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»  Become a Virtual Genius. Visit HP at VMWorld 2006, Nov 7-9th (9/06)
»  Herding Cats - Organizational Change Management (7/06)
»  Streamline your support and restore processes with ITIL (6/06)
»  Agile IT Governance and ITSM (5/06)
»  ISO 20000: Learn what it takes to attain the new ISO international standard for IT Service Management (4/06)
»  HP Storage Essentials class now available (2/06)

Become a Virtual Genius. Visit HP at VMWorld 2006, Nov 7-9th

HP is delighted to be a Platinum sponsor of VMworld 2006, Nov 7-9th, at the Los Angeles Convention Center. Raise your level of virtualization know-how by taking advantage of HP’s end-to-end virtualization capabilities – all on display at VMworld. Choose from technical conference sessions, technology and services showcases in the HP booth, and one-on-one sessions with the HP “virtual geniuses”.

Here are some of the HP highlights at VMworld:

HP "Virtual Geniuses"

HP will have members of its technical and business staff present throughout the conference at our booth. You can also meet with them individually in our “Meet the Experts” sessions – just check the HP booth for the schedule.

In addition, an HP technical panel will present a conference session on

  • managing virtual environments
  • optimizing VMware on HP platforms, and
  • HP best practices in planning, deploying and operating VMware
In the HP booth, subject matter experts will be available to brief you on:
  • HP BladeSystem
  • ProLiant
  • StorageWorks
  • OpenView
  • SIM and ProLiant Essentials
  • HP Education Services
  • Support
  • VMware best practices, and
  • Partner Programs.
HP’s educational services team will test your virtual expertise level. Take the challenge: You might be a certifiable “virtual genius”.

Ultimate Flexibility with HP BladeSystem

Virtualization and HP BladeSystem bring flexibility to the extended datacenter architecture. Now with a new generation of HP c-Class BladeSystem, the physical architecture is nearly as flexible as the virtual one. HP will present a conference session on:
  • the new flexibility of HP virtual connect,
  • shared storage within the BladeSystem chassis,
  • BladeSystem virtualized resource pools, and
  • Expansion inside the BladeSystem server to meet VI3 needs.
Within the HP booth there will be both a static teardown display of c-Class blades and a live demonstration of VMware and c-Class to show the flexibility in action.

HP Virtual Desktop Infrastructure

HP has been helping customers pioneer their virtual desktop environments with VMware. Successful design criteria and strategy has now been documented and published by HP. HP will present a conference session on taking the mystery out of virtual desktop infrastructure and making it a consistent and repeatable success. Topics will include:
  • performance guidelines,
  • connection strategies,
  • management tools, and
  • HP thin client alternatives.
In addition to the session HP will host the VMworld conference email stations in a virtual desktop environment. There will also be a demonstration in the HP booth of this solution.

In closing, virtualization is a key component of the HP Adaptive Infrastructure and the HP strategy for building the Next Generation Data Center. VMworld is a great opportunity to engage with HP and VMware to learn how we’re enabling customers create an optimized adaptive infrastructure.

See you at the show!

PS: Use HP’s Full Conference Discount Code when you register for VMworld, and get a $300 savings! HP Discount Code: PEXHF

For more information on HP and VMware, visit http://www.hp.com/go/vmware

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Herding Cats – Organizational Change Management
Ken Hamilton, Director, ITSM Practice, HP education services.
Ken is Founder and Past-President of itSMF USA. He is also a recipient of the itSMF USA Life-time Achievement award.

This article has been edited from the version that first appeared in the January 2006 edition of the itSMF USA newsletter.

Aligning people, processes and technology are keys to a successful IT service management strategy. Yet in many ITSM projects much of the emphasis is placed on the process and technology factors while the idiosyncratic human element is overlooked again and again.
Authors Mark Dawson and Mark Jones from Price Waterhouse point out in a recent article that understanding behavioral risk is particularly important in the current competitive business environment—the costs of ignoring it can be significant. Poorly managed change eats away at productivity on many fronts. In a survey by Roffey Park Management Institute, 49% of respondents reported an increase in negative political behavior in the past three years, attributed to the pace of change and competition for limited opportunities.

Yet "change is a constant" is a theme that runs through the most successful organizations. In the long run, those that learn to continuously adapt to change have a competitive advantage. Jack Welch, the former GE CEO and Six Sigma champion, said that “when change is happening on the outside faster than on the inside, the end is in sight.”

Dawson and Jones affirm that it is the human element that needs to supply the leadership, judgment, flexibility and innovation required to achieve business success. This is the most critical ingredient—and the least understood..

So how do we approach this difficult and complex task of managing the “people” element of change? First we need to recognize that organizations and individuals handle change in unique ways. It takes some time but you can learn to read the various cultural and political nuances that make each organization unique. Boeing and Microsoft, two companies that I have worked with have strikingly different change cultures yet each have had a number of successful iterations of ITSM best practice. Boeing’s change approach is through multi-year goal setting with multi-divisional commitment and Microsoft’s approach is through rapid adoption, adaptation and iteration. Each approach works for the respective organization.
Another key point is that the traditional approach to change management (unfreeze-change-refreeze ) is a conceptual model that is now obsolete. In the old model an organization "unfreezes" in order to adapt to change, makes the change, and then 'refreezes' again to resume its business in a steady-state mode. But it is evident in today’s competitive and volatile economic climate we now know that change is the norm and steady-state is actually losing ground.

The challenge is that recent shifts in corporate strategy have left many employees confused about the link between their jobs and company objectives, making improvement efforts more difficult for those companies. A major contributing factor is that change programs typically devote most of their budgets to technology and processes and underemphasize staff issues. Without proper training, incentives and leadership, a flexible, integrated system will not magically eradicate organizational silos to produce a flexible, integrated workforce. Managers need to understand and address the behavioral changes needed to reap the benefits of new systems and business models.

Contrary to conventional wisdom, people resist change only when it makes them feel out of control–when change is mandated without their consent. The belief that it is human nature to resist change is the wrong starting point, because it creates an adversarial climate. People are willing to change if they understand and accept the reasons, and have a say in the way their jobs are restructured.
What motivates people is an individual matter and needs to be addressed at this level. A recent survey by Discovery Learning shows that people react differently to change, and they can be classified into four broad categories.

1) Originators welcome dramatic change
2) Conservers prefer gradual change
3) Pragmatists favor change that will address current problems
4) Resisters dislike all change

"But it takes all of these personality types to build a successful business," says Dr. Chris Musselwhite, the survey developer. Training programs that require speedy results need to be designed to accommodate the human need for context and relevance.

Constant upheavals in the business environment mean that leaders must learn to master the process of implementing change, just as their employees must learn to accommodate change.

Here are some guidelines for developing an effective organizational change plan.

  • Set clear goals. Most organizations are not clear enough defining their goals and objectives.
  • Assess your culture and your “change absorption” capacity. There are different types of change; gradual, radical, reactive, proactive and others
  • Identify and confirm where the drive or demand for change is coming from, customers, regulatory issues, quality or cost
  • Identify the gaps between your organizational goals and where you are today
  • Develop a change plan that is clear and allows organizations and individuals to understand where they fit
  • Establish metrics and incentives aligned with key success factors
  • Clarify and communicate your plan
And finally, be able to answer two key staff questions. What does this mean to me? and Why are you telling me this now?

For further reading on the subject of ITSM and organizational change management you can refer to the book Achieving BS 15000 – Why People Matter by Jenny Dugmore and Shirley Lacy. The book is published by BSI (www.bsi-global.com) and can be purchased through the itSMF UK.

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Streamline your support and restore processes with ITIL
Get An In-Depth Look at ITIL Service Desk, Incident and Problem Management

HP introduces new schedules for the five-day ITIL Practitioner Support and Restore (IPSR) (UA575s) course. If you are an ITIL process/service manager involved with Service Desk, Incident and Problem Management, and have attained your ITIL Foundation Certificate in IT Service Management, this course is for you. You will learn these areas in-depth:
  • Set up and manage a Known Error database to reduce the impact of incidents to your organizations IT infrastructure
  • Configure impact coding systems, attributes, and naming conventions and the key concepts that will help you avoid problems
  • Effectively manage requests for service to promote company efficiency and flexibility
  • Prioritize any incidents within an IT model that will have greatest impact on your organization
  • Understand the ITIL processes to ensure that your organization has an effective Incident and Problem Management function
  • Understand the processes required to manage Incidents, Problems and Known Errors found in the IT Infrastructure
Upon completion of the course, you will be prepared to take the ITIL Practitioner Support and Restore Certification examination.

Schedules and more information about the course for the United States are available here.

If you are looking for advance service management topics, check out the following courses: These courses are also available in other countries but availability varies so check with your local HP education center by visiting http://education.hp.com/contact-phone.htm.

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Agile IT Governance and ITSM
Ken Hamilton, Director, ITSM Practice, HP education services.
Ken is Founder and Past-President of itSMF USA. He is also a recipient of the itSMF USA Life-time Achievement award.

This article has been edited from the version that first appeared in the March 2006 edition of the itSMF USA newsletter.

IT Governance has been a key concern in many organizations evolving from many of the regulatory and corporate changes in the last three to four years. A number of governance related regulations including Sarbanes Oxley (SOX) for public companies, HIPPA for medical organizations and Basel II for financial institutions have all increased the visibility of and need for IT governance processes.

As the need for IT governance has been identified, it has been a challenge for many organizations to prioritize, build and deploy processes that actually contribute to both organizational effectiveness and efficiency. It is common among business and operational staff to hear that governance requirements add cost, impede business and add little or no value. This is often because many organizations have had to quickly build governance processes and documentation based upon manual intervention and tracking, thus, adding to workload without gaining benefits from synergy with more automated, reliable and integrated IT process frameworks. If left unchecked, the one off initial deployment of these manual governance processes will continue to add complexity with minimal benefit as they are audited and need to be maintained.

Gartner Research says, "New, flexible and agile governance mechanisms are needed to support changing business processes."’ For those organizations engaging ITSM frameworks such as ITIL/ISO 20000, the path toward a more integrated, automated and effective governance model is clear. ITSM frameworks and relevant tools can greatly enhance the ability to adapt to changing business and regulatory requirements while meeting cost and profitability targets.

The term ’"Agile Governance"’ has been used recently to describe the need for an effective model that adapts to changing business and technology requirements.

The complementary alignment of SOX section 404 regulatory requirements, confirmed by COBIT audit guidelines and delivered by ITIL/ISO 20000 process standards, is an excellent example of the opportunity to integrate and automate this work. The business can then benefit from:

  • Responding more quickly to senior business and IT executives regarding agility and effectiveness requirements.
  • Driving complexity out of the business
  • Reducing variable support costs
  • Improving return on IT
  • Balancing investment in long-term growth and in short-term performance
To develop a stronger action plan for becoming more agile, more quickly, here are a few recommended steps:
  • Conduct structured interviews with senior business and IT executives regarding agility and effectiveness requirements.
  • Analyze the interrelationship of business process, governance and IT key performance indicators.
  • Benchmark business and IT performance with others in the industry.
  • Assess governance agility in terms of speed, scope and ease of change.
  • Identify and quantify loss due to aberrant processes.
  • Develop specific recommendations for improving business agility now and in the future.
  • Track, manage and report on improvements over time.
  • Leveraging an integrated ITSM based IT Governance model can help you.
  • Better understand how governance and organizational issues impact both business and IT.
  • Create a shared sense of urgency for taking action and commitment to move forward quickly.
  • Provide a common framework for making decisions to improve agility now and in the future.
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ISO 20000: Learn what it takes to attain the new ISO international standard for IT Service Management
HP introduces the new three-day course, ISO 20000/BS 15000 Consultants and internal auditors course (UC410S).

This course provides a broad overview of the recently introduced ISO 20000 IT Service Management standard and educates attendees in how to scope and prepare for a formal accreditation process. It includes:
  • Guidance on the certification scheme
  • A detailed look at parts 1 and 2 of the standard, scoping guidelines, audit and evaluation methods
  • The role of the Registered Certified Body (RCB)
  • Brief coverage of available support tools
  • The course includes the formal itSMF ISO 20000 Consultants Examination and is suitable for IT consultants involved with ISO 20000 assessments, internal consulting and audit staff preparing an IT organization for formal certification.

    Class schedules and more information about the course for the United States are available here or call our Customer Registration Center: 1-800-472-5277 (US); 1-800 563-5089 (Canada).

    The course is also available in other countries but availability varies so please contact your local HP education center by visiting http://education.hp.com/contact-phone.htm.

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    HP Storage Essentials class now available
    HP Education Services is rolling out a new 4-day, scenario-based Storage Essentials course for customers. Scheduled delivery begins in the US in April. More dates and locations will be added soon.

    The case studies in this course entitled "Configuring, Managing and Maintaining HP Storage Essentials 5", start with the identification of an organization’s need to develop a storage resource strategy. They continue with the configuration and use of HP Storage Essentials for active management, alerting, task automation, security, performance and resource management. And finally extend to using SE to set up and maintain an ILM tiered infrastructure and customization.

    Customer registration is available now in the United States.

    Course details, schedules and location are in the US at http://www.hp.com/education/courses/uc424s.html

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