: BMC Software. Although the 2011 update to ITIL put additional focus on IT service catalogs. Finally.

IT service catalog tools provide reporting and. Business Impact: IT service catalog tools are intended to improve the business users' customer experience and increase IT operations efficiency. PMG. Benefit Rating: High Market Penetration: 1% to 5% of target audience Maturity: Adolescent Sample Vendors: Biomni. HP. The I&O organization should also recognize that subprojects may emerge in private or hybrid clouds. Kinetic Data. repeatable process methodologies for service fulfillment can be documented and automated. help identify process bottlenecks and uncover opportunities for efficiency improvements. Once services are described in standardized. There is a high potential for market consolidation and acquisition as IT service catalog features begin to blend with or disappear into other categories. SMT-X. including incident logging. BMC Software. Some functions of emerging IT service catalog tools overlap with more-mature IT service desk User Advice: Enterprises should have mature IT service management processes. This will reduce errors in service delivery. documented IT architecture standards and a defined IT service portfolio before embarking on an IT service catalog project. change requests. | G00252566 This research note is restricted to the personal use of libresearch@smu. Inc. IBM Tivoli. enabling business unit customers to make better investment decisions. CA Technologies. project requests and new application requests. and communicate prices for different IT service a real-time dashboard display of service demand and service fulfillment milestones for IT analysis and for customers to track their service requests. Page 45 of 98 . orderable IT service catalog offerings. cloud provisioning requests. service requests. sometimes. In some cases. where service catalogs and request portals are inherent in the cloud management platform or other similar products. employee onboarding. USU Recommended Reading: "Critical Capabilities for IT Service Catalog" "How to Make Selections With the IT Service Catalog Buyers Guide" "ITSM Fundamentals: How to Construct an IT Service Catalog" "An IT Service Catalog Is More Than Just Service Request Management" IT service catalog tools include financial management capabilities that help the IT operations group analyze service costs and service profitability. Users of the IT service catalog may have different views and services available based on their profile and position in the organization.This research note is restricted to the personal use of libresearch@smu. IT service catalogs simplify the service request process for customers and improve customer satisfaction by presenting a single face of IT to the customer for all kinds of IT interactions.

This research note is restricted to the personal use of

Sliding Into the Trough
Enterprise Application Stores
Analysis By: Monica Basso; Ian Finley Definition: Enterprise application stores support application discovery and downloads through a local storefront client or browser on a smart device or PC. Enterprise application stores are private, cloud-based or deployed on-premises, and they help organizations deploy applications for employees and partners. Position and Adoption Speed Justification: Enterprise application stores offer a similar paradigm to public stores (such as Apple's App Store), but are private and implemented on internal servers or are delivered through private clouds. Unlike consumer app stores, they offer selected applications that meet enterprise requirements. An increasing number of enterprise portals promote applications that employees should or are recommended to download, either by passing through to the store or from local storage. Private mobile application stores are critical for organizations with many mobile apps in order to support easy discovery and distribution of applications to the mobile workforce and end customers and to provide additional security controls and management capabilities. Mobile device management (MDM) vendors, such as AirWatch, MobileIron, Citrix, Good Technology, SAP, Fiberlink, Symantec and BoxTone, provide corporate app store capabilities as part of their MDM offerings. Citrix, with its unified corporate app store for mobile, Web, SaaS and Windows applications, goes beyond mobile devices to support any endpoint client. Private or enterprise application store capabilities can also be found in offerings from mobile application management (MAM) vendors such as Partnerpedia and Apperian and mobile application development platform (MADP) vendors such as SAP, Antenna and Kony. IT organizations' demand for private application stores keeps growing as mobility adoption rapidly takes place. We expect that it will take less than two years before going to plateau, and many organizations already use them as a standard for mobile application distribution. Factors that may limit a broader adoption in the short term include lack of market maturity, costs and the viability of legacy business applications in new app stores. However, the pressure to implement safe enterprise app stores will grow as employees increasingly use personal mobile, Web and cloud apps at work, and as IT organizations understand the associated risks. Hence, we expect a growing number of organizations to implement enterprise app stores during the next few years. Although most providers offer basic enterprise app store functionality (either as software or as an as-a-service offering), few (for example, Citrix) provide a comprehensive solution for all scenarios. The current market is quite immature, in fact, but will expand during the next few years. We expect that more players, including MDM, MAM and MADP vendors, will start offering integrated capabilities, as will new entrants such as system integrators and service providers that will launch enterprise mobility services that include outsourced enterprise application stores. Application stores for PC and desktop Web applications may take much longer to mature. User Advice: Enterprises should evaluate private application stores to support enhanced application delivery and management on mobile and client computing devices for their mobile
Page 46 of 98
This research note is restricted to the personal use of Gartner, Inc. | G00252566

This research note is restricted to the personal use of

workforce. They can help improve the modularity, user experience, standards compliance, platform compatibility, provisioning, security and deployability of the application portfolio. Business Impact: Private app stores can help to reduce security risks through better management of application and data assets. Employees are increasingly using mobile and cloud apps available in public stores, both on corporate and personal devices that store corporate data and are connected to corporate systems. Some public apps can threaten IT security threats to the enterprise. Security leaders can reduce these threats by discouraging the use of unsafe applications and providing a safe enterprise alternative through a private app store that highlights safe public apps and corporate apps. Private app stores can help software asset managers lower administration overhead and drive cost accountability. An app store can help manage traditional software licensing models, SaaS subscriptions and other, more elastic on-demand cloud provisioning models by automating the capture of license, subscription and cost assignment data during check-out. More mature enterprises can use app store data to manage ongoing maintenance and support costs and to drive better accountability through more sophisticated and accurate chargeback models. Benefit Rating: High Market Penetration: 5% to 20% of target audience Maturity: Adolescent Sample Vendors: AirWatch; BoxTone; Citrix; Embarcadero; Good Technology; MobileIron; Partnerpedia; SAP; Symantec; VMware; Vodafone; Zenprise Recommended Reading: "Magic Quadrant for Mobile Device Management Software" "Enterprise App Stores Can Increase the ROI of the App Portfolio" "Regain Control of Mobile Software Licensing With an Enterprise App Store" "There's an App for That: The Growth of Enterprise Application Stores" "Two Foundations of a Successful App Store"

Analysis By: Ian Head; Simon Mingay Definition: COBIT, owned by ISACA, originated as an IT control framework and COBIT 5 has evolved into a broader IT governance and management framework for the purpose of ensuring that the enterprise's investment in IT will enable the achievement of its goals. COBIT 4.1 was and remains used by many midsize to large organizations across a wide range of industries to

Gartner, Inc. | G00252566 This research note is restricted to the personal use of

Page 47 of 98

This research note is restricted to the personal use of

implement controls to manage key risks or meet an audit or compliance requirement. This profile considers COBIT from an IT operations perspective. Position and Adoption Speed Justification: COBIT 5 is a major initiative by ISACA to bring together many of their frameworks into a single governance and management framework. There is very limited mapping between COBIT 4.1 and COBIT 5 and, most notably, COBIT 5 uses the concepts of governance and management practices rather than control objectives. No longer is COBIT an acronym for Control Objectives for Information and Related Technologies, but is simply a brand name for the ISACA product. Organizations are being very cautious in their adoption of the new COBIT 5 released in April 2012, preferring to make use of the more established 4.1 until 5 has proved itself. COBIT is having a slow, but steadily increasing, effect on IT operations, as IT operations organizations start to realize its benefits, such as more-predictable operations. There are some enterprises that are adopting COBIT and issuing mandates for IT operations to comply with it. However, few operations leaders use it as a broad framework to manage and govern the creation of value and in-depth use of COBIT within operations is limited. COBIT 5 has the potential to act as a unifying force in the management and governance of the IT organization and the wider business. As a control framework, COBIT is well-established, especially among auditors and, while its indirect effect on IT operations can be significant, it's unlikely to be a frequent point of reference for IT operations management. As typical IT operations and other affected groups become more familiar with the implications of COBIT, and awareness and adoption increase, the framework will progress slowly along the Hype Cycle. Gartner again saw a small increase in client inquiry calls in 2012, and expects interest to increase as IT operations professionals increasingly understand how to leverage the framework for raising the maturity of service, process, risk and governance of IT. User Advice: Even with the v.5 update and its integration of ISACA's many frameworks, the focus of this high-level framework is on what must be done, not how to do it. Therefore, IT operations management has typically used COBIT 4.1 as part of a mandated program in the IT organization and to provide guidance regarding the kind of controls needed to meet the program's requirements. Process engineers can, in turn, leverage other standards, such as ITIL, for additional design details to use pragmatically. Despite v.5's expansion, it still complements, rather than replaces, ITIL, and COBIT 5 has the potential to be the tool used by leaders to identify business and IT needs and is the most appropriate framework or standard to address those needs. Because COBIT 5 has adopted the ISO 15504 process maturity model and also incorporates COBIT 4.1, Val IT 2.0, Risk IT, Business Model for Information Security (BMIS) and the Information Technology Assurance Framework (ITAF), COBIT 4.1 expertise will have limited applicability to COBIT 5. Consequently, a major training and familiarization exercise needs to be undertaken by organizations adopting COBIT 5 as a successor to COBIT 4.1, and is part of the reason for the slow adoption of 5. IT operations managers who want to assess their management and governance to better mitigate risks and reduce variations, and are aiming toward clearer business alignment of IT services, should use COBIT in conjunction with other frameworks, including ITIL and ISO 20000. Those IT operations
Page 48 of 98
This research note is restricted to the personal use of

Gartner, Inc. | G00252566

edu. including aspects of IT operations. and COBIT can help in achieving that. IT operations managers can refer to this source if they believe the goals of the enterprise are not clearly communicated and cascaded to their own functional teams.5 moves COBIT toward a broader management and governance framework. Benefit Rating: Moderate Gartner. how it plans to achieve the targets and how it can be measured (metrics). Each COBIT 5 process is part of a cascade that links directly to business goals to justify what it focuses on. These cascading goals can serve as audit trails to justify the IT activities. therefore. However. Business Impact: Although v. it is seen by most users as a framework for effective governance and reducing risk. Successful adoption of COBIT 5 requires a concerted program of effort involving the audit team. | G00252566 This research note is restricted to the personal use of libresearch@smu. Any operations team facing a demand for wholesale implementation should push back and focus its application in areas where there are specific risks in the context of its operation. particularly by drawing business stakeholders into the organizational change. lacking a strategic or business context. process engineering exercises.1 or COBIT 5 framework. enterprises that wish to put their IT service management program in the broader context of a management and governance framework should use COBIT. An additional consideration is that service improvement programs that seek to leverage ITIL all too frequently set themselves up as bottom-up. result in improved performance. or into the potential implications for compliance programs. but adoption of COBIT 5 can only be successful if the wider enterprise embraces the Services and processes and their associated capabilities must now be focused on addressing the explicit goals of the enterprise and not simply to implement a complete set of controls unless each relates to meeting a specific goal. If an organization were to be audited using COBIT 5 this may also highlight where business goals are not well articulated or the goal's implications are not cascaded down into IT operations goals. tactical. thus. The mappings and weightings of the needs to the IT goals are essential to the COBIT 5 view of the questions that IT must address if it is to be successful. COBIT 4. ITIL encourages and provides guidance for a more strategic approach. Inc. because there will be significant differences in approach. In particular. should also take a closer look at Page 49 of 98 . It affects all areas of managing the IT organization. the lack of compatibility with earlier versions will necessitate an extensive training program for all those affected by the adoption of COBIT managers who want to gain insight into what auditors will look for.This research note is restricted to the personal use of libresearch@smu. IT operations and the other stakeholders to ensure all efforts are headed in the same direction. operations leaders should know whether a specific audit is being conducted against the COBIT 4. and can help build business cases around each of them at the different levels of detail as required.1 is still better-positioned than ITIL in terms of managing IT operations' governance and high-level risks. as such. COBIT's scope is the entire enterprise. COBIT's usefulness has moved a long way beyond a simple audit tool. processes and services. Management should review how COBIT 5 can be used to enhance governance practices and help better manage risks and. extends its scope to the business drivers and stakeholder needs that cascade ultimately to the IT-related goals. COBIT 5.

Position and Adoption Speed Justification: Adoption of IT operations process automation tools continues to grow as a key focus for IT organizations looking to improve IT operations efficiencies and provide a means to track and measure process execution.This research note is restricted to the personal use of libresearch@smu. For virtual and public cloud resources. | G00252566 . acquired to solve specific problems or as an embedded capability in a (larger) vendor enterprise agreement. We expect many IT organizations to have multiple ITPA tools.g. ITPA tools can focus on a specific process (e. server provisioning. Page 50 of 98 This research note is restricted to the personal use of libresearch@smu.. One key driver for ITPA tools (or the ITPA capability) is the uptick in private. and are calling the ITPA tool from the service desk tool for execution of workflows to provision the appropriate resources (either server provisioning). Aneel Lakhani Definition: IT operations process automation (ITPA) tools automate across traditional. IT organizations may be using a service desk tool for service catalog or service requests. ITPA products have three key functional elements: a workflow design studio. 2013" "The Executive Guide to Managing Regulatory Change" IT Process Automation Tools Analysis By: Ronni J. as well as providing a way to integrate disparate IT operations tool portfolios to improve process handoffs. Inc. public and hybrid cloud adoption. ITPA tools provide a mechanism to help IT organizations take manual or scripted processes and automate them. may result in overlapping functionality and the use of multiple nonintegrating tools. Additionally. replacing or augmenting scripts and manual processes.) for basic cloud management provisioning activities or as the glue tying together the various tools used for cloud projects.or off-premises). an automation engine and an integration framework. or can apply to processes that span different domains. A key enabler of these use cases is the ability to interact with and orchestrate Web services and APIs. fault and event. Several cloud management platform (CMP) vendors have integrated existing ITPA tooling as an orchestration layer within their CMP tools. and can be used to integrate and orchestrate multiple IT operations management tools. Colville. Worldwide.g. This in itself. etc. as in many tool Market Penetration: 20% to 50% of target audience Maturity: Adolescent Recommended Reading: "Leveraging COBIT for Infrastructure and Operations" "Understanding IT Controls and COBIT" "Updates in COBIT 5 Aim for Greater Relevance to Wider Business Audience" "Market Trends: IT Governance.. some IT organizations are leveraging existing ITPA tools that they have in place for other automation initiatives (e. Risk and Compliance Management.

IT organizations that don't have their processes and task workflows documented often take longer to succeed with these tools. most IT organizations have unique requirements and have to modify the content to meet their specific requirements. and developing this process design often requires cross-domain expertise and coordination. While many ITPA tools offer ample content. Furthermore. There are no signs that the adoption and visibility of these tools will diminish. IT operations managers Gartner. Some have added advanced embedded decision-making logic in their workflows to allow automatic decisions on process execution. or even possibly multiple vendor tool portfolios.. For content or connectors that are not out of the box or extensible. performance. replacement of the ITPA tool itself is difficult as each tends to have its own semantics and conventions that are nontransferrable. ITPA tools continue to be used to drive efficiencies in automating incident resolution and closed-loop change management.g. IT organizations must develop this content. This still requires a potentially significant and deep skill set to build and maintain content. Replacing of existing automation achieved through scripting may be slightly to very difficult. the automation of virtual infrastructure. when used to support a broader range of process needs that cross domains and multiple processes. using a more general-purpose ITPA tool requires more-mature. However. ■ ■ User Advice: ITPA tools that have a specific orientation (e. understood process workflows and specific skills to develop. ITPA tools drive lower-level automation. which often cause outages due to misconfiguration or breakages in scripts. including reducing IT operational costs. Inc. and supporting private. A lack of knowledge of the tasks or activities being automated. and prepackaged content and connectors or adapters. The three biggest inhibitors to more widespread adoption continue to be: ■ The requirement for base content that is extensible. Select ITPA tools with an understanding of your process maturity and the tool's framework orientation. usability. clients should develop and document their IT operations management processes before implementing ITPA tools. ITPA tools continue to be enhanced. replacing manual tasks and Page 51 of 98 . Many organizations try to use these tools without the necessary process knowledge. public and hybrid cloud initiatives. then migrate it as new versions of the tool become research note is restricted to the personal use of libresearch@smu. thereby creating an unmanaged and fragile environment that is not wellunderstood. When used in this way. as they continue to be used to address some of today's key IT challenges. | G00252566 This research note is restricted to the personal use of In addition to cloud projects. There has even been an increase in activity where ITPA tools are linked to workload automation and job scheduling tools to drive endto-end batch processes and business process automation. IT administrators have often used scripting as an opportunistic solution to any automation problem encountered. user provisioning and server provisioning) and provide a defined (out-of-the-box) process framework can aid in achieving rapid value. the tools are focused on a specific set of IT operations management processes. particularly in the areas of scalability. build and maintain unique automation or integration connector content. depending on the level of knowledge about how this automation was achieved. Clients should expect to see ITPA tools positioned and sold to augment and enhance current IT management products within a single vendor's product portfolio.

sg Gartner.This research note is restricted to the personal use of libresearch@smu. VMware Recommended Reading: "Best Practices for and Approaches to IT Operations Process Automation" "Run Book Automation Reaches the Peak of Inflated Expectations" "RBA 2. Position and Adoption Speed Justification: Gartner has seen a rise in demand from clients investing in these tools. Inc. and IT operations analytics. as most enterprises continue their transformations from purely infrastructure monitoring to application monitoring. Benefit Rating: High Market Penetration: 20% to 50% of target audience Maturity: Early mainstream Sample Vendors: Appnomic Systems. HP.0" Application Performance Monitoring Analysis By: Jonah who understand the challenges and benefits of using IT operations management tools should consider ITPA tools as a way to reduce risk where handoffs occur. | G00252566 . measurable and repeatable services at better costs. In their journeys toward IT service management. Will Cappelli Definition: Gartner defines application performance monitoring (APM) as one or more software and/or hardware components that facilitate monitoring to meet five main functional dimensions: end-user experience monitoring (EUM). UC4 Software. BMC Software. even with cloud architectures extending to public resources. This can only be achieved after the issues of complexity are removed through standardizing processes to improve repeatability and predictability. NetIQ. application topology discovery and visualization. and will increase IT operations efficiencies by integrating and leveraging the IT management tools needed to support IT operations processes across IT domains. CA Technologies. or to improve efficiencies where multiple tool integrations can establish repeatable best-practice activities. IT operations processes that cross different IT management domain areas will require organizational cooperation and support. In addition. They will reduce the human factor and associated risks by automating safe. Microsoft. gen-E. Business Impact: ITPA tools will have a significant effect on running IT operations as a business. application component deep dive.0: The Evolution of IT Operations Process Automation" "The Future of IT Operations Management Suites" "IT Operations Management Framework 2. by providing consistent. APM tools provide value to multiple IT organizations for the rapid isolation and root cause analysis Page 52 of 98 This research note is restricted to the personal use of and the establishment of process owners. Network Automation. userdefined transaction profiling. repeatable processes.

the adoption is high. and additional layers of abstraction are introduced (for example. User Advice: Enterprises should use these tools to proactively measure application availability and performance. which are the underpinnings of and analytics. dynamic. and are critical when deploying in public cloud production environments. Converged APM products are creating easier deployments. transaction profiling. Many organizations start with end-user experience monitoring tools to first get a view of end-user or application-level performance. which don't always have the same priorities and goals. | G00252566 This research note is restricted to the personal use of libresearch@smu. These buying centers often find the most value in specific dimensions. such as application servers. The requirement of integration to current monitoring systems. as well as support technologies. virtual fabric and storage. or vertically aligned applications). The increasing adoption of private and public cloud computing is stimulating the desire for more insight into application and user behavior. The need to work together and share information is a key delivery of APM solutions. SDN.g. thus shortening mean time to repair and improving service availability. They allow for multiple IT groups to share captured data and assist users with advanced analysis needs. Enterprises should take into consideration that the complexity of the tools varies from very simple deployments to highly complex solutions requiring consulting engagements for those with complex and diverse application environments. These products are well-adopted. but also maturing to handle the changes presented by public and private Page 53 of 98 . application topology. and delivery models leveraging software as a service (SaaS) will continue to allow lower cost adoption of these technologies. The demand and importance placed on APM tools has increased significantly during the past several years. Inc. messaging middleware and mainframe components. These technologies become even more important as enterprises adopt cloud infrastructure. Some products will integrate. This journey will require collaboration (RCA) of problems. understanding user behavior and experience. These tools are paramount to improving and understanding service quality as users interact with applications. and often requires to support agile development and release often in the form of easily digestible dashboards. Oracle Applications and Middleware. Older APM technologies are being replaced by second. databases and data stores. virtualization. and will continue as applications and infrastructures become more complex. Business Impact: APM tools are critical in the problem-isolation process. as well as understanding the performance changes of an application's components. SAP. while others will monitor these components separately. These technologies should be evaluated to monitor custom applications and packaged applications (e. network. the application development teams and the IT infrastructure and operations teams. This technology is particularly suited for highly complex applications and dynamic infrastructure environments. including server. therefore. and API abstraction). deep dive. is becoming more critical.This research note is restricted to the personal use of libresearch@smu.and third-generation technologies. such as EUM. and coordination among. Benefit Rating: High Gartner. They provide correlated performance data that business users can utilize to answer questions about service levels and user populations. This is critical to better understand the quality of releases versus previously deployed software in support of agile release schedules.

Appnomic. data center consolidation and enterprise architecture gap analysis) to gain insight into and visibility of key peer-to-peer and hierarchical relationships in IT integration/federation. Oracle. adoption over the last five years has been tied more tightly to a broader set of projects (e. eG Innovations. 2013" IT Service View CMDB Analysis By: Ronni J. AppDynamics. Corvil. AppSense. InfoVista. Foundational to a successful IT service view CMDB are mature change and configuration management processes. New drivers continue to Market Penetration: 20% to 50% of target audience Maturity: Early mainstream Sample Vendors: Absolute Performance. SmartBear Software. Dell (Quest Software). JenniferSoft. which usually begins with a focus on problem. IBM. HP. ASG Software Solutions. manually or documented). OpTier.g. ExtraHop Networks. Position and Adoption Speed Justification: For many years. BlueStripe Software. Inetco Systems. Aternity. Nastel Technologies.This research note is restricted to the personal use of libresearch@smu. including leveraging the IT service view CMDB for service assurance correlation (event and incident correlation). compliance. Fluke Networks. Inc. Lucierna. As cloud projects continue to expand from Page 54 of 98 This research note is restricted to the personal use of libresearch@smu. Arcturus Technologies. incident and change management and then evolves into an IT service view CMDB. adoption of an IT service view CMDB has been associated with progressing along an ITIL journey. reconciliation. Riverbed Networks. ITRS. Neustar.. CA Technologies. Apica. disaster recovery. New Relic. Colville. Progress Software. | G00252566 . BMC Software. IT organizations that do not have a focus on governing changes and tracking and maintaining accurate configurations will not be successful with an IT service view CMDB implementation. AppNeta. It provides a consolidated configuration view of various sources of data (discovered. Keynote Systems. Network Gartner. Correlsense. and synchronization. Jarod Greene Definition: An IT service view configuration management database (CMDB) is a repository that has four functional characteristics: IT service modeling and mapping. Catchpoint. AppEnsure. Boundary. Crittercism. Triometric. asset management. Virtual Instruments Recommended Reading: "Magic Quadrant for Application Performance Monitoring" "Use Synthetic Monitoring to Measure Availability and Real-User Monitoring for Performance" "Criteria for the 2013 Magic Quadrant for Application Performance Monitoring" "Will IT Operations Analytics Platforms Replace APM Suites?" "Cool Vendors in Application Performance Monitoring. which are integrated and reconciled into a single IT service view. Sumo Logic. Precise. ManageEngine. Cedexis. NetScout Systems. However. SL Corporation. Knoa Software. Splunk. Nexthink. Microsoft. Compuware. Idera.

everything else should be federated (e. ITIL V3 introduced a concept called a configuration management system (CMS). Inc. but oftentimes many more. CMSs and the management data repository vendors that are suppliers of federated information.. IT organizations will not be able to demonstrate ROI and will also increase the likelihood of scope creep. | G00252566 This research note is restricted to the personal use of libresearch@smu. Successfully mapped IT services improves the ability to provide an accurate and trusted view of IT service configurations that can be used for a variety of projects but most often to assess the impact of a change on components in IT services. IT organizations must know what trusted data they have and what data will be needed to populate the IT service view CMDB models that will achieve their goals. the reality of a CMS is still not technically viable. Gartner has seen an increase in successful implementations in up to 40% of midsize and more than 60% of large enterprises modeling and mapping three. Smaller organizations may not need an IT service view CMDB. The concept of a CMS offers a varied approach to consolidating a view of all the relative information pertaining to an IT service. since their focus is primarily on achieving a centralized view of all assets. Even with longer time frames. because federation is still immature. IT organizations can achieve incremental benefits (for example. architecting and tool selection time frame. IT organizations should continue to focus on IT service view CMDB implementations. we expect mature IT organizations to extend their IT service view CMDBs to track and assist in assessing critical changes of IT services that traverse a variety of cloud resources.g. Enterprises lacking change and configuration management processes are likely to establish inventory data stores that don't represent real-time or near-realtime data records and will have a difficult time maturing to implement a trusted IT service view CMDB. Without standards of any significance being adopted by IT service view CMDB vendors. has drawn out the planning. they may not have the process maturity needed to implement a successful IT service view Page 55 of 98 . This can be an IT service view CMDB or a completely federated repository. in which excess data kept in the CMDB will become private and public to hybrid. Only data that has ownership and a direct effect on a goal should be in IT service view CMDB configuration models. User Advice: Enterprises must have a clear understanding of the goals and objectives of their IT service view CMDB projects and have several key milestones that must be accomplished for a successful implementation. CMS tooling is actually the same as an IT service view Although IT service view CMDB tools have been available since late 2005.This research note is restricted to the personal use of libresearch@smu. IT service view CMDB implementations can take from three to five years to establish. Without the development of specific goals. especially as the percentage of external sources is increasing from approximately 5% to 25% by 2015. but they have no end date because they are ongoing projects in which new use cases for the data can add new data and new integrations. data center visibility where there was no prior documentation that was accurate or trusted) throughout the ongoing implementation and find that it provides quantifiable benefits to the organization. as well as the realization that this type of project does not have a quick ROI. Establishing trusted data sources and associated reconciliation and normalization processes is a critical success factor. the combination of maturing tools and maturing IT organization Additionally. financial and contractual data should remain in the IT asset management Gartner.

sg repository. RTI is also emerging in Page 56 of 98 This research note is restricted to the personal use of libresearch@smu. HP. functionality. An IT service view CMDB implementation improves risk assessment of proposed changes and can assist with root cause analyses. various discovery tools.This research note is restricted to the personal use of Gartner. such as dynamically optimizing virtual servers (through the use of performance management metrics and virtual server live-migration technologies) and dynamically optimizing Java Platform. It will benefit providers (of data) and subscribers (of IT service views). service assurance tools). and dynamic optimization and tuning of the runtime environment based on policies and priorities across private. | G00252566 . Business Impact: An IT service view CMDB affects nearly all areas of IT operations. IBM (Tivoli). point solutions have emerged that optimize specific applications or CA Technologies. 2012" "What SMBs Should Know About CMDBs" "IT Service Dependency Mapping Vendor Landscape.g. Benefit Rating: High Market Penetration: 20% to 50% of target audience Maturity: Mature mainstream Sample Vendors: BMC Software. Position and Adoption Speed Justification: The technology and implementation practices are immature from the standpoint of architecting and automating an entire data center and its IT services for real-time infrastructure (RTI). When resources are constrained. ServiceNow Recommended Reading: "Top Five CMDB and Configuration Management System Market Trends" "Cloud Environments Need a CMDB and a CMS" "IT Service View CMDB Vendor Landscape. It is a foundation for improving the quality of service and improving service delivery. business policies determine how resources are allocated to meet business goals. Enterprise Edition (Java EE)-based shared application environments that are designed to enable scale-out capacity increases. public and hybrid cloud architectures. If there are key sources that will need to be federated (e.. 2012" Real-Time Infrastructure Analysis By: Donna Scott Definition: RTI represents a shared IT infrastructure in which business policies and SLAs drive the dynamic allocation and optimization of IT resources so that service levels are predictable and consistent. IT asset repository. these should be specifically evaluated as part of the proof of concept for the IT service view CMDB selection. RTI provides the elasticity. despite unpredictable IT service demand. It also facilitates a nearreal-time business IT service view. However. and incident tickets should remain with the IT service desk).

sg Page 57 of 98 .edu. However. such as to scale a website up/down and in/out. This type of architecture can typically achieve recovery time objectives in the range of one to four hours after a disaster is declared. IT organizations must still write custom code (for example. In another RTI use case. implementation is not triggered automatically but is manually initiated where the automation is cloud management solutions. Typically. such as to scale a website up/down or in/out to use optimal resources for increasing or decreasing service demand. through the implementation of logical service models with policies that are defined for the minimum and maximum instances that can be deployed in a runtime environment). RTI solutions are making progress in the market. primarily because of a lack of service modeling (inclusive of runtime policies and triggers for elasticity). automation and orchestration logic) to achieve their overall dynamic optimization goals. As in the However. especially for targeted use cases where enterprises write specific automation. initially for optimizing the placement of workloads or services upon startup based on pre-established policies. Gartner believes that RTI will go through another round of hype in the market as vendors seize on the "software defined" terminology that generally has the same connotation as RTI: automation and optimization. RTI may be architected for a specific application environment and not as a generalized operations management offering. standards and strong service governors/policy engines in the market. reducing costs and attaining higher IT service quality and that about 20% of organizations have implemented RTI for some portion of their portfolios. a great deal of integration and technical skills is required. although virtualization is not required to architect for RTI. enterprises are implementing shared disaster recovery data centers. | G00252566 This research note is restricted to the personal use of libresearch@smu. Moreover. Gartner. many CMP solutions only support virtualized environments instead of offering more complex alternatives that require integration to physical resources. Lack of architecture and application development skills in the infrastructure and operations (I&O) organization hampers implementation of RTI in all but the most advanced organizations. especially in "software stacks. Organizations that pursue agile development for their Web environments will often implement RTI for these services in order to map increasing demand on their sites with an increasing supply of resources. For customers who desire dynamic optimization to integrate multiple technologies together and orchestrate analytics with actions. we will see individual vendor progress. whereby they dynamically reconfigure test/development environments to look like the production environment for disaster recovery testing and disaster strikes. these vendors have not yet implemented all the analytical triggers and the deployment automation to make elasticity truly turnkey. Inc. In addition. there is low market penetration. User Advice: Surveys of Gartner clients indicate that the majority of IT organizations view RTI architectures as desirable for gaining agility. Many cloud management platform (CMP) vendors have enabled models or automation engines to achieve RTI (for example." but not in largely heterogeneous environments because of the lack of standards and the desire for vendors that build such functionality to benefit their platforms (and not their competitors' platforms).This research note is restricted to the personal use of libresearch@smu. Rather. Because of the advancement in server virtualization and cloud computing.

Business Impact: RTI has three value propositions. which can add business value and solve a particular pain point. workload and service placement) Server virtualization and dynamic workload movement and optimization Reconfiguring capacity during failure or disaster events Service-oriented architecture (SOA) and Java EE environments for dynamic scaling of application instances Specific and customized automation that is written for specific use cases (for example. which are expressed as business goals: ■ Reduced costs that are achieved by better. automated actions are moving closer to RTI through these actions. especially the lack of IT management process and technology maturity levels. Gartner recommends that IT organizations move to at least Level 3 — proactive — on the ITScore for I&O Maturity Model in order to plan for and implement RTI. Organizations should investigate and consider implementing RTI solutions early in the public or private cloud or across data centers in a hybrid implementation. RTI is also slow for public cloud services. before that level. where application developers may have to write to a specific and proprietary set of technologies to get dynamic elasticity. IT organizations that desire RTI should focus on maturing their management processes using ITIL and maturity models (such as Gartner's ITScore for I&O Maturity Model) as well as their technology architectures (such as through standardization. but should not embark on datacenter-wide RTI initiatives. a lack of skills and processes derails success.This research note is restricted to the personal use of Overall progress is slow for internal deployments of RTI architectures because of many impediments. scaling up/down or out/in a website that has variable demand) ■ ■ ■ ■ ■ Many IT organizations that have been maturing their IT management processes and using IT process automation tools — aka run book automation (RBA) tools — to integrate processes (and tools) to enable service governors (the runtime execution engines behind RTI analysis and actions) and integrated IT process/tool architectures and standards. such as: ■ Dynamic and policy-based provisioning of development/testing/staging and production environments across private. more efficient resource use and by reduced IT operations (labor) costs Improved service levels that are achieved by the dynamic tuning of IT services ■ Page 58 of 98 This research note is restricted to the personal use of Gartner. but also because of organizational and cultural issues. However. consolidation and virtualization). They should also build a culture that is conducive to sharing the infrastructure and should provide incentives such as reduced costs for shared infrastructures. public and hybrid cloud computing resources Optimally provisioned cloud services based on capacity and policies (for example. | G00252566 . RTI has taken a step forward in particular focused areas. Inc. specifically in the areas of root cause analysis (which is required to determine what optimization actions to take). Gartner sees technology as a significant barrier to RTI.

VMware Recommended Reading: "Cool Vendors in Cloud Management. it has entered the mainstream. settings. Red Hat. 2013" "Cool Vendors in Cloud Management. such as Gartner. This allows users to have a personalized workspace regardless of the platform they use (PC. pricing for these products has declined during the past 18 months. Position and Adoption Speed Justification: Workspace virtualization was once a niche technology. used primarily to maintain user profiles in server-based computing (SBC) environments. HVDs and mobile computing. workspace virtualization vendors have added capabilities to address other personalization challenges beyond those associated with user profiles. Microsoft. Amazon. and. Federica Troni Definition: Workspace virtualization tools manage user-specific configurations (profiles. The profile management aspect of workspace virtualization is maturing. Many products can now maintain profiles reliably across SBC. IBM.. BMC Software. multiple application delivery and client computing architectures) may still require best-of-breed products in this space. in some cases.g. terminal server or virtual desktop). 2012" "Provisioning and Configuration Management for Private Cloud Computing and Real-Time Infrastructure" "How to Build an Enterprise Cloud Service Architecture" Workspace Virtualization Analysis By: Terrence Cosgrove. Some products in this category extend application personalization for hosted virtual desktops (HVDs). As HVD environments have grown. Inc. Large organizations with a high degree of complexity ( CA Technologies. and serve as an alternative to application virtualization for HVDs. Mark A. ServiceMesh. | G00252566 This research note is restricted to the personal use of libresearch@smu. therefore. Tibco Software. policies Page 59 of 98 . ■ Increased agility that is achieved by rapid provisioning of new services or resources and scaling the capacity (up and down) of established services across both internally and externally sourced data centers Benefit Rating: Transformational Market Penetration: 5% to 20% of target audience Maturity: Emerging Sample Vendors: Adaptive Computing. driven by the growth of SBC. During the past three years.This research note is restricted to the personal use of libresearch@smu. Organizations typically develop a need for workspace virtualization when they expand SBC and HVD environments and encounter performance and scalability issues with roaming user profiles. RightScale. applications) separately from the OS. physical and HVD environments. Margevicius. These tools help maintain consistency and compliance across multiple computing platforms.

While some of the vendors in this space have developed products for mobile device management. and products still must improve scalability and some functional aspects to meet enterprise requirements. and then look to the market for tools. storage and applications) in both physical and virtual environments to form an IT service view. and are not applicable to non-Windows platforms (such as iOS and Android). | G00252566 .. The most significant factors that affect product choices include: ■ Platform support — Physical. Liquidware Labs. Inc..g. while minimizing image application delivery (including user-installed applications). Scense. as well as back versions of Windows (i. the most comprehensive products require substantial IT staffing to administer. This area is less mature. More comprehensive coverage of profile triggers can reduce the instances of profile corruptions and "last write wins" scenarios. Application personalization — Some vendors in the market focus on persisting user-specific applications. Microsoft. The tools provide various methods to develop blueprints or templates for internally Page 60 of 98 This research note is restricted to the personal use of libresearch@smu. Complexity — Workspace virtualization tools vary in terms of complexity. In general. application privilege elevation and license Workspace virtualization tools are critical to making user-centric computing work. RES Software. logoff and application close). Benefit Rating: Moderate Market Penetration: 5% to 20% of target audience Maturity: Early mainstream Sample Vendors: AppSense. ■ ■ ■ Business Impact: Workspace virtualization tools can help improve the user experience by making the desktop more personalized and enhancing performance. Gartner. document and track relationships by leveraging blueprints or templates to map dependencies among infrastructure components (like servers. XP and Server 2003).edu. mobile application management and file synchronization. storage and images that organizations must use to provide users with a personalized desktop. User Advice: Develop your requirements first. VMware IT Service Dependency Mapping Analysis By: Ronni J. Colville. networks. Patricia Adams Definition: IT service dependency mapping (SDM) tools discover. Include your own staffing and administrative expertise in the evaluation. Unidesk.e. Profile management — Various events can trigger a profile capture (e. HVDs and SBC.This research note is restricted to the personal use of libresearch@smu. the workspace virtualization products are specific to the Windows environments. They can also reduce infrastructure and operations costs by reducing the amount of servers.

usually relying on data manually entered into diagrams and spreadsheets that may not reflect a timely view of the environment. the task remains SDM tools continue to fall short in the area of homegrown or custom applications. Manual modeling of IT services or applications was too labor-intensive and also fraught with errors. This kind of understanding and focus will require a Level 3 or Level 4 maturity. IT organizations will need to understand where application components are being hosted. these two newer use cases drive new buyers. as well as license management. while IT organizations will need to be concerned with maintaining availability and compliance. but because they require multiple stakeholders (e. system administrators. While the users of IT SDM tools are often the teams that are part of the IT infrastructure and application support. but fall short in the depth and breadth Gartner.This research note is restricted to the personal use of libresearch@smu. Inc. Position and Adoption Speed Justification: Enterprises continue to struggle to maintain an accurate and up-to-date view of the system and application dependencies across IT infrastructure components that make up IT services. Although SDM tools provide functionality to develop the blueprints that depict the desired state or a known logical representation of an application or IT service. Cloud services providers (CSPs) will be driven to move workloads based on capacity and rightsizing exercises.. Thus far. | G00252566 This research note is restricted to the personal use of libresearch@smu. The vendor landscape is composed of a narrow set of suppliers that acquired point solution vendors predominantly to complement their IT service view CMDB solutions almost a decade ago. The primary use case for these tools is still as a jump-start or companion to IT service view configuration management database (CMDB) projects. Key differentiators are breadth of blueprints. We have seen very little new vendor activity. An additional use case emerged in the past year specific to data center consolidations and disaster developed or custom applications. where change and configuration are also achieved. Many IT organizations have deployed discovery and inventory tools (often multiple tools in any given IT organization) to provide insight about the individual components and basic parent/child information (software-to-hardware relationships). not actually due to the tool itself. application development or support. and not real-time. new tools have some capability for discovering relationships. there is a need for IT SDM tools to help discover and track IT services throughout their life cycle of changes. While these tools are Page 61 of 98 . and depth of discovery across physical and virtual infrastructures.g. which will slow enterprisewide adoption of the tools beyond their primary use of discovery. While we moved the position of these tools along the Hype Cycle curve due to the challenges in adoption and broader use. reconciliation).. or have some IT service view CMDB functionality (e. as well as service orientation with a strong standards focus. the view of IT services that can be discovered will become more compelling with hybrid cloud deployments that include production applications (versus early adoption for development/test). Some IT SDM solutions also have an embedded IT service view business liaisons) to work together. leveraging IT SDM tools as a key source of relationship discovery provided a more reliable source and reduced (but did not eliminated) the need for manual efforts. mainframe discovery. With the expansive growth of virtual infrastructures and cloud projects. we feel that the position may decelerate in the coming years based on another use case. but they do not provide the necessary peer-to-peer and hierarchical relationship information regarding how an IT service is configured.

If the use case for these tools is to gain visibility in your virtual or cloud infrastructure. such as a broad range of storage devices. If the IT SDM tool you select is different from the CMDB. If the virtual infrastructure includes public cloud resources. Business Impact: IT SDM tools will have an effect on high-profile initiatives. Inc. without this information.. Page 62 of 98 This research note is restricted to the personal use of libresearch@smu. patch management). by establishing a baseline configuration and helping populate the CMDB.. enterprise architecture planning. IT SDM tools require expanded functionality for breadth and depth of discovery. such as disaster recovery and data center consolidation initiatives. and by providing missing relationship data critical to disaster recovery initiatives..g. IT cannot track relationship impacts for planned and unplanned changes. | G00252566 . and can provide an audit trail of configuration changes. Amazon).. IT SDM tools can document what is installed and where. because most activity for hybrid clouds is just moving to production applications. User Advice: Evaluate IT SDM tools to address requirements for configuration discovery of IT infrastructure components and software. asset management). The adoption of these tools continues to increase because the number of new stakeholders (e. To meet the demand of today's dynamic data center.. they can be easily justified based on their ability to provide a discovered view of logical and physical relationships for applications and IT services because. mainframes and applications that cross into the public cloud.g. such as IT service view CMDBs. data center consolidation and migration projects. organizations with less complexity might find them to be sufficient. especially where there is a requirement for hierarchical and peer-to-peer relationship discovery. The tools should also be considered as precursors to IT service view CMDB initiatives. Although most of these tools aren't capable of action-oriented configuration functions (e. New requirements for hybrid cloud will likely take two to three years to mature. as well as virtual-to-physical relationships (e. for mainframes and virtualized infrastructures).sg Gartner. growing virtual infrastructures) have increased. where the application might be virtualized. be aware that if you select one tool. virtual machines. While they don't compare competitively to the more mature tools. These tools will also have a less glamorous. including compliance reporting and enterprise architecture gap analysis. If the primary focus is to build out IT services or applications. ensure that the IT SDM tool supports CSPs' APIs (e. ensure that the IT SDM vendor has an adapter to integrate and federate to the desired or purchased CMDB. disaster recovery planners) and business drivers with growing use cases (e.. but the database might still be physical) and other tasks that benefit from a near-real-time view of the relationships across a data center infrastructure (e. the discovery of the relationships can be used for a variety of high-profile projects in which a near-realtime view of the relationships in a data center is required. Although the tools are expensive.g. effect on the day-to-day requirements to improve configuration change control by enabling near-real-time change impact analysis.g.This research note is restricted to the personal use of libresearch@smu. the vendor is likely to try to thrust its companion IT service view CMDB technology at These tools can also be used to augment or supplement other of blueprints and types of relationships (e.g. but significant. ensure that the tool can discover and map virtual-to-virtual relationships (where IT services are within a single host or can be across hosts and data centers). especially if the CMDB is part of the underlying architecture of the discovery tool.g.. Page 63 of 98 . end-to-end IT service model against which associated operational-status data is gathered. organizations seek to dynamically focus IT operational resources on issues impacting the most important business functions at any given point in time. processed and provided via business-oriented dashboards that are used to support change impact planning. Very few. process and technology transformation required to succeed. ServiceNow. The upstream. These tools provide a mechanism that enables a near-real-time view of relationships that previously would have been maintained manually with extensive time delays for updates. Inc. 2012" "Seven Steps to Select Configuration Item Data and Develop a CMDB Project That Delivers Business Value" Business Service Management Tools Analysis By: Colin Fletcher Definition: Business service management (BSM) tools enable business-oriented prioritization of IT operations by supporting the construction of logical relationships between business priorities and the IT infrastructure and applications that support them.This research note is restricted to the personal use of libresearch@smu. Position and Adoption Speed Justification: Most. thereby reducing unplanned downtime for critical IT services. CA Technologies. VMware Recommended Reading: "Selection Criteria for IT Service Dependency Mapping Vendors" "Toolkit: RFP/RFI for IT Service Dependency Mapping Tools" "IT Service View CMDB Vendor Landscape. if not all. This level of proactive change impact analysis can create a more stable IT environment. 2012" "IT Service Dependency Mapping Vendor Landscape. rather than fixing preventable Benefit Rating: High Market Penetration: 5% to 20% of target audience Maturity: Mature mainstream Sample Vendors: BMC Software. These constructs help define a real-time. which will save money and ensure that support staff are allocated efficiently. The value is in the real-time view of the The overall value of IT SDM tools will be to improve quality of service by providing a mechanism for understanding and analyzing the effect of changes to one component and its related components within a service. so that the effect of a change can be easily understood prior to release. companies have experienced labor efficiencies that have enabled them to manage their environments more effectively and have created improved stability of the IT services. IBM. cross-functional nature Gartner. | G00252566 This research note is restricted to the personal use of libresearch@smu. however. have been able to embrace and invest in the people. Using dependency mapping tools in conjunction with tools that can make configurationlevel changes. Neebula. HP. root cause analysis and other operational processes.

typically through dashboards and reports.g. so that IT is operating in a service-aligned manner. Staring in the face of these difficult and often long-avoided challenges. process and technology). In constructing BSM initiatives. IT recruitment of business-fluent staff. Inc. however. | G00252566 . this journey will remain a long one. IT event correlation and analysis tools). and disruptive technologies like virtualization and cloud that provide required dependency models as a matter of course). The number of operational status and model data sources should be kept as small as possible. many organizations have either slowed or stalled BSM initiatives in favor of smaller. primarily due to external forces (increased competition from service providers whose very business depends on service alignment. and perhaps most intractable. more technology-focused efforts. User Advice: IT organizations should investigate BSM once they have successfully developed significant operational maturity across all dimensions (people. There are real reasons to believe BSM initiatives will indeed traverse the Trough of Disillusionment. barriers to widespread adoption. This typically causes significant discomfort and slows BSM initiatives. as multiple remedial efforts are spawned that must be addressed before any further progress can be made. which fosters the level of collaboration between business and IT leaders needed to discover new business opportunities and the optimal way to design IT's support of Gartner. such as application performance monitoring (APM) or infrastructure monitoring of BSM often results in the uncovering of any deficits in subordinate monitoring and operational capabilities.. Mature BSM-enabling technologies continue to evolve and improve and are increasingly appearing as capabilities in other toolsets ( Business Impact: By enabling the business-aligned prioritization of IT operational efforts. and plans to provide business service context to other toolsets should be considered a separate effort addressed only after successful implementation.This research note is restricted to the personal use of libresearch@smu. Benefit Rating: High Market Penetration: 5% to 20% of target audience Maturity: Adolescent Page 64 of 98 This research note is restricted to the personal use of libresearch@smu. all business services and processes across all verticals stand to realize: ■ ■ Productivity gains — Via higher-quality service delivery and shorter mean time to repair Cost optimization — Via a clearer understanding of resources required to specifically support a given service and the ability to compare that cost with the service's value to the business Risk mitigation — Via a clear definition of systems that require specific controls and assigned ownership from BSM initiatives ■ BSM initiatives also provide a level of transparency and business context to the mechanics of IT operations. leaving skill deficits (primarily business fluency) and organizational and process immaturity as the most significant. stepwise implementation that includes appropriately significant investments in organizational change and skill development. in addition to technology selection. care should be taken to ensure a tightly

GroundWork Open Source. Kratos Defense. Blue Elephant. rollout and rollback. BMC Software. via Telnet or Secure Shell (SSH) — to individual network devices and typing commands into vendor-specific. which work well and can deliver strong benefits to a network management team. corporate audit and compliance initiatives have forced a shift in this behavior. USU. Enterprise network managers do not often consider rigorous configuration and change management. enable automated configuration management and bring more rigorous adherence to the change management process. Microsoft. Centreon. This has frequently resulted in a cultural reluctance to modify standard operating procedures that have evolved organically as opposed to systematically. CA Technologies. although not because of the tools. | G00252566 This research note is restricted to the personal use of libresearch@smu. NCCM tool vendors are meeting these challenges by providing solutions that operate in multivendor eMite. Jonah Kowall. manual process that involves remote access — for example. NetIQ. resource use and change history. as well as provide compliance audit capabilities.This research note is restricted to the personal use of libresearch@smu. The market has progressed to the point where many startups have been acquired. NCCM tools are nearing the Trough of Disillusionment. and new vendors have entered the market using various angles to differentiate themselves. Inc. audit and alert on changes. as opposed to ensuring accuracy and eliminating inconsistencies. Colin Fletcher Definition: Network configuration and change management (NCCM) tools are focused on setup and configuration. Centerity. Zenoss. Position and Adoption Speed Justification: NCCM remains primarily a labor-intensive. compliance audits and disaster recovery (DR) rollback processes when executing network configuration alterations. The network configuration management discipline is held back by a lack of process maturity that has pushed network teams toward taking their own pragmatic approaches to resolving their organization's specific requirements. and deploy configuration updates to multivendor network devices. compare configurations with the policy or "gold standard" for that device. command-line interfaces. even though these changes often are the root causes of network issues. These tools discover and document network device Page 65 of 98 . However. HP. detect. and alternative approaches — such as creating homegrown scripts to ease retyping requirements — are used to ease Sample Vendors: ASG. Tango/04. IBM (Tivoli). Zyrion Recommended Reading: "Toolkit: IT Operations Monitoring Assessment and Rationalization" "Deploy a Multivendor Strategy for Availability and Performance Monitoring" "Aligning ECA and BSM to the IT Infrastructure and Operations Maturity Model" "Market Definition: Availability and Performance Monitoring" Network Configuration and Change Management Tools Analysis By: Vivek Bhalla. Neebula. Firescope. Gartner. EMC. SL. These activities are fraught with opportunities for human error. Compuware. Interlink Software.

Network managers need to gain trust in automated tools before they let any product perform a corrective action without human oversight. offering an opportunity to lower costs. cloud-based RTIs. automation is becoming a requirement. NCCM. Ipswitch. Business Impact: These tools provide an automated way to maintain network device configurations. Benefit Rating: Moderate Market Penetration: 5% to 20% of target audience Maturity: Adolescent Sample Vendors: AlterPoint.This research note is restricted to the personal use of libresearch@smu. particularly when there is resistance to change by those who may feel their skills are being undervalued. Dell (Quest Software). to initiate the end-to-end cloud service. companywide change management processes (which are usually implemented as part of an IT service support management toolset) and integration with configuration management tools for other technologies. it is a challenge to transform this status quo. dynamically virtualized. because humans will no longer be able to manually keep up with real-time configuration changes. EMC. such as servers and storage. ManageEngine. BMC Network configuration management is frequently practiced by router experts who are the only individuals familiar with the arcane. Inc. NetBrain. must increasingly be considered part of the configuration and change management processes for an end-to-end IT service. reduce the number of human errors and improve compliance with configuration policies. User Advice: Replace manual processes with automated NCCM tools to monitor and control network device configurations to improve staff efficiency. where policy-based network configuration updates must be made in lockstep with changes to other technologies. establish standard network device configuration policies to reduce complexity and enable more-effective automated such as servers and storage. Cisco. rigorous change management procedures and tested DR capabilities. Prior to investing in tools. HP. IBM reduce risk and enable the enforcement of compliance policies. | G00252566 . although a discipline unto itself. and viewed as an enabler for the real-time infrastructure (RTI). command-line interfaces for the various network devices. Uplogix. Zenoss Recommended Reading: "Take a Four-Step Network Configuration and Change Management Approach to Stem Disasters" Page 66 of 98 This research note is restricted to the personal use of libresearch@smu. With cost minimization and service quality maximization promised by new. A top-down effort is required from senior IT management and a change in personnel performance review metrics is needed to convince network managers of the business importance of documented network device configuration policies. New pressures are coming from cloud implementations. SolarWinds. CA Technologies. Tail-f Systems. Without a sufficient level of process maturity. This will require participation in strategic. Dorado Software.

With the frequency of changes being made across data centers and extending to public cloud resources.S. including virtual machines (VMs). Although a robust. databases and virtual infrastructures. Although these tools focus on requirements specific to servers or PCs. Reports are generated from these tools that are leveraged by a variety of stakeholders. or industry-recognized security configuration assessment templates (such as those of the U. National Institute of Standards and Technology and the Center for Internet Security). internal auditors. Configuration auditing has two major drivers: external (regulatory compliance) and internal (improved availability). IT organizations can use configuration auditing tools as a mechanism to track and validate changes. Colville Definition: Configuration auditing tools provide change detection and configuration assessment. These tools mainly focus on requirements specific to servers or PCs. Company-specific policies or industry-recognized security configuration assessment templates are used to maintain the fidelity of the system for auditing. hardening or improved availability. IT organizations establish policies that are translated to templates with specific configuration settings. Position and Adoption Speed Justification: Configuration auditing continues to be a top driver for adopting server provisioning and configuration automation in physical and virtual data center infrastructures. the "golden image"). but some also address network components. IT organizations must understand how that access and visibility is enabled by cloud services providers (CSPs). This conflict and responsibility will fall back to the IT organization. Page 67 of 98 . applications.This research note is restricted to the personal use of libresearch@smu. CSPs will drive placement of VMs and applications based on capacity. and enforce corporate standards. system administrators. which can be used for PCI compliance. external auditors and security staff. and to support other policy templates (such as the United States Government Configuration Baseline [USGCB]). There is still a heightened awareness of security vulnerabilities and missing patches. formalized and broadly adopted change management process is desirable. Access to public cloud resources is driven by visibility into their infrastructures. some address network "MarketScope for Network Configuration and Change Management" Configuration Auditing Analysis By: Ronni J. Prerequisites include the ability to define and implement configuration standards. and some tools automatically return the settings to their desired values. Technology implementation is gated by the organization's process maturity. applications. configuration auditing Gartner. which may fly in the face of the overall compliance requirements of the business. as well as the requirement to provide documented change control for internal and external auditors. Exception reports can be generated. | G00252566 This research note is restricted to the personal use of libresearch@smu. or block changes based on approvals or specific change windows. databases and virtual infrastructures. including change managers. it will become more important for adoption of configuration auditing (functionality and specific tooling) to become more Systems are then assessed against these company-specific policies (for example. Some tools provide change detection in the form of file integrity monitoring (FIM). therefore. Some can also provide reconciliation against approved change requests and/or can remediate to a desired state.

must insist on specific compliance policies and governance capabilities that meet company regulatory and availability requirements. based on the buying center and specific functional requirements. so businesses must select reasonable and appropriate controls based on reasonably anticipated risks. Enterprise and cloud architects.g. and should build a case that their controls are appropriate for the situation. broader functional requirements should also be evaluated. This is not a "one and done" tools offer significant benefits for tracking configuration change activity without automating change Gartner. security regulation. Security administrators often implement configuration auditing capabilities provided by various security products.g. while those in operational system administration roles tend to utilize the configuration audit functions within broader configuration management tools that also provide mitigation functions. operational configuration tools and security configuration assessment tools) can be considered for configuration auditing. system hardening. introduce risk and/or cause system outages). Greater benefits can be achieved if robust change management processes are also implemented. User Advice: Develop sound configuration and change management practices before introducing configuration auditing technology in the organization.g. Define the specific audit controls required before selecting configuration auditing technology. Configuration auditing tools are bought by those in operational system administration roles (e. other tools (e. because each configuration auditing tool has a different focus and breadth (e. PCs and network devices) and policy support varies greatly among the tools.. system administrators and system engineers). depending on whether they are securityoriented or operations-oriented. but point solution tools will sometimes be purchased to address individual auditing and assessment needs. because many organizations can benefit from more than one area of focus. and can broaden the vendor landscape. Process and technology deployment should focus on systems that are material to the compliance issue being resolved. as well as Page 68 of 98 This research note is restricted to the personal use of libresearch@smu. however. IT system administrators. application consistency and OS consistency). and by security practitioners who need to assess security configuration standards. Inc.This research note is restricted to the personal use of libresearch@smu. Without the reconciliation requirement. The adoption of configuration auditing capabilities within broader operations and security tools will continue to accelerate.g. as well as cloud administrators that are expanding their computing infrastructure to public cloud providers or those who are creating hybrid cloud and often need to add new functions within 12 months. servers. Security officers should evaluate the security configuration assessment capabilities of incumbent security technologies to conduct a broad assessment of system hardening and security configuration compliance independent of operational configuration auditing tools. network administrators and system engineers should evaluate configuration auditing tools to maintain operational configuration standards. The breadth of platform coverage (e.. and to provide a reporting mechanism for change Thus. Business Impact: Not all regulations provide a clear definition of what constitutes compliance for IT operations and production support. with the primary goal of becoming proactive (before the change occurs) versus reactive (tracking changes that violate policy. several tools may end up being purchased throughout an enterprise.. | G00252566 .. Continued review and revision of policies must be done to ensure that updates to regulatory standards are kept up to date.

although most organizations have worked on incident and change management to some as enterprises begin to develop an IT service view. Because IT operations departments have been segregated in IT technical silo-oriented organizational structures and metrics. Ian Head. Inc. process management. and will offer policy-based compliance with audit Users conduct an online. Qualys. and the ITScore statistics align with Gartner's other client interactions. databases and applications) to managing business-oriented. most have not achieved consistent process alignment nor moved forward into end-to-end service management and integrated IT management processes. Reducing unauthorized change is part of a good control environment. Although configuration auditing has been tasked individually in each IT domain. NetIQ. technology management and business management. Gartner regards the proactive state (Level 3) as the start of maturity. IT operations departments are being pressured to move from a component orientation (such as managing networks. namely. VMware Recommended Reading: "Server Configuration Baselining and Auditing: Vendor Landscape" "Market Trends and Dynamics for Server Provisioning and Configuration Management Tools" "Security Configuration Management Capabilities in Security and Operations Tools" IT Management Process Maturity Analysis By: George Spafford. end-to-end IT Page 69 of 98 . To do so Gartner. IBM. this transition is usually challenging. | G00252566 This research note is restricted to the personal use of libresearch@smu. suggesting that fewer than 10% of large-enterprise IT organizations have made the transition to achieve the higher proactive. Benefit Rating: High Market Penetration: 20% to 50% of target audience Maturity: Mature mainstream Sample Vendors: BMC Software. Position and Adoption Speed Justification: As part of IT organizations' efforts to align themselves more effectively with business needs. storage. configuration reporting and remediation (as well as broader configuration management capabilities) will ensure reliable and predictable configuration changes. with a mean score of 2. Tripwire.33. Symantec. servers. Process management is the lowest maturity discipline. Tapati Bandopadhyay Definition: Gartner's ITScore for infrastructure and operations (I&O) posits that there are four disciplines that contribute to maturity.This research note is restricted to the personal use of ensuring that new technologies introduced into the computing infrastructure have the appropriate level of compliance governance applied. Over 800 organizations have completed Gartner's ITScore for I&O since 2012. people management. service-aligned or business partnership levels of the ITScore maturity model. questionnaire-based self-assessment that indicates maturity for each discipline on a 1-to-5 maturity scale. which suggests that.

sg Gartner. Study the definitions and descriptions for each level. below this level. Gartner places IT management process maturity as having a market penetration of 5% to 20% of the target audience. specific process maturity models provide a valuable diagnostic tool to aid management to continually improve IT for I&O. however. with process managers whose responsibilities cross multiple IT component-oriented technology domains. for most organizations. especially risk that is associated with innovation. Based on the challenges that are involved. Significant cultural change is required as well as strong leadership and vision. Inc. such as servers. will encourage IT operations management and staff to look beyond reactive Page 70 of 98 This research note is restricted to the personal use of libresearch@smu. and set a goal for the level you must reach to support your business. Organizations can be at varying levels of IT management process maturity in different service and technology domains. IT Infrastructure Library (ITIL) and International Organization for Standardization/International Electrotechnical Commission (ISO/IEC) 20000 during process design and continual improvement efforts. and service quality and agility are too low. implementing end-to-end IT SLAs and managing IT service delivery to those requires incorporating principles of service design. Those seeking to control risk while raising agility should consult Gartner's research on ValueOps. with a focus on improving the performance of the end-to-end IT service. the benefits of improved IT service quality. you should set a goal to reach the proactive level (Level 3). Independent frameworks include the ITIL Service Management Process Maturity Framework and the ISO 15504 Information Technology Process Assessment family. However. greater levels of agility. All practitioners should define and document integrated and flexible IT management processes that can be instrumented and automated to create a service delivery chain. Establishing the organizational change plans. User Advice: Assess your position in the process discipline of the ITScore maturity model. cost-effective business services that are dynamically optimized during runtime execution. will require enterprises to mature and continually optimize their system of IT management processes. where they can target sustainable success in provisioning and maintaining demand-based. Gartner is assessing the aggregate measure of process maturity across the IT for I&O organization as needed to implement RTI architectures. In addition to the ITScore for I&O maturity model. Leverage industry-standard IT management process guidance such as COBIT. lower costs and reduced risks. Improving IT management process maturity will affect your organizational design because it generally requires a matrix management approach. This realization has pushed the concept of IT management process maturity into the Trough of Disillusionment as the profound organizational change it requires becomes abundantly clear to many enterprises. Gartner estimates that. real-time infrastructure (RTI) and cloud computing. Industry leaders will need to reach the service-aligned level (Level 4) of the model. including the necessary personnel performance metrics and At a minimum. storage and networking. For positioning on this Hype Cycle.This research note is restricted to the personal use of costs are too high. the transformation from the committed state (Level 2) of IT management process maturity through the proactive state (Level 3) to achieve the service-aligned state (Level 4) will take at least three years and may take five years or longer if commitment is limited. Thus. | G00252566 .

Business Impact: Moving to a higher level of IT management process maturity improves service quality and business value of IT services by enabling greater levels of organizational agility and lower labor costs (personnel costs are on average 40% of I&O operational expenditures). government and Capita. Clearly. Position and Adoption Speed Justification: ITIL has been evolving for more than 20 years. with differences reflecting the different origins and goals of the two bodies of work. Gartner. | G00252566 This research note is restricted to the personal use of libresearch@smu. More mature IT enables the business to take advantage of leading infrastructure technologies. Inc. Specific implementation guidance is not provided. as well as increases IT's contribution to the business. all of which positively affects the efficiency and effectiveness of IT operations. the focus being a set of good practices that an organization should adapt to its ITIL is part of a joint-venture between the U.This research note is restricted to the personal use of libresearch@smu. It is well-established as the de facto standard in service "firefighting" modes and devote the time and training that are necessary to document repeatable processes. Tapati Bandopadhyay. become proficient in their execution and achieve predictable service quality.K. Simon Mingay Definition: ITIL is an IT service management framework that provides guidance on the full life cycle of IT services. service design. ITIL is structured as five core books: service strategy. and shares many concepts and principles with the formal service management standard ISO/IEC 20000. although the alignment is not perfect. Cheaper I&O" ITIL Analysis By: Ian Head. senior management support is essential where significant organizational change programs are undertaken. Benefit Rating: Transformational Market Penetration: 5% to 20% of target audience Maturity: Adolescent Recommended Reading: "ITScore for Infrastructure and Operations" "ITScore for I&O Analysis: Take Action Now to Improve Your Organization's Maturity" "Infrastructure & Operations Maturity: How Do You Compare?" "Use a ValueOps Perspective to Balance Risk and Agility in IT Operations" "Successful ITIL and Service Management Projects Avoid These 10 Common Failings" "Five Steps Toward a Faster. including RTI and cloud computing architectures. service Page 71 of 98 . service operation and continual service improvement. Better.

While the core practices are sound. | G00252566 . ITIL will continue to serve as a source of guidance for those responsible for delivering IT services through their process and organization design and tool selection and implementation. In contrast. COBIT. DevOps and Continual Integration if they are to keep with changing operational needs. The unbalanced adoption is the reason penetration is shown as 20% to 50%. business relationship management. MOF) and is mainstream today. In general. To optimize service improvements. but the number of organizations using additional approaches such as continuous delivery and DevOps is growing. In fact.. Overall. we continue to see a tremendous span of adoption and maturity The current release. users currently need to look for additional inspiration in sources such as ValueOps. and ITIL 2011 provides much clearer guidance with respect to integration and the scope of different processes. therefore.3) release in 2007. ITIL is primarily used for guidance in service operation and transition. their transition into production. and continual service improvement. For nearly all IT organizations. service transition and service operation are the most commonly used books and could arguably justify a position higher on the Plateau of Productivity. could be placed much earlier in the Hype Cycle. Based on our Inc. IT organizations must first define objectives and then pragmatically leverage ITIL during the design of their own unique processes. ITIL advises on IT strategies to enable the business. was the first update to the major version 3 (v. lean. ITIL is helpful in putting IT service management into a strategic context and providing high-level guidance on reference processes and other factors in the service life cycle.g. User Advice: Leverage ITIL as guidance to accelerate adoption of industry best practices. defined as the exchange of information. hybrid and Pace-Layered Application Strategy are Gartner. such as the rise in agile methods and Pace-Layered Application Strategy (see Gartner's ValueOps research). such as change management and transition planning. processes for the design of IT services. have yet to be explicitly reflected in the ITIL body of knowledge. Integration. a combination of process guidance from various sources tends to do a better job of addressing requirements than any framework in isolation. Leaders are integrating ITIL with other approaches to improve service — lean and DevOps being notable examples.This research note is restricted to the personal use of libresearch@smu. whereas others are well on their way and pursuing continual improvement. ITIL has the highest adoption rate of the related frameworks used within IT operations (e. so this requirement should be a part of the development and recruitment process. even after the significant improvement to service strategy in the 2011 update. Some recent developments. CMMI. Also. transition planning and support. service strategy has not gained momentum since the 2011 rewrite and. Page 72 of 98 This research note is restricted to the personal use of The current version of ITIL covers the entire IT service life cycle. There is a large pool of ITIL trained staff available. ITIL 2011. This includes service strategy. refined to meet the needs of your specific business goals. ongoing operational support. ITIL can play a major role in operational process design. is a key focus. even where cloud. most organizations worldwide use the ITIL framework. and design coordination as well as the essential operational processes such as incident management and change management. Some organizations are just embarking or have stalled on their journey for a variety of reasons.

configuration policies. Service management professionals must also accept that ITIL is not a standard Business Impact: ITIL provides a framework for the strategy. most recently. and ITIL provides useful reference guidance for IT management. Most IT organizations need to start or continue the transition from their traditional technology and asset focus to a focus on services and service outcomes as described in this framework. precise implementation instruction is not provided. Colville. Benefit Rating: Transformational Market Penetration: 20% to 50% of target audience Maturity: Early mainstream Recommended Reading: "ITIL 2011 Service Strategy: An Important Missing Link Between IT and Business" "Five Ways to Manage IT Service Transitions to Cloud. others offer specific point solutions in one or two areas. cloud management platforms — for which they often provide a core capability for initial provisioning and virtual machine provisioning. The main categories are server provisioning (physical or virtual). Some vendors offer functionality for the entire life cycle. as well as integrate with adjacent technologies. transition. technology and management practices that underpin them. As cloud initiatives progress and mature. Leveraging ITIL Processes and ITOM Tools" "Use Six Sigma With ITIL 2011 to Improve IT Operations Processes and Effectively Leverage the Cloud" "How to Leverage ITIL 2011 and Avoid Three Common Cost Traps" "Increase I&O Effectiveness With the ValueOps Perspective" "Running IT Like a Business 2. design. organizational structures (server platform team silos) and processes inside the typical enterprise are causing them to struggle with full life cycle adoption. IT service management is a critical discipline in achieving that change. Inc. application provisioning (binaries) and configuration management. Although the tools continue to progress.0: The Service-Optimizing IT Delivery Model" Server Provisioning and Configuration Management Analysis By: Ronni J. | G00252566 This research note is restricted to the personal use of libresearch@smu. Donna Scott Definition: Server provisioning and configuration management tools manage the software configuration life cycle for physical and virtual servers. such as IT process automation tools. processes. including the organization. operation and continual improvement of IT services.This research note is restricted to the personal use of libresearch@smu. and. there will be a "Day 2" requirement Gartner. Position and Adoption Speed Justification: Server provisioning and configuration management tools continue to expand their depth of Page 73 of 98 . and configuration compliance. patching.

as they do with their application development teams. most have also added push capability. Initially. Another new shift in the past year is the focus on DevOps. More recent private cloud initiatives are also including a focus on middleware and database provisioning (internal platform as a service [PaaS]). we believe penetration and broader adoption of these tools will increase more rapidly in the next two to five years. Besides providing increased quality. they offered a different approach (pull versus push) compared with the traditional vendors in this category.g. as well as provide a mechanism to monitor and enforce compliance.. these tools can reduce the overall cost to manage and support patching and rapid deployments and VM policy enforcement. Virtual server provisioning also offers another option — cloning or copying the VM and making subsequent changes to personalize the clone (versus using a tool to manage the overall stack). we are seeing an increase in the uptick in adoption of additional life cycle functionality by both midsize and large enterprises to solve specific problems (e. and continued configuration for ongoing maintenance. Most large enterprises have adopted one or more of the vendors in this category with varying degrees of success and deployment of the life cycle. | G00252566 . Evaluation criteria should include capabilities focused on multiplatform physical and provisioning. and some offer bare-metal initial provisioning (and some can also address networking) with a scalable approach. software deployment and Gartner. as well as auditing and reporting. multiplatform provisioning and compliance-driven audits. including improving patch management).This research note is restricted to the personal use of libresearch@smu. but then additional software was layered on top via application provisioning and configuration management. Inc. which will bring these tools back into the picture. Tools that were previously open source and have shifted to commercial are now becoming an alternative to the "GUI-based" traditional tools in this category. Initial private cloud initiatives were focused on infrastructure as a service (IaaS). which typically uses application provisioning and configuration management to provide the software stack on top of the standard OS because this method reduces the image sprawl that comes with the combinations and permutations of software stack builds. As a result. but the IT organizations' inability to standardize and use the tools broadly across the groups supporting the entire software stack. IT organizations should emphasize the standardization of server stacks and processes to improve and increase availability. these tools are continuing to progress toward the Trough of Disillusionment — not so much due to the tools. There could be a rejuvenation of these tools in two years as cloud adoption for configuration hygiene to manage configuration compliance and patching. especially for Linux. in which thin and standard OS images were provisioned with the VM. as well as to succeed in using server provisioning and configuration management tools for physical and virtual servers. User Advice: With an increase in the frequency and number of changes to servers and applications. which appeals to some organizations that want to build infrastructure via code. Cloud computing trends are encouraging standardization. However. The criteria should also include the capability to address the unique Page 74 of 98 This research note is restricted to the personal use of libresearch@smu. and the subsequent need to manage inside the VM becomes a renewed priority. These tools offer a programmatic approach to provisioning and configuring software on top of physical and virtual servers. for that reason. but of late.

They also provide a mechanism for enforcing security and operational policy compliance. Business Impact: Server provisioning and configuration management tools help IT operations automate many server-provisioning requirements of virtual servers and VM guests. physical hosts. Microsoft. VMware Recommended Reading: "Midsize Enterprises Should Use These Considerations to Select Server Provisioning and Configuration Tools" "Server Provisioning Automation: Vendor Landscape" "Provisioning and Configuration Management for Private Cloud Computing and Real-time Infrastructure" "Server Configuration Baselining and Auditing: Vendor Landscape" "Market Trends and Dynamics for Server Provisioning and Configuration Management Tools" "The Patch Management Vendor Market Landscape. Tripwire. When evaluating products. HP. If the latter. and not just the particular pain point at hand. ScaleXtreme. integration or coexistence will be needed and should also be part of the Ensure that tools address a variety of compliance requirements. we recommend that organizations implement these tools to automate manual tasks for repeatable. Inc. When IT standards have been put in Page 75 of 98 . thereby lowering the cost of IT operations. 2011" Gartner. Puppet Labs. Opscode. enforcing standards. it is also important to understand if the cloud management platform can provide Day 2 server provisioning and configuration management capability or if a separate tool will be needed to supplement it. CA Technologies.This research note is restricted to the personal use of libresearch@smu. Consider physical systems. ■ ■ If private clouds are a focus. Conduct rigorous testing to ensure that functionality is consistent across required platforms. SaltStack. and increasing application availability and the speed of modifications to software and servers. accurate and auditable configuration change control. IBM. organizations need to: ■ ■ Evaluate functionality across the life cycle. and VM server provisioning and configuration management requirements together. | G00252566 This research note is restricted to the personal use of libresearch@smu. CFEngine. The tools help organizations gain efficiencies in moving from a monolithic imaging strategy to a dynamic layered approach to incremental Benefit Rating: High Market Penetration: 20% to 50% of target audience Maturity: Early mainstream Sample Vendors: BMC Software.

Software as a service (SaaS) delivery models are having an effect on market adoption growth rates. Inventory and software usage tools. Tools are purchased either stand-alone or as part of the CMDB or IT service and support management (ITSSM) suite. | G00252566 . essentially an information hub. We expect ITAM market penetration. configuration management databases (CMDBs). ITAM has a strong operational focus. Both hardware asset management and software asset management are subprocesses of the holistic ITAM discipline. that holds "Cool Vendors in DevOps. bring your own device (BYOD). 2013" IT Asset Management Tools Analysis By: Patricia Adams Definition: IT asset management (ITAM) is a centralized repository. with tools to automate manual processes. 2012" "Cool Vendors in IT Operations Management. managing and optimizing the use of hardware and software. albeit a slow one. can assist with software license compliance and monitor the use of installed applications. managing virtualized software on servers and clients. Position and Adoption Speed Justification: The ITAM discipline. which feed into an ITAM repository. With an increased focus on software audits. when integrated with tools. or to implement chargeback/showback. Without ongoing visibility into performance metrics. This data then enables organizations to effectively manage IT assets. Inc. ITAM data is necessary to understand the costs associated with a business service. vendors and a software and hardware asset portfolio from requisition through Gartner. CMDB implementations. virtual software sprawl or OS migrations. and the resulting data is used to make decisions about standards and demand forecasts. such as impending software audits (or shortly after an audit). to continue growing during the next five years. Without this data. with tight linkages to IT service management and end-user client management by creating efficiencies and effectively using software and hardware assets. companies will remain in a reactive position. ITAM data can easily identify Page 76 of 98 This research note is restricted to the personal use of is adopted during business cycles that reflect the degree of emphasis that enterprises put on controlling costs. ITAM depends on robust processes. User Advice: Many companies embark on ITAM initiatives in response to specific Visibility into contract events is also critical when decisions are being made to extend life cycles or refresh faster. developing IT service catalogs and tracking software license use in the cloud. depending upon the customer focus. ITAM initiatives will gain priority and acceptance in IT operations. thus monitoring the asset's performance throughout its life cycle. companies don't have accurate cost information on which to base decisions regarding service levels that vary by cost. financial and contractual data that can then be used to manage the IT asset throughout its life cycle. currently at 45%. without achieving a proactive position that diminishes the negative effects of an audit or the ability to see whether the environment is performing effectively. 2012" "Cool Vendors in DevOps.This research note is restricted to the personal use of libresearch@smu.

ITAM tools that have bidirectional data feeds into many systems. they must incorporate service desk metrics along with IT infrastructure availability and performance metrics. Inc. client configuration management. Business Impact: As more enterprises implement an IT service management strategy. ITAM efforts will focus increasingly on financial and spending management related to controlling asset investments. Provance Technologies. It is a necessity to ensure that external vendor contracts are in place to deliver the specified service levels the business requires. such as building a service catalog or facilitating application rationalization processes. policies. HP. and compare measured results to the servicelevel targets agreed to between the IT operations organization and the business units to determine success or failure. an understanding of costs to deliver business IT services will become essential. ServiceNow Recommended Reading: "MarketScope for the IT Asset Management Repository" "How to Build PC ITAM Life Cycle Processes" Service-Level Reporting Tools Analysis By: Ian Head Definition: Service-level reporting tools incorporate and aggregate multiple types of metrics from various management disciplines. At a minimum. especially as more software is put in the cloud. provide a calendaring function to specify service hours. Companies should plan for this evolution in thinking. such as enterprise architecture. The ITAM discipline will realize value in organizations that undertake these projects as part of an ongoing strategy that evaluates continuous opportunities to achieve savings. but chart a course aimed at resolving higher-level problems.This research note is restricted to the personal use of libresearch@smu. and CMDBs will assist with achieving a holistic view of the organizations Page 77 of 98 . planned service uptime and scheduled maintenance periods. processes and tools must be in place. and will provide integration with project and portfolio management and enterprise architecture. As process maturity improves. Benefit Rating: Moderate Market Penetration: 20% to 50% of target audience Maturity: Early mainstream Sample Vendors: BMC CA Technologies. IBM. and to ensure that standards are in place to lower support costs and rationalize the application portfolio. Gartner. portfolio management. To gain value from an ITAM a combination of people. | G00252566 This research note is restricted to the personal use of opportunities for the accurate purchase of software licenses. the efficient use of all installed software or identify unused software for harvesting. Begin by focusing on the life cycle and process associated with the current problem. EasyVista. ITAM processes and best practices also play a role in how operational assets are managed.

End-user response time metrics (including results from application performance monitoring [APM] tools) can enhance service-level reports. When evaluating a service-level reporting tool. Monitoring alone will not solve service-level problems. Inc. | G00252566 .or process-oriented operational-level agreements. User Advice: Clients use many types of tools to piece together their service-level reports. Service-level reporting tools will increasingly have to deal with on-premises applications and infrastructure. but they're not heterogeneous and do not include on-premises infrastructures and applications. these tools do not satisfy all the requirements in Gartner's definition of the service-level reporting category. and predicts when service levels will not be Gartner. as this affects business goals. Most IT operations management tools are tactical tools for specific domains (such as IT service desk. rather than true. and are sometimes used as a "good enough" proxy for end-to-end IT service quality. IT organizations need to focus on changing workplace cultures and behavior so that employees are Position and Adoption Speed Justification: Just about every IT operations management software vendor offers basic reporting tools that they typically describe as service-level management. Once IT and the business have agreed to IT service definitions and. causing this category to remain positioned near the Trough of Disillusionment. thus. service-level reporting tools are used as the primary communication vehicles to corroborate that IT service quality is in compliance with business customer research note is restricted to the personal use of libresearch@smu. ITScore self-assessments report that well under 10% of IT organizations are at the service-aligned level. more-advanced service-level reporting tools will keep a running. network monitoring or server administration) in which production statistics are collected for component. including basic spreadsheets and PowerPoint presentations. Some cloud computing vendors have developed simplistic service displays for their infrastructures and applications. Defining business-oriented IT services with associated SLAs. Although service-level reporting tools can be used to track just service desk metrics or IT infrastructure component availability and performance metrics. which slows the adoption speed and lengthens the time to the Plateau of Productivity. established a common nomenclature. In addition to comparing measured historical results to service-level targets at the end of the reporting period. they are most valuable when used by clients who have defined business-oriented IT services and SLAs with penalties and incentives. business-oriented SLAs. Only the IT organizations that have attained the service-aligned level of Gartner's ITScore Maturity Model for IT infrastructure and operations (see "ITScore for Infrastructure and Operations") have the skills and expectations to demand end-to-end IT service management capabilities from their service-level reporting tools. service-aligned. Clients should choose SLA metrics wisely and move toward measures of business value so that this exercise provides action-oriented results. up-to-the-minute total that displays real-time service-level results. In general. the industry suffers from product ambiguity and market confusion. as well as cater to off-premises cloud infrastructures and applications. Thus. predictable performance and maintain customer Page 78 of 98 This research note is restricted to the personal use of libresearch@smu. This will forewarn IT operations staff of impending ensure it can report on all of the various metrics needed to manage multiple SLAs. proactively measuring service levels and reporting on compliance can help IT organizations deliver more-consistent. Business Impact: SLAs help the IT organization demonstrate its value to the business. motivated and rewarded based on end-to-end IT service quality.

During the past few years. Compuware. the adoption of virtual infrastructures in enterprise data centers has Gartner. and the uptick in customers focused on security and compliance issues. a thin-client terminal can be used. By tracking service levels and analyzing historical service-level trends. and manage personalized desktop instances centrally. HP. GrandSLA. HVD implementations comprise server virtualization software to host desktop software (as a server workload).edu. With this increase comes a level of maturity and an understanding of how to better utilize the technology. Inc. and tools for managing the provisioning and maintenance (e. Position and Adoption Speed Justification: An HVD involves the use of server virtualization to support the disaggregation of a thick-client desktop stack that can be accessed remotely by its user.. IT organizations can use service-level reporting tools to predict and prevent problems before they affect business users.This research note is restricted to the personal use of libresearch@smu. thick-client user environment run as a virtual machine (VM) on a server and accessed remotely. three important factors have contributed to the increased focus on HVD: the desire to implement new client computing capabilities in conjunction with Windows 7 migrations. CA Technologies. For most early adopters. Terrence Cosgrove Definition: A hosted virtual desktop (HVD) is a full. This awareness aids HVD implementations where desktop engineers and data center administrators work Page 79 of 98 .sg satisfaction with IT services. Benefit Rating: Moderate Market Penetration: 5% to 20% of target audience Maturity: Adolescent Sample Vendors: BMC Software. brokering/session management software to connect users to their desktop environments. | G00252566 This research note is restricted to the personal use of libresearch@smu. While customers implementing HVDs cite many reasons for deployments. IBM Tivoli. the appeal of HVDs has been the ability to thin the accessing device without significant re-engineering at the application level (usually required for server-based computing). Colville. applications and data). Because only the presentation layer is sent to the accessing device. NetIQ. eMite. Margevicius. making HVDs easier to deploy. Ronni J. Grand Central Communications. the desire for bring your own device (BYOD) and device choice (particularly iPads). By combining server virtualization software with a brokering/session manager that connects users to their desktop instances (that is. enterprises can centralize and secure user data and applications.g. Interlink Software. the OS. VMware Recommended Reading: "The Challenges and Approaches of Establishing IT Infrastructure Monitoring SLAs in IT Operations" Climbing the Slope Hosted Virtual Desktops Analysis By: Mark A. updates and patches) of the virtual desktop software stack.

As other virtualization technologies mature (e. albeit at a slower pace than in 2012. Page 80 of 98 This research note is restricted to the personal use of libresearch@smu. This has since been resolved through Microsoft Windows Virtual Desktop Access (VDA) licensing offerings. all organizations should carefully assess the user types for which this technology is best-suited. but will not have much impact until the end of 2013 and into 2014. once the technology permits more users to be viably addressed. however. HVD implementations required additional virtual capacity for server and storage (above and beyond what was in place for physical to virtual migrations). these enterprises will need to migrate to new broker and complementary management software as products mature and standards emerge. trading floors and secure remote access. Because of the constraints. User Advice: Unless your organization has an urgent requirement to deploy HVDs immediately for securing the environment or centralizing data management. However. and kiosks. despite the promises of offline VMs and advanced synchronization technologies.g. the cost still inhibits adoption. These investments will allow them to refine technical architecture and organizational processes. Enterprises that adopt HVDs aggressively will see later adopters achieve superior results for lower costs. cost-justifying HVD implementations remains a challenge because of HVD and PC cost comparisons. Through 2013 and 2014. This will create a business case for organizations that adopt HVDs to expand their deployments. HVD deployments have grown steadily. due to the high level of standardization and automation required for successful implementations. Since late 2007.. wait until late 2013 before initiating deployments for broader (mainstream) desktop user scenarios. Although many IT organizations made significant progress in virtualizing their data center server infrastructures. this restraint will decrease. the broad applicability of HVDs has been limited to specific scenarios.This research note is restricted to the personal use of libresearch@smu. About 50 million endpoints remain the target population of the total 700 million desktops. Availability of the skills necessary to manage virtual desktops remains a challenge. Inhibitors to general adoption involve the cost of the data center infrastructure required to host the desktop images (servers and storage in particular) and network constraints. per-user costs. The virtual graphics processing units (GPUs) introduced in 2012 will eventually allow a broader audience. including licensing compliance issues for the Windows client OS. Even with Microsoft's reduced license costs for the Windows OS. brokers and persistent personalization). Even with the increased adoption of virtual infrastructures. and to grow internal IT staff expertise before IT is expected to support the technology on a larger scale through Early adoption of this technology has been hindered by several factors. HVD marketing has promised to deliver diminishing marginal. reaching around 18 million users by the end of 1Q13. | G00252566 . This was only one aspect of the higher total cost of ownership (TCO) associated with implementing HVD on a broad scale. there are still other technical issues that hinder mainstream adoption. primarily structured-task workers in call centers. which enables an HVD image to be accessed from a primary and secondary device with one license. as is deploying HVDs to mobile/offline users. Clients that make strategic HVD investments will gradually build institutional knowledge. we expect general deployments to continue. Some advancements in leveraging application virtualization make HVD less cumbersome by introducing the ability to layer applications. Throughout the second half of 2013 and into 2014. However. This makes managing the image and maintaining the HVD Gartner. this is currently only achievable for persistent users where images remain intact — a small use case of the overall user population.

networks and Page 81 of 98 . Business Impact: HVDs provide mechanisms for centralizing a thick-client desktop PC without reengineering each application for centralized execution. Although the user population is narrow. Dell. Desktone. and often serve as a "manager of managers" for IT operations teams. the promised TCO reductions will not be significant. and structured-task users. Microsoft. filter and correlate events. Leverage desktop management processes for the lessons learned. and are becoming critical to processes that analyze the root causes of problems across increasingly diverse and rapidly changing environments. Organizations that deploy HVDs should plan for growing viability across their user populations. VMware IT Event Correlation and Analysis Tools Analysis By: Colin Fletcher Definition: IT event correlation and analysis (ECA) tools support the processing of events and alarms from IT components. Visibility into future product road maps from suppliers is essential. Employ diligence in testing to ensure a good fit of HVD capabilities with management infrastructure and processes. CRM. it will eventually include mobile/offline tool innovation (except the organic incorporation of IT operations analytics technologies in some tools) and adoption have slowed in recent years as operations teams struggle to make the investments in skills. but should be wary of rolling out deployments too quickly. Inc. This appeals to enterprises on the basis of manageability and data security. In most cases. Organizations must optimize desktop processes. Customers should recognize that HVDs may resolve some management issues. notify the appropriate IT operations personnel of critical events. IT staff responsibilities and best practices to fit HVDs. Balance the benefits of centralized management with the additional overhead of infrastructure and resource costs. Gartner. Virtual Bridges. and integration with newer management techniques (such as application virtualization and software streaming). and will require initial capital expenditures to achieve. or other systems). Position and Adoption Speed Justification: ECA tools have widespread use as general-purpose event consoles monitoring multiple IT domains such as servers (physical and virtual).This research note is restricted to the personal use of libresearch@smu. automate corrective actions when possible (directly or through integrations with trouble ticketing. The best-case scenario for HVDs remains securing and centralizing data management. Benefit Rating: High Market Penetration: 1% to 5% of target audience Maturity: Adolescent Sample Vendors: Citrix. | G00252566 This research note is restricted to the personal use of libresearch@smu. and monitoring coverage needed to fully realize ECA tools' potential value. While the tools have reached a level of functional maturity and consistency across vendors. but will not become panaceas for unmanaged desktops. cultural and organizational changes. Red Hat. The range of users and applications that can be viably addressed through HVDs will grow steadily through 2013. just as organizations did with traditional PCs.

edu. Tango/04. business service management [BSM]. Gartner. configuration and ITSSM). tool consolidation. eG Innovations. look for ECA tools that automatically adjust rules based on trend analysis. Enterprises should. Boundary. while becoming dramatically more simple in recent years. Better yet. process and technology to get expected value. Benefit Rating: Moderate Market Penetration: 20% to 50% of target audience Maturity: Early mainstream Sample Vendors: AccelOps. for which ECA tools often provide foundational technical service context). RiverMuse. out-of-thebox correlation rules that can be modified or updated. as ECA tool value is directly related to the data ingested and provided to upstream tools and processes (such as BSM. Writing and maintaining event correlation rules are nontrivial exercises. BMC Software. IBM Tivoli. but facilitate an often complex. Lastly. Inc. Business Impact: ECA tools lower IT operational costs and improve the quality of experience through speeding reactive problem resolution (root cause analysis [RCA]) and adding a degree of proactive. Irrespective of vendor integration strategies. and ensuring adequate monitoring coverage first. behavioral learning. HP. still slows implementations and remains a maintenance challenge for most. UI. User Advice: ECA tools are functionally mature.This research note is restricted to the personal use of Integration of data-providing specialist monitoring tools and consuming upstream tools and processes (for example. cross-domain level of problem identification and diagnosis that requires a significant level of operational maturity (Gartner ITScore for I&O Level 3 — Proactive) across people. simplification on all dimensions (implementation. Zyrion Recommended Reading: "Vendor Landscape for IT Event Correlation and Analysis" "Toolkit: IT Event Correlation and Analysis RFP Template" Page 82 of 98 This research note is restricted to the personal use of libresearch@smu. preventative foresight across a heterogeneous IT infrastructure. Microsoft. Augur Systems. EMC. CA Technologies. look for ECA tools that come with a good selection of predefined. ScienceLogic. | G00252566 . statistical pattern discovery. at an absolute minimum. uptime software. IT service support management [ITSSM] and CRM. enterprises should carefully scrutinize device and integration support coverage and policies to ensure they adequately address current and future needs. organizations that have not yet achieved this level of maturity should instead focus on increased standardization. Centerity. and ongoing maintenance) remains the primary opportunity for meaningful innovation. or other advanced IT operations analytics technologies (see "How Enterprises Can Avoid Event Management Overload"). Dell (Quest Software). Moogsoft. Interlink Software. GroundWork Open Kratos Defense. While vendors are rapidly incorporating advanced IT operations analytics technologies (either directly or through additional products) to enhance the tools' analytical prowess. NetIQ.

or the time required to test and package the application for deployment. including Microsoft (App-V). especially those developed in-house where isolation techniques cannot be Page 83 of 98 . but recognize that some applications probably can't be virtualized. | G00252566 This research note is restricted to the personal use of libresearch@smu. and limits the degree to which they interact with the underlying OS. VMware (ThinApp). Organizations also use application virtualization to deliver applications to nonpersistent HVDs. User Advice: Implement PC application virtualization to reduce packaging complexity. Consider application virtualization tools for: "Six Steps to Event and Network Fault Management Tool Integration and Device Support" "How Enterprises Can Avoid Event Management Overload" "Early Stage IT Operations Analytics Could Reduce IT Service Outage Minutes" PC Application Virtualization Analysis By: Terrence Cosgrove Definition: PC application virtualization is an application packaging and deployment technology that isolates applications from each other. Applications can be delivered to terminal servers more easily when virtualized. much of the interest in PC application virtualization is driven by the promise that this technology will alleviate regression testing overhead in application deployments and Windows migrations (although it generally cannot be relied on to remediate application compatibility issues with Windows 7). and may never work with many legacy applications. Organizations continue to use application virtualization to enable desktop centralization through server-based computing and HVDs. PC application virtualization tools are most often adopted as supplements to client management tools as a means of addressing application packaging challenges. Microsoft App-V is becoming a more dominant product with a strong product and market presence. Analyze how this technology will interface with established and planned client management tools to avoid driving up the cost of a new application delivery technology. Inc. Spoon. Several vendors offer application virtualization products. and to ensure that virtualized applications are manageable.This research note is restricted to the personal use of libresearch@smu. This threatens the viability of other vendors in this space. and is an important enabling technology for hosted virtual desktops (HVDs). Application virtualization provides an alternative to traditional packaging and installation technologies. For physical and Numecent. What continues to impede widespread adoption is that application virtualization cannot be used for 100% of applications. particularly if you have a lot of applications that are not packaged. Test as many applications as you can during the evaluation. Symantec. Other benefits include enabling the efficient and rapid deployment of applications that couldn't be deployed due to potential conflicts with other applications. Position and Adoption Speed Justification: PC application virtualization can reduce the time it takes to deploy applications by reducing packaging complexity and scope for application conflicts typically experienced when using traditional Windows Installer packaging.

predicting capacity problems. including the application of analytics technologies to deal with the large dataset collected by these products. trend applications that call another application during runtime must be virtualized together or be manually linked. Business Impact: PC application virtualization can improve manageability for corporate IT. These tools collect performance data over time and include features such as baselining. interfaces to billing and chargeback systems. when the overhead (cost and time) of current packaging tools is too Position and Adoption Speed Justification: These tools are widely deployed and are useful for identifying network capacity use trends. in some cases. threshold evaluation. Not all application vendors support their applications running in a virtualized manner. with some application virtualization products. Symantec. Page 84 of 98 This research note is restricted to the personal use of libresearch@smu. Interoperability requirements also must be understood. historical reporting and.This research note is restricted to the personal use of libresearch@smu. because of application conflicts Nonpersistent HVD deployments Delivering Windows applications to terminal servers ■ ■ ■ Enterprises must consider the potential support implications of this technology. Microsoft. By isolating applications. Spoon. end-user experience monitoring and preventing minor service degradations from becoming major problems for network users. ■ Applications that have not been Gartner. Colin Fletcher Definition: Network performance monitoring tools provide trend analysis via performance and availability monitoring for the data communication network (including network devices and network traffic). Vivek Bhalla. network traffic analysis. | G00252566 . service-level reporting. or the number of users receiving the application is too low to justify packaging Applications that have not been successfully packaged and deployed using client management tools. quality of service (QoS) tracking. This will improve IT agility by allowing applications to be delivered to users more quickly after users' request. New technologies and approaches continue to emerge in and around these tools. and can reduce the amount of infrastructure required to support an HVD infrastructure. and reduce (perhaps significantly) testing and outages due to application conflicts. Benefit Rating: Moderate Market Penetration: 20% to 50% of target audience Maturity: Early mainstream Sample Vendors: Citrix. IT organizations can gain improvements in the delivery of applications. Numecent. VMware Network Performance Monitoring Tools Analysis By: Jonah Kowall.

thus providing the depth of a probe at a much lower cost while approaching the ubiquity of NetFlow. latency and response time. NetFlow. Ongoing capacity utilization analysis enables the reallocation of network resources to higher-priority users or applications without the need for additional capital investment. with details about the distribution of protocols and the makeup of application traffic on the network. | G00252566 This research note is restricted to the personal use of traffic engineering and quality-ofservice techniques. additions or investments have been made. but also automatically establish a baseline measurement of normal behavior for the time of day and day of the week. Clients looking for the utmost efficiency should link network performance management processes to network configuration management processes so that bandwidth allocation and traffic prioritization settings are automatically updated based on changing business demands and Page 85 of 98 . which normally lacks granularity and critical network and application performance User Advice: The goal of collecting and analyzing performance data is to enable the network manager to be more proactive. However. Business Impact: These tools help improve network availability and performance. it's impossible to demonstrate and monitor the current and improving service-level agreements after changes. There are two common methods of monitoring network performance: Polling network devices to collect standard Simple Network Management Protocol (SNMP) Management Information Base (MIB) data for performance reporting and trend analysis Using specialized network instrumentation (such as probes. and justify network investments. Broad NetFlow coverage should be balanced with fine-grained packet capture capabilities for critical network segments. Without an understanding of previous network performance. A simple static threshold based on an industry average or a guideline will generate false alarms. dynamically set warning and critical thresholds as standard deviations from the baseline. using various bandwidth allocation. Clients should look for network performance monitoring products that not only track performance. Expect new form factors for traffic analysis. appliances [including virtual appliances] to perform packet capture and analysis. and other flow protocols) to analyze the makeup of the network traffic for performance monitoring and troubleshooting NetFlow instrumentation has grown in popularity as an inexpensive data source. Benefit Rating: Moderate Market Penetration: More than 50% of target audience Maturity: Mature mainstream Gartner.This research note is restricted to the personal use of libresearch@smu. Without a baseline service-level measurement for comparison. and notify the network manager only when an exception condition occurs. confirm network service NetFlow by design is generated by network devices analyzing packet contents and provides a summarization approach to network usage. such as virtual appliances and microprobes that piggyback on existing hardware and interfaces in the network fabric. Inc. a network manager can't detect growth trends or be forewarned of expansion requirements.

Fluke Networks. many organizations are using different ways to deploy MDM to support different management styles. NetIQ. WildPackets. some other network group. Ipswitch. Procera Networks. Inc. Sample Vendors: 7 Signal. Tektronix. Riverbed Networks. PathSolutions. few manage the full life cycle across multiple device platforms. the desktop group. Riverbed. but MDM can also be offered as software as a service (SaaS) in the cloud. Cisco. Phillip Redman Definition: Enterprise mobile device management (MDM) software is primarily a policy and configuration management tool for mobile handheld devices based on smartphone or tablet OSs. Gartner believes that mobile devices will increasingly be supported in the client computing support group in most organizations (where notebooks and PCs are managed). InfoVista. SevOne. CA Technologies. IBM Tivoli. Heroix. Position and Adoption Speed Justification: MDM has gone through different phases of the Hype Cycle because much relies on what the tool is managing. Boundary. device lock or wipe). etc.This research note is restricted to the personal use of libresearch@smu. security and application tool vendors enter the market with broad suites to compete against the startups. Net Evidence.). These factors will drive the adoption of tools to manage the full life cycle of mobile devices. SolarWinds. Solera Networks. Mobile platforms are still evolving. NetScout Systems. Genie MDM can support corporate-owned and personal devices. the scope of MDM has broadened as incumbent management. resulting in the adoption of fragmented Gartner. These devices will become Page 86 of 98 This research note is restricted to the personal use of libresearch@smu. Packet Design. Solana Networks. Paessler. Empirix. Arbor Networks. ManageEngine. The primary delivery model is on-premises. nPulse. Blue Coat Systems. Opnet Technologies. ServicePilot. Prism Microsystems. Emulex. Dell (Quest Software).. which affects the placement of MDM on the Hype Cycle. Dorado Software. EMC. Lancope. Visual Network Systems. Many organizations use MDM tools that are specific to a device platform (BlackBerry or ruggedized equipment) or that manage a certain part of the life cycle (e. Although IT organizations vary in their approaches to implementing and owning the tools that manage mobile devices (the messaging group. In addition. This is especially important in bring your own device (BYOD) initiatives. JDS Uniphase. The increasing adoption of MDM continues to be triggered by the adoption of more consumeroriented devices. NetSocket. Statseeker. Compuware Corp.g. MDM software helps enterprises manage the complex mobile computing and communications environment across multiple OS platforms. AppNeta. Organizations are realizing that users are broadening their use of personal devices for business applications. uptime software. | G00252566 . ActionPacked Networks. Niksun. Network Instruments. Also. Orsyp. Zyrion Recommended Reading: "Vendor Landscape for Application-Aware Network Performance Monitoring and Network Packet Brokers" "When Is NetFlow 'Good Enough'?" "NPM Delivers Improved Network Visibility to IT Operations" Mobile Device Management Analysis By: Leif-Olof Wallin.

which are also beginning to emerge. McAfee. mobile application development platform (MADP) products provide some basic MDM functionality. Business Impact: As more users rely on mobile computing in their jobs. Good Technology. Some organizations are already replacing PCs with tablets for niche user groups. Benefit Rating: High Market Penetration: 20% to 50% of target audience Maturity: Early mainstream Sample Vendors: AirWatch. Strategize where MDM best sits in the enterprise and who will manage it. Inc. devices and applications you will be supporting during the next few years. Enterprises should look at a vendor's MDM technology. Although MDM features have commoditized with little differentiation. adds higher levels of MDM tools will add additional per-user and per-device costs to the IT budget. and must be recognized as a cost of doing business in a BYOD scenario. Fiberlink 36-month horizon). MobileIron. going beyond what has been traditionally managed on a device. The need for security. MDM capabilities are becoming increasingly important. Cloud-based offerings are maturing and are increasingly being adopted. Therefore. the number of handheld devices and tablets used for business purposes is growing. but buy tactically (24. the platforms are expanding deeper into enterprise mobile software and document management support. peers with notebooks and desktops from a support standpoint. as well as how well it can support enterprise mobile needs. Match what the enterprise needs will be to what MDM currently offers and what it will offer during the next couple years. Symantec Recommended Reading: "Magic Quadrant for Mobile Device Management Software" Gartner. Gartner believes that it is now about to plateau and could emerge as something else entirely as it begins to support mobile application development. Mobile devices are being used more frequently to support business-critical applications. MDM tools can have material benefits to secure corporate data and reduce support costs while increasing support levels. MDM is evolving and broadening its functionality. adding enterprise file synchronization and sharing (EFSS) Page 87 of 98 . Although there has been much uptake of MDM. mobile application management (MAM) and containerization. thus requiring more stringent manageability to ensure secure user access and system availability. | G00252566 This research note is restricted to the personal use of libresearch@smu. such as data loss prevention (DLP). and offers enterprise document management capabilities. In this regard. Also. privacy and compliance must be understood as factors beyond user choice. BoxTone. An increasing number of organizations are looking for MDM functionality from PC configuration life cycle management (PCCLM) tools. Organizations will be under pressure to allocate funds and effort to put increasing numbers of devices under management that seem far less expensive than notebooks and may be owned by the user. User Advice: Assess the types of mobile platforms. IBM.This research note is restricted to the personal use of libresearch@smu. In the short term.

however. software distribution. and few provide strong Mac support. but the majority of products in the client management space do not have strong support for both Mac OS X and mobile platforms. Position and Adoption Speed Justification: Client management tools are used primarily to manage Windows PCs. such as mobile devices and Macs. Desktop support organizations use client management tools to automate system administration and support functions that would otherwise be done manually. inventory. Although these tools can significantly offset staffing resource costs. but many organizations look to use them to manage their Windows servers. Many vendors are now offering SaaS as an alternative or sole delivery model. Page 88 of 98 This research note is restricted to the personal use of libresearch@smu. This leads organizations to use three separate products to manage Windows PCs. Ronni J.g. Product capabilities for inventory.This research note is restricted to the personal use of libresearch@smu.) rather than as the standard architecture for all patch management. | G00252566 .sg Gartner. but regulatory requirements and technical challenges will inhibit rapid growth.. This follows a pattern in the client management market. test deployments and maintain policies. SaaS will be a more suitable model for client management. software distribution. and as client computing continues to become more constantly connected. mobile devices and Macs. Colville Definition: Client management tools manage the configurations of client systems. User Advice: Users will benefit most from client management tools when standardization and policies are in place before automation is introduced. mergers and acquisitions.g. define resource groups. and full-time Organizations increasingly support non-Windows endpoints. Client management tools are widely adopted. tablets and non-Windows client platforms ( "Toolkit: Mobile Device Management RFI and RFP Template" "Critical Capabilities for Mobile Device Management" Entering the Plateau Client Management Tools Analysis By: Terrence Cosgrove. Specific functionality includes OS deployment. smartphones. the ability to patch non-Microsoft applications — differentiates products. Overall. the market has been slow to meet the needs of customers that want strong functionality across all three major platform types. In the short term. Mac and Linux). Inc. More recently. package applications. and OS deployment are similar across products. Patch management — in particular. software as a service (SaaS) has gained interest as an alternative delivery model for client management tools. most organizations will use this model for specific scenarios (e. software usage monitoring and remote control. where vendors tend to offer new functionality only when that market reaches a critical mass and requirements are well-understood. they require dedicated resources to maintain the product. As applications evolve away from classic Win32 applications to Web and WinRT apps. Most client management tools support mobile devices well. Desktop engineers often look to their client management tools first to support these platforms.

IBM. Commercial open-source technologies are commonly used. evaluate: ■ ■ ■ ■ ■ ■ Support for mobile devices and Mac OS X Ease of deployment and usability Scalability Integration between service desk and client management functionality Geographic focus Capabilities that meet a specific regulatory requirement Business Impact: Among IT operations management tools. disk input/output (I/O). Jonah research note is restricted to the personal use of libresearch@smu. CA Technologies. It is common to monitor real-time performance and to perform historical data analysis or trending of the particular component or infrastructure portion that they monitor. storage. virtual fabric. Benefit Rating: Moderate Market Penetration: More than 50% of target audience Maturity: Mature mainstream Sample Vendors: Absolute Software. client management tools have one of the most obvious ROIs — managing the client environment in an automated. one-to-many fashion. These tools may also be implemented in a software as a service (SaaS) delivery Gartner. FrontRange Solutions. Page 89 of 98 . Milind Govekar Definition: Infrastructure monitoring tools monitor the performance and availability of the various data center components and sometimes wider portions of the infrastructure. Dell Kace. database instances. such as CPU. | G00252566 This research note is restricted to the personal use of libresearch@smu. network bandwidth. LANDesk. These tools typically monitor the availability and performance of servers. one-to-one basis. Microsoft. Kaseya. derive thresholds against utilization metrics. For example. single application instances rather than on a manual. Novell. wider infrastructure Many factors could make certain vendors more appropriate for your environment than others. Many tools are able to capture and analyze a wider scope than individual components and enable users to set thresholds or automatically baseline. and dispatch consequent alerts. Matrix42. disk space and file utilization. Position and Adoption Speed Justification: Infrastructure monitoring tools usually collect resource utilization metrics. sometimes. networks. Symantec Recommended Reading: "Magic Quadrant for Client Management Tools" Infrastructure Monitoring Analysis By: Ian Head. BMC Software. Inc.

g. Most organizations could improve their proactive event and incident management by making more extensive use of the tools they already have and then by deploying the more extensive infrastructure monitoring solutions.g. sometimes right out to the end-user model where enterprises do not have to buy and implement software in their data centers. CA Technologies. HP and IBM From platform vendors. focused commercial vendors As open-source tools that provide functionality across multiple infrastructure components (e. Almost all Global 2000 enterprises have implemented these tools for their data center components as a minimum scope. Inc. supporting various IT infrastructure components. Enterprises should also examine the tools provided by their infrastructure platform vendors. Oracle WebLogic Server. ease of deployment. server. Page 90 of 98 This research note is restricted to the personal use of libresearch@smu.. such as Microsoft and VMware From scores of smaller. They are typically the first set of tools in which enterprises invest to monitor availability and performance in a reactive manner. Organizations may extend their proactive infrastructure monitoring capability by deploying application performance monitoring and operational analytics solutions. The tools also monitor the virtual infrastructure by typically interfacing with vendor-supplied hypervisor management products such as VMware vCenter or Microsoft System Center Virtual Machine Manager. Infrastructure component monitoring tools have been available for decades. Microsoft Exchange and Microsoft SharePoint. These tools provide valuable data that can be used by organizations to become more proactive by using the data to plot utilization trends and for resource capacity planning. The ongoing pressure to reduce IT costs is increasing interest in open-source tools and SaaS delivery models. These tools are mature and are differentiated by: the scope of their footprint when collecting relevant metrics. in that they look at single servers running instances of an application versus a distributed application in an end-to-end manner. most capacity-planning vendors provide this functionality as part of their tools. Furthermore. Examples of these supported applications may include IBM WebSphere MQ. User Advice: Enterprises that have not invested in these monitoring tools must invest in this area as a first step toward becoming more proactive in monitoring their infrastructure components. Infrastructure monitoring tools can be acquired: ■ ■ ■ ■ From the "Big 4" — BMC Software. but may buy a subscription service. storage) or tools that just focus on a particular infrastructure component (e. Microsoft Active Directory.This research note is restricted to the personal use of because these tools usually provide good-enough monitoring data for that infrastructure component. networks. just the server). Component-level tools are now augmented by tools with a wider scope that look to provide information on the health of broader segments of the overall infrastructure. The application instance monitoring products differ from application performance monitoring | G00252566 . user interface and price.

GFI Software. Zabbix. HP. deduplicate. Centerity. and enhance error deduplication and suppression capabilities. SolarWinds. Kaseya. Gartner. Jonah Kowall. 2012" "Toolkit: Server Performance Monitoring and Capacity Planning Tool RFI" "Vendor Landscape for Application-Aware Network Performance Monitoring and Network Packet Brokers" "Open-Source Monitoring: The Free Way" "Open-Source Monitoring: Commercial Offerings" Network Fault Monitoring Tools Analysis By: Vivek Bhalla. alert and coordinate diagnosis of all network-related fault and availability information. Virtual Instruments. IBM. Tango 04. They provide network teams with a single location to monitor. NetIQ. Wormly. AppFirst. Interlink Data. Centreon. Benefit Rating: Low Market Penetration: More than 50% of target audience Maturity: Mature mainstream Sample Vendors: Absolute Performance. Microsoft. Position and Adoption Speed Justification: These tools have been widely deployed. eG Innovations.This research note is restricted to the personal use of libresearch@smu. Business Impact: Infrastructure monitoring tools are used to monitor and manage the quality of service of components and sections of the infrastructure and help lower the total cost of ownership (TCO) of managing a large and complex infrastructure environment. LogMatrix. SevOne. Heroix. Ipswitch. Fujitsu. Compuware. the tools discover and visualize the topology of physical and logical relationships and dependencies among network elements. VMware. GroundWork. Neebula. Blue Elephant. These events are useful to help ensure that critical network devices remain available to support the business applications and services that rely on them. ASG. Circonus. Opsview. Server Density. ScienceLogic. In some cases. Oracle. | G00252566 This research note is restricted to the personal use of libresearch@smu. primarily to address the reactive nature of network monitoring in IT operations. Orsyp. Quest Software. Zenoss. provide basic root cause analysis (RCA). Page 91 of 98 . Realtek Semiconductor. AccelOps. SpiceWorks. Nexthink. BMC Software. ServersCheck. filter. Datadog. Hitachi. ScaleXtreme. NEC. GSX. Dell. prioritize and resolve faults/ alerts on the network. CA Technologies. Nagios. Inc. This helps depict the up/down status of those elements in a contextual map. Colin Fletcher Definition: Network fault monitoring (NFM) tools indicate status of network components. logicMonitor. MRTG. GFI. These tools Scout. Bijk. Zyrion Recommended Reading: "Cool Vendors in IT Operations Management. aggregate. such as routers and switches.

but should work toward improving problem resolution capabilities and aligning network management tools with IT service and business goals. and reduce the time required to identify the problem. OP5. hence the readjustment in this year's Hype Cycle position to reflect this area of innovation and progress. Inc. ScienceLogic. should be the goal. the network manager would be required to manually define correlation rules regarding device interconnections. identify alerts and prioritize them accordingly. eliminating the potential advantages of any automated root cause analysis capabilities. SolarWinds. eG Innovations. NFM tools support day-to-day network Gartner. suppress symptomatic or superfluous events. Ipswitch. GFI Software. automated workflows. Event enrichment is also a common feature whereby the original event is updated with additional context to resolve the fault or ensure that information can be passed on to pertinent parties at the earliest opportunity and with the most-relevant details. business services or business impact. These new capability requirements have yet to be incorporated by all solutions offered by vendors in this space. However. ASG Software Solutions. LLC. NFM tools are frequently used for blame avoidance. The use of IT operations analytics tools is helping enhance the ability and value of such logical understanding of the network environment. they generally treat the network as a largely undifferentiated utility. They then are able to initiate predefined. Cisco. EMC. Dorado Software. not just avoiding blame. Zenoss. A new requirement being placed on these tools is to go beyond physical connectivity to understand the logical parent-child and containment relationships in the virtual infrastructure. AccelOps. "network pane of and don't assist in aligning the network with business applications. SpiceWorks. including the creation of trouble tickets or alert notifications. rather than problem resolution. HP." This helps improve the availability of the network infrastructure and shorten the response time for noticing and repairing network issues that affect business productivity. ManageEngine. Business Impact: These tools help IT organizations view their network events through a single. logicMonitor. nor are they fully exploited by end users at this stage. Zyrion Page 92 of 98 This research note is restricted to the personal use of libresearch@smu. | G00252566 .sg NFM tools can filter events based on predetermined rules. More sophisticated network fault monitoring tools add the capability of correlating network events and leveraging network topology knowledge to automatically determine the likely root cause of issues. However. Uplogix. NetIQ (Novell).This research note is restricted to the personal use of libresearch@smu. with the goal of proving that the problem is not the network's fault. GroundWork. CA Technologies. without network topology discovery capabilities in the network fault monitoring tool. Nagios. Dartware. Benefit Rating: Moderate Market Penetration: More than 50% of target audience Maturity: Mature mainstream Sample Vendors: Absolute Performance. Zabbix. Dell (Quest Software). Entuity. IBM Tivoli. which can improve network management staff productivity. Resolving problems. and provide useful features for network engineers. User Advice: Users should leverage network fault monitoring tools to assess the status of network components.

User Advice: Many enterprises are in the process of evaluating a job-scheduling tool. as well as other dependencies. familiarity with the tool. These tasks can be bill calculations or the transfer of data between servers or applications. and some have evolved toward handling dynamic. Enterprises should also look at job-scheduling tools from a long-term perspective rather than for immediate needs only. policy-driven workloads. enterprises looking for They automate critical batch business processes. A scheduled job usually has a date. time and frequency. they have moved toward IT workload automation broker tools. inputs and outputs associated with it. dynamic workload management capabilities should consider IT workload automation broker Recommended Reading: "Six Steps to Event and Network Fault Management Tool Integration and Device Support" Job-Scheduling Tools Analysis By: Milind Govekar. ease of migration. Some of these tools have either built-in managed file transfer capabilities or have a separate module that integrates easily with the job-scheduling tool. disaster recovery automation capabilities and file transfer capabilities. These tools have been used on the mainframe for decades for automating mission-critical tasks and processes.NET application server platforms in addition to integration technology. such as billing or IT operational processes. Biswajeet Mahapatra Definition: Job-scheduling tools perform tasks or jobs based on a date and time schedule in an automated There are also tools on the market that are targeted at specific environments like Java or . They support Java and . mature technologies. Inc. availability of in-house skills and their own longterm perception of the strategic nature of job-scheduling tools. However. thus. or consolidating more than two tools.This research note is restricted to the personal use of libresearch@smu. upgrading from an older version or tool. including backups.NET to automate jobs or tasks in that environment. Job-scheduling tools help enterprises in their automation requirements across heterogeneous computing environments. | G00252566 This research note is restricted to the personal use of libresearch@smu. Likewise. integrating CRM processes with ERP processes).sg Page 93 of 98 . Position and Adoption Speed Justification: Job-scheduling tools are widely used. Advanced IT workload automation broker tools also have job-scheduling capabilities. Environments that are largely static may choose to invest in these tools. and they provide event-driven automation and batch application integration (for example. Some of the vendors in this market have IT workload automation capabilities in addition to traditional job scheduling. Business Impact: These tools can automate a batch process to improve the availability and reliability of a business process that depends on it. Enterprises choose tools based on cost. Enterprises should plan to use a single job-scheduling tool or as few as possible to enable running jobs in their heterogeneous environments. Benefit Rating: Low Gartner. there are products that automate tasks only in the distributed systems environment with application adapters.

This research note is restricted to the personal use of

Market Penetration: More than 50% of target audience Maturity: Legacy Sample Vendors: Argent Software; ASG Software Solutions; Flux; Help/Systems; MVP Systems Software; Software & Management Associates; SOS-Berlin; Terracotta; Vinzant Software Recommended Reading: "Magic Quadrant for Workload Automation" "Toolkit: Preparing an RFI for Workload Automation or Job-Scheduling Tools" "How to Modernize Your Job Scheduling Environment" "IT Workload Automation Broker: Job Scheduler 2.0" "Toolkit: Best Practices for Job Scheduling"


Page 94 of 98
This research note is restricted to the personal use of

Gartner, Inc. | G00252566

This research note is restricted to the personal use of

Figure 3. Hyper Cycle for IT Operations Management, 2012

IT Service Catalog Tools Capacity-Planning and Management Tools Cloud Management Platforms IT Financial Management Tools IT Workload Automation Broker Tools


IT Process Automation Tools Workspace Virtualization COBIT

Service Billing Application Release Automation

IT Service Support Management Tools Social IT Management DevOps IT Operations Analytics Business Productivity Teams IT Operations Gamification

Job-Scheduling Tools Application Performance Monitoring IT Service Dependency Mapping Network Fault Monitoring Tools IT Service View CMDB Real-Time Infrastructure IT Service Desk Tools Business Service Management Tools Infrastructure Monitoring Network Configuration and Client Management Tools Change Management Tools Network Performance Monitoring Tools Configuration Auditing Mobile Device Management Server Provisioning ITIL IT Event Correlation and Analysis Tools and Configuration Management PC Application Virtualization PC Application Streaming Service-Level Reporting Tools IT Change Management Tools Hosted Virtual Desktops IT Asset Management Tools As of July 2012

Technology Trigger

Peak of Inflated Expectations

Trough of Disillusionment

Slope of Enlightenment

Plateau of Productivity

Plateau will be reached in: less than 2 years
Source; Gartner (July 2012)

2 to 5 years

5 to 10 years

more than 10 years

obsolete before plateau

Gartner, Inc. | G00252566

Page 95 of 98

This research note is restricted to the personal use of

This research note is restricted to the personal use of

Hype Cycle Phases, Benefit Ratings and Maturity Levels
Table 1. Hype Cycle Phases Phase Innovation Trigger Definition A breakthrough, public demonstration, product launch or other event generates significant press and industry interest. During this phase of overenthusiasm and unrealistic projections, a flurry of wellpublicized activity by technology leaders results in some successes, but more failures, as the technology is pushed to its limits. The only enterprises making money are conference organizers and magazine publishers. Because the technology does not live up to its overinflated expectations, it rapidly becomes unfashionable. Media interest wanes, except for a few cautionary tales. Focused experimentation and solid hard work by an increasingly diverse range of organizations lead to a true understanding of the technology's applicability, risks and benefits. Commercial off-the-shelf methodologies and tools ease the development process. The real-world benefits of the technology are demonstrated and accepted. Tools and methodologies are increasingly stable as they enter their second and third generations. Growing numbers of organizations feel comfortable with the reduced level of risk; the rapid growth phase of adoption begins. Approximately 20% of the technology's target audience has adopted or is adopting the technology as it enters this phase. The time required for the technology to reach the Plateau of Productivity.

Peak of Inflated Expectations

Trough of Disillusionment Slope of Enlightenment

Plateau of Productivity

Years to Mainstream Adoption
Source: Gartner (July 2013)

Table 2. Benefit Ratings Benefit Rating Transformational Definition Enables new ways of doing business across industries that will result in major shifts in industry dynamics Enables new ways of performing horizontal or vertical processes that will result in significantly increased revenue or cost savings for an enterprise Provides incremental improvements to established processes that will result in increased revenue or cost savings for an enterprise Slightly improves processes (for example, improved user experience) that will be difficult to translate into increased revenue or cost savings




Source: Gartner (July 2013)

Page 96 of 98
This research note is restricted to the personal use of

Gartner, Inc. | G00252566

sg Page 97 of 98 .edu.This research note is restricted to the personal use of libresearch@smu. Maturity Levels Maturity Level Embryonic Emerging Status ■ ■ ■ Products/Vendors ■ ■ ■ ■ In labs Commercialization by vendors Pilots and deployments by industry leaders None First generation High price Much customization Second generation Less customization Adolescent ■ Maturing technology capabilities and process understanding Uptake beyond early adopters Proven technology technology and adoption rapidly evolving ■ ■ ■ Early mainstream ■ ■ ■ ■ Third generation More out of box Methodologies Several dominant vendors Mature mainstream Legacy ■ ■ ■ ■ Robust technology Not much evolution in vendors or technology Not appropriate for new developments Cost of migration constrains replacement Rarely used ■ ■ Maintenance revenue focus Obsolete ■ ■ Used/resale market only Source: Gartner (July 2013) Recommended Reading Some documents may not be available as part of your current Gartner Table 3. "Toolkit: ITScore for Infrastructure and Operations Service Improvement Project Planning" "Successful ITIL and Service Management Projects Avoid These 10 Common Failings" "Magic Quadrant for Mobile Device Management Software" "Magic Quadrant for Client Management Tools" "MarketScope for the IT Asset Management Repository" Gartner. | G00252566 This research note is restricted to the personal use of libresearch@smu. Inc.

edu.jsp © 2013 Gartner. Inc. Gartner research is produced independently by its research organization without input or influence from these firms. This publication may not be reproduced or distributed in any form without Gartner’s prior written permission. omissions or inadequacies in such information. All rights reserved. The opinions expressed herein are subject to change without notice. If you are authorized to access this publication.” Page 98 of 98 This research note is restricted to the personal use of libresearch@smu. Inc. The information contained in this publication has been obtained from sources believed to be reliable. Gartner is a public company. This publication consists of the opinions of Gartner’s research organization and should not be construed as statements of fact. see “Guiding Principles on Independence and Objectivity. completeness or adequacy of such information and shall have no liability for errors. Gartner’s Board of Directors may include senior managers of these firms or Gartner. Gartner disclaims all warranties as to the accuracy. Gartner does not provide legal advice or services and its research should not be construed or used as such.gartner. and/or its affiliates. Although Gartner research may include a discussion of related legal issues. For further information on the independence and integrity of Gartner GARTNER HEADQUARTERS Corporate Headquarters 56 Top Gallant Road Stamford. CT 06902-7700 USA +1 203 964 0096 Regional Headquarters AUSTRALIA BRAZIL JAPAN UNITED KINGDOM For a complete list of worldwide locations. your use of it is subject to the Usage Guidelines for Gartner Services posted on gartner. or its affiliates. Inc.This research note is restricted to the personal use of libresearch@smu. visit Gartner is a registered trademark of Gartner. funds or their managers. and its shareholders may include firms and funds that have financial interests in entities covered in Gartner research. | G00252566 .

Sign up to vote on this title
UsefulNot useful