Your service desk should be the one stop shop for internal and external customers. But, in order for IT to be the orchestrator of knowledge and the service catalogue, you need to provide excellent service and quick response times. Join Forrester and Nimsoft for this one hour webcast and discover the most current recommendations for service delivery and management best practices. Visit http://www.nimsoft.com/solutions/nimsoft-service-desk for more information.

1. Welcome!
Enabling your service desk to be the
front face to IT
Tim Rochte Eveline Oehrlich
(Hubbert)
Senior Product
Marketing Principal Analyst
Manager
Forrester
Nimsoft
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2. The Technology of Efficient IT
Tim Rochte
Nimsoft Product Marketing
Page 2
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3. People and Process need Technology
Consistent
Knowledge Interface
of business
services
Normalized
metrics
Nimsoft Unified Manager
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4. Nimsoft Unified Manager
Service Management for Modern IT
Bullet-proof
service management
processes
Broadest set of
technology
monitoring
Unified
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5. Solution Overview
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6. Nimsoft Service Desk
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7. Benefits for your organization
› Configure don’t code Adaptable workflow
» Workflow is 100% configurable allows you to meet your
» No programming skills required specific business needs
without custom code
» Configuration not lost in upgrades
› Simple Pricing Model Simple
» Pay per user implementation
» Fixed or floating licenses shortens your time to
value
» Free end user access
› Cost Savings Seamless upgrades
» Automated Free Upgrades make it possible to get
the latest improvements
» No Infrastructure Required without ripping apart
your implementation
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8. Benefits for your users
› Workflow focuses on actions
» Tell Nimsoft Service Desk what to do, don’t guess based on
status changes
› Tried and True Interface for Service Desk Agents
» High Throughput, Multi-Window design
- Keep individual Incidents, Change Requests, etc. open while
working in other parts of the system
» Easy to use Portal Web Interface
» Available anywhere anytime
› Self Service available by
Automatic incident
web or e-mail creation lets you
proactively address
potential service
interruptions
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9. Real World Proven
› Scalability
» Publishing company with worldwide presence
- 50+ countries, 1000 calls per day – 300,000 customers
- Cut costs 25% - To production in 4 weeks
› Lower TCO
» IT Services & Compliance
- 15 agents, 350 employees, 500 tickets…primary tool for
managing PCI compliance controls
› Time to Value
» Customer Service
- 40 agents, supporting 35,000 external customers, 10,000
tickets/month… production in 4 weeks
Service Operations
» Incident Management
» Problem Management
» Request Management
Service Transition
» Change Management
» Service Asset Configuration Management
Service Design
» Service Level Management
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10. End user self service
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11. Unified Analyst Screen
Main screen
shows
‘tickets’
relevant to
the user and
basic
dashboard.
Other
modules
available in
one click
along the
left
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12. Configuration Management
Search, drill
down and
graph CMDB
items and
relationships
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13. Reporting
Reports
displayed in
Nimsoft Service
Desk or exported
to PDF or CSV
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14. Nimsoft Service Desk Benefits
Adaptable workflow
Simple implementation
allows you to meet your
shortens your time to
specific business needs
value
without custom code
Seamless upgrades - get
Real world proven ITIL
the latest improvements
and years of best
without ripping apart
practices built in
your implementation
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15. Nimsoft Unified Manager
Common Experience in
SaaS or On Premise to
shared UI and common
suit your business
technology
Automatic incident
Pay as you Go to align
creation -proactively
with your business
address potential
value
service interruptions
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16. The People, Process and Technology of Efficient IT
Eveline Oehrlich (Hubbert), Principal Analyst
September 22, 2011
16 © 2011 Forrester Research, Inc. Reproduction Prohibited
2009

17. Agenda
The good news and the bad news
IT operation teams face challenges
The components of efficiency
The roadmap to efficient IT
17 © 2011 Forrester Research, Inc. Reproduction Prohibited

18. The top business priorities in 2011: Grow revenues,
acquire customers, and lower costs
“What are your firm’s five (5) most important corporate business priorities over the next 12 months?”
(Multiple responses accepted)
Grow overall company revenue 64%
Acquire and retain customers 54%
Lower the firm’s overall operating costs 44%
Acquire and retain talent 38%
Improve quality of products and/or processes 37%
Improve your customer relationships 36%
Improve our ability to innovate as an organization 32%
Improve workforce productivity 31%
Drive new market offerings or business practices 28%
Expand into new geographic markets 27%
Improve business flexibility and resilience 21%
Streamline business operations and consolidate… 20%
Comply with government regulations and… 14%
Re-engineer core business processes 14%
Acquire other companies or divest parts of… 11%
Improve corporate environmental sustainability… 10%
Move costs from capital to operating expense… 3%
Other priority 1%
Base: 2,691 business decision-makers and budget holders from companies worldwide with 100 or more employees
Source: Forrsights Business Decision-Makers Survey, Q4 2010
18 © 2011 Forrester Research, Inc. Reproduction Prohibited

19. Business and IT relationship
19 © 2011 Forrester Research, Inc. Reproduction Prohibited

20. Three forces will have a significant impact on the
IT-business relationship
2010 2014 2016 2020
20 © 2011 Forrester Research, Inc. Reproduction Prohibited

21. Technology drives revenue and innovation and cuts costs
“How much do you agree with the following statements about technology at your firm?”
(Respondents selecting “4” or “5” on a scale from 1 to 5 [5 being “strongly agree”])
4 5 - Strongly agree
The executive team is regularly involved in decisions about
34% 43%
technology investments
Technology is a fundamental element of our business model 28% 49%
Reducing costs/improving efficiency through technology is
31% 45%
high on the agenda of our executives/board
Driving business innovation through technology is high on
31% 38%
the agenda of our executives/board
Business management understands technology 40% 20%
IT management understands our business 35% 23%
Business groups’ technology purchases influence other
40% 16%
business groups’ selections
The executive team won’t invest in technology unless the
26% 17%
case is driven by business leaders and not by IT
IT solicits business input on technology investments, but
23% 14%
they make the final decision
Business groups generate ideas using technology to solve
20% 7%
problems, but few are implemented
Business leaders often make investments in technology and
15% 6%
services without IT’s involvement
Base: 2,691 business decision-makers and budget holders from companies worldwide with 100 or more employees
Source: Forrsights Business Decision-Makers Survey, Q4 2010
21 © 2011 Forrester Research, Inc. Reproduction Prohibited

22. The good news: we can spend!
Forecast: Global IT Purchases On Currency-Adjusted Basis, 2010 To 2012
Source: January 31, 2011, “2010 To 2012 Global Tech Industry Outlook”
22 © 2011 Forrester Research, Inc. Reproduction Prohibited
January 2011 “2010 To 2012 Global Tech Industry Outlook”

23. The bad news: need to reduce the MOOSE
M_aintenance of
O_ngoing
O_perations
S_ystems and
E_quipment
23 © 2011 Forrester Research, Inc. Reproduction Prohibited

24. Reverse MOOSE with IT efficiency to free up time
and dollars for revenue and innovation activities
IT MOOSE:
Maintain
Ongoing
Operations
Systems (and)
Equipment
Source: October 18, 2005. “Defining The MOOSE In The IT Room”
24 © 2011 Forrester Research, Inc. Reproduction Prohibited

25. Improving IT efficiency is top priority
“Which of the following initiatives are likely to be your IT organization’s top IT management
priorities over the next 12 months?”
High priority Critical priority
Improve the efficiency of IT 50% 31%
Improve or streamline business processes 48% 29%
Improve our customer management capabilities 49% 27%
Increase IT capacity/resources to drive
48% 27%
business innovations
Increase the scope of IT's centralized or shared
47% 23%
services
Improve the measurement of IT's impact on
47% 22%
business performance
Define strategy for risk and compliance 47% 21%
Expand eBusiness or Internet initiatives 38% 23%
Improve the sustainability and energy efficiency
40% 15%
of IT operations and infrastructure
Market the IT department within the firm 38% 13%
Improve IT performance by adopting processes
36% 13%
like CMM or ITIL
Base: 2,803 IT executives and technology decision-makers from companies worldwide with 100 or more employees
Source: Forrsights Global IT Budgets, Priorities, And Emerging Technology Tracking Survey, Q2 2010
25 © 2011 Forrester Research, Inc. Reproduction Prohibited

26. IT Operation groups face challenges
Business
Service delivery demands
Customer
satisfaction
Justifications
Adoption
Service consumption
New technologies
26 © 2011 Forrester Research, Inc. Reproduction Prohibited

27. We could …
Source: Rudder Finn blog
http://www.ruderfinn.co.uk/blogs/dotcom/files/2009/06/enviromental-head-in-the-sand.jpg
27 © 2011 Forrester Research, Inc. Reproduction Prohibited
or …

28. Efficiency = People
+
Technology
28 28 contents © 2010 Forrester Research,Reproduction Prohibited
Entire © 2011 Forrester Research, Inc. Inc. All rights reserved.
+ Process

29. Efficient IT does much more than
reduce IT costs —
it also frees up time and money to focus on
revenue generating and innovation activities.
29 © 2011 Forrester Research, Inc. Reproduction Prohibited

30. Examples of Inefficient IT
(waste of CAPEX and OPEX)
CAPEX OPEX
 Overprovisioning  Low ABC-to-IT admin ratios
 Low utilization  Low XYZ-to-employee ratios
 Unnecessary redundancies  Poor operational best practices
 Misallocation of resources  Lack of policy enforcement
 Misallocation of devices  Lack of energy management
 Poor needs assessment  Inadequate skills
 Overly conservative  Inadequate system
management
 Inadequate capacity planning
30 © 2011 Forrester Research, Inc. Reproduction Prohibited

31. Inefficiencies in your IT staff and business users
 Poor economies of scale: Typical physical Windows
server/admin ratio —15:1; virtual servers — 50:1; cloud —
10,000:1
 Repetitive tasks: On average, 25% to 40% of help desk calls
are related to password resets.
 Low-value tasks: Admins resemble boiler watchers when they
get stuck on tasks with no real business value, like monitoring
single servers.
31 © 2011 Forrester Research, Inc. Reproduction Prohibited

32. Inefficiencies in your software and applications
 “Shelfware”: A survey showed half of enterprises were over-
licensed by between 10% and 30%.
 Wasted maintenance: Typical maintenance rates average 22%
of the license cost annually, so in a three-year agreement, each
license is 66% more.
 Unfulfilled maintenance value: Though far more carried
Software Assurance with upgrade rights to Vista, this never
exceeded 15% of the market.
 Misappropriation of funds: A recent survey showed audits rise
from 3% in 2009 to 13% in 2010.
 Inefficient expenses: Many audits cost £200,000 or more.
32 © 2011 Forrester Research, Inc. Reproduction Prohibited

33. Your Roadmap To Efficient IT
33 © 2011 Forrester Research, Inc. Reproduction Prohibited

34. A framework for improving IT efficiency
Identify efficiency Define metrics
opportunities
People
Process
Technology
Remediate Measure and
analyze
34 © 2011 Forrester Research, Inc. Reproduction Prohibited

35. All of which requires to shift to a modern IT
1. A “changed” IT organization
2. An effective understanding of key business services
and how IT supports them
3. Integrated, aggregated management of these services
4. Adoption of best practice framework(s)
5. A front desk : your customer service team
35 © 2011 Forrester Research, Inc. Reproduction Prohibited

36. Traditional technology-oriented department
Source: March 11, 2009, “Inquiry Spotlight: Infrastructure & Operations Organizational Structures, Q1 2009”
36 © 2011 Forrester Research, Inc. Reproduction Prohibited

37. New process/service-oriented department
Source: March 11, 2009, “Inquiry Spotlight: Infrastructure & Operations Organizational Structures, Q1 2009”
Forrester report
37 © 2011 Forrester Research, Inc. Reproduction Prohibited

38. The new IT organization: the IT enterprise
Business Business Business Business
unit unit unit unit
Business services
IT enterprise management
IT process management
IT service
IT service transition IT service delivery
development
Source: December 8, 2009, “It's Time For IT Management Software 2.0”
38 © 2011 Forrester Research, Inc. Reproduction Prohibited

39. Reverse MOOSE with IT efficiency to free up time
and dollars for revenue and innovation activities
IT MOOSE:
Maintain
Ongoing
Operations
Systems (and)
Equipment
In 2010: Only 50% of the budget went to IT MOOSE . . . this is good!
39 © 2011 Forrester Research, Inc. Reproduction Prohibited

40. The management of the service
Business Lead – Order-to-cash Procure- Hire- Online
(Enter order  notify customer  check credit ...
processes to-order to-pay to-retire banking
 reserve stock  arrange delivery  confirm)
Business Customer Product Inventory Order Shipping Billing
Returns ...
services portal catalog service fulfillment service service
Applications Custom and composite apps Packaged apps Other apps
Java/.Net-based, portals, mesh-ups, proc-based . . . SAP, Siebel, PSFT, EBS, JDE, i-flex, . . . Exchange, Legacy, . . .
Midtier Middleware
Databases Virtual environments
WS, AS, BPEL, ESB, . . .
Infrastructure OS/servers Storage devices Networking devices
components Linux, Unix, Windows, . . . NAS, SAN, . . . Routers, switches, VOIP, . . .
40 © 2011 Forrester Research, Inc. Reproduction Prohibited

41. Shift from a “thousand points of light”
Services
FS Applications
Applications
Storage Security
Collaboration IDS Anti-Spam
Business Content Filtering Identity Management
Intelligence/ IT Management
Analytical Software
Applications Vulnerability Assessment Regulatory Compliance
Application
Integration Management Firewalls
Application AV/Spyware Monitoring
Development
Tools
Database
OS
Hardware Computer Network Storage
Platform
Fortune 500 Financial Institution
41 © 2011 Forrester Research, Inc. Reproduction Prohibited

42. Unified IT management
Order-to-cash
Business Lead – Procure- Hire- Online
...
(Enter order  notify customer  check credit
Processes to-order
 reserve stock  arrange delivery  confirm)
to-pay to-retire banking
Business Customer Product Inventory Order Shipping Billing
Services Returns ...
portal catalog service fulfillment service service
IT management software: manages complexity and diversity
Applications Custom and composite apps Packaged apps Other apps
Java/.Net-based, portals, mesh-ups, proc-based . . . SAP, Siebel, PSFT, EBS, JDE, i-flex, . . . Exchange, Legacy, . . .
Midtier Middleware
Databases Virtual environments
WS, AS, BPEL, ESB, . . .
Infrastructure OS/servers Storage devices Networking devices
components Linux, Unix, Windows, . . . NAS, SAN, . . . Routers, switches, VOIP, . . .
42 © 2011 Forrester Research, Inc. Reproduction Prohibited

43. The role of IT management software
Making complexity and diversity manageable
 Providing a consistent interface and process independent of the
underlying technologies through automation
 Providing a complete knowledge of business services,
applications, and infrastructures
 Collecting normalized metrics from all types of infrastructure
devices
 Providing a “virtual” management view of all processes and
adapting to diverse infrastructures
 Adjusting automatically requirements to infrastructure through
provisioning
43 © 2011 Forrester Research, Inc. Reproduction Prohibited

44. Process: firms still rely heavily on in-house solutions
“What IT control or process methodologies, standards, or frameworks
is/are currently in use? Please select all that may apply”
Base: 174 IT process control stakeholders at North American and European organizations
Source: ITIL Adoption Online Survey, Q3 2009
44 © 2011 Forrester Research, Inc. Reproduction Prohibited

45. How has ITIL (IT Service Management) impacted the
following?
Org Reputation Ops Productivity Service Quality
Significantly beneficial
Beneficial
No change
Detrimental
Significantly detrimental
Don’t know
Ops Costs
Source: Service Management Insights from the 2011 Forrester/itSMF-USA ITSM Study
45 © 2011 Forrester Research, Inc. Reproduction Prohibited

46. The focus in 2011 and beyond should be on IT efficiency
 productivity
 quality
Reduce Improve
 flexibility
Cost Quality
Improve Improve
CustSat Consistency
46 © 2011 Forrester Research, Inc. Reproduction Prohibited

47. The customer experience with your service desk
shapes the reputation of the entire IT group
Cost
Cost
Revenue
Customer Compliance
Compliance
satisfaction
Customer Business
47 © 2011 Forrester Research, Inc. Reproduction Prohibited

48. Example: financial services help desk
Challenge: Soaring help desk costs and evolving workforce requirements
Solution: efficiency initiative
This company drove efficiency to cut costs while preparing for
newer devices and support scenarios.
 People: Created subgroups, trained help desk employees on newer
platforms, and created cross-role teams to support new devices
 Process: Created dedicated support for business-critical employee
segment and handoffs to minimize employee downtime
 Technology: Centralized their knowledge base and created a social
platform for solution sharing and implemented self-service tools to cut
down help desk calls
48 © 2011 Forrester Research, Inc. Reproduction Prohibited

49. Thank you
Eveline Oehrlich
+1 617-613-8803
eoehrlich@forrester.com
Blog: blogs.forrester.com/eveline_oehrlich
www.forrester.com
© 2009 Forrester Research, Inc. Reproduction Prohibited

50. Q&A
› Join Nimsoft at the following events:
» Tier 1 - Hosting & Cloud Transformation
- September 25 - 27, 2011, Las Vegas, NV
» Fusion 11
- September 25 - 28, 2011, Washington, DC
» User Experience Monitoring Webcast
- September 28th 11:00-12:00 Eastern (4:00 UK)
- Register at: www.nimsoft.com/company/news-events/events
» VMWorld 2011 Europe
- October 16 - 18, 2011, Copenhagen
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