For IT, it is no longer about the delivery of magic behind closed doors. The focus is changing, and business technology management is a rising star. With BTM, you are moving truly into the service industry, delivering IT-enabled business value by focusing on the service and its delivery. You can no longer hide behind rules that say “no.” You must alter your posture to say “yes,” while focusing on the risks involved and effectively communicating with and empowering the business to accept risk where appropriate, and mitigate it where it is not. For more information, visit: http://www.nimsoft.com.

1. BREAKFAST BRIEFING13:
IT IS NO LONGER ABOUT THE
DELIVERY OF MAGIC BEHIND
CLOSED DOORS
Robert E Stroud CRISC CGEIT
Tim Rochte

2. BREAKFAST BRIEFING13:
IT IS NO LONGER ABOUT THE DELIVERY OF MAGIC BEHIND CLOSED DOORS
— For IT, it is no longer about the delivery of magic behind closed
doors. The focus is changing, and business technology
management is a rising star. With BTM, you are moving truly
into the service industry, delivering IT-enabled business value
by focusing on the service and its delivery. You can no longer
hide behind rules that say “no.” You must alter your posture to
say “yes,” while focusing on the risks involved and effectively
communicating with and empowering the business to accept
risk where appropriate, and mitigate it where it is not.
2 HDI 2012 . Copyright © 2012 CA. All rights reserved.

3. Robert E Stroud CGEIT CRISC
Vice President, Strategy & Innovation CA Technologies
Robert Stroud serves as the vice president of
innovation and strategy on the Service &
Portfolio Management team at CA Technologies.
Following a four-year term as a vice president with
ISACA International, Robert serves on the ISACA
Strategic Advisory Council, is a chair for the
INSIGHTS 2012 World Congress, and serves on the
ISACA ISO Liaison Taskforce. Robert formerly served
on the itSMF International Board as treasurer,
director of audit, standards, and compliance, and the ISO liaison to
multiple working groups. He is a social media leader, author, and
blogger, and a highly regarded public speaker.
3 HDI 2012 . Copyright © 2012 CA. All rights reserved.

4. Tim Rochte
Sr. Principal Product Marketing Manager, Nimsoft
Tim Rochte is currently the product marketing
manager for the Nimsoft Service Desk. He has
twenty years of experience in technology
marketing and strategy in the United States
and Europe. In those twenty years, he has held
product marketing and management roles for
IT service management products at CA Technologies,
Remedy/BMC, a remote device monitoring startup, and others.
Tim is certified in ITIL Foundations and has spoken at events
around the world, including user groups, analyst meetings, and
industry conferences.
HDI 2012 . Copyright © 2012 CA. All rights reserved.

5. The Problem

6. 6
6 HDI 2012 . Copyright © 2012 CA. All rights reserved.

7. 7
7 Industry Analyst Symposium July 12-13, 2011 CA Confidential under NDA. Copyright © 2011 CA. All rights reserved.
HDI 2012 . Copyright © 2012 CA. All rights reserved.

8. the world is transitioning
8 April 2012 Robert.Stroud@ca.com Copyright © 2011-2012 CA. All rights reserved.

9. CIOs are living with a “new normal”
Business Demand for IT
Fundamental Questionsresources CIO:
outstrips capacity &
for the
• What value are we getting from this
service?
creating • Are we meeting the
structured evaluation and service levels we
engine for need to run my business successfully?
alignment of new ideas and
Growing
growth New
investments much does that service cost us?
Alignment Gap
• How
Normal IT Budget decisions
• Can weunder greater project on time
deliver this
creating scrutiny Do I have the right
optimization of existing
and in budget?
capacity for assets, resources, services
resources?
growth and applications
• Should we buy or build?
IT Service Supply and
• What should we move to the cloud?
delivery options have
• How are we accelerating the cycle
multiplied
time from idea to delivery?
2003 - 2008 2008 - 2009 New Normal
9
9 Industry Analyst Symposium July 12-13, 2011
April 2012 CA Confidential under NDA. Copyright © 2011-2012 CA. AllAll rights reserved.
Robert.Stroud@ca.com Copyright © 2011 CA. rights reserved.

10. What are the obstacles to this today?
— Investments aren’t prioritized:
Rationalize which services /apps to
keep, terminate, migrate to cloud.
— IT costs aren’t transparent:
Pressure to explain how spending
relate to biz objectives
— Demand is fragmented: No way to
repeatedly capture, prioritize, align.
— IT value metrics lack context: Lots
of siloed technical performance data
— New relationships are emerging:
complex supply chain of vendors,
contracts and business agreements
10 April 2012 Robert.Stroud@ca.com Copyright © 2011-2012 CA. All rights reserved.

11. Step 1: Get the Basics Under Control

12. Focus on what delivers value
—Core process support
−Skip the ITIL arms race
—Get it under control
−Don’t settle for unmanaged processes
—Measurable performance to business needs
−Make sure that you agree on business needs
−Deliver to them
12 HDI 2012 . Copyright © 2012 CA. All rights reserved.

13. “How do you manage a whole fleet?”
— Incident Management — Configuration Management
− “I’ve run out of fuel and can’t − “What size/type tires do I need?”
finish my route.”
— Request Management
— Knowledge Management − “I’d like to add some fuzzy dice…”
− “Where can I buy the lowest
— Service Level Management
cost fuel in my area?”
− “I get the packages by 9am”
— Problem Management
− “I keep running out of fuel.”
— Change Management
− “I need new tires.”

14. Do it efficiently
—Leverage vendor provided best practices
−Time to Value
—Don’t develop custom solutions
−Lifetime TCO
—Just because you are IT doesn’t mean you
should run the systems
−SaaS/ITMaaS
—Multi-tenant solutions
14
−One size doesn’t have to fit all
HDI 2012 . Copyright © 2012 CA. All rights reserved.

15. New way
— Unified view on IT
Management
− Essential Service
Management and
Monitoring in one
— SaaS delivery
− Don’t manage the manager
− Benefit from constant
upgrades
— Configuration, not coding
− Adapt to business without
becoming a developer
15 HDI 2012 . Copyright © 2012 CA. All rights reserved.

16. Step 2: Move On To Lead The Business

17. Business Service Insight empowering the OCIO
Office of the CIO
Portfolio Strategist Investment Manager Service Broker
make smart portfolio align investments with manage relationships and
decisions business priorities strategic sourcing
• Cloud Decisions • Budget Planning  Cloud Sourcing
• App Portfolio Mgt • Bill of IT  Vendor / Contract Mgt
• Unified Demand Mgt • Cost Management  Performance Benchmarks
Common Goals Common Currency Common Language

18. focus on capability!
Business Service Innovation
Portfolio Management Financial Management Relationship Management
Demand Management Budgeting and Forecasting Performance & Benchmarking
Investment Management Cost Management Contract Management
Resource & Capacity Planning Billing & Chargeback Vendor Management
Service Operations
Service Desk Management IT Asset Management Automation
Change Management License Management Release Management
Request Management Asset Intelligence Process Automation
Incident & Problem Management Discovery Configuration Automation
Infrastructure Management
18 April 2012 Robert.Stroud@ca.com Copyright © 2011-2012 CA. All rights reserved.

19. Business Service Innovation empowering CIOs to manage the business
aspects of their IT supply chain and communicate value in business terms.
make smart improve cost manage
portfolio transparency & relationships and
decisions build trust strategic sourcing
The Business Value Chain
Insight….Investments….Innovation
you can.
19

20. Thank You
HDI 2012
Code Word: CA/Nimsoft
20
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