EMA Webinar Transcript:

Business Service Management (BSM) Service Impact

Radar Report: A Story of Market Transformation in 2010

Webinar Date:

6/23/10

Featured Speakers:

Dennis Drogseth

Abstract:

Based on extensive interviews and research with 15 vendors and more than 25

customer/deployment interviews, this Webinar will:

* Highlight where BSM Service Impact deployments are going in 2010

* Explains why service modeling is redefining the BSM marketplace in 2010

Introduction:

Welcome, and thank you for joining us today for BSM Service Impact Radar Report: A Story of

Market Transformation in 2010. My name is Raleigh Gould, and I will be your moderator for

today’s event. Our featured speaker is Dennis Drogseth, Vice President of Research at Enterprise

Management Associates. Dennis brings 24 years of experience and various aspects in marketing

and business planning, persistence in network solutions.

At EMA, Dennis directs a team of analysts that focus on the development of the network services

management practice areas. He has pioneered research and convergent management strategy

such as performance availability and integrated security. Prior to joining EMA, Dennis worked to

develop marketing strategies and new business models for Cable Tron Spectrum management

software and spent 14 years with IBM.

We will be having a Q & A session following today’s presentation. We will defer answering

your questions until this time. I do encourage you to log your questions at any time using the Q

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& A functionality located in the right-hand column of your screen. If you’re in full slide view

simply look for the floating toolbar with the question mark icon, select that icon, and you can log

your question that way. Also, I will be recording today’s event so you will be receiving an on

demand version in an email sent from EMA on Friday so I do encourage you to look for that

email.

And before I hand it over to Dennis, I did want to mention an update to today’s event in case

some of you were unable to read the email I sent out earlier. Due to the complexity of the BSM

Radar report, it will not be released until June 30. Given this delay, you may have decided to

deliver a second BSM Radar report webinar that will focus on vendor profiles and this will be

held on Tuesday, July 6.

Today’s webinar will highlight where BSM service deployments are going in 2010 and also

explain why service modeling is re-defining the BSM marketplace in 2010 and to kind of

streamline the registration process for the July 6 webinar, there will be a poll question on Slide

24. If you’re interested in registering for the July 6 webinar, you just simply select yes for the

poll question and you’ll be automatically enrolled. You can also send me an email requesting

that I automatically enroll you or starting tomorrow the event will be listed on EMA’s website for

you to enroll there as well. We do apologize for delay in presenting this information, but we do

want to ensure that the most accurate information is presented to you. And now I’m going to go

head and turn things over to Dennis Drogseth, Dennis.

Dennis Drogseth

Thank you, Raleigh. I appreciate you all turning out for today’s webinar and it does lay a

foundation that I think is going to be very important once we get into specifics in terms of vendor

design points and how they come together and how they can support you. And as Raleigh

mentioned by the 30th we’ll certainly have the full report available online so this will be great

background for looking at that, and if any of you in IT are interested in querying me about

specific vendors or vendor positioning once that report is available do feel free.

We nonetheless have a lot to talk about today and going to cover what is Business Service

Management which is probably at least as murky as answering the question what is cloud? Then

we’ll go on to look at Business Service Management Service Impact, and that is the specific focus

for the research we’ve done and the vendors that you saw on the initial invite who I believe

represent a kind of elite group in terms of delivering those values.

Looking at radar analysis and methodology in terms of what were our selection criteria. The next

webinar will be going in more detail in terms of some of the evaluations. Today we’re going to

look at the criteria to play and also key design points for you to keep in mind if you want a

service impact focus for your BSM initiative.

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We looked at 27 deployments in the course of the research, and I’m going to highlight some of

the broader directions in terms of what was working and what looked like the future across the 27

deployments, and finally we’ll be looking in specifics regarding that, different types of solution

set platforms monitoring suites, and overlays, and I’ll explain what they are when I get to those,

and that service model is becoming the real heart of BSM deployments and I must say I’m very

excited about that.

All right. So in looking at what is Business Service Management, we’ll going to kind of

approach it from multiple perspectives. First we did some research last year, I’m going to

highlight a couple of data points from that research and then we also looked at ITool v3 in terms

of what ITool v3 says in terms of service strategy and service design. So I’ll actually go from

ITool v3 to our research and in doing that we’re going to look at then internal discussions and

EMA in terms of Business Service Management versus service level management and what that

means in terms of the service impact focus we took, and these are key points that we’ll be

touching on high levels of automation, more of a broader model for instance from BSM. And

then we’re going to look a little more in detail at our BSM Service impact in conjunction with

other areas of business service management and those include financial, optimization, life cycle

which are the three main ones what we call ecosystem and then OSS BSS specific.

So for iTool as some of you I’m sure know V3 with its very strong focus on a sort of dynamic

approach to life cycle also takes very seriously the notion of how you can work together as an IT

organization with your business organization, and there are good techs in iTool in both its service

strategy and service design book. It’s sort of a process related sense of objectives and focus for

Business Service Management that include IT and business constituency.

Now this list which I’ll quickly populate here looks like really easy questions to answer because

they seem pretty generic, but in fact they’re not. If you take them seriously and you really try to

answer them in terms of your particular business model, these are not easy questions to answer at

all. They’re easy to shrug off because they sound pretty abstract. We don’t really have a full

scope today to go into each one of these and what that means, but I am going to highlight one or

two slides. Some of the implications for things like improving competitive advantage. Well that

may not be a very trivial discussion. That may be very complicated given how IT services and

business services are coming together, and the vendors we looked at clearly one of the things we

were looking for was their range of capability in supporting these types of dialogues. What kind

of data could they bring that was meaningful to support these discussions? All too often I think

again these discussions either don’t occur at all or they’re more or less conversation over a cup of

coffee.

In our research in 2009 in terms of where people were with Business Service Management and

what they thought it was which was a fundamental part of how we came up with our research and

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questionnaire and how we engage with the vendors. Jeff pulled it out of the hat. You’ll see that

66% are not yet really in first phrase. In fact, 21% were in deployment and only 13% were in full

production if you look at that chart, and it was gratifying to see from the date of that in fact the

respondents took a very strategic approach to what they viewed as a Business Service

Management and we’ll that in a few of the other slides.

This one in particular and this again relates to how we evaluated and looked at the vendor

capabilities in the radar. Fifty-five percent viewed and obviously you can add these numbers up

and get about 100% so you have to pick one of the three as to what you thought BSM was

primarily about. Over 50% believed it was transformative, and I would agree and that means that

you’re investing in technologies and design points that can allow you to work differently and

better across the organization not just within a silo or from an individual perspective. So how

information is shared, how roles are supported, how information can be published between

business and IT, all these we took very seriously.

You can 32% thought it was more or less internal to IT, and only 13% were down at the

infrastructure level and that of course is good news to me since I’m voting for that top down as

well and that’s how we evaluated vendors. Very much to finding that it’s a transformative top

down initiative.

Now this was BSM overall, so I should say as well research did not break out service impact into

separate category. There’s some things here that may become yet more significant when we look

at life cycle. But I think if you look at the top two which are fairly close here, you look at process

as the No. 1 vote for how different service management can help to transform IT, and then you

look at strategy coming in fairly close. Interestingly enough larger IT organizations tended to

prioritize process more, smaller mid-tier tend to view BSM more as a strategy.

Thirteen percent only thought it was a bunch products and in not so kind language 10%--only

10%--thought it was marketing hype. So BSM has been around for a long time in different

guises, and it really is coming of age as I think a significant model.

What kinds of technologies were key? This very much was a part of our…in fact it was

instrumental…there’s a single slide here that would help prepare you to look at the actual

evaluations we did and 9 point evaluations. This would be it. No. 1, not a big surprise, service

level management comes in at the top and service monitoring comes in next. CMB and CMS

third and that was quite interesting. But again, this was not specific to service impact, this was

broadly across BSM. Dashboards came in fourth and end user experience, very important in our

evaluation for a lot of reasons and we’ll touch on those later, came in next. Catalog and portfolio

and then provisioning came in last.

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What were the benefits that our respondents look for with BSM that either achieved or sought

after? Remember only 13% had it fully in deployment so a lot of this is what we’re thinking

we’re going to get here. Increased user satisfaction came in first. That is in direct alignment with

user experience that we talked about. In prioritization, I’d say in every initiative I talked to all 27

plus they cared about a kind of a brain monitoring together in a way that was more efficient and

allowed for better prioritization. Visibility into the impact on the business, that’s actually a very

strong statements in terms of what kind of technologies actually do that and do that well and do

that meaningful in 2010 to prove it to the bottom line in terms of revenue. Also important ROI

and service management no longer should be calculated in cost savings, but also in terms of

positive revenue generation in many environments or positive service delivery attributes that

contribute to the quality of the business and reduce risk of course and compliance.

You all may remember about I’m going to guess six or seven years ago there was a lot of

discussion about how IT was going to become a utility, and then there was talk about how IT and

all IT services kind of reached a level of maturity and be more or less at the level of sort of

training to transport and we went through the training revolution and highway revolution in the

60s I guess, and this is short of what’s equivalent. Well, I would say that’s actually not an apt

analogy at all given the much more complex nature of IT services to human behavior and so I

took this slide to comment on what is the end gain there on BSM. If there’s any market or a cross

section of markets that reflect an in gain for IT, where are we going, it would certainly be BSM.

So the first one is the sports bar. I call that the utility model which is golly everything’s

automated, we have lights out we can go have a beer at the sports bar and that would be the end

game I supposed to be reduced employment, but you could watch a lot of tennis and soccer and

basketball.

The other sort of moving up the maturity chain in terms of vision here enabling new services.

That is a more creative portfolio contribution to the business. We can deliver more services at

least in quantity and that’s really to an efficiency statement then a really more creative view of a

portfolio manager where you look at the business processes and objectives and you look at your

IT portfolio and you qualitatively really get creative in terms of how to maximize the two, and

certainly I think today we do see some of the more mature IT organizations pushing that bar.

Next, the empowering angel extending human experience. I like to think that user experience

management ultimately stands all of technology upside down because it says what are you in the

business of doing in IT. You’re actually in the business of extending human experience, and that

means even experience whether it’s to communicate, whether it’s to complete a business

transaction, whether it’s to do research, etc., and if you really think that way you’re going to be

way ahead of the game. And again, in looking at the vendors we evaluated who provides the kind

of data that can inform on that kind of planning from a portfolio perspective. That was something

we took very seriously. And then finally you kind of get a little bit of the first mixed with the last

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which is a much more automated dynamic environment in which that grander vision becomes

faster and more adaptive and with cloud and trying to assimilate cloud-related capabilities. That

dynamism becomes especially important. But again, we looked for that as well among the

vendors.

This is kind of a token discussion of a very big problem, but if you’re looking at BSM and you’re

looking at BSM solutions who’s going to provide you with any kind of insight given this

traditional IT? You’re measured on your ability to cut costs, you typically don’t understand much

about the demand and nature of your consumers, you’re not really asking, that’s not your job for

years. And measuring the value is typically in rather crude terms to be blunt in terms of

availability or performance period. I would hazard to guess that very few CIOs sit down today

and think what kind of human experience transformation can I make among my constituency.

Competitive environment is more a matter of outsourcing or worried about being cloud computed

to death so to speak from other cheaper faster maybe not better opportunities. The language of

communication is academic and technical and introverted in IT. It is not external to a business

discussion. Business has by comparison, you’re measured on your ability to grow especially.

Cutting costs is nice, but growing revenue is better. You live and die by every subtlety involving

your consumer, whatever that consumer equates to whether it’s financial or transaction or hospital

administrator or police force operating in a different way because of an IT service. Value and

pricing are constantly under scrutiny. There’s constantly an understanding of dynamic demand

behavior and what that really means not just in terms of GI signup for this application, how am I

using it. How is my usage of this application actually impacting the business? How might I use

it better? That information often is lacking in IT.

Competition is alive and with us every second in the business environment and that’s of course

thanks or not much thanks to cloud becoming truer for IT. And the language of communication

around value is defined in extroverted. You look at global markets, you look at political trends,

you look at what all your competitors are doing, it’s not the introverted sort of Delbert approach

to IT. So I will admit that this slide merely poses a challenge in again evaluating the vendors. I

was very interested to see who could bring in data that could support this type of dialogue well

and we’ll look at that in the following webinar.

So let’s look at Business Service Management, our EMA taxonomy. What we were really

looking at, we’re looking at service impact and this is really the deep roots that SOM priority

looking a little more operationally centric and so it’s performance with an eye to business impact,

but certainly with an eye as you will see in all the criteria to supporting change and managing

change around performance.

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Financial optimization is really a parent/child model in which the service is the parent and all

CAPEX OPEX, and vendor managment issues are the children, and the output of course is the

product that is the service and how do you optimize to that and that is not just a cost discussion,

it’s a value discussion as well. So that’s really its own market and very different vendors, that is

to say there’ll certainly be some in common. The platforms here play to pretty much all of these,

but as a whole there will be very different vendors from more of a niche perspective in financial

optimization and services (inaudible 0:21:47). That would be a separate market.

Life cycle BSM is all about automation. It takes that iTool Notions service life cycle and how do

you manage that through the cycle. So from the planning and portfolio development,

provisioning and then retiring the service and clearly if you look at these three areas which is the

three big blocks that EMA is going to be tackling over time starting with the service impact radar

which is today’s discussion, and you can see that they have a lot of common elements. And as I

got involved with this and I guess anyone who saw me in the process and the vendors we worked

with, we all got very involved together in this. I came to see this as kind of almost like a

sculpture in which all the pieces are there, but these different markets are spotlights at different

angles on the sculpture so that automation is there but it has different level of requirement and

service impact than it does in life cycle. Some insight into finances there, but again it has a very

different level of granularian service impact than it does in financial optimization. So it’s really

spotlights on a kind of a landscape.

We are also are blocking out two other markets. To be blunt for now, we are not going to be

looking at detail but we believe that they’re a part of it, the SM ecosystem. What is that

ecosystem centric, that Internet centric world that now maybe people think of more as cloud but

could be supply chain or whatever. So everything is kind of a community of vendor

interdependencies. That does touch very much on service impact, but it’s not the center of what

we were looking for. And then OSS BSS which is again, we did touch on that. We did speak to a

few service provider in the communications industry adoptions, but it’s really its own world and

would deserve its own radar.

Looking at SOM and BSM impact which you may remember if you’re even half as old as I am

that maybe ten years ago or so if you went into an event, there’d be signs up and everybody was

doing service level management and they were an excellent vendor and then they’d explain how

they fit into that model. About ten years SOM was sort of the model, it was the service centric

model and people were getting excited about that. I think in the last decade SOM has refined and

focused and in a sense it has become more important again with a lot of the vendor management

issues that we see, but it’s still a narrower slice of the bigger picture that BSM Service Impact

brings about and some of the things in service impact are important are understanding application

to infrastructure interdependencies which can enable and support us, but really a very specific

service impact. User experience on the other hand which is very important to service impact is

actually in many respects redefined more mature approaches to SOM.

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So now let’s look at the actual BSM Service Impact vision and what we see going on in the

market. Top down capability for simulating, analyzing, and presenting information for multiple

sources and that really is in my view multiple brands not just one brand because most initiatives

are simulative. Most people are looking, especially in enterprises in the larger companies, to

optimize exist management investments, bring them together and have a more cohesive way of

getting that job done from the service management perspective.

Right now I would say industry is actively progressing in this area, still a long way to go and

we’ll look at this in specifics a little bit later and then in a lot more specifics we look on a vendor

by vendor as well. Designed to support multiple roles and I think we’ve done the homework up

front here to explain why that’s important between IT and the business, but of course across all of

IT as well. You can’t manage to the service if you can’t communicate.

Capture business as well as performance information both real-time and historically. I have to

say that I was probably most disappointed to look at where things were in the market here

because I think it’s very important and very much the center of the future of BSM Service Impact,

but while a lot of the architectures were there to start to do this and there were some very nice

fine levels of automation in some of the vendor offerings generally speaking, the vendors hadn’t

progressed too far in this direction and the reason frankly was generally speaking the IT

organizations haven’t progressed too far in this direction either. I noticed geographically a higher

percentage of perhaps in Northern Europe believe it or not Germany, Switzerland, Netherlands

where this type of sort of modeling is becoming more aggressively done in general. Hopefully

we’ll see real progress because there’s huge values to having this connected and automated.

This next bullet is kind of a subset of the top bullet, but I strongly rated ability to bring in

information from multiple sources including multiple brands and I would say that this is

absolutely where the industry is going. All the vendors we evaluated play to this to some degree.

Some of them primarily had huge strengths here actually, however, there’s also a lot of foot

dragging in this area and still ambivalence among some of the larger vendors between do we want

to sell everything on our stag or do we really want to provide a strategic capability to unify and

assimilate different sources of information. You really have to pick and choose. I would hope

that the future of platforms lies in the former rather than the latter and that more of that capability

bring together, unify, and reconcile different types of information from different sources rather

than gee, we’ve got it all, buy our brand.

This is that look at capturing and correlating interdependencies between the business service and

the infrastructure and this is outcomes potentially, and here I’d say we’ve seem exciting progress

in how this is evolving and we’ll look at this a little bit later in the presentation.

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User experience, we’ve talked about that. Very important and I would say automate the user

experience, [auto matriage] automates prioritization along with other key business impact

parameters and alert to SOA commitments that’s traditional bread butter. We looked at SOA

management as well and contract management.

Configuration and other plan changes. As I think most of you know configuration changes are

one of the biggest causes for service outages, so we took very seriously the degree to which the

service impact vendors could relate to an assimilate configuration change. The good news was

most of them could. We didn’t require a CMBD. CVV is nice, but we did look to see if it could

assimilate and work as a citizen in sort of a broader CMS or CMBD environment.

Integrates with automation for closely remediation is a problem. Once again, we were not

looking for our service impact of leaders to do all the automation themselves although that was

good if they could. We were really looking to make sure that they had very viable ways of

working with the best class automation tools in all respects and that includes run book or IT

process automation. And here of course platforms tend to have an advantage. They tend to have

more of the automation technology so the integrations tend to be more consistent and stronger.

Finally, we did look for that handshake with that financial optimization especially if you’re

looking at real-time performance management, your managing vendors and their performance.

Understanding the financial implications in a fairly real-time manner can be really important. We

noticed that most vendors are sluggish here although some had again very nice levels of

automation in specific points and again that’s partly because most IT organizations tend to have a

divide between financial planning and of course operation. So it’s a chicken and the egg story.

We’ll be revisiting these. Again, every vendor we looked at and why I feel we have pretty much

that sort of industry leading group had some capabilities to address of these areas. So while we

just discussed the bigger objectives of BSM, we wanted to make sure we didn’t look at any single

domain monitoring tools for instance. We wanted to make sure there was some capability to

assimilating information from multiple sources. In almost all cases that included multiple

management tools. We wanted some level of insight into user experience. We wanted to

automate linkages between us, LA Management and business outcomes. We needed some

visibility into application and infrastructure interdependencies and every vendor that we looked at

could offer something in each of these areas. Some level of policy driven automation although

this was a big range certainly again the flat points leading with the richest automation set and

multiple rolls. If it had sort of supported one or two rolls only it was not a company we would

have considered.

So we’re winding up with sort of the big vision story here and the next three slides and then I’ll

take your questions. One of the things that we noticed in terms of the kinds of deployments and

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the kinds of vendors that play with it, there was sort of three functional categories. Now, most

vendors stands in some ways two of these a little bit although they may have focused more in one

area than the other. Platforms of course which are usually rich in terms of product choice and

very good of course if you’ve got big investments starting with some of the platform solutions.

Monitoring suites which are more in the best of class, but still broad enough to play to our BSM

model and then finally overlays which are actually built around assimilating other information

bringing them into a service model and supporting a sort of top down initiative is BSM.

So to be fair for instance all the platforms are moving forward and some very aggressively as

we’ll talk to next time on their overlay capabilities. But there are vendors who are more

specifically designed as overlays and I’ll mention two names now just because that’s probably the

most mysterious to you, but certainly Novell would manage objects and interlink a small

company from U.K. would play to that general kind of role. What I would say is my bias is I

would like to see the platform vendors evolve to become more like overlays and be very strongly

assimilative in multi-brands because that’s what I believe a platform should be.

One of the biggest and most striking revelations in a way and revelation may be too strong of a

word. Many of you know I’m a CMBD biggie - I believe in the transformative value of the CMF

initiative even if it comes at some cost in terms of planning and prep especially. But one of the

things that became very evident actually looked across these vendors was that service modeling

was becoming abstracted over and above the particular repository. It took different forms and

we’ll look in detail at that next time. But the power of the model is very simple. It allows you to

bring together logical and physical interdependencies and automate around them and create

relationships that are much more fluid, and flexible, and dynamic than you could with a purely

(inaudible 0:35:31) hieratic structure. So a very common thing for instance would be ownership

of the problem, one of the very popular things from the CMBD immediately linked to a CI and

having that dynamic; having automation technologies link to certain CI life cycle requirements,

having security vulnerabilities link to them as well. So this is kind of an extension of the core in

modeling in many cases of the CMBD although what’s interesting is that many of the vendors

that we looked at do not have CMBD, but have modeling and have modeling that can be

populated in a way that’s consistent with a CMBD or a federated CMF. I hope that the industry

steps up to this opportunity with more standards. I think that a model based way of assimilating

different solutions and modeling to a service could be the best thing we’ve had in decades if the

industry steps up to it as a whole.

And here’s the tomorrow land slide, the second to the last for me. Having said that and at the

bottom it says Federated FMKS, Federated Service Knowledge Management System, everything

here is taken from an actual deployment. I did actually not make up any one of these things on

this chart. However, needless to say I did not see any actual deployments that had all of these

features or capabilities and I’ll also stress that I do not use this as a single brand statement

necessarily. Even if you have brands that are moving in this direction that could deliver all the

pieces, I think it’s very important to be able to pull in core choices from multiple sources. So if

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you’re going from the bottom up, we’ll have a configuration and discovery capabilities with app

dependency focused on detail configuration helping to populate a CMBD or a federated system of

CMBDs above that layer a real-time slow based view of application interdependencies, and these

take various forms. Some of them are very transaction centric. Then again, we’ll look at this in

terms of specific vendor designs next time, very powerful in the service impact area.

And one of the things that a number of vendors pointed out in different ways is that the

interdependencies that you need to capture for performance impact are not entirely the same that

you would necessarily want to capture there at the bottom for in depth configuration. So it is a bit

of a complementary and very valuable addition and answers a complementary set of questions

and again in that ideal world, that real elemental service model, can help to reconcile across all

those different layers of a consistent kind of modeling. Then we have repositories like assets and

other types of repositories that could be drawn from.

Finally, what you have is green at the top probably the heartland of the BSM Service Impact.

You have an operational management database focused on event management and a performance

management database focused on time series or performance statistics. These of course could be

combined and again when we look at different vendor design, we’ll be looking at how vendors do

this and how they provide analytics across these different environments. So the fact is however

there was one deployment and next time I can be more specific where vendor X they had an

OMBD from vendor X, a PMBD from vendor Y, a CMBD from vendor A and a dashboard

pulling it all together with a modeling system with yet another vendor. So it was a four vendor

story and then that was an actual deployment.

Just a couple of summary points here. BSM Service Impact is one of the three over arcing

markets in the broader banner of Business Service Management. It’s a transformative investment

and that is something we will spend a little more time on when we look at the two axis evaluation

one of which is cost driven and the other is more value driven. It’s a value driven market overall.

It’s not a cost driven market because it’s transformative. Very much a marketing transition, there

has been a lot of activity. Every vendor that I looked at was what I call something of a bird in

flight, some flying faster than others and so that’s good. That makes it an exciting market to

track.

Modeling and meta data is becoming the new heart of the BSM Service Impact system. That is

partly descriptive and partly a wish on my part, but I believe it’s where the future will be.

Architecture and analytics and assimilation are key. EMA has huge investment in looking at

different uristics and analytic capabilities, but we spent a lot of time looking at those among the

different vendors we researched as well. Very important, in an analytic capabilities go all the

way to the bottom to the top of the stack in different ways. If you think back to the prior slide,

it’s not all at the top.

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Finally, one bullet that is a whole separate series of webinars no technology investment in this

type of environment is going to do the job for you by itself. You need to prepared in terms of

owning the problem organizationally, understanding the processes involved, having the right stay

holders. So just to be reminded that as good as these technologies are and even if they become

much better nothing in this market is a silver bullet and a lot of the adoptions that I discussed, a

lot of the problems…and a lot of the problems seem to be vendor problems…turned out in part to

be lack of leadership in terms of the adoption itself.

That does it for me, and I’d like to turn it back to you Raleigh.

Raleigh Gould

Thanks, Dennis. As I mentioned at the beginning of the event we will be having a second BSM

Radar Report webinar that’s going to be focused on vendor profiles. So if you’re interested in

attending that, you can actually just go ahead and click yes right now and I will automatically

enroll you in that event. Obviously, you don’t have to enroll in that either. So just please let me

know your preference and I will facilitate those requests for you. I’m going to go head and leave

that open just for a minute or so, so everyone will have an opportunity to provide me with their

feedback.

We were just supposed to have this event be 45 minutes, but we are more than happy to take any

questions for you. So I’m going to go head and jump right into them, Dennis. The first is when

are you going to look at the other BSM areas?

Dennis Drogseth

Well, I do actually take some time off in December before I really answer that question. But I’m

hoping to be able to look at financial optimization next and hopefully either get it underway or

possibly even complete it by end of year. Then looking at life cycle probably for first half of next

year, and we’ll be trying to update these as close to a year currency as possible.

Raleigh Gould

Great. Thanks, Dennis. Another question received is how long before you update a new version

of the BSM Service Impact Report?

Dennis Drogseth

So as I said in a way, I’m hoping I can do that as close to a sort of 12-month timeframe as

possible knowing that it could well be 14 or 15 months or so.

Page 12 of 13

Raleigh Gould

Okay. Any other questions? I think that is it for today. I thank everyone for joining us, and I

will be following up with you about the July 6 webinar. I also will be sending you an on demand

version of today’s event as well. Thank you and have a nice day.

Page 13 of 13

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Business Service Management (BSM) Service Impact Radar Report: A Story of Market Transformation in 2010

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IT & DATA MANAGEMENT RESEARCH,INDUSTRY ANALYSIS & CONSULTING

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IT & DATA MANAGEMENT RESEARCH,
INDUSTRY ANALYSIS & CONSULTING