You are on page 1of 14

Report ID: S7880514

Next
reports
8 Steps to Modern
Service
Management
ITSM as we know it is dead. SaaS helped kill it, and CIOs should
be thankful. Heres what comes next.
By Art Wittmann
Repor ts. I nformati onWeek. com Ma y 2 0 1 4 $ 9 9
Previous Next
reports
reports.informationweek.com May 2014 2
C
O
N
T
E
N
T
S
TABLE OF
3 Authors Bio
4 Executive Summary
5 Service Management In A Cloudy,
Virtualized World
5 Figure 1: Making IT More Service-Oriented
6 SaaS On The Forefront
6 Figure 2: IT Service Management Maturity
7 Figure 3: Drawbacks to IT Service
Management
8 Figure 4: Use of Cloud-Based Enterprise
Applications
10 Figure 5: Satisfaction With Cloud-Based
Enterprise Applications
11 Figure 6: Primary Cloud Concern
14 Related Reports
ABOUT US
InformationWeek Reports analysts arm business technology
decision-makers with real-world perspective based on qualitative
and quantitative research, business and technology assessment
and planning tools, and adoption of best practices gleaned from
experience.
Our staff:
Lorna Garey, content director; lorna.garey@ubm.com
Heather Vallis, managing editor, research; heather.vallis@ubm.com
Elizabeth Chodak, copy chief; elizabeth.chodak@ubm.com
Tara DeFilippo, associate art director; tara.defilippo@ubm.com
Find all of our reports at reports.informationweek.com.
8 S t e p s t o Mo d e r n S e r v i c e Ma n a g e me n t
May 2014 3
Previous Next
2014 InformationWeek, Reproduction Prohibited
reports
reports.informationweek.com
8 S t e p s t o Mo d e r n S e r v i c e Ma n a g e me n t
Art Wittmann is an independent IT analyst and writer with 30 years of experi-
ence in IT and IT journalism. Formerly, he was VP of InformationWeek Reports,
and has served as editor of InformationWeek and editor in chief of Network
Computing and IT Architect magazines. Prior to his time in business technology
journalism, he worked as an IT director for a major university.
Art Wittmann
InformationWeek Reports
Table of Contents
Follow Follow Follow Follow
Want More?
Never Miss
a Report!
Follow Follow Follow Follow
May 2014 4
Previous Next
Millions of dollars and countless hours converting IT into a service provider, often via
ITSM and ITIL initiatives, did little to improve delivery of tech to the business. It certainly
didnt stop SaaS from rolling in the back door. Now, with business users sidestepping IT
completely, must the CIO accept a new role as simply a service manager?
No, but you do have to evolve. A hybrid environment, where IT delivers some services
augmented with external cloud and noncloud providers, is becoming the norm. In this
report, we evaluate ITs role in the modern enterprise, explore some downsides of this
perception shift, and lay out an eight-step plan to regain the IT as a strategist and part-
ner mantle.
reports.informationweek.com
reports 8 S t e p s t o Mo d e r n S e r v i c e Ma n a g e me n t
EXECUTIVE
S
U
M
M
A
R
Y
Table of Contents
May 2014 5
Service management in the IT world is dead,
at least as we used to know it. Dont mourn
the loss, celebrate the evolution.
In InformationWeeks July 2013 Service-Ori-
ented IT Survey, a former manager at a major
ITSM vendor said it perfectly: ITSM was criti-
cal in the pre-cloud and pre-automation envi-
ronments, but today its not well-aligned with
Agile and DevOps adoption.
Lets unpack that sentence. Before automa-
tion, when IT was slow to respond by defi-
nition, that timeframe is before there were
cloud options and IT was the only game in
town the concepts and tools of IT service
management were indispensable.
Now that the business has options, and now
that IT can be more responsive to business
needs, ITSM and its concepts are outmoded.
All we can say is, Right! Lets move on.
Though not universally so, its fair to say that
most organizations that adopted the IT Infra-
structure Library, or ITIL, in all its splendor and
glory ended up with the reputation of being
insanely expensive, slow, and unaligned to the
business. Why is that?
First of all, ITIL is all about cataloguing what
you have. Its not about figuring out what you
should have and delivering that. At least in its
early stages, its an inward-looking process
that doesnt give a damn about the needs of
the business. Build that catalogue and present
it to your users; put service assumptions in
your terms, not theirs; and force people to
come into your world dont venture into
theirs.
These days, about the only professionals
who still get away with that mindset are doc-
Previous Next
Is your organization working toward making IT more service-oriented, where IT at the larger organization is consumed,
priced, evaluated and paid for on a service level, rather than on an overall technology architecture or capital asset
level?
17%
32%
51%
Making IT More Service-Oriented
Data: InformationWeek 2013 Service-Oriented IT Survey of 409 business technology professionals, July 2013 R7190713/1
R
Yes
No, and we have no plans to do so
Not yet, but we're considering it


reports.informationweek.com
Service Management In A Cloudy, Virtualized World
reports 8 S t e p s t o Mo d e r n S e r v i c e Ma n a g e me n t
Table of Contents
Figure 1
May 2014 6
tors, since theres not much alternative. For an
enterprises IT needs, however, there are
plenty of options.
If you still think of your customers as users
and joke about how great your systems would
be if werent for people actually touching stuff,
find a different line of work. IT going forward
is going to be a very frustrating experience for
you. Sure, most of us still love technology for
technologys sake, but the customer is not the
enemy, and now that customer has choices
ones that can make your existence in the com-
pany either ugly or superfluous. Its time to
make friends, walk a mile in their shoes, con-
sider their needs first, and every other pro-cus-
tomer clich you can think of.
SaaS On The Forefront
Most everyone gets that IT has to be more
customer-oriented than we were just a few
years ago. Some of the people who under-
stand that best now work sales at software-
as-a-service vendors. Theyve learned that the
IT team is not their customer, particularly in
push sales. If a VP of IT comes to the vendor,
its almost always with a line-of-business exec
whose group will actually use, and probably
pay for, the service in question.
While IT can sometimes veto an application
because it lacks integration capabilities or
presents a security risk, most of the time, line-
of-business managers get their way. And they
select new SaaS apps based on feature sets,
not on how well a system plays within the ex-
isting IT infrastructure.
What SaaS vendors know, and what IT pros
need to learn, is that customers respond to a
discussion of their needs. They expect that
apps are secure and available and perform
adequately and can be integrated with exist-
ing systems. And while those tenets of previ-
ous-gen ITSM must still be considered in to-
days model, IT simply wont be judged by
Previous Next
2013 2011
How would you classify the maturity of your organization, in terms of IT service management?
IT Service Management Maturity
We actively manage IT as a service
Some of our IT offerings are managed as services, others are not
We manage underlying components that make up IT services, but not the service, end to end
We do not manage IT services
Base: 409 respondents in July 2013 and 479 in July 2011
Data: InformationWeek Service-Oriented IT Survey of business technology professionals
R7190713/3
25%
25%
37%
41%
30%
27%
8%
7%

reports.informationweek.com
reports 8 S t e p s t o Mo d e r n S e r v i c e Ma n a g e me n t
Table of Contents
Figure 2
May 2014 7
those metrics. Its a DevOps and Agile and
scale-out world. Server uptime stats dont
mean a thing, yet unfortunately, your ITSM
tools are occupied worrying about every
server being available when your architecture
no longer depends on that, and at least part
of your team is (or had better be) more wor-
ried about getting the next must-have func-
tion out the door.
What really complicates things is that Dev -
Ops/Agile/scale-out is just a partial reality for
most IT shops. If youre like most, you have:
>> Legacy applications running on bare-
metal hardware.
>> Legacy monolithic apps that are virtualized.
>> High-transaction-rate apps that have
their own unique needs, whether virtualized
or not.
>> Scale-out apps that are subject to Agile-
developed enhancements.
>> SaaS-based apps that bring new features
and present performance characteristics that
you cant control.
>> Apps that are run by outsourcers, where
a change in customer needs can mean a re -
Previous Next
What, if any, are the downsides of IT service management at your organization?
Drawbacks to IT Service Management
More bureaucracy
We invested in software that nobody uses anymore
Little to no improvement vs. before service management project
Some waste of money (hundreds of thousands)
Worse relationship between IT and customers
Lower morale
IT staff turnover based on skills mismatch
Significant waste of money (millions)
Other
None
Note: Multiple responses allowed
Base: 208 respondents at organizations working toward making IT more service-oriented
Data: InformationWeek 2013 Service-Oriented IT Survey of 409 business technology professionals, July 2013
R7190713/18
46%
18%
17%
16%
15%
15%
13%
5%
6%
19%
R

reports.informationweek.com
reports 8 S t e p s t o Mo d e r n S e r v i c e Ma n a g e me n t
Table of Contents
Figure 3
May 2014 8
negotiation of the outsourcing deal.
You could have the best service manage-
ment and service desk apps ever conceived
paired with the most proactive, customer-
friendly IT team ever assembled and youd still
have trouble presenting what looks like a co-
hesive, business-aligned application-service
strategy. Never mind truly delighting users at
every turn.
While we spent the first few paragraphs cas-
tigating old-school IT thinking, we admit that
tech leaders arent totally to blame. Theres a
certain painful futility in trying to keep IT in
lockstep with business needs over the long
haul. Most IT pros arent outgoing, empathetic
social animals. But they all want the people
who use what they create to be successful.
Users have problems when they have them,
but the truculent software and belligerent
hardware of the pre-virtualization, pre-web
services era left IT providing fixes in days,
weeks, or even months. Meanwhile, ITs cus-
tomers grew impatient, unhappy, and skepti-
cal about whether big, fat IT budgets were
money well spent.
ITs often-mocked bad attitude has been 40
years in the making, as the cycle of customer
empowerment followed by IT retrenchment
replayed itself over and over, like an ironic
Groundhog Day. In mainframe days, central IT
held all the cards. Minicomputers let certain
end users break away from ITs unresponsive-
ness and the unsuitability of mainframes for
certain tasks. Minis were hard to run, so back
to IT they went. End users latched on to the
PC, and IT lost a good bit of control. Client-
server apps and their access to business data
become important and IT was king again.
Then SaaS showed up and gave dissatisfied
customers and just as often, overworked IT
teams another option. For some organiza-
tions, SaaS has changed ITs role drastically.
For others, SaaS use is more tactical.
While most IT leaders are keenly aware of
this cycle, many do not look at service-ori-
ented management as the fix, or at least they
dont call it that. In 2011, InformationWeeks
Previous Next
2013 2012
Does your organization use any cloud-based (also known as software-as-a-service) enterprise applications (e.g.,
Microsoft Dynamics CRM, Salesforce.com, SAP SuccessFactors, Workday)?
Use of Cloud-Based Enterprise Applications
Yes, we are using SaaS applications
No, we are not currently using SaaS applications
Dont know
Base: 263 respondents in June 2013 and 268 in April 2012 with direct or indirect responsibility for enterprise applications
Data: InformationWeek Enterprise Applications Survey of business technology professionals
R7060813/7
46%
38%
46%
51%
8%
11%

reports.informationweek.com
reports 8 S t e p s t o Mo d e r n S e r v i c e Ma n a g e me n t
Table of Contents
Figure 4
Research: Beyond IT
Service Management
If the world wasnt changing, we
might continue to view IT purely
as a service organization, and
ITSM might be the most
important focus for IT leaders.
But its not, it isnt and it wont be
at least not in its present form.
Download Download
May 2014 9
Previous Next
Service-Oriented IT Survey found that 25% of
respondents actively managed IT as a service,
while 41% managed only some offerings that
way. Last year, the repeat of that survey found
the same 25% actively managing IT as a ser -
vice, while 37% partially did so. The survey
found that, increasingly, underlying compo-
nents were managed, but not the end service
as a whole.
That trend line looks like bad news for ITSM,
and perhaps it is. But to us, these respondents
just sound pragmatic.
Service management is
an expensive and com-
plex undertaking, so its
hard to blame the plu-
rality that doesnt go
down that road for
every app and service.
Likewise, were not surprised to see a bump in
the percentage concentrating on perfecting
the infrastructure, since a move to a virtual-
ized datacenter can have more impact on
service satisfaction that ITSM ever did.
The other factor thats likely coming into
play is that departments are taking more con-
trol over their IT-related spending. Say IT gets
a business customer who doesnt want a SaaS
app; it will be right back into the project-by-
project infrastructure that ITSM and cloud in-
frastructures abhor.
We absolutely arent recommending giving
up on the idea of service management. But
we do believe that a lighter-weight, more
functional approach is the best way to go.
Here then are eight points to consider as you
develop your own service management
approach.
1) Forget about SLAs. There really are only
two sets of people who like service-level agree-
ments: lawyers and uninterested IT pros. When
IT is on the receiving end of an SLA, it rarely
turns out to be a good indicator of the quality
of service youll actually receive, and the reme-
dies for missed service are usually inadequate.
Its always better to ask customers of a poten-
tial provider if theyre happy with the service
theyve received, regardless of the SLA.
The same is true for internal customers. They
dont care about SLAs, they just want to use a
service to get their jobs done. If theyre un-
happy and you hide behind your SLA rather
than address the unhappiness, at best youll
be unpopular. At worst, the customer will go
somewhere else.
2) IT managers need to spend real time
with their customers. SLAs are usually built
on metrics that mean more to you than your
customer. Haggling over definitions of usable
or preferable service just aggravates business-
people. Some of what we cover in SLAs is im-
portant, like if you need certain downtimes, or
to make the customer aware of other unique
conditions. These things can be covered in a
simple FAQ. If you want happy customers,
walk some distance in their shoes.
We dont mean the CIO sitting down with
the CMO (or others in management) and ask-
ing how things are going. Your IT team needs
to pound the pavement to understand how
line-of-business teams do their work and
where they get frustrated. Some of this infor-
mation can come from surveys, but as Steve
Jobs famously said, its the not the customers
job to know what he wants next. You need to
reports.informationweek.com
reports 8 S t e p s t o Mo d e r n S e r v i c e Ma n a g e me n t
Table of Contents
Your IT team needs to pound the
pavement to understand how line-
of-business teams do their work
and where they get frustrated.
May 2014 10
have IT managers at all levels spend time with
both the end users of your services and your
help desk team.
In the case of the latter,
weve heard time and again
how requests from customer
service reps for better tools
are ignored. If you make a pro-
grammer actually do the job
of the customer service team,
fixes happen pretty quickly.
Sometimes enhancements to
tools, for end customers or
customer service pros, are
trivial in terms of time and yet
improve the user experience
immensely. So get your team
out there. Spend some quality
time with your customers.
Were talking a couple days a
month, not a couple hours.
3) Work toward private
and eventually hybrid cloud
infrastructure. As we men-
tioned above, one failure of
legacy ITSM is due at least in part to dealing
with systems that couldnt rapidly respond to
changing customer needs or even failure con-
ditions. Even if you spent the time to get your
ITSM tools in place and applications fully in-
strumented and thats a big if the best
you could hope for was a sys-
tem that helped you respond
to problems and determine a
root cause. At least in terms of
hardware errors, cloud infra-
structures will help you avoid
single points of failure, and
theyll make it easier to re-
spond to varying load, should
that be an issue. But even
more important is the ability
to rapidly deploy, test, and re-
tire applications that make up
services.
The trick to building your
own cloud isnt necessarily
the technol ogy, al though
there certainly is a learning
curve and an initial expense.
Its convincing project owners
to invest in your cloud rather
than what might be a pre-
Previous Next
Please rate your organization's satisfaction with the following aspects of cloud-based
(software-as-a-service) applications, where 1 is very unsatisfied and 5 is very satisfied.
Satisfaction With Cloud-Based Enterprise Applications
Note: Mean average ratings
Base: 122 respondents in June 2013 and 102 in April 2012 using cloud-based enterprise applications
Data: InformationWeek Enterprise Applications Survey of business technology professionals
R7060813/8
R
2013 2012
S
e
r
v
i
c
e

r
e
l
i
a
b
i
l
i
t
y
E
a
s
e

o
f

i
m
p
l
e
m
e
n
t
a
t
i
o
n
A
v
a
i
l
a
b
i
l
i
t
y

o
f

t
e
c
h
n
i
c
a
l

e
x
p
e
r
t
i
s
e

a
n
d

i
n
d
u
s
t
r
y
-
s
p
e
c
i
f
i
c

c
o
n
s
u
l
t
i
n
g

a
d
v
i
c
e
V
e
n
d
o
r

r
e
s
p
o
n
s
i
v
e
n
e
s
s

a
n
d

s
u
p
p
o
r
t

c
a
p
a
b
i
l
i
t
i
e
s
S
e
r
v
i
c
e

s
u
p
p
o
r
t

f
o
r

o
u
r

s
p
e
c
i
f
i
c

b
u
s
i
n
e
s
s

a
n
d

i
n
d
u
s
t
r
y

n
e
e
d
s
I
n
i
t
i
a
l

s
e
t
u
p

c
o
s
t
O
n
g
o
i
n
g

s
u
b
s
c
r
i
p
t
i
o
n

a
n
d

s
u
p
p
o
r
t

c
o
s
t
E
a
s
e

o
f

c
u
s
t
o
m
i
z
a
t
i
o
n
E
a
s
e

o
f

i
n
t
e
g
r
a
t
i
n
g

t
h
e

s
e
r
v
i
c
e
(
s
)

w
i
t
h

o
n
-
p
r
e
m
i
s
e
s

s
y
s
t
e
m
s

a
n
d

d
a
t
a

s
o
u
r
c
e
s
3
.
7
3
.
6
3
.
6
3
.
5
3
.
5
3
.
4
3
.
4
3
.
4
3
.
4
3
.
3
3
.
3
3
.
3
3
.
2
3
.
2
3
.
2
3
.
1
3
.
1
3
.
0
1
V
e
r
y
u
n
s
a
t
i
s
f
i
e
d
V
e
r
y
s
a
t
i
s
f
i
e
d
5
reports.informationweek.com
reports 8 S t e p s t o Mo d e r n S e r v i c e Ma n a g e me n t
Table of Contents
Figure 5
Like Like Tweet Tweet
Share Share
Like This Report?
Share it!
May 2014 11
ferred configuration with an application ven-
dor. This is less of a problem than it used to be,
as vendors are now used to the idea of their
apps running on a virtualized cloud infrastruc-
ture. However, these same vendors may be a
bit cagier about performance, stability, and
availability promises. The bottom line is that
youll need to be convincing when it comes
to performance assurance or even semi-savvy
line-of-business managers wont buy in.
4) Use synthetic transactions. The dy-
namic nature of virtualized apps and services
can make instrumenting them for perform-
ance monitoring tricky. Further, since you
likely have that mishmash of apps we men-
tioned above, ranging from those running on
bare metal to virtualized to SaaS-based, about
the only way to consistently measure their
performance is via synthetic transactions.
Synthetic transactions simulate end-user in-
teractions and track response times. For inter-
nal services, you can often do this with script-
ing tools or specialized software. For external
applications, a variety of cloud-based services
will exercise your app from various points
around the world and using various end-user
platforms, including mobile devices. These are
your best shot at tracking the user experience
so you can be proactive about application
performance.
Its not necessary to measure every applica-
Previous Next
Whats the biggest concern preventing your organization from embracing cloud-based (software-as-a-service)
applications?
Primary Cloud Concern
Base: 141 respondents in June 2013 and 166 in April 2012 not using or who dont know whether or not they use
cloud-based enterprise applications
Data: InformationWeek Enterprise Applications Survey of business technology professionals
R7060813/9
R
2013 2012
D
a
t
a

s
e
c
u
r
i
t
y
D
a
t
a

o
w
n
e
r
s
h
i
p
L
o
n
g
-
t
e
r
m

c
o
s
t

o
f

s
u
b
s
c
r
i
p
t
i
o
n
-
b
a
s
e
d

s
e
r
v
i
c
e
A
u
d
i
t
a
b
i
l
i
t
y
/
c
o
m
p
l
i
a
n
c
e

w
i
t
h

i
n
d
u
s
t
r
y

s
t
a
n
d
a
r
d
s
/
g
o
v
e
r
n
m
e
n
t

r
e
g
u
l
a
t
i
o
n
D
i
f
f
i
c
u
l
t
y

i
n
t
e
g
r
a
t
i
n
g

w
i
t
h

o
n
-
p
r
e
m
i
s
e
s

a
p
p
l
i
c
a
t
i
o
n
s
S
e
r
v
i
c
e

a
v
a
i
l
a
b
i
l
i
t
y

(
i
f

t
h
e

I
n
t
e
r
n
e
t

o
r

s
e
r
v
i
c
e

g
o
e
s

d
o
w
n
)
I
n
a
b
i
l
i
t
y

t
o

c
u
s
t
o
m
i
z
e

t
h
e

a
p
p
l
i
c
a
t
i
o
n
I
n
a
b
i
l
i
t
y

t
o

l
e
v
e
r
a
g
e

e
x
i
s
t
i
n
g

I
T
/
d
a
t
a

c
e
n
t
e
r

i
n
f
r
a
s
t
r
u
c
t
u
r
e
L
a
c
k

o
f

f
e
a
t
u
r
e
s
/
f
u
n
c
t
i
o
n
a
l
i
t
y
V
e
n
d
o
r

l
o
c
k
-
i
n
O
t
h
e
r
3
4
%
3
6
%
1
3
%
1
0
%
1
1
%
8
%
1
1
%
1
0
%
1
1
%1
3
%
4
%
8
%
4
%
2
%
2
%
2
%
2
%
6
%
5
%
1
%2
%
5
%
reports.informationweek.com
reports 8 S t e p s t o Mo d e r n S e r v i c e Ma n a g e me n t
Table of Contents
Figure 6
May 2014 12
tion this way, but the critical ones should get
some form of simulated end-user testing on
a regular basis.
5) Empower your help desk. There isnt a
ton to say here other than if you arent listening
to the requests of your help desk people, youre
making a big mistake. Its easy to look at them
as the lowest paid and least skilled among your
IT cohort, and therefore least worthy of input
into the customer satisfaction equation.
Wrong.These people are your customer service
face, and if they see repeated problems or cant
get the information they need to quickly re-
solve customer complaints, you have a cus-
tomer relations issue. Listen to them.
6) Choose the right tools for the environ-
ments you have. Not so long ago, we might
have suggested that you seek one tool to
manage all aspects of your service delivery.
You know, one version of truth and that. Its a
good story. The thing is, we havent seen many
tools that are really good across all the ways
that IT shops currently provide applications
and services. Further, not every application or
service needs proactive monitoring so that
youll know about problems before your users
do. Attempting 100% coverage is expensive
and time-consuming. Some tools are better
for legacy apps, others are better for cloud-
based services.
You do, however, need a way to benchmark
and normalize the results of what IT does so
that you can see where youre doing well and
where theres room for improvement. But at-
tempting it with just one tool is more work
than its worth, and youll likely miss specific
methods that are ideal for various types of
services.
7) Survey your customers regularly and
act on the results. Spending time doing
what business users do is important and can
reveal opportunities for improvement that
youd never otherwise find. But you still need
to hear from customers in a way that allows
you to identify trends. Their perception is their
reality, and thats what you need to deal with.
In particular, surveys can reveal where cus-
tomer training might be lacking or where the
use of service features are simply not intuitive.
There are lots of ways to go about surveying
your customers. SaaS-based services can be
used for external-facing apps, or a well-
thought-out SurveyMonkey survey sent via
email and with assurances of privacy ide-
ally with some executive backing can be a
great way to find out what internal customers
really think.
8) Review your teams performance. All
that good data needs to be shared. While
planning for service improvement may hap-
pen at a meeting of IT directors, with action
taken on a functional team level, the overall
success of the IT team should be shared with
everyone in IT. We think quarterly reports on
the overall performance of IT, along with call-
ing out stellar performance and places for im-
provement, are about right.
Painstakingly cataloguing and presenting
services to customers, then managing those
services in the ITIL fashion is too static. Going
through that whole process is like painting
the Golden Gate Bridge; it takes a long time,
and once you finish, you need to start again
at the other end.
Problem is, todays IT environment is far less
Previous Next
reports.informationweek.com
reports 8 S t e p s t o Mo d e r n S e r v i c e Ma n a g e me n t
Table of Contents
May 2014 13
static than the Golden Gate. By the time you
get from one end to the other, users wont
want the same bridge, and most likely you
wont able to buy that color paint. Processes
need to be quick to implement, quick to show
results, and highly reflective of what cus-
tomers see. That still makes service manage-
ment a challenge, but one thats manageable
with a little fresh thinking.
Previous Next
reports.informationweek.com
reports 8 S t e p s t o Mo d e r n S e r v i c e Ma n a g e me n t
Table of Contents
May 2014 14
Previous Next
reports.informationweek.com
reports 8 S t e p s t o Mo d e r n S e r v i c e Ma n a g e me n t
M
O
R
E
LIKE THIS
Want More Like This?
InformationWeek creates more than 150 reports like this each year, and theyre all free to
registered users. Well help you sort through vendor claims, justify IT projects and implement
new systems by providing analysis and advice from IT professionals. Right now on our site
youll find:
2014 Enterprise Project Management Survey: Are DevOps and Agile principles finally
permeating PMOs? Among 421 respondents to our survey, 51% do take an incremental ap-
proach to large ventures. However, just 10% use analytics or visualization of business metrics
to decide when to terminate projects, so theres room for improvement.
Research: 2014 DevOps Survey: Only 21% of companies have implemented DevOps, with
another 21% planning to within a year. But getting good results is tough: 31% see or expect
significantly improved infrastructure stability from DevOps vs. 51% citing only some
improvement.
How to Tie Tech Innovation to Business Strategy: Heres a step-by-step plan to mesh IT
goals with business and customer objectives and, critically, measure your initiatives to
ensure the business is successful.
PLUS: Find signature reports, such as the InformationWeek Salary Survey, InformationWeek
500 and the annual State of Security report; full issues; and much more.
Table of Contents
Subscribe Subscribe
Newsletter
Want to stay current on all new
InformationWeek Reports?
Subscribe to our weekly
newsletter and never miss
a beat.

You might also like