Video: Enterprise mobility news recap: July 27-31

 Allgemein, Knowledge Base, Updates, VMware, VMware Partner, VMware Virtual Infrastructure, vSphere  Kommentare deaktiviert für Video: Enterprise mobility news recap: July 27-31
Jul 312015
 
Welcome back to the weekly recap. I’m Maddie Cook and today we’re going to cover the growth in biometric authentication, investment in the Asian mobile market and AirWatch support for Windows 10 and Office 365. Windows 10 is out in the open! This week, the anticipated release made its way to the consumer market. As […]]> http://blogs.air-watch.com/2015/07/video-enterprise-mobility-news-recap-july-27-31/feed/ 0 Announcing support for Windows 10 http://blogs.air-watch.com/2015/07/announcing-support-windows-10/ http://blogs.air-watch.com/2015/07/announcing-support-windows-10/#comments Thu, 30 Jul 2015 12:00:32 +0000

Video: Enterprise mobility news recap: July 27-31

 Allgemein, Knowledge Base, Updates, VMware, VMware Partner, VMware Virtual Infrastructure, vSphere  Kommentare deaktiviert für Video: Enterprise mobility news recap: July 27-31
Jul 312015
 
Welcome back to the weekly recap. I’m Maddie Cook and today we’re going to cover the growth in biometric authentication, investment in the Asian mobile market and AirWatch support for Windows 10 and Office 365. Windows 10 is out in the open! This week, the anticipated release made its way to the consumer market. As […]]> http://blogs.air-watch.com/2015/07/video-enterprise-mobility-news-recap-july-27-31/feed/ 0 Announcing support for Windows 10 http://blogs.air-watch.com/2015/07/announcing-support-windows-10/ http://blogs.air-watch.com/2015/07/announcing-support-windows-10/#comments Thu, 30 Jul 2015 12:00:32 +0000

Compliance Made Clear with the vCloud Air Network

 Allgemein, Knowledge Base, Updates, VMware, VMware Partner, VMware Virtual Infrastructure, vSphere  Kommentare deaktiviert für Compliance Made Clear with the vCloud Air Network
Jul 312015
 
More and more companies today are looking to extend their businesses across regions and across the globe. This is no easy task. There are operational and geographic limitations on top of capital expenses and a litany of compliance requirements to adhere to. But organizations looking to ease their growing pains have a solid option when […]]> More and more companies today are looking to extend their businesses across regions and across the globe. This is no easy task. There are operational and geographic limitations on top of capital expenses and a litany of compliance requirements to adhere to.

But organizations looking to ease their growing pains have a solid option when it comes to cloud strategy: they can partner with a service provider whose cloud services meet stringent IT and business standards. In fact, there are many certified cloud-based service partners who are guaranteed to provide best of class service and security. The hard part is tracking those potential partners down. VMware vCloud Air Network’s service providers provide exactly that.

With more than 4,000 service partners in more than 100 countries, vCloud Air Network service providers offer services that meet a broad variety of compliance standards at national, international and industry specific levels.

Here’s a short list of compliance standards vCloud Air Network service providers can help you meet:

  • International
    • ISO 27001
      • Formally defines requirements for a complete Information Security Management System (ISMS). Details a set of best practices and is intended to be applicable to all organizations
    • SOC 1 (SSAE16)
      • Report on controls at a service organization that may be relevant to user entities’ internal control over financial reporting
    • SOC 2 (Trust Service Principles)
      • SOC 2 engagements audit the effectiveness of a service organization’s controls related to compliance or operations. These are also known as trust service principles and criteria.
    • SOC 3 (Trust Service Report)
      • A SOC 3 Report can be freely distributed (general use) and only reports on if the entity has achieved the Trust Services criteria or not. Based on the existing SysTrust and WebTrust principles.
  • Healthcare
    • HIPAA
      • The Health Insurance Portability and Accountability Act is the US law that regulated Protected Helath Information (PHI). Helps protect the privacy of individually identifiable health information.
  • Financial Services
    • PCI
      • PCI Security Standards provides an actionable framework for developing a robust payment card data security process.
  • Government
    • FISMA
      • The Federal Information Security Management Act requires federal agencies to improve the security of IT systems, applications and database.
    • FERPA
      • The Family Educational Rights and Privacy Act is a Federal law that protects the privacy of student education records. The law applies to all schools that receive funds under an applicable program of the U.S. Department of Education.

The VMware vCloud Air Network makes compliance clear. Powered by a network spanning over 4,000 partners in more than 100 countries, any business can find the right provider to guide it towards compliance and certification.

If you’re ready to find a service provider, visit us at vCloudProviders.VMware.com.

Be sure to subscribe to the vCloud blog, follow @VMwareSP on Twitter or ‘like’ us on Facebook for future updates.

New vSphere 6 & NSX Videos Added to the Learning Zone

 Allgemein, Knowledge Base, Updates, VMware, VMware Partner, VMware Virtual Infrastructure, vSphere  Kommentare deaktiviert für New vSphere 6 & NSX Videos Added to the Learning Zone
Jul 312015
 

Can you believe it? We are only one month away from VMworld 2015 US!

If you’re attending, the VMworld 2015 US Schedule Builder is your ticket to getting in on the hottest breakout sessions, labs, demos and discussions. To get started, go to the VMworld 2015 US Schedule Builder and enter your VMworld log in. Once you’re in, you can start creating your own custom schedule. Make sure you check out these VMware training and certification sessions:

VCDX Unwrapped - Everything You Wanted to Know About VCDX - SDDC5027
Presenters: Jason Nash, Chris Colotti, Duncan Epping, Matt Vandenbeld, and Simon Long
Wednesday, September 2nd at 11:00am – 12:00pm PST

This moderated talk-show style panel session made up of a VCDX from each of the four tracks, (DCV, NV, DTM, CMA) will help potential candidates understand the value of getting their VCDX. It will also be a no-holds barred open discussion on what it takes to achieve this premier VMware certification. Hear from these experts on their journey and the incredible value that comes with becoming a VCDX yourself. This session will also feature live Q&A from the audience so come prepared with your own questions! This is the place to find out everything you ever wanted to know about becoming a VCDX, from live VCDX holders in a lively interactive session.

VMware NSX: Life After Deployment - NET6260
Presenters: John Krueger and Chris McCain
Wednesday, September 2nd at 12:30pm – 1:30pm PST

Deploying NSX is the first step toward achieving the benefits it can offer. What comes next? This interactive session is led by a panel of experts who will help you explore what to do with NSX after deployment. We will cover role-based access control, organizational changes that will happen, and discuss operational and troubleshooting topics.

Troubleshooting vSphere 6 - VAP6257
Presenter: Jamie Rawson
Wednesday, September 2nd at 1:00pm – 2:00pm PST

We will review troubleshooting techniques for vSphere 6 that help you identify and resolve configuration and operational issues. We will discuss how to implement a methodical approach to troubleshooting in the vSphere environment and examine use cases for the VMware vSphere Command-Line Interface (vCLI) and ESXi Shell resources. We’ll also explore best practice procedures that will help you take advantage of all that vSphere 6 can offer.

Taking Back the Desktop - EUC6815
Presenter: Linus Bourque
Thursday, September 3rd at 12:00pm – 1:00pm PST

VMware’s Business Mobility and Enterprise Desktop products are designed to help organizations take back their desktops in a way that provides minimal impact on the end-user and maximum peace of mind for the organization. Join us where we’ll explore the importance of virtualization in helping organizations manage their enterprise user environment, VMware products that can help maximize desktop and mobility tools and the role VMware training and certification plays to quickly skill up employees and IT, and validate skills for IT Admins.

How to Win Executives and Influence Outcomes with vRealize Operations and vRealize Business - MGT6003
Presenter: Steven Jones & Jeff Godfrey
Thursday, September 3rd at 12:00pm – 1:00pm PST

Join Jeff and Steve as they plunge into the story of three powerful insights every business needs that vRealize delivers. Walk out with a vital checklist of concepts to deliver value to those that you serve.

Why covert IT activity could damage financial organisations

 Allgemein, Knowledge Base, Updates, VMware, VMware Partner, VMware Virtual Infrastructure, vSphere  Kommentare deaktiviert für Why covert IT activity could damage financial organisations
Jul 312015
 

By Richard Munro, Chief Technologist vCloud Air EMEA, VMware

Financial organisations are one of the most highly regulated industries today. Following the formation of the Financial Conduct Authority and Prudential Regulation Authority and various scandals that have rocked the banking world, rules such as “ringfencing” and the Dodd Frank Act have added pressure on banks to seek compliance and be more transparent about their operations. But amidst all this, a covert IT issue is brewing; one that could threaten the positive reputation that these organisations are now trying so hard to re-build.

Today’s digital world is driven by a generation which has grown up with instant access to any information as and when they want it. For any business, pace is dictated by customers rather than IT departments – and that’s certainly no exception in financial institutions. In fact, out of all the sectors, it’s finance that is fast-becoming a software-led world as more and more customers turn to online and mobile banking for speed and ease of use, rather than having to wait to go into their local branch.

Because banks are being led by software, the way they can differentiate themselves is through their software – that means finding innovative applications they can offer their customers – whether that’s peer to peer cash transfer apps or even just a simple mobile app for balance checking, the modern financial sector CIO often asks themselves whether they are still a financial institution or a software house.

So what can IT do to make sure it is actually keeping up by developing these applications and giving employees and customers’ access to them to support speedy, at-your-fingertips banking, while making sure all data is kept safe and secure?

For some time, financial organisations have actually been debating the best IT infrastructure to help them do this job – is it Public, Private or Hybrid Cloud? According to a recent study, 92% of UK Financial Services institutions are using some form of public cloud[1], as they’re aware of the numerous advantages (affordability, ease of use and meeting client needs) it brings. However, the ‘hidden’ way in which they are purchasing these services is a major concern.

Worryingly, the research found almost half (44%) of line of business decision makers in finance admit to bypassing the IT department entirely when purchasing public cloud services, despite being aware of the potential risks. For example, when asked about the likely consequences of an external cloud provider suffering a security breach, the potential reputational cost to the organisation (60%), financial damage (54%) and loss of data (51%) were the top concerns.

Given banks are under more scrutiny than ever before from regulators and their customers, this kind of risky behaviour just shouldn’t be happening. If business decision makers want to embrace public cloud, they need to be clearly communicating this with IT and involving them right from the start of the process, but equally IT need to provide the types of services and agility that these requirements call for. IT are the ones with in-depth knowledge of the potential risks and advantages and what solution will work best for overall business needs, and understand the role of IT in the compliance and regulatory needs of the business. Crucially, they are also the ones that can quickly respond in

times of crisis (such as a data breach) drawing on their experience to prevent and solve these issues and ultimately, save the face of the company.

This is where the hybrid cloud approach through VMware vCloud Air offers the best of both worlds to Financial Services organisations. The seamless bridge between the private and public cloud means that business-critical applications remain in-house, but can be easily moved into the public cloud when additional resource is needed. That includes handling new projects or systems, running test and development programmes including the use of all the latest development tools and processes, or providing Disaster Recovery services far more efficiently than has ever been possible. Because public cloud environments can be provisioned instantly, employees and Lines of Business don’t feel the need to go behind the back of the IT department and speed things up by helping themselves to non-compliant IT resources on risky contracts that build modern technical siloes.

With a more aligned and collaborative approach, based on a hybrid cloud, IT teams can ensure business-critical applications and sensitive data remain under their control, while business decision makers can take advantage of the enormous scalability and accessibility that public clouds can bring, securely and cost-effectively. This enables financial organisations to better meet the needs of their customers, industry regulators and their business as a whole, at a time when this has never been more important.


[1] Research commissioned by EMC, VCE and VMware was conducted by Opinion Matters between March 2015and April 2015 among over 600 decision markers / heads of departments across six industries. The aim of the study was to compare the influence and impact public cloud purchases has on department efficiency levels.

*Industries surveyed: Telecoms & Media, Financial Services, Retail, Public Sector, Manufacturing and Oil & Gas.

 

Jul 312015
 

Network Functions Virtualization (NFV) enables the efficiency and agilitybenefits that come from untethering network functions from proprietaryappliances and moving them to a virtualized infrastructure running overhypervisors and COTS hardware. Enterprise IT departments have beenrealizing such benefits for a number of years but the telecommunicationsenvironment brings new workloads with different requirements.

The vSphere ESXi hypervisor provides a high-performance and competitiveplatform that effectively runs many Tier 1 application workloads invirtual machines. By default, ESXi has been heavily tuned for driving highI/O throughput efficiently by utilizing fewer CPU cycles and conservingpower, as required by a wide range of workloads.

Telco and NFV application workloads are different from the typical Tier Ienterprise application workloads in that they tend to be any combinationof latency sensitive, jitter sensitive, high packet rate or highbandwidth. vSphere ESXi can be tuned specifically for such workloads to achieve best performancein the NFV use case.

I recently published a white paper with many useful tips fortuning the ESXi hypervisor, the hardware infrastructure as well as NFVapplications to achieve good performance on ESXi.

You can learn more about NFV at http://www.vmware.com/go/nfv. More Telco-related blogs can be found at http://blogs.vmware.com/telco.

Цифровые навыки: закладывая основы

 Allgemein, Knowledge Base, Updates, VMware, VMware Partner, VMware Virtual Infrastructure, vSphere  Kommentare deaktiviert für Цифровые навыки: закладывая основы
Jul 312015
 

Пару недель назад мы опубликовали в нашем блоге первый пост, посвященный цифровым навыкам.

Эта тема нам кажется очень интересной, поэтому в течение следующих нескольких месяцев мы будем периодически к ней возвращаться.

Почему? Дело в том, что VMware строит свой бизнес, предоставляя компаниям технологии, с помощью которых они могут трансформировать свои бизнес-процессы. Однако это только часть истории. Без таланта и без культуры, которая бы позволила этому таланту проявиться, организация даже с современной и гибкой инфраструктурой не сможет раскрыть весь свой потенциал.

Нам кажется, что слишком многие компании не в состоянии использовать тот цифровой талант, который так необходим в эру дигитализации бизнеса. И мы говорим не только о технических навыках, как, например, кодировании, управлении сетями и безопасностью. Критическими становятся умения, которые позволяют сотрудникам комфортно работать в цифровой среде. К сожалению, вопросу развития цифровых навыков уделяется очень мало внимания, несмотря на то, что они необходимы всем нам.

Чтобы изучить этот вопрос, мы привлечем лидеров индустрии, гуру своего дела, государственных деятелей и, что наиболее важно, наших клиентов и партнеров. Таким образом мы хотим узнать, что теряет компания, если она не может должным образом использовать цифровые умения и навыки в бизнесе или заставляет своих сотрудников работать со старыми процессами и протоколами.

И конечно, мы хотим знать, как влияет отказ от использования цифровых навыков на бизнес, от проблем его роста до «утечек» талантливых кадров к конкурентам.

Первым шагом мы решили выяснить у представителей онлайн-сообщества их мнение о роли и ценности цифровых навыков в настоящем и в будущем. Мы выделили три основных момента.

Во-первых, необходимо было выяснить, насколько важны «softer digital skills» — простые цифровые навыки. Наиболее популярными инструментами, используемыми на постоянной основе, стали сервисы по обмену данными вроде Dropbox (59%), мобильные приложения (58%), а также инструменты для телекоммуникаций, например сервисы для видеоконференций (53%).

Во-вторых, мы также обратили внимание на те навыки, которые люди хотели бы изучать для выполнения своих рабочих задач. Практически каждый пятый (19%) респондент хотел бы изучить основы графического дизайна, затем программирование и разработку приложений (15%). Становится очевидным, что, несмотря на важность технических цифровых навыков для многих пользователей, простые базовые цифровые навыки способствуют продуктивности гораздо большего количества людей.

И наконец, онлайн исследование показало, что в сообществе действительно верят в силу цифровых навыков: более трех четвертей (83%) респондентов признают, что «хорошее владение цифровыми навыками способно благотворно влиять на исполнение любых рабочих обязанностей». В то же время, более двух третей (67%) хотят, чтобы их работодатель давал им больше возможностей для обучения цифровым навыкам.

В ближайшее время мы продолжим наши исследования, привлекая экспертов всей экосистемы, в том числе VMware. Мы также представим результаты исследований отношения европейских лидеров бизнеса, сотрудников и ИТ-руководителей к цифровым навыкам. Нам интересно и ваше мнение по этому вопросу. Поэтому следите за блогом и Твиттером VMware и делитесь своими мыслями.

Secure Healthy Systems with vROps Alerts

 Allgemein, Knowledge Base, Updates, VMware, VMware Partner, VMware Virtual Infrastructure, vSphere  Kommentare deaktiviert für Secure Healthy Systems with vROps Alerts
Jul 312015
 
Secure Healthy Systems with vROps Alerts By: Cameron Jones, Blue Medora In any enterprise-monitoring tool, alerting is going to be a primary focus. vRealize Operations Manager (vROps) is no exception. Combining external management packs with vROps alerting ensures the health of not only your VMware system but also your entire infrastructure. To gain insight into […]]> http://blogs.vmware.com/management/2015/07/secure-healthy-systems-vrops-alerts.html/feed 0 How to take your Data Center from 0 to 60: vSphere with Operations Management http://blogs.vmware.com/management/2015/07/vsphere-with-operations-management.html?utm_source=rss&utm_medium=rss&utm_campaign=vsphere-with-operations-management http://blogs.vmware.com/management/2015/07/vsphere-with-operations-management.html#comments Thu, 30 Jul 2015 10:00:54 +0000

Digitala färdigheter – grunderna

 Allgemein, Knowledge Base, Updates, VMware, VMware Partner, VMware Virtual Infrastructure, vSphere  Kommentare deaktiviert für Digitala färdigheter – grunderna
Jul 312015
 

Du kanske såg vårt blogginlägg om digitala färdigheter för några veckor sedan, som var ett första inlägg i vår serie om just detta område.

Digitala färdigheter är ett ämne som vi känner väldigt starkt för. Därför kommer vi under de kommande månaderna att regelbundet återkomma till ämnet.

Varför då? Jo, för att hela vår verksamhet bygger på att vi levererar den teknik som hjälper företag att förändra sättet de gör affärer på. Men det är bara en del av det hela: utan duktiga medarbetare, och en kultur som gör det möjligt för dem att utvecklas, kommer verksamheterna aldrig att kunna utnyttja sin fulla potential, oavsett hur modern och flexibel deras IT-infrastruktur är.

Vi känner att alldeles för många företag misslyckas att ta tillvara på den digitala kompetens som krävs för att säkerställa att de inte halkar efter i den digitaliseringsvåg som sköljer över dagens företag. Vi pratar inte bara om tekniska färdigheter som kodning, nätverkshantering eller IT-säkerhet, även mjukare färdigheter för att kunna bete sig mer digitalt är lika nödvändiga. Det är för lite fokus på att vårda de digitala färdigheter som nästan alla av oss måste ha idag.

Vi kommer att samarbeta med branschledare, talang-gurus, påverkare och, kanske viktigast av allt, våra kunder och partners för att bättre förstå var utmaningarna ligger och föreslå strategier för att lösa dem. Vi vill i huvudsak få reda på vad företagen missar genom att inte ta hand om de digitala talanger som redan finns i verksamheten. Och om det är samma företag som säger att de värderar digitala talanger och färdigheter i verksamheten men som fortfarande har samma gamla tillvägagångssätt och föråldrade, restriktiva processer och protokoll.

Till sist vill vi veta hur förlusten av digitala talanger påverkar affärsresultaten när risken är större att talangerna går vidare till andra företag som passar dem bättre.

För att sparka igång debatten började vi med att fråga våra följare och deras nätverk i Europa, för att ta reda på hur de ser på digitala färdigheter och värdet av dessa – både nu och i framtiden. Tre saker stod ut mest:

Först och främst, en av de mest intressanta aspekterna som framkom var hur viktigt det är med ”mjukare” digitala färdigheter. Den vanligaste digitala färdigheten är att använda sig av delningsverktyg och tjänster som Dropbox (59%), mobila applikationer (58%) och telekomverktyg som videokonferens (53%). Medan det finns de som automatiskt tänker på kodning eller applikationsutveckling som huvudsakliga digitala färdigheter, visar vår undersökning att det för många handlar om att produktivt och effektivt kunna utföra sina arbetsuppgifter och dagliga jobb.

För det andra tittade vi på de färdigheter som saknas och som många vill lära sig för att bli bättre i sin yrkesroll. Nästan en av fem (19%) svarade att de vill lära sig grundläggande grafisk design, följt av kodning och applikationsutveckling (båda 15%). Så det är tydligt att medan vissa mer tekniska digitala färdigheter är viktiga för ett antal personer, så är den majoriteten intresserade av de mindre tekniska färdigheterna som hjälper dem att vara produktiva i deras dagliga jobb.

Slutligen visar vår webbundersökning att det finns en stor tilltro bland de svarande i betydelsen av digitala färdigheter: mer än tre fjärdedelar (83%) erkände att ”goda digitala färdigheter kan ha en fördelaktig påverkan oavsett arbetsroll”. Samtidigt vill två tredjedelar (67%) att deras arbetsgivare ger dem mer utbildning och träning i olika digitala färdigheter.

Under de kommande månaderna kommer vi att fortsätta att prata mer om digitala färdigheter och ta in experter från vårt ekosystem (samt från VMware så klart) för att ta del av deras syn på ämnet. Vi kommer också att dela med oss av den större europeiska undersökningen om digital färdigheter som vi har genomfört med företagsledare, anställda och beslutsfattare inom IT. Men vi vill också veta vad du tycker. Så om digitala färdigheter är något som intresserar dig, se till att hålla ett öga på bloggen och följ oss på Twitter. Dela gärna med dig av dina tankar!

Build Your Skills and Advance Your Career

 Allgemein, Knowledge Base, Updates, VMware, VMware Partner, VMware Virtual Infrastructure, vSphere  Kommentare deaktiviert für Build Your Skills and Advance Your Career
Jul 312015
 

Want to develop your skills in solutions such as vSphere 6, NSX and vRealize Automation? There‘s no better time to complete one of our selected VMware courses than right now. If you sign up before September 18, you will get your choice of either a free Apple Watch or 15% off the course price.

You can pick from a number of eligible courses, including:

  • vSphere: Optimize and Scale [V5.5] / [V6]
  • vSphere: Troubleshooting Workshop [V5.5]
  • NSX: Install, Configure, Manage [V6.1] / [V6.0]
  • NSX for Internetworking Experts Fast Track [V6.1]
  • vRealize Automation [V6.2] / vRealize Operations Manager [V6.0]
  • VMware Cloud Orchestration & Extensibility [V6.1]

To take advantage of these special offers, all you need to do is follow the steps below:

Option 1: Free Apple Watch

Be one of the first 50 students in Europe, Middle East, and Africa to register for an eligible course using the code 15Q3EMEAAPPLE. If you’re successful, you’ll receive instructions on how to get your free Apple Watch after completion.

Option 2: Save 15% Off the Course Price

Register for one of the eligible courses using the Europe, Middle East, and Africa promotion code: 15Q3EMEA15. The 15% discount will be deducted from the course list price at the time of online payment checkout.

Act fast! These offers end September 18, 2015.

How Demand and Capacity Management can Streamline Service Requests in your Cloud Environment

 Allgemein, Knowledge Base, Updates, VMware, VMware Partner, VMware Virtual Infrastructure, vSphere  Kommentare deaktiviert für How Demand and Capacity Management can Streamline Service Requests in your Cloud Environment
Jul 312015
 
By Eric Tisdale What does Request Fulfillment have to do with Demand and Capacity Management in Service Management? Are these process areas still relevant today, as IT concentrates more on delivery of Cloud Services? As we know, the Demand and Capacity Management processes are closely related, with increases or reductions in demand driving capacity plans […]]> By Eric Tisdale

What does Request Fulfillment have to do with Demand and Capacity Management in Service Management? Are these process areas still relevant today, as IT concentrates more on delivery of Cloud Services?

As we know, the Demand and Capacity Management processes are closely related, with increases or reductions in demand driving capacity plans and delivery. Service Requests in Request Fulfillment are often thought of simply as wishes for “stuff”. Linking these three process areas and connecting and leveraging of ITSM and virtualization tools at your disposal will be key to supercharging your ability to handle cloud requests.

Leveraging automation will streamline provisioning of requests for both private and public cloud offerings. When your Request Fulfillment process is synergized with the Demand and Capacity processes, you will provide high value to your customers. Why? Because drastically reducing provisioning times and facilitating application and infrastructure teams means IT is much more efficient at providing services.

Do you have these issues?

  • IT tells me they can build a virtual server in a few hours. Why does it take us 90 days to deliver?
  • Why are we just now hearing of this new requirement? I was told this project was approved in last year’s budget, but this is the first the first request I have seen. Why doesn’t the Business communicate with us (IT)?
  • How could this project have doubled in size in a week? What could have changed since our last demand report?

For successful and timely delivery of components for any server, storage, or application request, the below areas should be well thought out and planned:

  • Re-imagine your Request Fulfillment approval process with automation tools by creating application and infrastructure blueprints that facilitate delivery efficiency
  • Don’t be afraid to ESTIMATE! Too many times folks in IT think they have to have every Gigabyte accounted for and each contingency covered to provide an educated guess for future demand. As requests move through their lifecycle, think in terms of:
    • Small, medium, or large request
    • 40%, 60%, 90% confident that the request is accurate
    • Estimates at 120, 90, 60, and 30 days out from delivery
    • Engage all stakeholders (Program Management, Account/Business Relationship Management, Infrastructure and Line of Business Architecture, etc.) in the gathering and input of demand data
    • Enable capacity management to become more agile and adaptable in responding to resource demands by providing comprehensive visibility into current capacity to allow enhanced demand forecasts with virtualization management tools that you may already own
    • Abstract applications from infrastructure, and then infrastructure from resource pools to drive agility in the fulfillment process
    • Utilize predictive analytics in virtualization tools to assists in applying demand and allocation-planning principles for enhanced utilization of resources, leading to shorter fulfillment cycles
    • Break down the silos that inhibit your Request process. Enable linkage of each ingredient of a service request into a single request record and integrate all electronic or paper forms utilized for demand funnels, requirements gathering, etc. into your service request tool.

Future posts will explore the above topics in more detail.

Building key relationships between the Demand and Capacity Management and Request Fulfillment processes and integrating them within your environment will culminate in a greatly enhanced procurement and request delivery experience for your customers. You many find that you have many of the enabling tools necessary and simply need a strategy and plan for implementation.

______________________________________________________________________

Eric Tisdale is a Transformation Consultant based in Louisville, KY.

How Demand and Capacity Management can Streamline Service Requests in your Cloud Environment

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Jul 312015
 
By Eric Tisdale What does Request Fulfillment have to do with Demand and Capacity Management in Service Management? Are these process areas still relevant today, as IT concentrates more on delivery of Cloud Services? As we know, the Demand and Capacity Management processes are closely related, with increases or reductions in demand driving capacity plans […]]> By Eric Tisdale

What does Request Fulfillment have to do with Demand and Capacity Management in Service Management? Are these process areas still relevant today, as IT concentrates more on delivery of Cloud Services?

As we know, the Demand and Capacity Management processes are closely related, with increases or reductions in demand driving capacity plans and delivery. Service Requests in Request Fulfillment are often thought of simply as wishes for “stuff”. Linking these three process areas and connecting and leveraging of ITSM and virtualization tools at your disposal will be key to supercharging your ability to handle cloud requests.

Leveraging automation will streamline provisioning of requests for both private and public cloud offerings. When your Request Fulfillment process is synergized with the Demand and Capacity processes, you will provide high value to your customers. Why? Because drastically reducing provisioning times and facilitating application and infrastructure teams means IT is much more efficient at providing services.

Do you have these issues?

  • IT tells me they can build a virtual server in a few hours. Why does it take us 90 days to deliver?
  • Why are we just now hearing of this new requirement? I was told this project was approved in last year’s budget, but this is the first the first request I have seen. Why doesn’t the Business communicate with us (IT)?
  • How could this project have doubled in size in a week? What could have changed since our last demand report?

For successful and timely delivery of components for any server, storage, or application request, the below areas should be well thought out and planned:

  • Re-imagine your Request Fulfillment approval process with automation tools by creating application and infrastructure blueprints that facilitate delivery efficiency
  • Don’t be afraid to ESTIMATE! Too many times folks in IT think they have to have every Gigabyte accounted for and each contingency covered to provide an educated guess for future demand. As requests move through their lifecycle, think in terms of:
    • Small, medium, or large request
    • 40%, 60%, 90% confident that the request is accurate
    • Estimates at 120, 90, 60, and 30 days out from delivery
    • Engage all stakeholders (Program Management, Account/Business Relationship Management, Infrastructure and Line of Business Architecture, etc.) in the gathering and input of demand data
    • Enable capacity management to become more agile and adaptable in responding to resource demands by providing comprehensive visibility into current capacity to allow enhanced demand forecasts with virtualization management tools that you may already own
    • Abstract applications from infrastructure, and then infrastructure from resource pools to drive agility in the fulfillment process
    • Utilize predictive analytics in virtualization tools to assists in applying demand and allocation-planning principles for enhanced utilization of resources, leading to shorter fulfillment cycles
    • Break down the silos that inhibit your Request process. Enable linkage of each ingredient of a service request into a single request record and integrate all electronic or paper forms utilized for demand funnels, requirements gathering, etc. into your service request tool.

Future posts will explore the above topics in more detail.

Building key relationships between the Demand and Capacity Management and Request Fulfillment processes and integrating them within your environment will culminate in a greatly enhanced procurement and request delivery experience for your customers. You many find that you have many of the enabling tools necessary and simply need a strategy and plan for implementation.

______________________________________________________________________

Eric Tisdale is a Transformation Consultant based in Louisville, KY.

From CIO to CEO: 5 Steps to Organize an IT as a Service Provider

 Allgemein, Knowledge Base, Updates, VMware, VMware Partner, VMware Virtual Infrastructure, vSphere  Kommentare deaktiviert für From CIO to CEO: 5 Steps to Organize an IT as a Service Provider
Jul 312015
 
By Jason Stevenson In my last CIO to CEO blog, we discussed How to Run an IT as a Service (ITaaS) Provider by providing services to meet customer needs using a commodity as an example. In this blog, we will discuss how to organize governance and personnel within an ITaaS Provider. To provide business/mission-value and […]]> By Jason Stevenson

In my last CIO to CEO blog, we discussed How to Run an IT as a Service (ITaaS) Provider by providing services to meet customer needs using a commodity as an example. In this blog, we will discuss how to organize governance and personnel within an ITaaS Provider.

To provide business/mission-value and remain relevant, many IT organizations are positioning themselves as a Hybrid Cloud Broker; providing both public and private cloud services to their customers and users. To be successful, these organizations must adopt ITaaS; a model in which IT is a commodity, providing services on demand to meet business needs through a scalable and measurable pool of resources using integrated and automated processes. This is accomplished through a blend of:

  • Cloud computing standards
  • Service management best practices
  • Leading cloud and virtualization technologies

The following provides five steps to reorganizing IT to become and ITaaS Provider.

Step #1: Service Owners and Managers

Misconception #1:
Service owners and managers are lower-level resources that: a) do not have financial responsibility,b) are not fully accountable for their service, and c) report into functional/project directors.

As part of service portfolio and catalog management, IT assigns owners for each service.

  • Service Owners (SO) are accountable for service strategy including fiscal responsibility and understanding customer demand for their services. Service Owners solid-line report to the CIO.
  • Service Managers (SM) may also need to be identified for each organizational sub-unit such as lines of business, cost centers, geographies, etc. If used, service managers are accountable for service operation and potentially service transition. Service Managers dotted-line report to service owners.
    • In larger organizations, service owners and managers may use a one or more Business Relationship Managers (BRM) as a conduit to customers paying for the service. BRMs solid-line report to the CIO but are embedded with their customers. The CIO may also have an IT Financial Manager (ITFM) to coordinate ITaaS provider budget allocations to service owners and consolidated service chargeback to customers.

Step #2: Service Life Cycle

Misconception #2:
Service strategy, service design, service transition, service operation, and continual service improvement are just names of service management books.

Though many organizations claim to be service oriented, their organizational structures remain functionally and/or project oriented. The following diagram illustrates an organizational pyramid providing service orientation through a service-life-cycle-based organization.

  • Directors are assigned for each service life cycle step including service design, service transition, service operation, and continual service improvement. The CIO also acts as the service strategy director and also performs demand management. Directors solid-line report to the CIO but dotted-line report to the service owners/managers. These directors’ budgets are an aggregate allocated by the service owner.

Step #3: Process Owners and Managers

Misconception #3
Process managers can be an afterthought and “peppered” throughout the organization.

To be successful, an ITaaS Provider must have mature processes under the control of process managers and owners.

  • Process Managers maintain unit procedure documentation. Monitor process reporting. Reviews process records for compliance. Provide ongoing process and system training to unit. Contribute to continual process improvement. Ensure compliance with policies, processes, and procedures. Facilitate regular process meetings and communication channels. Coordinate interface with other service management processes. Take corrective action if needed.

For organizations with intensely “siloed” or “stovepiped” cultures, process owners many need to be introduced. This is not preferred but a common reality.

  • Process Owners champion policies, process, roles and responsibilities. Provides ongoing process and system orientation. Facilitates quarterly reviews. Facilitates annual audits. Enables continuous improvement.

The Service Portfolio Manager (SPM) also fulfills the role leading a service/project management office. The office may including control, technical writing, quality assurance, etc.

Step #4. Technical-Facing Service and Configuration Item Owners and Managers

Misconception #4:
Technical resources for service design and operation do not need to work together in abstracted technical-facing services.

The business-facing services discussed above are supported by functions each with its own owner.

  • Infrastructure Function Owner (IFO)
  • Application Function Owner (AFO)
  • Data Function Owners (DFO)
  • Service Desk Function Owners often fulfilled by the Incident Manager (IM)
  • Operation Center Function Owners often fulfilled by the Event Manager (EM)

These functions may be further decomposed into technical-facing services. Common technical-facing services for ITaaS include network, compute, and storage and each must have an owner.

  • Network Service Owner (NSO)
  • Compute Service Owner (CSO)
  • Storage Service Owner (SSO)

To be a successful ITaaS Provider, technical services are not “siloed” or “stovepiped” and therefore do not require managers in addition to owners as they are shared services. However, the components supporting technical-facing services often have:

  • Configuration Item Owners fiscally responsible for the component
  • Configuration Item Managers operationally responsible for the component.

Life Cycle Gravitation

Configuration Item Managers are often referred to as DevOps in an ITaaS environment; especially for configuration items supporting the application function. Depending on an organization’s culture, DevOps may dotted-line or solid-line report to the Service Design Director or the Service Operation Director. As the organization matures, resources naturally gravitate from operations to earlier phases within the life cycle.

Step #5. Users and Assignment Groups

Misconception #5:
ITaaS is just jargon. IT departments are about IT personnel delivery IT.

In a mature organization, classification of events, incidents, requests, etc. are aligned to the business-facing and technical-facing services within the catalog rather than legacy Category/Type/Item classifications. In this respect, the Technical-Facing Service Owners and Configuration Item Managers discussed above may also be referred to as Assignment Group Managers. The remaining technical employees within the ITaaS provider report to these Assignment Group Managers.

Every individual employee of an ITaaS Provider must move from technology to process, to service, to customer, to mission, and then ultimately to a value focus. Because these individual employees are the first, second, and third line of support for the users receiving the service it is critical for these IT employees’ tools and training to encourage user value focus.

Though impractical from a presentation standpoint, the entire ITaaS Provider must conceptualize their role as an inverted organization chart with the users at the top of the organization, then IT employees supporting the users, and then IT management supporting IT employees.

Move from CIO to CEO by leveraging a Strategist from VMware to address the people, process, and technology elements necessary to transform your organization to an ITaaS Provider.

_________________________________________

Jason Stevenson is a Transformation Consultant based in Michigan.

From CIO to CEO: 5 Steps to Organize an IT as a Service Provider

 Allgemein, Knowledge Base, Updates, VMware, VMware Partner, VMware Virtual Infrastructure, vSphere  Kommentare deaktiviert für From CIO to CEO: 5 Steps to Organize an IT as a Service Provider
Jul 312015
 
By Jason Stevenson In my last CIO to CEO blog, we discussed How to Run an IT as a Service (ITaaS) Provider by providing services to meet customer needs using a commodity as an example. In this blog, we will discuss how to organize governance and personnel within an ITaaS Provider. To provide business/mission-value and […]]> By Jason Stevenson

In my last CIO to CEO blog, we discussed How to Run an IT as a Service (ITaaS) Provider by providing services to meet customer needs using a commodity as an example. In this blog, we will discuss how to organize governance and personnel within an ITaaS Provider.

To provide business/mission-value and remain relevant, many IT organizations are positioning themselves as a Hybrid Cloud Broker; providing both public and private cloud services to their customers and users. To be successful, these organizations must adopt ITaaS; a model in which IT is a commodity, providing services on demand to meet business needs through a scalable and measurable pool of resources using integrated and automated processes. This is accomplished through a blend of:

  • Cloud computing standards
  • Service management best practices
  • Leading cloud and virtualization technologies

The following provides five steps to reorganizing IT to become and ITaaS Provider.

Step #1: Service Owners and Managers

Misconception #1:
Service owners and managers are lower-level resources that: a) do not have financial responsibility,b) are not fully accountable for their service, and c) report into functional/project directors.

As part of service portfolio and catalog management, IT assigns owners for each service.

  • Service Owners (SO) are accountable for service strategy including fiscal responsibility and understanding customer demand for their services. Service Owners solid-line report to the CIO.
  • Service Managers (SM) may also need to be identified for each organizational sub-unit such as lines of business, cost centers, geographies, etc. If used, service managers are accountable for service operation and potentially service transition. Service Managers dotted-line report to service owners.
    • In larger organizations, service owners and managers may use a one or more Business Relationship Managers (BRM) as a conduit to customers paying for the service. BRMs solid-line report to the CIO but are embedded with their customers. The CIO may also have an IT Financial Manager (ITFM) to coordinate ITaaS provider budget allocations to service owners and consolidated service chargeback to customers.

Step #2: Service Life Cycle

Misconception #2:
Service strategy, service design, service transition, service operation, and continual service improvement are just names of service management books.

Though many organizations claim to be service oriented, their organizational structures remain functionally and/or project oriented. The following diagram illustrates an organizational pyramid providing service orientation through a service-life-cycle-based organization.

  • Directors are assigned for each service life cycle step including service design, service transition, service operation, and continual service improvement. The CIO also acts as the service strategy director and also performs demand management. Directors solid-line report to the CIO but dotted-line report to the service owners/managers. These directors’ budgets are an aggregate allocated by the service owner.

Step #3: Process Owners and Managers

Misconception #3
Process managers can be an afterthought and “peppered” throughout the organization.

To be successful, an ITaaS Provider must have mature processes under the control of process managers and owners.

  • Process Managers maintain unit procedure documentation. Monitor process reporting. Reviews process records for compliance. Provide ongoing process and system training to unit. Contribute to continual process improvement. Ensure compliance with policies, processes, and procedures. Facilitate regular process meetings and communication channels. Coordinate interface with other service management processes. Take corrective action if needed.

For organizations with intensely “siloed” or “stovepiped” cultures, process owners many need to be introduced. This is not preferred but a common reality.

  • Process Owners champion policies, process, roles and responsibilities. Provides ongoing process and system orientation. Facilitates quarterly reviews. Facilitates annual audits. Enables continuous improvement.

The Service Portfolio Manager (SPM) also fulfills the role leading a service/project management office. The office may including control, technical writing, quality assurance, etc.

Step #4. Technical-Facing Service and Configuration Item Owners and Managers

Misconception #4:
Technical resources for service design and operation do not need to work together in abstracted technical-facing services.

The business-facing services discussed above are supported by functions each with its own owner.

  • Infrastructure Function Owner (IFO)
  • Application Function Owner (AFO)
  • Data Function Owners (DFO)
  • Service Desk Function Owners often fulfilled by the Incident Manager (IM)
  • Operation Center Function Owners often fulfilled by the Event Manager (EM)

These functions may be further decomposed into technical-facing services. Common technical-facing services for ITaaS include network, compute, and storage and each must have an owner.

  • Network Service Owner (NSO)
  • Compute Service Owner (CSO)
  • Storage Service Owner (SSO)

To be a successful ITaaS Provider, technical services are not “siloed” or “stovepiped” and therefore do not require managers in addition to owners as they are shared services. However, the components supporting technical-facing services often have:

  • Configuration Item Owners fiscally responsible for the component
  • Configuration Item Managers operationally responsible for the component.

Life Cycle Gravitation

Configuration Item Managers are often referred to as DevOps in an ITaaS environment; especially for configuration items supporting the application function. Depending on an organization’s culture, DevOps may dotted-line or solid-line report to the Service Design Director or the Service Operation Director. As the organization matures, resources naturally gravitate from operations to earlier phases within the life cycle.

Step #5. Users and Assignment Groups

Misconception #5:
ITaaS is just jargon. IT departments are about IT personnel delivery IT.

In a mature organization, classification of events, incidents, requests, etc. are aligned to the business-facing and technical-facing services within the catalog rather than legacy Category/Type/Item classifications. In this respect, the Technical-Facing Service Owners and Configuration Item Managers discussed above may also be referred to as Assignment Group Managers. The remaining technical employees within the ITaaS provider report to these Assignment Group Managers.

Every individual employee of an ITaaS Provider must move from technology to process, to service, to customer, to mission, and then ultimately to a value focus. Because these individual employees are the first, second, and third line of support for the users receiving the service it is critical for these IT employees’ tools and training to encourage user value focus.

Though impractical from a presentation standpoint, the entire ITaaS Provider must conceptualize their role as an inverted organization chart with the users at the top of the organization, then IT employees supporting the users, and then IT management supporting IT employees.

Move from CIO to CEO by leveraging a Strategist from VMware to address the people, process, and technology elements necessary to transform your organization to an ITaaS Provider.

_________________________________________

Jason Stevenson is a Transformation Consultant based in Michigan.

What Really Matters With Hyperconverged?

 Allgemein, Knowledge Base, Updates, VMware, VMware Partner, VMware Virtual Infrastructure, vSphere  Kommentare deaktiviert für What Really Matters With Hyperconverged?
Jul 302015
 
I have now been on a steady diet of hyperconverged customer conversations for the last six months. That's my nature -- I learn about something by talking to the people who are actually doing it ... With all due respect to industry analysts, I’ve now been able to create a fairly accurate model of what […]]> http://blogs.vmware.com/storage/2015/07/30/really-matters-hyperconverged/feed/ 0 Software-Defined Storage in OpenStack http://blogs.vmware.com/storage/2015/07/27/software-defined-storage-openstack/ http://blogs.vmware.com/storage/2015/07/27/software-defined-storage-openstack/#comments Mon, 27 Jul 2015 06:00:27 +0000