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Global Services Blog

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One of the most memorable experiences I had as a child is going to the town fair with my dad and standing in line not for the rides, but to get the well anticipated cotton candy. To this day I can picture the smell of scorched sugar as the pan was spinning round and round. I can still hear the sugar pouring into the pan, feel the heat from the burner underneath, and picture the forming shape on the cane. Each one would turn out differently, some bigger others small, they all had a different texture but no matter what - they were all to die for!


Software implementation services have a lot in common with cotton candy with one distinct caveat. Most include unmet expectations that leave a bad taste in your mouth. But why is that? Why can’t vendors and consultants just get it right? In part, like cotton candy every project is unique and in fact one of a kind. When you buy a Coke can at your local grocery store, there is high probability that it will look the same and taste the same as any other can of Coke on that shelf. Compare that to getting a haircut, even if you go to the same stylist on the same day of the week on a consistent basis, the outcome will be slightly different every single time. Whether you catch a flight or take a collage course, every service you consume has the potential to suffer from similar quality inconsistencies.


But there is more to failure than quality problems. In the services business, we seem to be embracing a vicious cycle of inflated promises and high expectations that never really come to fruition. The cycle starts with the sales team painting a new tomorrow, stressing that the vendor has done it hundreds of times, and showing skewed benchmarks that often take into account the most successful projects. The clients on their end want to believe. They have a timeline to meet and a business to grow, and their sales reps are making their own promises to customers and company stakeholders based on the new bliss. Everyone becomes infatuated with an overly optimistic plan, and both sides pivot to the best possible outcome.


To break that cycle, clients should always assume that things will go wrong. They should insist on talking to clients that failed to implement a similar solution and where possible break down projects into smaller, more consumable chunks. Vendors on the other hand should be more upfront with their clients. They should share real world data and outline the risks unveiled in the early assessment of the project. Communication is also a key element, and in many cases when something goes wrong, it gets communicated late or not at all, adding to the overall friction and dissatisfaction.


When done right, this approach will help build stronger and more sustainable relationships between vendors, consultants, and clients and maybe, just maybe the social sphere will start rhyming praises about software implementations gone right!

Eric Holman

Ready, set, transform!

Posted by Eric Holman Jul 25, 2013
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The term IT transformation has seemingly been adopted by technology companies of all size and focus.  The idea is definitely a compelling one - leverage the knowledge and power of IT to transform the way business is done.  The end result is a more efficient, cost effective and nimble operation.  The process can involve many phases over an extended period of time with a multitude of players representing both IT and business  stakeholders.  The question is where should you begin?MR900449109.JPG



Tune in as Andy Miller and Ken Martin from BMC's Transformation Center of Excellence discuss recommended best practices for approaching the transformation process.

Play Podcast


Download MP3 (29:33)


To learn more read the Transformation Analysis Workshop datasheet.

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The following is a guest post from Julia Stegman, Vice President, Research at Technology Services Industry Association:


Companies – both large and small -- continue to display strong interest in cloud computing technologies. To quantify just how strong customer demand is, on average, cloud computing revenues for technology companies have increased 35% year-over-year. The cloud’s promise of ease-of-use, faster time to implementation, and accelerated return on investment is attractive to companies and they are embracing the cloud.



Remaining or becoming a leader in the markets you serve has never been more difficult, given that many markets are mature, have significant competition, and are burdened with increasing regulations to comply with. So focusing your employees on creating competitive advantage for your company is critical.


As companies deploy cloud computing platforms, there are a number of options with respect to the role that the cloud technology provider can play to help ensure your success. This enables you to keep your employees focused on creating competitive advantage and less on managing technology.



Most cloud technology providers have value-added services available to help you accelerate the return on investment in technology.


Typically, these services are referred to as ‘premium or premier support’, ‘enterprise support’, or ‘mission critical services’. Examples of the value-added services that may be offered are:

  • Best practices advice on optimizing the use of the cloud technology
  • Customer ‘success story’ webinars where you can learn best practices from other companies using the technology
  • Access to a Technical Account Manager or Solutions Architect to help you with configuration and performance optimization, and with driving end user adoption
  • Regular management reviews to discuss your business priorities and assist you with optimizing the use of cloud technology to achieve your goals
  • Role-based learning paths and customizable training templates to increase user adoption
  • Adoption benchmarking where your company’s usage adoption is compared with peer companies’ usage
  • Client-side diagnostic tools to facilitate troubleshooting


A prominent cloud services provider states that their customers who utilize the services listed above realize an 80% higher return on technology investment, versus companies that do not leverage these value-added services.


Many cloud technology providers will also manage the environment for you – they will take on the technology management functions on your behalf.


These services are typically referred to as ‘managed services’ or ‘administration services’, or ‘operational services’. There are wide ranges of service offerings starting with tasks that are managed by the technology company, and on the high end, where the tech company manages the entire operation on a day-to-day basis. Examples of managed services that may be offered are:


  • Testing of and planning for new cloud technology releases to ensure business continuity
  • Network troubleshooting and management, since it is sometimes difficult to ascertain whether a problem resides with  the network versus the cloud technology
  • Managing data integration with multiple companies’ technologies
  • Services that reduce the complexity of the operational environment
  • Managing the addition/deletion/modification of users for your company
  • Creating reports that deliver critical information and insights to enable data-driven business decisions


These services tend to focus on reducing your staffing costs to maintain technology, increasing the business value realized from having a technology in place, reducing capital costs, and reducing business complexity.


Value-added services and managed services are a core competency of technology companies. Customers that leverage these services receive a higher return on their technology investment and a shorter path to realized business value.


What is clear with cloud services is that the emphasis is squarely placed on ensuring each customer’s success, and that’s a winning scenario for everyone.


For additional information visit:

Julia Stegman

Vice President, Research

Technology Services Industry Association

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Since the initial announcement a few weeks back, MyIT has generated quite a bit of buzz from both customers and industry analysts.  The ability to access IT services from your personal device anytime, anywhere provides numerous advantages including improved productivity for end users while reducing overall IT costs.  IT Water.png


Like any large scale enterprise deployment, proper planning is key to long-term success.  With BMC’s MyIT Solution Planning Workshop, BMC experts work with your staff to understand your specific needs and develop a plan detailing the level of effort, architecture, and data needed to deploy BMC MyIT within your enterprise.  Before deploying MyIT you should consider:


  • Product integration requirements
  • Architecture and installation best practices
  • Analysis across physical, virtual, and cloud infrastructure
  • Risk and organizational readiness



Because the BMC MyIT Solution Planning Workshop focuses on your organization's business needs, the detailed action plan delivered at the end of the workshop is strongly connected to - and driven by - your actual business requirements.  At the end of the workshop, you will understand the exact level of effort, risk, and process change necessary to plan, deploy, and manage a BMC MyIT solution in your organization.


To learn more, read the MyIT Solution Planning Workshop datasheet.

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As BMC's Chief Services Architect for Cloud Computing, John Hawkins has the opportunity to regularly meet with CIO's and their respective IT departments to discuss all things cloud.  A common topic of conversation invariably comes back to the desire - or rather the NEED to justify investing precious dollars in implementation services on top of a newly purchased sofware solution.  Taking a broader approach beyond a simple install requires a transformative approach focusing on people, process, and proven best practices that will achieve the shared vision of both IT and the business.


Listen to the latest podcast from BMC Global Services to learn more about Release Lifecycle Management and the value of taking a transformative approach to your solution investment.



Play Podcast


Download MP3 (5:27)


To learn more, read the Release Lifecycle Management Implementation Services datasheet.


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The following is a guest post from David Shimberg, Director of BMC Global Services Marketing:


After years and years of managing and selling consulting services, I am imprinted with a Day “0” mantra from a long list of project managers that when repeated sounds like this:  “Do they have the hardware environment ready? Can we start the project."  As much as I hate to upset tradition, we might want to consider a new approach before starting on a Cloud journey. 


I recommend an updated mantra that says “Do we have the right people, in the right place, with the right skills to execute the plan?”   When one examines successful complex teams, there is certainly more than equipment that factors into success.


I have had the opportunity to spend time around some of our best college and professional sport coaches.  Phil Jackson, then the Coach of the 6x’s World Champion Bulls, invited me for a few summers to participate in a basketball camp where he executed his plan on our aging group of over 40 year olds, non-professional, mostly out of shape adults.  He had a plan; he assessed his talent; and he developed the talent (or as much as a weekend would allow) to accelerate the time line to achieve desired outcomes (survive the weekend).  In our case, his expectations were not too high.


The VP of Operations should have clarity around the core Cloud team’s roles and the skills they will need to drive the project.  BMC Education Services and our Consulting Services team will team to define the recommended skills specific to you the environment.   We recommend a “cloud skills assessment” for each team member to provide insight into their current technical skills and identify technical training needs. 


This approach provides an opportunity to build a team skills map to see how one team member’s strength can be leveraged to fill another’s weakness.   BMC Education Services provides a comprehensive Cloud Learning Path with course options that map to roles and preferred learning modality.  Our Education Architects will review the team’s skills map and create training plans for each team member.  In physical training terms, this is much like having a personal trainer who adopts the basic training strategies to the unique needs of the user.


Cloud environments are complex technical, people, process and political solutions.  They cross business boundaries to deliver much needed business value so training cannot be constrained to the IT organization.  While skills’ training is a critical success factor, solution adoption also requires having a communication plan. 


All stakeholders impacted by a successful Cloud environment have had expectations, responsibilities and timelines clearly communicated. The most successful team understands that it is not just the stars of the team that need to understand the roadmap to success.  Teams that accelerate toward their business goals have a strategy for enabling everyone impacted. 


At BMC we provide an Education Solution Accelerator (ESA) that is designed to support customized, multi-language and BYOD options.  Our education solutions are all designed to provide a framework for adoption. The first step to build a successful Cloud environment is to make sure that everyone impacted understands the vision, the roadmap, and the enablement model that they can leverage.  Getting the right people trained, with the right skills, at the right time takes effective managing and partnering.

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A number of technology retailers have shown that geeks can be friendly and fun in a face-to-face support environment; proving that IT people really can understand and help users when things go wrong.  As organizations start to embrace the “consumerization” of IT, many are starting to ask whether they should use the same first-line support model as deployed in some of the more forward thinking retail stores.


Why not indeed?


> Cost?
> Availability of support staff (who are expensive and should therefore be
working on higher value tasks)?
> Geographically distributed users?
> Abuse by people who swamp the staff with minor “how to” questions?

If you're considering taking your service desk to the next level, read the guide, "Getting Face to Face in ITSM:  How to build and run  a concierge bar" for answers to those questions as well as key considerations for building a succesful concierge bar solution.

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Far from mature, the ITSM industry needs to factor people into the process when building future solutions. Representatives and long-time professionals from BMC Software gather to discuss the psychology behind organizational change and organizational migration. This discussion supports elements from a larger ITSM Thought Leadership series focusing on migration.


Participants in this Google Hangout Include:


Chris Dancy @servicesphere, Office of CTO BMC Software

Chris Rixon  @messagemonger, Principal Solutions Marketing Manager BMC Software

David Cannon @itilso, Director ITSM Consultingl Practice, BMC Software



Organizational change is a reoccurring ITSM topic. But what are the real challenges?  Beyond a basic resistance to change innate in us all, and the classic “measurement” placed against the previous process, the overriding issue is that the human side of change is often foperson.pngrgotten.


Process is not something we implement and impose. Process is an optimum balance—a negotiation we do-- to get consistency. In organizational change, the biggest issue is forgetting that we are dealing with changing people. Ideally we should approach the process as working with the people—and timing the event  to impact a desired change.  Service management has struggled with this change theory for decades. Process, as it relates to the people, is the hard part of our evolution.



At BMC Software we are trying to cultivate a behavior to embrace IT change—and it requires a different communication than we have done in the past. Success requires messaging to the right channels at the right time and a comprehensive program can expedite this process considering factors such as:

  • The plan is thoughtful, documented and achievable.
  • Belief that those running the project are capable for successfully planning and running the campaign.
  • Belief that there are resources and contingencies towards success.
  • Eliminating any organizational barriers that have existed in the past.

Project management and communication plays a big role. Before jumping into any communication towards change, it’s important to impact thinking. There is a big gap between “NEED “and WANT.  But when “want” is established and action starts… if the focus stays on the “NEED”, and forgets to explain the “ reality towards completion,” the entire process can fall apart.


So is change possible with ITSM? Yes, but designing a communication plan including templates for profiling people and preference of messages needs to be in place.  The majority of companies get stuck in the stage of implementation. This happens when the goal and scope of the project are so long term and massive that the project doesn’t seem realistic. When deemed unrealistic, the overall end-value of that change is then lost in the drudgery of getting the solution done.


To embrace organizational change, we must learn to show consumers the “WANT” and then teach them to see “what’s in it for me” – in other words, make people want it. What’s interesting is that IT people have the same psychology towards change as other workers. So, in order to get to “want” stage, IT needs to believe … “is this change going to further the values of IT” OR  is it going to have a negative effect?


Does the culture dictate the change? Yes.  Where organizations struggle is when the narrative towards change is poor, and not documented. Motivated companies tend to exceed because participants are willing to work towards the goal. Controlled companies often fail to communicate the goal and focus on just the task towards the process. Ultimately unless employees are empowered in a change, the decision will fail. When a decision is driven by executives, the project has a better chance for success—because the involved executives are experiencing the same pain points in the process.


To listen to this video broadcast

For additional thoughts...  Working with People in ITSM migration -

                                             #ITSMchange     -  to follow the conversation on Twitter

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tl_john_hawkins.jpgIf you've read any recent analyst projections, you know that mobility is at or near the top of the list of priorities for any CIO.  As the Chief Services Architect for Cloud Computing at BMC, John Hawkins knows full well the importance of leveraging proper planning and expertise to ensure long term success.  Listen to John as he discusses the keys to ensuring a rapid and secure large-scale mobile device deployment.



Play Podcast


Download MP3 (3:48)


To learn more, read the Rapid Results for Mobile Device Management datasheet.

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Airline empowers business users and enhances customer service with BMC


BANGKOK, Jan., 31, 2013 – The reputation of Thai Airways International Public Company Limited (THAI), the national carrier of the Kingdom of Thailand, is unsurpassed in the airline industry. Famous for its ability to both retain customers and attract new ones, THAI drives a culture of rapid innovation, agility and operational efficiency in the face of fluctuating market conditions and changing passenger preferences. The company has been a tremendous success in an industry filled with many challenges, posting continued strong growth.


To capitalize on significant new market opportunities, the carrier decided to consolidate and streamline the management of its business processes onto a company-wide private cloud. To achieve this, THAI added the BMC Cloud Lifecycle Management product to its already extensive portfolio of solutions from BMC Software (NASDAQ: BMC).  “THAI realized a cloud-based solution could deliver the speed that the business needed without sacrificing the governance and efficiency that the IT group depended upon,” said Mr. Saroj Yuttatri, THAI Vice President of Information Technology Services Department. “We worked closely with BMC Consulting Services, which developed an installation and configuration blueprint that led to BMC Cloud Lifecycle Management being fully deployed in our test, development and production environments.”


THAI has more than 24,000 employees and a fleet of nearly 100 aircraft deployed around the world to serve the needs of millions of flying customers each year. Agility – from the individual employee all the way to the entire business – is key to success in the rapidly evolving business of commercial flight.

To enable this culture, the airline has made significant investments in leading-edge information technologies to streamline and manage its operations. THAI had a robust and reliable IT infrastructure, but its largely manual server and business service provisioning process introduced roadblocks for business users who wanted to quickly roll out new applications to better serve customers. The airline’s IT department realized that cloud computing offered the opportunity for even greater reform that would more tightly integrate IT processes with business service priorities, which were themselves shaped by an overarching desire to continue to delight customers.


In August 2012, the airline went live with a state-of-the-art cloud computing system, allowing key business personnel to automatically dial up computer power, storage and business services necessary to stay ahead of the game. As a result of adopting the BMC Cloud Lifecycle Management solution, THAI achieved the following benefits:

  • Business solutions that might have taken weeks to provision are now up and running 85 percent faster than before. 
  • With transparent access to the service level catalogue and a granular understanding of the costs associated with information technology, the business users are now in the driver’s seat. 
  • IT administrators have confidence that proper governance processes are being observed and that the BMC solution automatically manages the day-to-day management of patches, upgrades and maintenance required by the newly deployed solution. 
  • IT professionals who were previously spending much of their time manually provisioning servers and business services have been redeployed to more strategic IT activities.

“The business benefits are clear; instead of waiting two, three or four weeks, business users can go into the portal, select the marketing service they want, provision the number of servers and storage systems they need and then share the user IDs of people who will have access to the system. As a result they get a faster go-to-market in a competitive situation,” said Ms. Wannikar Chuanpraphan, THAI department manager for Systems and Network Technical Support.  Ultimately, THAI will provide wide access to the platform, allowing authorized business executives to increase the computing power and services they deem necessary to maintain and grow the airline’s competitive position. 


THAI is now embarking on the second phase of its deployment of the Cloud Lifecycle Management solution, which will leverage the BMC Cloud Operations Management tools to provide business users provisioning services with a view of what servers, storage and systems are available ahead of time. This will help avoid situations where a business user attempts to provision a service only to receive an error message noting that, for example, the appropriate levels of storage are not currently available.


This functionality is expected to be rolled out in early 2013, again putting the power in the hands of business users and ultimately enhancing customer service.  BMC Consulting Services worked with local reseller and systems integrator, Songkhla Finishing, to implement the BMC Cloud Lifecycle Management solution at THAI.


BMC Software has delivered a complete solution with integrated product modules that include:

For more information on THAI’s implementation of the BMC Cloud Lifecycle Management solution, please:

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BMC's Public Sector Services Cloud Practice has been awarded the CIO’s IT Innovation Award at "Westfield’s", an agency within the U.S. Government.

The CIO’s IT Innovation Award is intended to recognize teams that exemplify the organization’s and CIO’s values. Recipients of the award are noted for unique creativity, initiative, passion, and knowledge that has led to innovative improvements to the organization’s IT environment. This award goes to an individual or group who, through their dedication and perseverance, embodies the CIO’s value of innovation with the appropriate balance of cutting edge innovation.

The competition for this prestigious award was extensive. Of the many groups considered, only five teams were officially nominated. The engineering excellence of our Westfield’s enablement team drove the award selection. BMC Cloud Lifecycle Management implementation is the organization’s first enterprise level cloud solution.

The award highlighted the team ability to deliver a “scalable, cost effective, cloud environment with end-to-end network, compute, and storage components that improves provisioning response time by 3x the current capability.” The CLM implementation includes numerous customizations from tenant specific offerings, custom email notifications, password complexity checks, and service instance placement integrations. 

The award ceremony was held on January 22, 2013 during the IT Workforce All Hands event. The CIO and senior leadership of the organization were present.  The CIO stated, “The team designed a cloud computing architecture that will revolutionize the IT environment. The resulting design and architecture will provide an underlined architecture to optimize IT [at the organization] that is secure, enterprise scalable, improves speed of delivery, enables multi-level security that requires and automates the IT provisioning process.” The crystal award plaque is currently being displayed at the organization’s headquarters for all to see and admire.

Congrats to the entire Public Sector CLM/Datacenter Practice team!  They have proven, once again, that they are among the most elite in their field.

For details on BMC's Cloud Consulting Practice, visit

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phil_pergola.jpgAs the Area Vice President for BMC Consulting Services, Phil Pergola has seen his share of cutting edge customer engagements.  With responsibility for for the eastern region of the United States, Canada, and the federal sector means Phil not only has a really good grasp of geography, but he understands what customers are looking for in a rapidly changing and potentially overwhelming sea of change.  On any given day a CIO may have to meet numeous demands - think big data, mobility, or formulating a strategy for cloud clomputing.  All are great concepts on paper.  The key is making it work for each individual company, enterprise or federal agency. 


That's where BMC Consulting comes in.  Tune in as Phi Pergola discusses the changing trends taking place within the market, real life successes in the field, and what makes BMC Services the true driver for achieving customer goals.



Play Podcast


Download MP3 (4:23)


To learn more about BMC Global Services, visit


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He is faced with business units on the left, his team on the right, and a recently launched hybrid cloud sitting in the middle. Lincoln now faces the challenge of meeting a growing list of business service SLAs with business units queuing up for more.  His team is beginning to understand that operating in a cloud environment has forever changed their interaction with the business. They need new processes, tools and enablement strategies to manage in this brave new world.


CIO Lincoln, being a realist and effective leader, knows he and his team have not walked this path before. He knows that few of his trusted advisors have the experience of dynamically managing and optimizing capacity in a hybrid cloud environment; even fewer have best practices to proactively monitor his heterogeneous solution. His team is loyal and capable but they need mentoring and the user community needs to be cost effectively trained to keep support costs under control.


This scenario isn’t a movie, TV reality show or an uncommon business situation.  Our Cloud Center of Excellence (composed of experts from across the consulting, education, product, and support teams) has the advantage of “having been there and done that.”  For the past 3 years, the Cloud COE has learned from their early stage “arrows in the back” and 1000’s of hours of taking the largest Cloud implementations on the journey from strategy to Day 2, what it takes to manage a viable, effective cloud environment.


The COE is constantly refining the Cloud consulting and education service offerings to align with changing environments and lessons learned.  The CIO and his trusty team can sit thru a two hour BMC Cloud Lifecycle Management Executive Summary web based training, they can send their techies through the full set of BMC Cloud Certification courses and exams or they can select from a wide range of learning path that are designed to address the skills needed unique to roles on the team. 


The chief technology commander, surrounded by a team that has never traveled this cloud path before, can turn to the BMC Consulting Services to deliver advice and mentoring.  Our set of prescriptive service offerings generally starts with the BMC Cloud Solution Planning Workshop, which provides the roadmap that aligns IT, business, priorities, expectations, timelines, budgets and adoption plans. From this foundational work the next logical step will be based on the roadmap.  Customers might choose to implement an Express Cloud solution, or they may have decided that there is value in a pre-production Rapid Cloud Deployment, or are they are committed to jumping into full blown enterprise implementation.  The possibilities are somewhat endless, but a wise leader knows or needs to know what the team and the business can handle.


Cloud solutions should be flags of success that a CIO can wave to extend his tenure.  Get the right people to provide the right help, at the right time.


To learn more about BMC Cloud Consulting Services, visit


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Pechous.jpgAs a tried and true Chicago Bears fan, Ken Pechous, Area Vice President for BMC Global Services, recognizes the importance of creating an identity for success and sticking to it.  For the Bears, it’s all about a stout 3-4 defense and a strong running game.  Equally important is the ability to adapt to constant change, something the Bears have struggled with as of late.  With apologies to Ken and the Ditka nation, failure to adapt to the current landscape can mean the difference between holding up the Lombardi trophy or watching the game at home with the rest of us.


IT organizations are no different.  Faced with the unprecedented convergence of business, IT, and consumer demands, customers across all industries are waking up to an entirely new paradigm with dramatic consequences if not addressed.  The need for a proven approach to solve today’s IT and business challenges has never been greater.  That’s where BMC Services comes in.


Listen to Ken’s podcast as he discusses the trends that he is seeing in the marketplace, and what BMC Services is doing to get our customers to the next level.  Key topics include:


  • Challenges customers are facing to address disruptive technological advances
  • Customer expectations of a cutting edge technology company
  • Real world examples of BMC Services providing unique solutions to customer’s IT and business goals


Play Podcast


Download MP3 (6:05)


To learn more about BMC Services visit

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CUSTOMER WIN: mobily Extends Relationship with BMC Software to Create a Private Cloud


BMC Cloud Lifecycle Management and Consulting Services ensure a quick implementation


RIYADH, Saudi Arabia--(BUSINESS WIRE)-- mobily, one of the two largest mobile telecommunications companies in Saudi Arabia, is a regional thought leader in the optimization of IT operations. As such, it quickly saw the benefits of cloud computing and embarked on a major strategic initiative to fully implement cloud and automate its IT infrastructure.


After a thorough competitive review, mobily selected the BMC Cloud Lifecycle Management (CLM) solution from BMC Software (NASDAQ: BMC) because of its proven ability to deliver on key business requirements for the telecommunications leader. The company also engaged BMC Consulting Services to ensure a smooth and rapid implementation.  "As a longtime partner of BMC Software, we have been very impressed with the company's approach on Business Service Management and their best practices concerning the automation of our IT services," said Medhat Amer, CIO at mobily.

Haithem AlFaraj, VP of IT operations at mobile, added, "The use of BMC Services meant that the implementation and execution of the project was very well organized and efficient. Because of that we were able to manage all the required changes that arose during the implementation process itself."


The Challenge


mobily wanted to implement a private cloud that would automate service provisioning, provide an easy-to-use interface to encourage rapid take-up by end-users and ensure scalability for anticipated growth.


The Solution


mobily implemented the BMC Cloud Lifecycle Management solution to meet these objectives. The company also engaged BMC Consulting Services, including its BMC Cloud Rapid Deployment and BMC Education Services offerings.




With BMC Cloud Lifecycle Management and supporting BMC Consulting Services, mobily:

  • Reduced time for provisioning services from three to four weeks to 35 minutes
  • Increased IT productivity by automating manual capacity management processes - such as provisioning - across both the physical and virtual data center environment
  • Eliminated bottlenecks that delayed deployment of new applications
  • Obtained quick, dashboard-driven access to data that enabled better planning for data center power and cooling requirements over time


For more information on mobily's implementation and the BMC Cloud Lifecycle Management solution, please: 


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