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The BMC Control-M 9.x: Fundamentals for Schedulers course is now available in the Control-M Learning Path.

 

 

This is a five-day instructor-led (ILT) course that combines classroom instruction with laboratory exercises. The course covers:

  • Control-M terminology, architecture, key components, and their relationships
  • Job execution, including the creation and scheduling of job definitions for a Control-M environment
  • Options for the scheduling of job definitions, including the use of different types of calendars
  • Control-M variables
  • Notifications and On-do Actions
  • Control and Quantitative Resources in job definitions
  • Workload Policy Manager
  • Use of BMC Control-M/Forecast
  • Use of BMC Batch Impact Manager

 

 

This course also includes an accreditation exam to emphasize the learning experience.

 

Abstract&Register.PNG

 

 

Click the image to open the Control-M Learning Path PDF.

Control-M 9.x Graphical Learning Path.png

 

 

Nidhi Gupta Dirk Braune Jon Rendle Mridul Ghosh Geoffrey Bergren Wendel Bordelon Jim Stephens Sabrina Paprocki Siddharth Mahabal Bhavana Kshirsagar

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The BMC Control-M 9.x: Fundamentals for Administrators course is now available in the Control-M Learning Path.

 

This course provides instruction and hands-on practice in the setup, administration, and customization options of the distributed systems BMC Control-M solution.

 

This is a five-day instructor-led (ILT) course that combines classroom instruction with laboratory exercises. The course covers:

  • Installation and configuration of Control-M/Server
  • Implementation of agentless platforms for job execution
  • Procedure for managing and troubleshooting New Day Processing
  • Implementation of Control-M Add-ons
  • Implementation of workload management and load balancing through host groups
  • Job history and version management
  • Control-M/EM and Control-M/Server database maintenance
  • Agent and client deployment
  • Procedure for troubleshooting the Control-M environment

 

This course also includes an accreditation exam to emphasize the learning experience.

Abstract&Register.PNG

 

Click the image to open the Control-M Learning Path PDF.

Control-M 9.x Graphical Learning Path.png

 

Nidhi Gupta Dirk Braune Jon Rendle Mridul Ghosh Geoffrey Bergren Wendel Bordelon Jim Stephens Sabrina Paprocki Siddharth Mahabal Bhavana Kshirsagar

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Assisted Self-Paced Learning = Learning for All... Anywhere, Anytime !!!

 

" Flexibility in learning methodology " is the buzzword for quite some time now. From mouth watering recipes to rocking zumba sessions, everything can be learned in your own comfort zone, at the time suitable to you, and without the need attend a classroom session. That's why we asked ourselves, " why can't we take the training to the student, instead of requiring the student to attend a training? "

 

So here they are - two brand new assisted-self paced offerings for TrueSight Capacity Optimization 10.x. Now you don't need to travel all the way, or sit in one class and complete all the lab exercises in one go. Register for learning, and complete it at your pace, anytime within the specified period. Not only that, for every day, you also get a half-an hour interaction with the instructor.

 

For more details access the BMC TrueSight Capacity Optimization 10.x Learning Path.

 

To know more about the ASP modality, access the ASP Infographic and Assisted Self-Paced Program Guide.

 

Dirk Braune , Nidhi Gupta Maria Riccelli Giorgio Gasparini Pankaj Pansare Geoffrey Bergren Kristen Linehan Anjali Chauhan Vishal Saxena Stefano Visconti

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Originally published on August 17, 2017 By Tom Baudry

 

Every IT leader wrestles with operationalizing a new software solution or business application for the enterprise. After advocating for the need to secure the budget as well as researching and getting approval for the solution selected, it isn’t a clear path to how your team and your end users will actually be successful. Moreover, the new technology needs to be released sooner rather than later so that the senior leaders who approved it quickly see positive results.

Depending on the nature of your organization’s business, there may be a mix of technology skill from self-taught and homegrown to those who only use business applications for a very small portion of their daily tasks for which IT leaders need to make a roll out plan. Not only does the roll out need to address the uneven abilities, but also how to ensure no matter the issue that arises, the end users have a strong, positive experience so that the change takes root. That positive experience for the least technical end-user is most critical but also the largest indicator for long-term system change. A poor first impression is extremely difficult from which to recover.

Assessing Your Organization

As a solutions company, we have seen clients from different industries do well and not so well operationalizing software products. Those companies that have a large end user base with a core skill set that is not oriented to using computers often have the greatest difficulty. As an example, we assisted a global food service company that handles all the food supplies for restaurants, canteens and snack shops that buy from them. Their main end-users are chefs and restaurant general managers whose core skill set is around creating and delivering menus and food offerings for their locations to turn a profit. Most of their business critical time is going to be doing anything but sitting behind a computer.

As food items are sold, stock will need to be re-ordered which in today’s world means via computer. That ordering system needs to be an easy experience as well as customized for the industry-specific requirements. To save money, we have seen these types of companies invest fewer resources on IT from planning to releases – when in reality they need to better plan for and invest in support they need to make a successful launch and acceptance of the new system.

Another key indicator for IT launch needs is the proportion of “homegrown” IT and those with the skills needed to use the new system. When end users are new to the system, many who do not have a core skill set in technology will likely want to speak to someone to walk them through it. Does your team have the ability to answer those questions easily, with confidence and create a positive experience for your non-technical users? If you know your team needs more run time with the product, yet you’re under pressure to launch quickly – you will need an alternative to get you to at least 80 percent ready for the launch.

Addressing the Needs

IT leaders have many roll outs in their careers – some go better than others and some the adoption takes off and others are less effective. Much of the opportunity for success happens based on the strength of the roll out plan and focus on end user community. When you put your roll-out plan together, did you successfully identify and plan for all stakeholder and process needs? More important, have you made sure your team not only knows the product, but even further is ready to provide a positive experience for end users? IT training is critical to the plan from IT through the end-user. Of course, there isn’t always enough time, enough budget or enough clarity around what all the end users want to have in the new system.

In the case of our global food service IT leader, there was only clarity around 80% of the total capability the business wanted. There was a significant need to get the product to the end users quickly because the current system was almost failing creating significant challenges for the business. Therefore, the roll out needed to happen quickly and simultaneously create a positive experience so that they could secure helpful feedback driving the remaining 20% of capability to plan and execute.

To address these needs, the customer opted for interim operational support for the first 90 days after the product Go-Live. By going this route, the IT team had the ability to learn by working side-by-side with a product expert as tickets came in, were queued, reviewed and responded to. This allowed the IT team time to grow their skill with the product and the types of questions that would come in from their non-technical end users as well as how to most positively resolve those cases. It also helped ensure that the feedback they received on the additional functionality needed by the field wasn’t eclipsed by complaints. Finally, it gave them the insight needed to plan for the IT training of their team to fully ensure certified product knowledge was on-site.

If you would like to learn more about interim operations support for your BMC product, please fill our form to receive a call back. If you would like to learn specifically how our Consulting Services can help, please check out our Day 2 Operations datasheet.

Tom Baudry

Tom Baudry is an Area Vice President at BMC Software with extensive understanding of the practical aspects of deploying technology to drive business outcomes. He currently focuses on driving customer value realization and business benefits through people, process, technology and data. Tom has over 30 years’ experience deploying technology-based business solutions in creative ways while ensuring alignment of technology with an organization’s culture and business needs. Prior to joining BMC, Tom spent two years as an IT Director responsible for business applications. Tom’s background includes 11 years leading national and global captive services teams implementing SFA and CRM solutions across multiple industries including finance, energy, technology and healthcare. His experience also includes three years as a product manager during which he launched a customer advisory board at the C-level.

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A large education offer like BMC´s training and certification program with more than 200 courses and certifications can sometimes look confusing. You might ask yourself, which courses and certifications you need based on your role and responsibilities and in which order you should take those.

The new graphical learning paths BMC just released for the major products a few days ago provide a great overview by product, version and role, which training and certification BMC recommends and also the recommended order and possible alternatives. Please see below the example for BMC TrueSight Operations Management 10.x curriculum:

 

You can access the new graphical learning paths by the following steps:

  1. http://www.bmc.com/education/courses/find-courses.html
  2. Search for the product you want to see the graphical learning path:

3. Select the first object, called Learning Path

 

 

4. Click on the graphical learning path object to view and download the graphical learning path pdf document. The document may have several pages for different roles and versions

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Long awaited and now available: BMC Education is releasing four Expert Level courses, which enable experienced customers, partners, and employees to reach the next level of skills to more successfully implement, operate, and support complex BMC environments.

After passing the online exam of these courses, attendees will be able to demonstrate their achievements as Certified Experts, BMC´s new and second certification level (see also the brand new certification program guide).

The four Expert Level courses are:

 

Each Expert Level course includes 3 days of intensive hands-on experience, a one-hour Q&A session with a BMC top product expert, and various topics around integration, troubleshooting, tips and tricks, and deeper dives in various topics.

 

You can see detailed course contents and available dates via the four course links above. The first delivery will be for BMC employees only to verify the approach.

 

Hurry to sign up to secure you seat, as the first classes start next week and seat availability is limited. Become a proven Expert!

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I created a question Is it possible to query incidents within Remedy 7.6.4 using WSDL/SOAP via javascript? and started moving onto the HelpDesk_QueryList_Service but was running into an issue.  I couldn't get the Remedy field ids ( a contractor controls the server ) and I couldn't find an example of the correct qualification syntax.  Turns out the field ids may be scraped of the page via the "arid" attribute.  Below is my SOAP envelope example.

 

var env = "<?xml version='1.0' encoding='UTF-8'>"

+  "<soapenv:Envelope xmlns:soapenv='http://schemas.xmlsoap.org/soap/envelope/' xmlns:urn='urn:HPD_IncidentInterface_WS'>"    

     +  "<soapenv:Header>"

          +  "<urn:AuthenticationInfo>"

               +  "<urn:userName></urn:userName>"

          +  "</urn:AuthenticationInfo>"

     +  "</soapenv:Header>"

     +  "<soapenv:Body>"

          +  "<urn:HelpDesk_QueryList_Service>"

               +  "<urn:Qualification>'7' = \"Pending\"</urn:Qualification>"

               +  "<urn:startRecord></urn:startRecord>"

               +  "<urn:maxLimit>10</urn:maxLimit>"

          +  "</urn:HelpDesk_QueryList_Service>"

     +  "</soapenv:Body>"

+  "</soapenv:Envelope>";

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Originally published by Bhupinder Mahi on March 23, 2017

 

We often hear from customers that when a business application that employees frequently use has been upgraded, the calls to IT support increase and they often echo the same themes:

“…Something is not right!”
“I can’t access the solution!”
“This thing is so slow…”
“The thing I used to use is no longer there. Where did it go?”

Employee end-users are frustrated, so they are venting. They are used to IT “just working” in their personal lives – think Facebook, Amazon, Twitter – and they want the same smooth experience in their work applications. However, too often they list “failed” upgrades and slow responses as gaps between what they want and what the IT organization is delivering. When this happens, the IT support organization is seen as the “tortoise” in the race with the “hare.” By reviewing this scenario from “inside and outside the shell,” there’s a solution for helping IT organizations to catch up to, if not eventually keep pace with, the “hare.”

A View inside the Shell

For months, the application upgrade project team has done everything to the letter of the project plan utilizing every best practice: they’ve completed the system testing; the integrations have been validated; and they’ve logged in from a number of locations using a variety of logins and confirmed that the system is up and running. With all activities showing positive results, the IT application upgrade project team believes they are ready to hand over to IT Operations and move onto the next project.

The IT Operations team has been involved with the project as well. But they’ve also had to sustain their day-to-day tasks which include: all their system checks; log checks; integration checks; SLAs to keep green; targets to meet; and, even further keeping the “hares” delighted with all company business applications. Between all of this, they’ve had to find the time to learn the ins and outs of the new solution—the nuances between the new, “improved” workflows and processes and the old ways of working.The “tortoises” are so dedicated to having things run smoothly, they fit all of this in even when it meant they had to schedule one session at 6 am to stay on deadline.

So, inside the IT shell, the “tortoise” believes it’s going above and beyond to ensure that the upgrade as well as all important applications and systems are running perfectly. As they go to push the new solution live, they are confident the “hare” will be impressed. But, often IT hasn’t looked outside the shell. What’s going on there can unlock a key for catching up to the “hare.”

Getting Out of the Shell

So, what are things like for the “hare” outside of the IT “shell?” Well, the “hares” are running after their business goals with laser focus on the finish line. They don’t often think, “Hey, there’s a potential hurdle ahead I may have to jump because IT is upgrading a core application to my job.” They may recall an e-mail or a town hall that debuted exciting new features that were coming, but now that they are here they find that it is not clear to them how to use the updated solution. Since they don’t know how to navigate it, they need help and so the calls start coming in fast and furiously! And, they think “IT just don’t get me.”

As focus shifts to the user experience and solutions increasingly move to the cloud, the IT support organization needs to move out of its “shell” and into being more actively involved with supporting the transformation that is taking place. This transformation is only gaining pace, driven by the “hares” who are demanding the same smooth, intuitive IT experience at work as they have at home and in their social lives. This means that the focus of IT organizations needs to change. Yes, the IT support organization still needs to keep the IT “lights on,” but now increasingly also needs to put greater time and focus on how to keep the “hare”—the business and its users—satisfied, or better yet – delighted.

And, as you can see from the description of what’s going on “inside the shell,” IT needs the space and the bandwidth to do that. So, what help do they need to enable them to get out of their shell? Let’s go back to the opening upgrade scenario to find the answer because there are many things the “tortoise” is doing that the “hares” don’t see that are critical to successful business application delivery and impact how the “hares” do their daily work.

The Tortoise Catches the Hare

To achieve this new, expanded business mission successfully, IT support organizations need to re-organize, to become much more flexible and responsive. They need to focus on being able to manage the changes in a much more collaborative and engaged manner. They need to be seen as an extension of the business. They need to move away from the pure operations space and leave that to the solution and product experts. They need to be in the business of IT management and refocus to become suppliers of services back to their businesses. They need to manage the IT solution vendors and the IT services that they provide. In other words, the pure IT operations function for every solution needs to become just another service to the enterprise. That’s the way they can catch up to the “hares” and deliver service excellence, fulfilling the user needs.

These changes are compelling and make sense, but how can they be accomplished without significant financial cost or having to substantially expand the size of the IT organization? An application managed service handles application operations, application administration requests, incident and problem management, and operational reporting to optimize the reliability and health of your solutions and reduce total cost of ownership (TCO). These services are based on ITIL best practices. They become part of the support eco-system, an extension to the service desk, and by applying experience from other customers and other solution implementations, they enable proactive problem management and improve performance.

By adopting this service for your critical applications, your IT organization will be ensured a high level of solution availability because the correct configuration, workflows and user interfaces will be completely packaged and delivered as a complete system. As an added benefit, expensive resources will be freed up to focus on innovation and strategic products, thereby maximizing operational efficiency. Moreover, the application managed service can scale as business requirements shift.

The “hare” is driving the demand for IT solutions—they need access; they want an intuitive experience; and they want it now. With an application managed service, the solutions will be available when they need them, have the capacity to meet changing requirements and have the right capabilities configured in the way that users want. In short, an application managed service helps the IT support organization begin to catch up to the “hare.”
Please visit our Applications Managed Service page to learn how BMC can help your IT organization.

These postings are my own and do not necessarily represent BMC's position, strategies, or opinion.

Bhupinder Mahi

Bhupinder Mahi is a Director at BMC Consulting & Application Managed Services with a deep understanding of both the business and technical aspects of IT. He’s currently focusing on building a services portfolio for Transformation and Managed Services aimed at allowing customers to realize value and derive benefits from BMC solutions. Bhupinder is a recognized thought leader with over 20 years’ experience in the outsourcing and managed services industry. He has helped multiple customers build optimized operating models and then assisted them to transition successfully from project to operations mode. Prior to joining BMC, Bhupinder spent over 10 years at Computer Sciences Corporation where he was a member of the Service Management group and the lead for developing self service solutions. Then as part of the Business Change Consulting group he was responsible for managing a team creating and delivering SIAM operating models and solutions to customers. Bhupinder has worked across a number of industry sectors and has a deep understanding of healthcare, banking, telecoms, manufacturing and government bodies. He has led and been part of engagements for some of the largest global organizations from requirements’ analysis and definition of the business problem, to developing the business case, building target operating models and delivering to an agreed roadmap based on maturity to adopt and the benefits case.

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In the first quarter with 20+ Assisted Self Paced courses (ASP), BMC has surpassed 100 and just this week already 200 customers and partners plus also a large number of employees.

This indicates that ASP courses help customers to learn flexibly and 24/7 all required BMC skills to successfully implement and manage BMC solutions. Assisted Self Paced training combines the value of instructor led courses via the full course recording, the hands on practical exercises in a virtual lab and the 1:1 instructor coaching for every student with the full flexibility to take Training when students have time.

Customer can chose from 20+ courses as Assisted Self Paced (ASP), some specific for our partner (for those please check your PREP Webpage). BMC will release
another 20 in 2017.

BMC continues to provide customers the choices to take all relevant contents (a complete learning path) self paced or still in a classroom, for example for TrueSight
Operations Management (updated for the latest 10.5 release):

 

In case you have any questions or you have additional feedback, please don´t
hesitate to contact me directly.

 

Dirk Braune

 

Director Education Portfolio and Development

 

BMC Software

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Originally published by Dirk Braune on February 23, 2017

Every business and IT leader has business critical goals to achieve when they make an IT investment. Even further and often more daunting is being able to quickly demonstrate the value around it back to the company. After the acquisition process, the pressure is on to get the solution operational and functioning to specification. And the project success not only depends on the quality of the solution but also on the skills of the project team. Instinctually we know that training is an essential requirement for project success.

Customize Based on Your Needs

What type of training you invest in can make a difference. More important, it´s key to select the most efficient solution for your company’s specific demands. Standard training that’s pre-packaged is immediately available and doesn´t require investment in customization.  It is often available self-paced 24/7 or via a pre-determined schedule.

On the other hand, if your delivery timeline is accelerated, investing in customized training can make the difference in not only getting your team productive quickly but can even further ensure adoption—especially if the solution is for a wide-scale release to all staff at your company.

By investing in a customizable training program, the content is tailored to the specifics of your IT environment and the skill level of your team. You can even adjust the branding to be consistent with corporate standards as well as integrate seamlessly into your other training offers.

Does Customizable Learning Really Make a Difference?

The short answer is yes – but don’t take it from me. Here are two different examples from our customers – one with a focused set of use-cases and another with a wide-scale solution roll-out to both technical and non-technical staff.

Accelerating Use-Case Adoption

For a major U.S. bank managing over $138 billion in assets, regulatory requirements drove the need for modern IT solutions to automate compliance management. The bank needed to efficiently manage compliance, patching, and remediation tasks across its IT groups and successfully meet compliance milestones. BMC Education Services accelerated solution adoption and efficiency gains through a tailored on-site education program. The program focused on three key domains (application package deployment, compliance management, and patching) and armed staff with the capability to quickly build out more complex automation use-cases such as automated vulnerability remediation and provisioning self-service. By completing the training faster, and therefore helping the IT staff to more quickly achieve success using it, the bank was able to accelerate additional use-cases, substantially reducing the original timeline to go from three use-cases completed within a year to five.

Accelerating Wide-Scale Solution Roll-Out

For an international airline based is Southeast Asia, operating efficiencies are of critical importance to ensuring competitive pricing of their flights and travel services. The airline needed to efficiently manage help desk tickets converting from a call desk to an automated, self-service solution and for this they selected BMC’s MyIT solution. Thousands of employees needed to understand the importance of the change to them as well as be able to use the new solution quickly so that cost-savings could be achieved quickly. BMC Education Services accelerated solution adoption by tailoring a 6 minute communication video highlighting the benefits to the airline and the employees and the key steps in the implementation. The video was complemented with an end-user web-based training module, incorporating the company’s branding and messages that trained all staff on critical uses of the tool for their roles. By tailoring the training content, the airline was able to accelerate through the change management process and get higher usage rates of MyIT than initially expected.

To learn more about BMC customizable learning, check out our explainer video on YouTube. If you are considering migrating to MyIT for your help desk, you can learn more about how our acceleration service can assist that effort.

Dirk Braune

Dirk Braune is Director Education Development for BMC Software responsible for course offering strategy and definition as well as the complete development of all education contents. Before BMC, Dirk was responsible for PTC University EMEA including all sales, deliveries and operations of the company’s education business (PTC is a CAD and process software vendor). Prior to PTC, Dirk led the overall learning portfolio for Alcatel-Lucent with 4,000+ courses, the training pricing plus all customized deliveries. While at Alcatel-Lucent, he led the customer training as Director for Alcatel-Lucent and later was named Vice President for learning development and strategy of the Enterprise Division of Alcatel-Lucent. In his 13 years for Genesys (a contact center software vendor), Dirk was VP of Genesys University for five years and sat on the global education team. His earlier work at Genesys also included the management of the German and European training teams. Over his 20-year career in the IT and learning industry, Dirk has worked with and in international companies and teams as project manager, instructor and manager, including subsidiaries of Siemens and HypoVereinsbank/UniCredit. Dirk has also served on the CEdMA Board of Trustees for several years as Programs and Services Trustee. Dirk holds a Master in Psychology from Ludwig-Maximilians-University in Munich.

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In October 2016 BMC launched the first Assisted Self Paced (ASP) courses. ASPs offer the training, which was offered in a classroom before, now 24/7. Students have unlimited access to
the recording of the training session with all tips and tricks of experienced instructors and the original student ebook. Also students can practice like in a live course hands-on with full access to the virtual lab and in case of questions they can leverage 1:1 support by BMC instructors.

In the meantime BMC has released 20 courses as Assisted Self Paced (ASP), some specific for our Partner (for those please check your PREP Webpage). Additional 4 will be released until end of this quarter, and another 15 will follow in the next months after.

You can already chose for several products, if you want to learn all relevant contents (a complete learning path) self paced or still in a classroom.
For example for BMC BladeLogic Server Automation (BSA) now you have the following choices:

We have already reached more 100 customers and also a significant number of employees, who reported back that they appreciate the easy access without dependency on a class schedule, no travel being required, flexibility to learn in smaller chunks, and the possibility to repeat important and to skip known information. Based on the feedback of the pilot we have further improved the ASPs eg demos are possible now in full screen mode.

 

In case you have any questions or you have additional feedback, please don´t hesitate to contact me directly.

 

Dirk Braune
Director Education Portfolio and Development
BMC Software

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We’re excited to share with you our plans for the 2017 BMC Exchange event series.

 

BMC Exchanges are one-day, no cost events where you will gain new insights about digital business, get up-to-date information about the latest BMC products and services, and network with your peers, BMC partners, and BMC experts.

 

Hosted in seven cities across four continents, we’ve made it easier than ever to attend a BMC Exchange event near you:

 

 

CountryCityDateLocal User Groups
USA
  • Washington DC
  • June 7

Midwest User Group South East User Group

North East User Grou2p Texas User Group Remedy Bay Area User Group

DC Area User Group BMC Northeast Ohio User Group Tennessee BMC User Community

 

USA
  • New York City
  • Oct 12

Midwest User Group South East User Group

North East User Grou2p Remedy Bay Area User Group Texas User Group Tennessee BMC User Community BMC Northeast Ohio User Group DC Area User Group

Singapore
  • Singapore
  • Oct 31
Singapore User Group Malaysia User Group
China
  • Beijing
  • Nov 2
China User Group
UK & Ireland
  • London
  • Nov 14
UK User Group
Germany
  • Essen
  • Nov 16
Deutschsprachige User Group
Brazil
  • Sao Paulo
  • Nov 30
Grupo de Usuários Brasil

 


Here are a few ways you can justify attending a BMC Exchange:

  • No cost to attend
  • Convenience – choose from nine locations and only be out of the office for a single day plus travel.
  • Product and services education: Learn about the latest BMC products and services capabilities as well as best practices, tip & tricks, and more from BMC experts, other customers, and partners by attending breakout sessions. Plus, explore complementary offerings from our partners by visiting the technology showcase.
  • Networking: Build professional relationships with industry peers, partners, and BMC experts in our technology showcase, in between sessions, during lunch and the evening reception, along with impromptu hallway conversations.
  • Visionary keynote speakers: Take away valuable insights and practical guidance on today’s digital IT and business challenges.


Please save the date on your calendar now, check out the
FAQ for more information, and visit the BMC Exchange site in the coming weeks as we add further details on presenters and call for papers, track sessions, sponsors, and more. 


As part of the decision to expand BMC Exchange we will not be hosting BMC Engage this year

[In addition, you may have seen the discussion on BMC Communities from members of the Remedy community considering the possibility of hosting a worldwide Remedy user group meeting in 2017. Should this occur, BMC is firmly committed to supporting it.]

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Are you considering to upgrade to Remedy 9? If so, you can leverage real life advanced knowledge from BMC experts, who have migrated many customers before! At BMC, we know that our customers can speed up their upgrade from Remedy 7 or 8 to Remedy 9 and minimize and mitigate any issues, if they use best practices for the strategy and execution of the migration. That’s why we recently released BMC Remedy IT Service Management 9.x: Upgrade Fundamentals as a web-based training (WBT). This course will explain the major benefits moving to Remedy 9, all necessary steps for an upgrade and the best strategy to plan and execute the migration. You will learn from BMC experts sharing best practices for efficiently upgrading as well as strategies to avoid common problems. In 120 minutes, you will have the keys to help your organization plan and execute an effective upgrade. You can register directly here.

 

Best regards

Dirk Braune

Director Education Portfolio and Development

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Originally published by Jon Rendle on December 19, 2016

Despite a year in which England chose to separate from the European Union (aka, Brexit 2016), those of us in IT recognize another reality. Our technology world has everything to do with being connected together. For IT to succeed, there are business policies, compliance regulations, and most of all, other integrating technologies to manage through and consider. For those of you embarking on any BMC product upgrade or implementation, teaming with rich technical expertise can help you ensure a smooth and successful deployment.

Here are some recent examples of how to leverage our Premier Support services to lead to your desired business outcome with BMC technologies, instead of going it alone.

Find Your Weekly Pulse

Keeping business running “normally” means you need baselines for what “normal” is in your organization. One of our customers, an international chip manufacturer, cited the ability to know how things are going and where pain points are on a weekly basis as a key value add from BMC Premier Support Services. He describes “the weekly pulse” generated by his BMC Premier Support Account Manager as a key component that keeps his organization moving faster than possible on its own. The customer’s Key Performance Indicators (KPIs) and operational goals are aligned across his team and the BMC extended team, and weekly action items are driven through to completion by his designated BMC Support Account Manager.

The customer summarizes it best:

“I am always a skeptic about companies wanting me to pay more for an elevated level of support.  Thus, I was initially a skeptic about the value I would receive from BMC Premier Support.  I’m here to tell you that I have become a convert. A consistent BMC person that we can ask to drive things to resolution makes our life easier.”

Knowledge is Power

In addition to weekly deliverables, there are important periodic milestones among our IT customers as they roll out technologies. In today’s digitally transforming environments, software is pushed out more rapidly and may originate outside of IT. BMC Premier Support customers often review all of their release schedules with their Support Account Manager to proactively identify interdependencies and manage for a worry-free go-live day. The Premier Support Architect and Support Account Manager develop “cookbooks” with the specific steps to migrate or upgrade the environment, produced from the customer’s project plan and their knowledge of the environment. This aids tremendously in the ability to mitigate the risks associated with such activities.

Not only does this help proactively clear any immediate, foreseeable issues, but also benefits the same customer later. For example, project plans and a detailed knowledge of the environment helps when BMC releases updated product versions.

What we hear from customers is that “with Premier we get both product knowledge with great advice,” and “Premier Engineers keep track of important changes to BMC products that can affect our environment and help us avoid problems.”

The Need for Speed

Last but not least, BMC Premier Support offers customers the ability to build a BMC relationship that is familiar with your own IT world, both technically and with your team members.

Most Premier engagements include a hosted test environment that matches the customer’s BMC products for debugging and pre-production testing. When a consistent resource knows your environment intimately, cases are turned around faster—even when multiple parties are involved. Especially amidst complex situations with multiple technologies, delegating BMC product-specific action items to BMC can expedite getting the right knowledge, rapidly tuned to your precise situation.

If your goals include reducing issue resolution time, limiting Severity 1 issues, and improving how smoothly and quickly BMC fits within your complex environment, don’t go it alone — learn more about BMC Premier Support. Download this data sheet or visit our Web page. For 24/7 support, as always, BMC provides ample and rich self-serve resources at Support Central.

These postings are my own and do not necessarily represent BMC's position, strategies, or opinion.

Jon Rendle

Jon Rendle is global vice president of Customer Support at BMC Software, Inc. He leads the company's support organization where he is responsible for all levels of technical product assistance from BMC’s Premier Support program to developing innovative self-help channels. For nearly 20 years, Jon has grown his career with BMC, working his way up through the ranks from technical services to achieving an executive leadership role. Jon is respected by both his team and customers for not only his honed technical skills, but also his ability to create and nurture relationships. Jon believes and encourages the idea that engaging with customers is central to ensuring complex issues are resolved effectively. Prior to BMC, Jon cultivated his technical skills in support roles for several industry players including Informix Software Inc (now part of IBM), Peregrine and Remedy corporation.

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Originally published by Bhupinder Mahi on December 14, 2016

 

Two recent Application Managed Services engagements that I participated in have brought to light one of the key characteristics I believe helps make good CIOs great – visibility into IT services. It’s not enough to know where you are doing well; it takes daily visibility and tracking across the good situations, the bad ones, and sometimes under the ugliest of conditions, to continually improve.

One global customer aspired to find and troubleshoot system issues before anyone in their retail or online stores could experience them. The other hoped to differentiate and grow their business through new digital services for US consumers – but first needed a stable infrastructure.

In both customer cases, IT leaders were relying on their third party service providers to gather and monitor performance metrics. In both cases, the data was so filtered that it unfortunately could not depict the reality on the ground.

The lack of service visibility became apparent over time. In quarterly reviews, leaders were shown metrics that implied all was well. However, in fact, the very customers the US enterprise had hoped to attract were frustrated with poor service availability. The global retailer’s employees were bypassing processes and opening up security risks. Some would repeatedly raise IT issues, but without resolution. The leaders never saw this reality and thus could never act on it.

Both of these enterprises decided to move closer to a realistic view of their IT operations, selecting BMC to operate and run their systems daily. In the global retailer’s case, BMC specialists were already on site, consulting on architecture to unify and scale service desk operations. In the US retailer’s case, they were heavily reliant upon BMC tools, but had not yet brought in BMC people.

What I heard from these customers are the following comments, which I’m sharing because I think this visibility issue is something that every great leader might be struggling with. I also hope you’ll share your feedback experiences on this topic in our Communities forum. Especially as every enterprise looks to digital transformation for competitive advantage, knowing the good, bad and ugly will be essential for successful IT leadership.

“Finally, I can see reality”

We heard from leadership in these two cases that the BMC Application Managed Services approach not only stabilized the service desk environment, but gave them increasing confidence that the data reported reflected reality. Reporting data is pulled directly from BMC tools and mapped to agreed-upon metrics. Through the scheduled performance and service reviews, or as needed, the leadership team can readily view the operating conditions based on what matters to them (the good), as well as any exceptions to goals or SLAs (the bad).

As happens in complex operating environments, they can also rapidly see any service performance changes or issues impacting users (the ugly) and act quickly. In the case of a global retailer, this means rebuilt credibility with internal stakeholders.

When technical teams know their IT solutions inside out, a different picture of reality emerges. They know what data to get from where, and how. This is true with anyone proficiently trained on your software, but is more apparent when it’s the software vendor managing its own tools for you.

Through adept configuration and active management across a rich set of tools, the same vendor who runs your overall platform can share the actual data pertaining to service quality, performance and health. This unfiltered view can form the basis of better decision making.

“When something comes up, there is a governance model to fix it”

Another common thread in the customer feedback in these two cases is the correlation between better visibility and the ability to act on insights. Since an Application Managed Service approach involves business contracts, there is no getting around clearly defined roles and responsibilities. This is scoped early on. Issues that do come up from the unfiltered data can be routed to a pre-determined set of resources.

In BMC’s case, there is the added benefit of tapping into BMC consultants, offshore and onshore, as a talent pool. A defined BMC Service Excellence Customer Success Service Delivery methodology  builds that into each services role, but regardless, teams that work for a software vendor are highly motivated to make that software work at its peak. BMC has a vested interest in supporting the customer to get the very best out of BMC products.

With Application Managed Services, relationships to get things done are hard wired into the engagement business terms. A dedicated Service Delivery Manager is the face of a BMC Application Managed Service, walking the customers’ corridors as a trusted member of the team. Both the customer’s internal IT employees and any partners involved in the customer operations are aware of all aspects of the service. In this governance model, BMC provides “the single throat to choke.”

“It keeps us honest”

Great leaders strive to succeed, always looking for solutions and better ways of working. Sometimes problems are hidden as collaborative teams work jointly on projects. It can be difficult to find solutions when the root causes are not clear. In other cases, the readiness or technical maturity level of the organization has never been tested.

Through an Application Managed Services agreement, the combination of tool-derived data and clearly defined roles will shed light on the truth. Visibility may raise the fact that in-house teams don’t have the right skillsets. It’s possible that prior work on systems from temporary contractors caused issues. Or perhaps resources were never scoped and staff simply doesn’t exist. More commonly, the organization may never have thought about implementing a particular step first, like SSO, to mature their environment before taking on more complicated service goals.

By partnering in an Application Managed Services relationship, a high level of trust and shared interests is developed. The ongoing data, communications, and relationships keeps everyone honest and aware of what has to be done. This joint working relationship not only improves the ROI of your BMC investment, but it also strengthens your organization’s readiness for digital transformation.

In many cases, having experts run your solutions brings clarity to just how ready and mature your organization really is for change. Great leaders can then act and drive ahead on these insights to lead to operational excellence.

Do you know the good, the bad and the ugly as you manage to your company’s best? Please visit our Consulting Services  pages to learn more about reaching your digital enterprise destination.

About the Author:

Bhupinder Mahi

These postings are my own and do not necessarily represent BMC's position, strategies, or opinion.

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