Repositioning ITSM

I have illustrated how new methodologies, reference architectures, and frameworks have started converging to build a new IT Service Management model in my previous write up. We have been practicing this traditional Enterprise & end-user method, service & support, and delivery & operations management, but now the approach is changing. We have a platform layer that is gaining prominence in the I&O field. These new emerging platforms are inviting capabilities to come together and build new products. This collaboration of capabilities is creating the products which can address desired use cases. It looks like the technology landscape is connecting to a product. The referred context of People-Process-Technology has now become People-Process-Platform- Product.

To build these products, we need befitting skillsets that are not limited to one technology or platform. We need resources with hands-on engineering skills to manage these products and have a business thought process and management abilities like product and project management. Gartner has termed these new evolving skilled resources as Versatilist. This new breed of management technologists has wide-spanning generalist skills with deep specialist expertise in an area, making them unique and performance-ready. Once we have the desired workforce, we need processes to govern the solution provisioning. These processes cannot be hardcoded with a definite stream and flow, but they need to change with changing customer requirements, environment, and technology. Processes need to get Agile and adaptable.

This is the new and changing face of IT Service Management, where we will need Versatilist resources to administer and create Innovative products through agile processes.

The write-up focused on IT service management and I&O. Hence I am briefly touching on the following topic, which are the new significant ingredients on this subject.

DIGITAL PLATFORM

Lately, Digital transformation is topping the list in every executive agenda and especially in Infrastructure and Operations. Business innovation, automation, and agility are the inevitable themes of every IT organization for the future competitive world. Digital platforms are under construction for most organizations that provide an ecosystem for service partners and technology vendors to connect with your business. This interaction will bring in the needed transparency, velocity and ease the complex set up. The output is going to be the data and outcome of the experience. Systems are going to be connected; hence the same is expected out of processes. This is going to address system dependency and acquired operational deficiencies. The digital platform should host most business capabilities, business ecosystems, business assets, and models keeping User Experience, User expectations, and User Interface as the epicenter.

AI OPS

AIOps is the term introduced by Gartner to describe the changing face of IT Operations, which is closely connected to Digital Transformation. Gartner talks about augmenting artificial intelligence, machine learning, and analytics with IT operations to conceive an effective and efficient output mechanism. In the traditional world, these (ITSM & ITOM), two management capabilities were siloed and were operating as two independent entities. We counted on human intelligence and experience to perform relative actions, use business acumen, and acquired subject knowledge to merge this gap and make accurate decisions. Due to increasing complexity and diversified infrastructure models, infinite components are generating massive data that is being captured and reused simultaneously. This is adding to the volume of events and activities, which is building pressure on both IT systems and IT resources….in short Operations. Adding skilled resources based on transaction volume is going to increase the IT spend, and expertise and availability can always be a constraint. Hence the way to overcome this hurdle is by inviting algorithms and smart capabilities to work for us and take over most of the ITSM & ITOM tasks and automate them. The reference is to connect ITSM and ITOM attributes laterally as one piece and further looking into the technology evaluation and adoption roadmap.

haAn in-depth categorization of processes, tasks, and activities is imperative to decide what capability falls applicable. For ITOM – Automation and Analytics can facilitate data-driven automation, Real-time, prescriptive analysis, Narrative, and scenario-based recommendations, respectively, which can prove extremely useful, effort-saving, and accurate. IT operations majorly include administration, facilitation, and coordination of activities that can be addressed by artificial intelligence as it requires a human-like approach based on particular situations and spontaneity. Engines, triggers, and systems with such capability can surely transform I&O management. There are ITSM product companies that have already started incorporating these capabilities into their tools. There are independent options available in the market based on the requirements connected as enhancements on top of existing tools layers.

 Cognitive solutions

Many players in the market have developed brilliant solutions that address the IT service value chain. These firms have picked up expertise to build solutions by combining two or more capabilities to address ever prevailing IT infra and application problems.

There is a wide list of start-ups and companies that have come up with a plethora of options and solutions. These are not here to replace our CRM but to amplify the functionalities and benefits. CRM vendors are integrating these capabilities to transform their offerings depending on changing delivery and customer needs, infrastructure, and, finally, the moment of truth of information provisioning. These CRM’s have moved from closet to cloud and incorporating AI-AU-AN capabilities in every possible opportunity to exemplify the offerings.