Back home today, working on the out-line for the sections in the report, good job I have done some of it: as I have four calls with PR agencies and vendors today, so half the day lost.
The good thing is that I am in charge of my own work load, so if it is a hot and sunny day, I may well be in the garden, and catch-up when it is wet and windy (we are talking about a British summer here).
Tripwire, cool and useful – not something you hear everyday
In the world of server virtualisation one of the biggest challenges is the problem of ensuring all the virtual machines are operating according to a strict set of policies. Tripwire have developed, in conjunction with VMware, a Hyper-V solution will be available shortly, a free downloadable tool that will allow organisation’s to set policies and to test how the current environment conform to them.
I am a believer in the fact that one signal of a maturing market is when the eco-system includes free-ware, and many tools to help solve problems that only become apparent when technologies are used in live production situations. Virtualisation is rapidly moving in this direction, although it still has some way to go before you could class it as a mature technology.
About Me
- Roy Illsley
- A Senior Research Analayst for a leading firm, with a focus on infrastructure management and virtualisation
Tuesday, 10 June 2008
Monday, 9 June 2008
Office day
Today is a day in the office, that is a 5am start and 9 pm finish. The sunny day makes it a pleasant journey. I forgot my battery charger for the laptop, so I hope the meetings drag on to conserver power.
I.S. Strategy
The purpose of an I.S. strategy is to define the direction that I.T is taking in support of the business objectives. I am working on a six step model for the stages to be addressed in the production of a strategy, which should be completed by the end of July.
To start this discussion what is the role of a mission statement. I believe that this is stage one, and should be about telling different audiences what I.T does, and why it does it. This is as much about motivating the team as it is about telling the business what your role is.
I.S. Strategy
The purpose of an I.S. strategy is to define the direction that I.T is taking in support of the business objectives. I am working on a six step model for the stages to be addressed in the production of a strategy, which should be completed by the end of July.
To start this discussion what is the role of a mission statement. I believe that this is stage one, and should be about telling different audiences what I.T does, and why it does it. This is as much about motivating the team as it is about telling the business what your role is.
Friday, 6 June 2008
At home with no cat
Today is catch-up day, e-mails to sort out, small articles to write, and try and get my mind around the report I am on. My office could do with a good sort out; I have papers, books and notes all over the place, the report will help me focus the office on the topic in hand.
Discovered a new on-line site yesterday Snapfish.com, I will check it out over the weekend.
HP Labs a proper report
Last week HP made major announcements about the structure of its Labs, and the focus of its research. The number of commercial organisations that still retain a pure research capability, as opposed to a development capability, is limited to a handful of the leading vendors. The challenge for these organisations is to ensure that pure research can be funded, but is still compatible with an era where the focus is on value and reducing costs.
HP spends approximately US$3.6B on R&D with nearly 30,000 employees working in business units, but of this pure research not connected to the business unit’s accounts for about 5%, which is a budget of US$150M, and 600 researchers. HP Labs is a corporate function with the remit to look at new innovations that HP can take from concept to product in the long term.
Discovered a new on-line site yesterday Snapfish.com, I will check it out over the weekend.
HP Labs a proper report
Last week HP made major announcements about the structure of its Labs, and the focus of its research. The number of commercial organisations that still retain a pure research capability, as opposed to a development capability, is limited to a handful of the leading vendors. The challenge for these organisations is to ensure that pure research can be funded, but is still compatible with an era where the focus is on value and reducing costs.
HP spends approximately US$3.6B on R&D with nearly 30,000 employees working in business units, but of this pure research not connected to the business unit’s accounts for about 5%, which is a budget of US$150M, and 600 researchers. HP Labs is a corporate function with the remit to look at new innovations that HP can take from concept to product in the long term.
Thursday, 5 June 2008
HP Labs, a great place for a good idea
Today I was in HP labs in Bristol, I got to the hotel at 8.30 pm, and was too late for the meal, so did some work until bed, spoke to a US based journ who had been hassling me for days.
The early start was not what I wanted, but the day was excellent, plenty of good debate, and plenty of stuff that would blow your mind.
HP Labs
HP have taken a practical and different approach to research, they have designed and built a governance model that helps them decide what to research. The work is designed with the environment in mind and HP are showing a leadership approach to how to do blue sky research in a commercial organisation, and show it is valuable.
The early start was not what I wanted, but the day was excellent, plenty of good debate, and plenty of stuff that would blow your mind.
HP Labs
HP have taken a practical and different approach to research, they have designed and built a governance model that helps them decide what to research. The work is designed with the environment in mind and HP are showing a leadership approach to how to do blue sky research in a commercial organisation, and show it is valuable.
Wednesday, 4 June 2008
Sunny day in London, but a cloud in my heart
Today’s update is late, as I was speaking at an event today, the event went well, but looking at my scores some delegates were un-happy, and gave me one’s on their feedback form. These people really p*** me off, nobody, should score a one unless they really are a waste of space, but others gave me five out of five, if i did not meet thier expectations then they should learn to read. Why come to an ITSM presentation if you do not want to find out about it. However, I know who you are, so beware you may ask me to rate you………
I was positive until I saw the three or four duffers that scored me that way, but waiting here at Paddington stn I am sure I will bounce back.
WAN Optimisation.
Three aspects of managed services in this space to consider.
Keeping up with advancements in the technology and the network are the main reasons for using a managed service, it can also be cost effective in SMB or organisations that do not have the network skills in-house. Another reason for managed services is the ability to make the service subject to penalties so you can guarantee to users the level they need to operate the business, this obviously has the side-effect that you are not in control, but remain responsible for that level, the penalties would compensate you but may not help you keep your job.
Not every thing will benefit from WAN optimisation; it needs to demonstrate a clear increase in the service that is provided for the cost. For example VPNs do not benefit from WAN optimisation as much as some other traffic, so make sure you use the correct solution for the correct job. Also, data de-duplication is beginning to gain traction as, WAN optimisation will work, but if you are sending duplicate data you are not being as effective as you could be.
Not that my research has found, the managed services market is beginning to be seen as a good option for all industries, it is down to how much control the organisation wants/needs over the network, as a managed service is good but only as good as the contract you have and the provider.
I was positive until I saw the three or four duffers that scored me that way, but waiting here at Paddington stn I am sure I will bounce back.
WAN Optimisation.
Three aspects of managed services in this space to consider.
Keeping up with advancements in the technology and the network are the main reasons for using a managed service, it can also be cost effective in SMB or organisations that do not have the network skills in-house. Another reason for managed services is the ability to make the service subject to penalties so you can guarantee to users the level they need to operate the business, this obviously has the side-effect that you are not in control, but remain responsible for that level, the penalties would compensate you but may not help you keep your job.
Not every thing will benefit from WAN optimisation; it needs to demonstrate a clear increase in the service that is provided for the cost. For example VPNs do not benefit from WAN optimisation as much as some other traffic, so make sure you use the correct solution for the correct job. Also, data de-duplication is beginning to gain traction as, WAN optimisation will work, but if you are sending duplicate data you are not being as effective as you could be.
Not that my research has found, the managed services market is beginning to be seen as a good option for all industries, it is down to how much control the organisation wants/needs over the network, as a managed service is good but only as good as the contract you have and the provider.
Tuesday, 3 June 2008
Systems Management is set to get hot
Just packed my bags, as I am heading off at lunch to meet a vendor in London, then stop over for a speaking event tomorrow, when that finishes it is over to Paddington to catch the train to Bristol. Another stop over, and then tour the HP labs Thursday. I should be home about 9pm Thursday night.
Between now and lunch I am writing two pitches for the magazine, these are evaluated by the editorial committee, so if your pitch is not accepted you get to write somebody else’s, so that is motivation enough to put in good pitches.
ASG to make a significant acquisition?
ASG the ITSM and BSM vendor has been rumoured to be about to make a significant acquisition. A few years ago the rumour mill had ManagedObjects as a potential, but this time round the rumour mill is quiet, probably because it got it wrong last time.
If the rumours this time as true and they came from Mr Allen himself reportedly this time, then this will signify that the systems management market is becoming more competitive. If the rumoured acquisition is of a rival, i.e. little technology transfer then it can be taken as it is about market share and customer numbers; however, if it is a new technology then this should be to fill the current gaps in ASG’s solutions as compared to its rivals, such as IT Governance, Enterprise Asset Managagement, or automation. Either way it shows ASG is serious about breaking its label as the ‘best kept secret in systems management’ and certainly over here in Europe will become a serious contender to the likes of HP, IBM, CA, BMC, and now Microsoft.
Between now and lunch I am writing two pitches for the magazine, these are evaluated by the editorial committee, so if your pitch is not accepted you get to write somebody else’s, so that is motivation enough to put in good pitches.
ASG to make a significant acquisition?
ASG the ITSM and BSM vendor has been rumoured to be about to make a significant acquisition. A few years ago the rumour mill had ManagedObjects as a potential, but this time round the rumour mill is quiet, probably because it got it wrong last time.
If the rumours this time as true and they came from Mr Allen himself reportedly this time, then this will signify that the systems management market is becoming more competitive. If the rumoured acquisition is of a rival, i.e. little technology transfer then it can be taken as it is about market share and customer numbers; however, if it is a new technology then this should be to fill the current gaps in ASG’s solutions as compared to its rivals, such as IT Governance, Enterprise Asset Managagement, or automation. Either way it shows ASG is serious about breaking its label as the ‘best kept secret in systems management’ and certainly over here in Europe will become a serious contender to the likes of HP, IBM, CA, BMC, and now Microsoft.
Monday, 2 June 2008
IT Service Management coming out of its IT shell
Final practice for my Keynote on ITSM on Wednesday morning, this means that I will update this blog tomorrow, but I am out on the road Wednesday and Thursday, so updates may not be possible.
I am also working on planning the Virtualisation events for the company, which means sorting out the content, picking the speakers and putting the agenda together, and writing the material the sales team can use to sell the events.
ITSM and the increasing role of BSM
The significance of ITIL® v3.0 is that it begins the process of externalising IT Service Management (ITSM), which it could be argued is what Business Service Management (BSM) has been doing since 2001. However, the difference is that although both are making the connection with critical business processes, ITIL® v3.0 has been developed over time in-line with the technology that can support and deliver its capabilities. BSM on the other hand was developed as a concept that although sound lacked the technology to drive increased adoption.
Today, the growth of x86 virtualisation is a catalyst for both concepts to be able to deliver real business benefit, the advantage that each has is clear:
ITIL® has strong connections with IT processes and procedures, whereas BSM has strong links to Business Process Modelling (BPM). The two disciplines are coming at the same problem from different aspects, but I believe BSM will be used for the business face, and ITIL® v3.0 for the IT face. That way combining them an organisation can exploit IT for business benefit.
I am also working on planning the Virtualisation events for the company, which means sorting out the content, picking the speakers and putting the agenda together, and writing the material the sales team can use to sell the events.
ITSM and the increasing role of BSM
The significance of ITIL® v3.0 is that it begins the process of externalising IT Service Management (ITSM), which it could be argued is what Business Service Management (BSM) has been doing since 2001. However, the difference is that although both are making the connection with critical business processes, ITIL® v3.0 has been developed over time in-line with the technology that can support and deliver its capabilities. BSM on the other hand was developed as a concept that although sound lacked the technology to drive increased adoption.
Today, the growth of x86 virtualisation is a catalyst for both concepts to be able to deliver real business benefit, the advantage that each has is clear:
ITIL® has strong connections with IT processes and procedures, whereas BSM has strong links to Business Process Modelling (BPM). The two disciplines are coming at the same problem from different aspects, but I believe BSM will be used for the business face, and ITIL® v3.0 for the IT face. That way combining them an organisation can exploit IT for business benefit.
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