An ENTERPRISE MANAGEMENT ASSOCIATES® (EMA™) White Paper Prepared for BMC Software
IT organizations consume large amounts of both capital and operating expense, ranging up to 7% or more of enterprise budgets. They also represent substantial operational risk and human resource commitment, and are increasingly a direct customer channel. A long-standing paradox in enterprise IT, however, is the “barefoot cobbler’s child” syndrome. Enterprise IT tends to be one of the least automated capabilities in the modern corporation, in terms of having comprehensive systems to meet its own needs. This is especially true for higher order concerns such as IT financial management, IT human resource management, and IT governance.
A number of products have been developed over the years to address this market need, but in general this remains an under-automated area in many enterprises, managed more with spreadsheets and emails. Data is collected episodically (the “fire-drill” syndrome), rather than pulled seamlessly from authoritative systems of record (which may not exist). Many of the “business of IT” products offered over the past ten years have suffered from this lack of available data. Extensive integration work is required at best, and if the data is not reliable or even there, products with solid concepts simply cannot be put into operation.
A logical solution for this is for the vendors of IT management suites to move “up the food chain” and start to provide such higher order services as a seamlessly integrated add-on to their existing monitoring, asset, and IT Service Management solutions.
BMC acquired ITM Software in 2008, a vendor of an integrated “business of IT” suite, and has renamed it to IT Business Management. Over the past two years, BMC has worked to integrate this acquisition with its Remedy Action Request System based platform towards the objectives of better cost and risk transparency, demand and portfolio management, vendor management, and IT governance.