There is a huge amount of human expertise and time being wasted by the majority of IT operations teams. Increased automation is one of the most effective ways to overcome this problem. Only when the tools and services to achieve this are in place can the industrialisation of IT management processes begin. IT operations teams will then have more time to focus on transformation, innovation and deployment of new applications in the interests of the businesses they serve. This report presents research that underlines the scale of the problem and makes the case for more automation in IT operations management, rather than deploying more and/or cheaper labour. The report should be of interest to anyone tasked with the efficient management of an IT operation.
Bob Tarzey Quocirca Ltd Tel : +44 7900 275517 Email: bob.tarzey@quocirca.com
Clive Longbottom Quocirca Ltd Tel: +44 1189 483360 Email: clive.longbottom@quocirca.com
Businesses are now as reliant on IT as they are on other basic utilities Human capital is being wasted in IT operations teams The wastage of their skills is demotivating for IT staff The poor use of expertise hampers innovation Automation is one way to improve operations management Intelligent tools are needed for successful automation The investment needed requires board level understanding of the problem
Whether delivered in-house or from cloud service providers, whether physical or virtualised, IT infrastructure and the applications it supports are fundamental to any business. However, although the IT industry itself is now mature many of its management practices have not adapted fast enough to cope with this complexity, which is stifling innovation. 30% of an IT teams time is spent on low level IT tasks such as responding to minor user incidents, carrying out routine procedures or checking for errors. IT managers are aware of this and clearly more frustrated about the poor use of skills than they are about training employees to have those skills in the first place. IT managers admit that their IT operations staff members only use about 50% of the qualifications that they have and that it is just accepted that skilled operators will have to perform day-to-day jobs and tasks for which they are over-qualified. The two things IT managers would most like to achieve, if they could free up the time, are the modernisation of IT infrastructure and the delivery of new applications. Achieving both of these goals is essential to ensuring the businesses they serve remain competitive. Around 80% of infrastructure is common to most IT operations and the majority of tasks that need performing across them are routine rather than exceptions. One way to reduce the cost of performing such tasks is to use cheap, often outsourced, labour. Another is more automation. Only when tasks are automated can the regularly performed ones be industrialised. The IT management tools that support automation need to be capable of intelligent hand-off to selected engineers, when exceptions occur, based on skills and location. As IT infrastructure is increasingly located remotely from both end users and operators, it makes little difference if the tools are too. This has led to the rising use of on-demand management platforms. It is the responsibility of IT managers to understand the resources they have and how they can be better used. The boards that they ultimately report to are primarily interested in the capability of the applications that drive the business. To get the funding for automation the case must be made that the benefits to the business will far outweigh the costs.
Conclusion:
The ineffectiveness of many IT operations will spiral out of control if action is not taken to improve the way they are managed. Putting in place the necessary IT management tools, services and procedures to maximise automation and to industrialise processes will address this and reduce skills wastage. The ultimate value will be the ability to efficiently manage the increasing complexity of IT infrastructure, whilst delivering new applications that will ensure a business remains competitive.
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Conclusion
From the research presented in this report it is clear that IT managers understand the wastage of skills in their organisations and the impact this has on their ability to drive innovation. It is their job to drive efficiency into their operations: the board they ultimately report to have far less knowledge of the skills available in IT departments (Figure 8) and therefore the overall problem. The boards main interest is to see that the applications are delivered that are needed to support the business. It is Quocircas view that, regardless of the skill levels of individual IT operators, just throwing more and more of them at the growing problem of managing complexity will never be enough. Only the introduction of more automation can lead to more intelligent and efficient use of human capital, however it is sourced. There are three options for achieving this: Capital investment in new tools installed onpremise. Freeing budget from operational spending to subscribe to on-demand services. A hybrid approach with the flexibility to deliver both of the above. With more and more IT infrastructure being deployed in remote data centres or sourced from public cloud service providers and the option of sourcing both low and high skilled operators from third parties, there is little intrinsic benefit to purely on-premise tools. There is much to be said for using a software-as-a-service (SaaS) based approach; such on-demand services are designed for remote access and sharing. IT managers have two basic choices: Ask their boards for new money to achieve automation, which requires making a solid case based on the longer term savings that can be achieved. Achieve the investment required within existing budgets simply by recognising where short term cost savings can be made and re-allocating spending within the budgetary cycle. The second of these is especially true if the new tools required are paid for out of operational expenditure. Either way, only by improving the speed of delivery of IT innovation and new applications will IT operations teams cease to be seen as a drag on progress and, instead, are recognised as fundamental supporters of the businesses they serve and fundamental to increasing its competiveness.
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About IPsoft
IPsoft is a global managed services provider of autonomic-based services. The companys mission is to power the world through expert systems, and to that end IPsoft leverages self-learning, self-healing cognitive systems across IT Operations, Cloud Orchestration, Fraud Prevention (FAS) and Business Process Automation. The unique autonomic proposition effectively manages operations while reducing human error and providing enhanced service levels. Headquartered in New York City, IPsoft has operations in ten countries across North America, Europe and Asia Pacific supporting enterprise customers, service providers and telecommunications companies.
About Quocirca
Quocirca is a primary research and analysis company specialising in the business impact of information technology and communications (ITC). With world-wide, native language reach, Quocirca provides in-depth insights into the views of buyers and influencers in large, mid-sized and small organisations. Its analyst team is made up of real-world practitioners with first-hand experience of ITC delivery who continuously research and track the industry and its real usage in the markets. Quocirca works with global and local providers of ITC products and services to help them deliver on the promise that ITC holds for business. Quocircas clients include Oracle, Microsoft, IBM, O2, T-Mobile, HP, Xerox, EMC, Symantec and Cisco, along with other large and medium-sized vendors, service providers and more specialist firms. REPORT NOTE: This report has been written independently by Quocirca Ltd to provide an overview of the issues facing organisations when it comes to the management of IT infrastructure.
The report draws on Quocircas extensive knowledge of the technology and business Details of Quocircas work and the services it offers can be found at arenas, and provides http://www.quocirca.com advice on the approach that organisations should Disclaimer: take to create a more This report has been written independently by Quocirca Ltd. During the effective and efficient preparation of this report, Quocirca has used a number of sources for the environment for future information and views provided. Although Quocirca has attempted wherever possible to validate the information growth. received from each vendor, Quocirca cannot be held responsible for any errors in information received in this manner. Although Quocirca has taken what steps it can to ensure that the information provided in this report is true and reflects real market conditions, Quocirca cannot take any responsibility for the ultimate reliability of the details presented. Therefore, Quocirca expressly disclaims all warranties and claims as to the validity of the data presented here, including any and all consequential losses incurred by any organisation or individual taking any action based on such data and advice. All brand and product names are recognised and acknowledged as trademarks or service marks of their respective holders.