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In our continuing DevOps Leadership Series, learn how the Disciplined Agile Development Framework (DAD, for short) applies a more disciplined approach to agile development by acknowledging and dealing with the realities and complexities of a portfolio of interdependent program initiatives. Could DAD help development groups in an enterprise environment scale up their smaller AGILE programming teams? In this interview we have a conversation with Scott W. Ambler, who led the development of Disciplined Agile Delivery at IBM. Scott provides his perspective on the future of DevOps and how the DAD movement may influence a wider perspective on the lifecycle of the entire program development process. DAD is a people-first process that is goals-based rather than prescriptive, addresses the entire lifecycle, and shares many concepts presented in continuous delivery.

Resources

Learn more about DevOps automation at BMC

Scott Ambler on the web: www.ambysoft.com

Disciplined Agile Delivery: disciplinedagiledelivery.com

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“We have to start from a very selfless place. We need to sincerely want to design a model that is focused 100% on getting the customer from mediocre to great.” — Peter Armaly

 

Bottom line for an IT customer is they want their life to be easier, they want the project to be a success, and they want the vendor to make that possible all the way through the life of the project. Learn how BMC brings a holistic approach to customer projects from start to finish, helping the customer achieve their goals.

 

Peter Armaly talks about BMC’s new and unique customer service success program, with its intense level of commitment, and how that program looks from the customer’s perspective.

PeterArmaly.png

Biography

Peter Armaly has had many roles in his long career in IT, many of which put him at the forefront of efforts to boost the odds of success of clients. His passion for business technology and his abiding appreciation for its power to propel companies forward have enabled Peter to speak thoughtfully and knowledgeably, across most of North America and many parts elsewhere, about both its challenges and compelling promise. He recently rejoined BMC Software after being away for 3 years and he’s happy to be back. In his role as Principal Customer Success Manager, Peter leads a team and is responsible for helping shape the practice in the very important industry-wide initiative known as Customer Success. Prior to that he was with the firm for 12 years.

 

Peter makes his home deep within the towers of downtown Toronto with his wife and balances that lifestyle by heading deep into the wilds of northern Ontario most weekends during the summer. There he and his wife spend time off-grid and out of range in a cabin they built from scratch.

Questions

  1. What’s the big deal here? What exactly is this new trend ‘customer success’?
  2. What are ‘guardians of the brand’? Is this related to why you are so passionate about what you do with customers now?
  3. How would you describe a win-win?
  4. What does BMC do exactly to help a customer after a sale?
  5. What are some real live examples of how this works?

Resources

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Part 1


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In our continuing DevOps Leadership Series, learn how automation tools can help build human connections — and give IT the chance to create business value. This time, we talk to Mark Burgess, founder and CTO of CFEngine, a leading provider of open-source IT automation software. In Part 1 of our conversation, find out how configuration management can help influence the culture of an organization, elevate the role of IT, and provide a competitive edge in the marketplace.

Part 2


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What’s the epic challenge facing today’s system administrators? Find out now in our continuing DevOps Leadership Series. In Part 2 of our discussion with Mark Burgess, founder and CTO of CFEngine, learn how the economics of IT management are shaping the technology decisions within many organizations. Also, get insights on how to deliver the services that matter the most to the business.

 

Resources

 

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In our continuing DevOps Leadership Series, learn how even billion-dollar enterprises can deliver

innovation faster with DevOps tools and processes. This time, we talk to Kia Behnia, senior VP and CTO

at BMC Software.

 

Find out how BMC used DevOps methods to accelerate its own application change

and release cycles, and learn why the consumerization of IT has made back-end automation more

important than ever.

 

Resources

Learn more about DevOps automation at BMC

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“The real tricky part about change is that as the volume goes up, the amount of work increases — so, inevitably, people try to take shortcuts.” —Simon King

 

The technology world is changing faster than ever — thanks to new system complexities, more distributed workloads, and access from all types of mobile devices (smartphones, tablets, and more). So, how can a busy IT staff keep up with the pace?

 

Join us for a talk with Simon King, Senior Director of Product Management for Service Support at BMC Software, and learn how to alleviate the pressures of change management. Find out about the latest best practices and state-of-the-art software that can help you:

 

  • Improve productivity by standardizing changes across the organization
  • Free up resources by identifying what changes can be automated and/or outsourced
  • Focus on the services that deliver the highest value to the business

Simon_King_2.png

Biography

Regarded as a thought leader and innovator in the software industry, Simon King directs BMC's Service Support product line and evangelizes BMC's Business Service Management vision and strategy. Previously, King was Director Strategy and business development for the Remedy product line. He was involved in the Version 7 release of BMC IT Service Management, and subsequently led the acquisition of Service Management Partners' Process Model for Remedy ITSM.

 

Prior to BMC, King has served as Senior Director Product Management at SupportSoft, VP of Product Management and Product Marketing and Director of Technical Support and Quality Assurance at BroadVision. He has also held Quality Assurance positions at Borland Interactive (now Inprise), MentorGraphics, Siemens SDG, and Mars Electronics.

Questions

  1. Can you give us a quick overview of IT services and IT service management?
  2. Now that we have a firm starting point, what do you mean by “the sneaky ways of Change”?
  3. In your blog, you also mention “the lightning bolt of Change.” What do you mean by that?
  4. What are the best practices for managing change? How do we maintain control of the process?
  5. Why don’t more IT shops follow these types of processes?
  6. How should a small IT group start out managing their change process and how should they scale that process as they grow?

Resources

Check out Simon’s blog, Learning How to Serve

Learn more about ITSM

Explore BMC Change Management

 

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“The challenge is how to manage cloud systems in a self-service way.” —Tim Fessenden

 

IT organizations are turning to the cloud to deliver business services with record-setting speed. But as cloud platforms become more prevalent, the management challenges seem to increase exponentially.Join us for a talk with Tim Fessenden, VP and product line executive for data center automation at BMC Software, about how your existing automation tools may be the key to managing your cloud operations.

 

In this 20-minute discussion, you’ll find out how to bring the benefits of automation — from lower costs to reduced risks — into your cloud environment. Learn how you can:

  • Manage your cloud operations from day two and beyond
  • Improve performance, manage end-user experience, ensure compliance, and more
  • Leverage your existing tools for integrated management
  • Get more details from Tim in his Viewpoint on Cloud article

Tim_Fessenden_2.pngBiography

Tim Fessenden, vice president and product line executive for Data Center Automation at BMC Software, is a seasoned executive with a history of enterprise software and data center experience. Prior to joining BMC Software, Fessenden was with BladeLogic, Inc.. He held a variety of management roles within the development and sales organizations, including product management, support, QA, and ultimately worldwide sales engineering. He also worked for Breakaway Solutions, a hosting provider, where he oversaw the delivery of updates to applications hosted within the Breakaway global data centers. Fessenden holds a Bachelor’s Degree in Entrepreneurship from Babson College in Wellesley, MA.

 

Questions

1. Why do IT shops mostly plan their cloud for day one, and not really think about the ongoing operations? How can they go about this differently?

2. What are the types of use cases that you would classify as “ongoing operations”?

3. Do you think IT organizations forget that they may already have tools in-house that can be utilized for managing cloud operations?

4. Why are people saying that cloud is more than “advanced virtualization”? From a C-level management perspective, isn’t it all just cloud technologies? Why do you have to invest more in automation?

5. Let’s talk about a long-term view for cloud computing. How does management build confidence that it’s headed in the right direction with building out a cloud infrastructure?

Resources

White Paper: Getting There: From Automation to Cloud

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Part 1

How far can you shorten the software development cycle, and still deliver a quality product? Find out in this latest installment of our continuing DevOps Leadership Series. This time, we talk to Ryan Martens and Steve Neely of Rally Software, a leading provider of tools for managing Agile development. In Part 1 of our conversation, learn about key steps for achieving continuous software delivery — such as “feature toggling,” automated testing, and more.

Part 2

An automated test infrastructure reduces the “fear factor” of pushing code to production. Learn about the other benefits of automated testing in our continuing DevOps Leadership Series. In Part 2 of our discussion with Ryan Martens and Steve Neely of Rally Software, find out how Lean/Agile approaches can help shorten cycle times and increase quality for the most complex enterprise-level software.

Resources

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“It’s not just TBs of data. The distance between data centers can impact performance.” — Rick Weaver

 

Thanks to a long history of reliable performance, mainframes continue to be the workhorses of the business world — and even power the latest cloud applications. That’s why the backup and recovery tools continue to get better and better. But are they really worth the investment?

 

Join us for a discussion with Rick Weaver, product manager for DB2 solutions at BMC Software, and learn how to minimize the risk of downtime for your critical applications.

 

Find out how BMC Recovery Management solutions can help you:

 

  • Coordinate recovery across DB2 and IMS applications
  • Improve performance with advanced copying techniques
  • Run recovery simulations without impacting availability

Rick-Weaver_100x125.png

Biography

Rick Weaver has over thirty years of experience in Systems and Database Administration for IMS and DB2 database systems, and has been involved in developing large, complex, mission critical applications in a variety of business areas for several Fortune 50 companies. At BMC since 1994, Rick has worked in Software Consulting, Professional Services, Product Marketing, and Product Management.

 

Rick is currently Product Manager for DB2 Solutions, responsible for setting product direction and managing release requirements for the BMC Software DB2 for z/OS product line.

Questions

  1. What is the current state-of-the-art in backup and recovery systems? How does cloud computing fit into the mix?
  2. How can customers leverage their investment in backup and recovery tools?
  3. Can customers exploit BMC Recovery Management solutions in support of day-to-day operations?
  4. How can backup and recovery systems be tested, and how often should they be tested?
  5. Where will backup and recovery tools be moving in the next generation?

Resources

Learn more about BMC Mainframe Solutions

Watch a 2-minute demo on BMC Database Recovery for z/OS

View the on-demand webinar: “Coordinated Recovery for IMS, DB2 and VSAM

 

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“CSI is about improving quality, operational efficiency and business continuity overall.” — Anthony Orr

 

Most ITIL adoption initiatives should begin with Continual Service Improvement (CSI) — where you identify the current state of your services, along with how they can be improved. Find out more in this conclusion of our series on ITIL principles.

 

Join us as we talk with Anthony Orr, Global Best Practices Director for BMC Services at BMC Software, about making IT changes with business justifications. Learn how CSI principles can help IT prioritize and manage the strategic projects that will deliver the most business value.

 

Anthony-orr-2.jpg

Biography

Anthony Orr is Global Best Practices Director for BMC  Services at BMC Software. Anthony has more than 25 years of experience  in managerial, consulting, marketing, and technical positions for IT Service Management strategies and implementations. He is certified in  ISO 20000, and ITIL Foundation, Practitioner, Service Manager and ITIL  V3 Expert levels. Anthony has authored many white papers, books, and  Industry Insights.

 

 

 

Questions

 

  1. In addition to software, what other areas should be included in the CSI category?
  2. What are the key principles that apply to improving services?
  3. Can you tell me some more about the CSI Register?
  4. What’s the best way to execute on CSI?

 

Resources

Learn more about ITIL

http://www.bmc.com/solutions/itil/itil.html

Register for a free booklet on ITIL Service Strategy

http://www.bmc.com/experts/reference-books/itil-books/itil-service-strategy.html

 

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“Operations has the challenge of becoming ‘optional’ if they don’t have the right principles in place.” — Anthony Orr

 

In Part 4 of our series on ITIL principles, learn how to ensure that your day-to-day operations are providing value from both the customer and IT perspective.

 

The Service Operation principles focus on value realization, operational balance, and operational health — so you can be sure you’re doing what you promised in your SLAs.

 

Hear from Anthony Orr, Global Best Practices Director for BMC Services at BMC Software, about how the latest IT trends are forcing a shift in operational policies. Learn how to keep end users from turning to outside suppliers for critical IT services.

 

 

Anthony Orr

Biography

Anthony Orr is Global Best Practices Director for BMC  Services at BMC Software. Anthony has more than 25 years of experience  in managerial, consulting, marketing, and technical positions for IT Service Management strategies and implementations. He is certified in  ISO 20000, and ITIL Foundation, Practitioner, Service Manager and ITIL  V3 Expert levels. Anthony has authored many white papers, books, and  Industry Insights.

 

 

 

Questions

  1. What principles should an organization consider to ensure the best outcomes in operations?
  2. How do you determine how many resources should go into maintaining operational balance and how many go into operational health? How can an organization make the best trade-offs?
  3. What other principles can improve operations?
  4. How do you get operations to pay attention to business strategy?

 

Resources

Learn more about ITIL

http://www.bmc.com/solutions/itil/itil.html

Register for a free booklet on ITIL Service Strategy

http://www.bmc.com/experts/reference-books/itil-books/itil-service-strategy.html

 

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“Change management is the key process area that helps us mitigate risk.” — Anthony Orr

 

How can you reduce the business risk of rolling out new products and services?

 

Find out in Part 3 of our series on ITIL service management principles. This time, our discussion focuses on Service Transition.

 

Join us as we talk with Anthony Orr, Global Best Practices Director for BMC Services at BMC Software, about transitioning your services into the live environment. Learn about the importance of prioritizing changes and training end users — so nothing interrupts your ability to deliver value to the organization.

 

Anthony-Orr-2.jpg

 

Biography

Anthony Orr is Global Best Practices Director for BMC  Services at BMC Software. Anthony has more than 25 years of experience  in managerial, consulting, marketing, and technical positions for IT Service Management strategies and implementations. He is certified in  ISO 20000, and ITIL Foundation, Practitioner, Service Manager and ITIL  V3 Expert levels. Anthony has authored many white papers, books, and  Industry Insights.

 

 

 

Questions

  1. How would you define Service Transition?
  2. What principles should guide an organization to mitigate the risk in service changes?
  3. What else is important for the audience to consider around Service Transition?
  4. How can the organization balance people, process, products, and partners?

 

Resources

Learn more about ITIL

http://www.bmc.com/solutions/itil/itil.html

Register for a free booklet on ITIL Service Strategy

http://www.bmc.com/experts/reference-books/itil-books/itil-service-strategy.html

 

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“A holistic approach ensures that everything comes together in the right way.” — Anthony Orr

 

The ITIL Service Design principle helps IT organizations move away from a “siloed” approach to service management, so they can deliver services faster and more efficiently. But what’s really involved with holistic service design?

 

Find out in Part 2 of our series on ITIL principles.

 

Join us as we talk with Anthony Orr, Global Best Practices Director for BMC Services at BMC Software, about how to produce the right output for the business. Learn how to design integrated solutions — combining the tools, technology, architecture, processes, and metrics — that enable IT to effectively meet customer needs.

 

Anthony-Orr-2.jpg

Biography

Anthony Orr is Global Best Practices Director for BMC  Services at BMC Software. Anthony has more than 25 years of experience  in managerial, consulting, marketing, and technical positions for IT Service Management strategies and implementations. He is certified in  ISO 20000, and ITIL Foundation, Practitioner, Service Manager and ITIL  V3 Expert levels. Anthony has authored many white papers, books, and  Industry Insights.

 

 

 

Questions

  1. Can you recommend some guiding principles that help support Service Design?
  2. Can you give us some more details about having a standardized, consistent, and integrated approach?
  3. Designing holistically sounds very modern. How do you describe this holistic approach?
  4. How does technology and architecture play into the holistic approach?
  5. How do you put this into practice? How do you execute on it?

 

Resources

Learn more about ITIL

http://www.bmc.com/solutions/itil/itil.html

Register for a free booklet on ITIL Service Strategy

http://www.bmc.com/experts/reference-books/itil-books/itil-service-strategy.html

 

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What are the top 3 insights from Lean software development that every IT practitioner should know?

 

Find out now in our continuing DevOps Leadership Series.

 

In Part 2 of our discussion with authors Mary and Tom Poppendieck, learn how automation plays a key part in helping IT discover the impact of small changes—and why quality can never be compromised in the DevOps world.

 

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“IT Service Strategy is all about making sure that we’re delivering business value.” — Anthony Orr

 

How can you help ensure the success of your ITIL initiatives? By understanding the principles behind ITIL processes, you can keep your IT organization focused on delivering business value.

 

Find out more in our five-part series on ITIL principles.

 

In this first conversation with Anthony Orr, Global Best Practices Director for BMC Services at BMC Software, you’ll learn how the ITIL Service Strategy principle can help connect IT operations with the overall strategy of the business. As a result, IT can improve quality of service for customers and end users — and make the strategic choices that matter in the marketplace.

 

Anthony-Orr-2.jpg

Biography

Anthony Orr is Global Best Practices Director for BMC  Services at BMC Software. Anthony has more than 25 years of experience  in managerial, consulting, marketing, and technical positions for IT Service Management strategies and implementations. He is certified in  ISO 20000, and ITIL Foundation, Practitioner, Service Manager and ITIL  V3 Expert levels. Anthony has authored many white papers, books, and  Industry Insights.

 

 

 

Questions

  1. What is the main objective of ITIL Service Strategy?
  2. How does the ITIL Service Strategy vary from an IT operations strategy? Isn’t that what IT cares about most — the operation?
  3. High-level strategies are often created by high-level management. What role do the IT managers down in the trenches play? Can they participate in the strategies that will affect them?
  4. What are the principles behind ITIL Service Strategy? Is there a list?
  5. Having a strategy is one thing, putting it into practice is another. What’s the next step and who is responsible for taking it?

 

Resources

Learn more about ITIL

http://www.bmc.com/solutions/itil/itil.html

Register for a free booklet on ITIL Service Strategy

http://www.bmc.com/experts/reference-books/itil-books/itil-service-strategy.html

 

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In our continuing DevOps Leadership Series, learn how the concepts of Lean software development can reduce risk in the DevOps world.

 

This time, we talk to Mary and Tom Poppendieck, the award-winning authors of three books on Lean development.

 

In Part 1 of our conversation, find out how rapid feedback loops can help DevOps teams work together to improve quality, enhance productivity, and deliver a faster time to value.

 

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