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- Ceramic Bearing
 Again, the IT infrastructure Alerter l'administrateur Recommander à un ami Lien de l'article 

 The CMDB may be the correct answer, but most companies just don't value monitoring enough to demand that this be included in their formal CMDB initiatives.

The operational model for an organization fully adopting BSM identifies ways to establish a service management mentality across the entire business service and application delivery and support chain.

Again, the IT infrastructure, service quality and customer experience relationship was ingrained in all of our heads.

Overall, the KISS (keep it simple stupid) approach is what will enable BSM of any type (lite o heavy) to be the most successful.

For any type to be successful, each client must define what it means to them and state what they expect. If it just feels natural, doesn't take any additional effort, clicks or tasks to do then it's going to work. We thought in terms of customer experience and impact every minute of the day, 24/7.

I strongly recommend that the formal monitoring and management tools group create an authoritative database that enables them to establish end-to-end visibility into the service and application delivery chain and the impacts it has on the business, customer, etc.

Clients who have instituted something formal such as this generally have a very good handle on management and monitoring within their environment. This ultimately becomes part of a more realistic federated CMDB within the business. Nearly all the clients I talk to or hear about wanting to do BSM do not have a BSM strategy. It's no longer one's job to just be the systems administrator, database administrator or network engineer, their job is now to support specific business services and applications. It was extremely critical that we understood who was impacted and to what degree so that contingency plans could be activated. My very first end-to-end BSM pilot was extremely successful and provided visibility into the IT environment and business service impact that have never been available before. I talk a lot about this on my blog and with clients and it is relevant whether you're going to think about 'BSM Lite' or 'BSM Heavy' approaches. The service management organization is then incented to work together, as a team, for the end-to-end delivery and support of these services or applications. BSM should be transparent and not just another buzz word. Try putting this simple phrase after job titles 'Hi, my name is Doug. Just ask yourself this - can you explicitly state what monitoring is in place for a given business service or application? Can you quantify the impact of a simple event to a business service or application? Can you explain why something is red, yellow, purple or green and what causes it to change from one color to another? If you can't, your BSM journey will be challenging. I'm a Systems Administrator, Supporting the Business.

Question: Can you share any of the strategies/advice that you give to companies embarking on their BSM journeys? Doug McClure: "Well, first they've got to have a BSM strategy.

In those rapid growth businesses during the Internet boom, service differentiation was what "made you millions" or paved your way to bankruptcy. We need more thought leaders collaborating together in an open and public forum to change legacy attitudes about BSM and do what we can to enable client's to be as successful as they can be. While their technology gave me the potential, they didn't teach me how to work through the organizational and technological problems to successfully implement the BSM strategy.

BSM takes a partnership and commitment to every client's success, and I want to be involved in those BSM efforts in every industry or market worldwide.

'Welcome to the dark side,' as they say. It's doing the right thing for the business, no matter what the situation, crisis, buzz word or technology initiative of the day is. The approach and methodology we followed for BSM has become the basis of the core methodology that I teach IBM'ers and our clients around the world today. I'd strongly recommend a good hard look at how well the client's monitoring and management practices are implemented and managed.

It is that military bearing, attention to detail and real world experience that drives me with many of my modern day BSM endeavors.Our initial Q&A with Doug McClure, who took some time to answer some strategic questions on Business Service Management (BSM) Lite. It was all hands on deck when Web mail, Internet access, DNS, or the network experienced problems. Every person on the front line, in the support teams, at the help desk, etc. Focus on how this changes the game within your environment."

A leading, outside the box service management organization may include the traditional IT silos but within a matrixed fashion focused on one or more key business services and applications. Please don't blow this off as something that the secret enterprise architecture council should be doing." Others may call it something else, but in essence, it was the database that captured what was monitored, how it was monitored, who owned it, what business services and applications it supported, the impact an outage or event from it had on the business services or applications, etc. Far too many clients do not have adequate monitoring (read visibility) in place to begin their BSM journey.

My personal mission and drive here at IBM Tivoli is to ensure that BSM is something that the typical monitoring tools administrator can actually implement and that our BSM story is something that any of our clients can be successful with. Don't take what the analysts or the vendors pitch for what you should do to achieve BSM or what value you should get from it."

Doug goes on to say that "your strategy could be as simple as enabling the local operations center to more efficiently classify, triage and resolve problems based on a simple business service or application contextual understanding.) were impacted in one way or another. must understand how they support or impact the business in business terms. And here I am today, working at a software vendor for the first time.

In my last job, we developed an application that I referred to as the "Service Management Database" or "SMDB.

As I've alluded to previously, a client first must define and understand what 'BSM Lite' may mean to them.

Once we have a strategy, we need to establish a roadmap that guides us in how we'll implement the strategy in a more tactical manner, focusing on short term iterative quick wins and 30-60-90 day projects."

Question: How did you get involved in BSM?

Doug McClure: I think the foundations of my service management background and passion were initially established during my service in the US Navy.

It's not a form that gets filled out or a special process to follow in the run book.

In my opinion, the vendor community has let their clients down significantly in this area. Today, I relate that experience to what I call BSM for the Military or Mission Services Management (MSM).

Where I felt left out in the cold was with my vendor relationship. One key component of this SMDB was establishing the relationships of real and synthetic user and transaction monitoring steps to associated servers and applications. Come up with your own metrics and measures to assess the value this has to this organizational use. We weren't just talking about lost revenue, poor sales or customer experience; we were talking about human lives and the security of the United States. The companies I worked for had an extreme passion and focus on ensuring that their services, applications and Internet access products were of the highest quality, highly reliable and just plain better than the competition."

Question: Can you provide an example of a successful implementation of BSM? Were there specific factors that especially contributed to its success?

Doug McClure: "I've touched on the highlights of the most successful BSM implementations throughout my previous answers.

Those with formal CMDB initiatives have their hands full with high risk, long time to value projects to just get a handle with traditional configuration management models. This is a significant gap area in many tools and vendor CMDBs.

It was in my last job managing a traditional enterprise management and monitoring development group for a nationwide ISP where I was able to work with emerging technology to help get a handle on the complexities of these rapidly growing IT environments filled with emerging technologies and products.

They provide the subject matter expertise needed to support the services and applications together, as a team, eliminating the finger pointing or "not my problem" attitudes that exist in the majority of IT organizations today.

Trust me, you'll need to justify your investment some time in the future. Clients that have rallied around an organizational change or transformation focusing every team member's efforts and energy towards ensuring that the business goals and objectives are being met through the delivery of highly available business services and applications. We had been taught over and over that extreme attention to the details of the mission at hand (aka "the business") was the number one priority and that all of our technology, services, and applications existed for those Sailors and Marines on the other end (the "customer"). Doug shares his thoughts on BSM and Configuration Management Database(CMDB) strategies for companies and how his stint in the U. Clients shouldn't put up for 'marketecture,' 'me too' and 'gee whiz' buzz words. The delivery, operations and support organizations must be incented to manage the services and applications being delivered with this end-to-end context.

I can recall countless instances where mission critical communications services (telephony, orderwires, teletypes, command and control systems, etc. That migration from MSM to BSM was honed by working for over 10 years in the Internet Service Provider (ISP) and datacenter, hosting and colocation business. The sales and marketing slicks must be backed up by something like this, whomever you are these days.

Companies like Keynote Systems and LionBridge/Veritest/Inverse tested the quality of our networks, services and applications and publicly ranked us against our competition.S. We were measured in terms of how many customers experienced a busy signal or dropped connection or if you couldn't log in fast enough to read your email. Taking these low level configuration items (CI's) and establishing application and service dependencies comes after a lot of work getting through the organizational challenges of getting systems access to populate the CMDB. They must make it personal, make it a part of their company culture and elevate it to be as an important initiative as compliance, risk management, Service-Oriented Architecture (SOA), Information Technology Infrastructure Library(ITIL) or other initiatives may be within the company. If you're unable to get an audience in these areas within your company, start within your own sphere of influence. Applying this early technology to complex service problems in our environment proved to me that the technology, coupled with the right emphasis on how the technology was implemented and an emphasis on the people and processes within the organization could bring BSM to life.

Simply put, if they don't have adequate visibility into how well those business services and applications are performing, you can't expect to manage what you can't "see" that may be impacting the business, clients, revenue, etc.

Far too often the change never happens and it's the <a href="http://www.gdbr-bearing.com/product/split-plummer-block.html">Split plummer block</a> talking heads that are preaching to the choir about what should be done. Navy helped shape his future passion for BSM.

Please don't get scared off from this strategy thing.'

That was a mouthful but simply put, these clients have an impressively instrumented business and IT environment with the right amount of visibility into each area, joined together with an organization that thinks, operates and responds based on their understanding of the business goals and objectives and how these business services and applications enable business success. Another trait of successful Business Service Management implementations is that of the formal monitoring and management tools group has established some sort of database or knowledge repository that enables them to "manage the business of IT management and monitoring" if you will.

  Aucun commentaire | Ecrire un nouveau commentaire Posté le 27-10-2017 à 03h23

  The aim is not the plan itself, but to use it as a guide to move things along toward the goal. Alerter l'administrateur Recommander à un ami Lien de l'article 

 The aim is not the plan itself, but to use it as a guide to move things along toward the goal.

Next, ask two or three of your colleagues, friends, or family members to go through the same process with someone they respect as a leader. They see value in many contributions and consult outside inputs to make an informed decision.

 inviting questions about the details.

Interaction Styles and Leadership Effectiveness

With regard to leadership effectiveness, the ability to adapt to the Interaction Styles of the individuals we lead greatly extends our capacity to gain their understanding, cooperation, and commitment. Third, we must be able to evaluate how well we are adapting to others Interaction Style preferences.

In this article, I want to address briefly the second factor for leadership effectiveness, an interpersonal approach that is appropriate to the individual being led.

 explore collaboratively a variety of options about how to accomplish the objective(s).

 explain only in broad outline what I want accomplished. People of this style are focused on results, often taking action quickly. They Get Things Going with upbeat energy, enthusiasm, or excitement, which can be contagious. As such, I naturally lead with lots of enthusiasm and excitement. They notice right away what is not working in a situation and become painfully aware of what needs to be fixed, healed, or corrected.ii

I define an Interaction Style as the preferred way in which a person communicates and works with others to achieve results. Much of the current literature on leadership supports and promotes this myth.

As you practice Leadershifting, it will become more habitual, less conscious, and more effective.

My guess is that while there are no doubt some commonalities, there are probably some significant differences. Taking these preferences into account is the key to leading individuals the way they like to be led. They aim to integrate various information sources and accommodate differing points of view.iii It gives you a glimpse of the essential themes and preferences for each Interaction Style pattern. These dimensions address the first half of the equation of leadership effectiveness, actions that are appropriate to the dynamics of the circumstances.

First, I need to determine their Interaction Style. I tend not to develop or be comfortable with a predetermined, detailed plan of action, and I dont want to spend a lot of time discussing and refining details of an emerging decision. Exploring options and possibilities, making preparations, discovering new ideas, and sharing insights are all ways they get people moving along. Linda V. People of this style focus on knowing what to do and keeping themselves, the group, or the project on track.


Leadershift is the name I have given to the practice of adapting ones own Interaction Style to that of others.


 not interrupting while they are speaking. They hate wasting time and having to back track.

 explaining in detail the plan for accomplishing the project. Finally, I am generally uncomfortable telling others what to do.

The following four Interaction Styles are adapted from Linda Berens, Understanding Yourself and Others: An Introduction to Interaction Styles. In Charge

The theme is getting things accomplished through people. Get Things Going

The theme is persuading and involving others. This model of type describes four distinct patterns of interpersonal behavior that are consistent over time, but adaptable in the moment.

My leadership effectiveness can be greatly enhanced by adapting my approach to try to meet the Interaction Style needs and preferences of the person I am leading, rather than trying to lead him/her from my preferred approach. They make decisions quickly to keep themselves and others on task, on target, and on time. As a theory of personality type, Interaction Styles is distinct from yet consistent with both Temperament theory and Myers Jungian Type. Their focus is on interaction, often with an expressive style. For example, my lack of a predetermined and concrete plan of action can irritate a Chart the Course type, who may view my leadership as thoughtless, aimless, and overly expressive. It demonstrates that people like to be led in different waysways that are natural to their interpersonal preferences. The challenge, of course, is to meet the diverse needs and preferences of all team members. The principle of adapting ones own interpersonal approach to others preferences remains the same when focusing on team dynamics. They typically have more patience than most with the time it takes to get consensus for a project or to refine the result. Mentoring, executing actions, supervising, and mobilizing resources are all ways they get things accomplished. Like other models of type, ones Interaction Style is about preferences, not abilities. In reviewing the Interaction Styles patterns, I conclude my staff member probably has a Chart the Course style. Remember, people like to be led in ways that fit their interpersonal preferences. They thrive in facilitator or catalyst roles and aim to inspire others to move to action, facilitating the process.

 keep the conversation fun and lively., a result to which everyone wholeheartedly commits).

While this style works very well for other Get Things Going individuals, it can be frustrating and even irritating for the other three styles.

With regard to the first of these two factors, my business partner, Ellen Samiec, and I have identified five distinct tacticswhat we term, leadership dimensionsthat need to be employed when responding to the varied circumstances and situations leaders encounter. They prefer to enter a situation having an idea of what is to happen.i

Although there are many frameworks that can give us valuable insights into others interpersonal preferences, the one I want to employ is a model of personality type called Interaction Styles.

ii For more on the relationship between these three type models, see the appendices in Lindas booklet. Berens. Chart the Course

The theme is having a course of action to follow. They may experience my fast paced, consensus decision making style as a frustrating impediment to taking the time necessary to dialogue, research, and refine our ideas to get the best result possible. An In Charge staff member may view my desire for small talk and storytelling as a waste of time and see my lack of specific directives as a lack of clarity or as a lack of commitment to achieving results quickly.What makes someone an effective leader?

Take a moment and think of the person whom you have most admired/enjoyed having as a leader. Conversely, adapting to others leads to greater buy in, motivation and understandingall of which positively affect the bottom line.23 (Huntington Beach, Calif. This ability grows as we familiarize ourselves with the Interaction Styles model. Consider not only your work experience, but also your volunteer activities, religious affiliations, and recreational pursuits. Producing, sustaining, defining, and clarifying are all the ways they support the group process.

I have decided which staff member I think is best suited for the project and I am going to speak with them about it. I want them to want to do it, so I prefer to inform them about what needs to be done rather than directing their actions.

There exists a widespread myth that there is one right or best way to lead. As a Get Things Going leader, my natural tendency when delegating would be to:

 connect with the individual on a personal level before getting down to business. They approach others with a quiet, calm style that may not show their strong convictions.

I believe that leadership effectiveness arises out of the combination of two key factors: (1) actions that are appropriate to the dynamics of the circumstances, and (2) an interpersonal approach that is appropriate to the individuals being led. I believe that a persons Interaction Style is innate, a part of their hard wiring.

Next, I need to decide how I am going to adapt my natural tendencies to this persons Chart the Course preferences when discussing the project and their responsibilities. Interaction Styles is one framework that helps us apply that truth for greater leadership effectiveness

i The focus of this article will be solely on leading individuals, as opposed to teams or groups.

 pausing to allow them to absorb the details. They identify a process to accomplish a goal and have a somewhat contained tension as they work to create and monitor a plan. So I will watch for clues (verbal and non verbal) that tell me if I seem to be on their wavelength.

An Interaction Styles Primer

This model of type was first developed by William Marston in the 1920s, subsequently extended by John Geier through the DiSC instrument, later popularized in the social styles literature, and most recently, refined and expanded by Dr. The model has much more to it, and I would again encourage you to read Berens booklet to introduce yourself to the richness of this framework.

The Four Interaction Style Patterns

1.: Telos Publications, 2001)
. Her booklet, Understanding Yourself and Others: An Introduction to Interaction Styles is an excellent, in depth explanation of this model. And, of course, I can always ask them directly if the way I am explaining things is helpful or what I could do differently to make it better for them.

3. My focus is on getting the energy going in interpersonal discussions and group interactions and I want to obtain an embraced result (i. This is best done by a combination of (1) observing others responses and (2) asking for feedback on our attempts to shift to someone elses style. This comes with conscious effort and trying out new behaviours.

Finally, compare your lists. These are some of the natural tendencies of a Get Things Going Interaction Style. People of this style focus on understanding and working with the process to create a positive outcome.

Take a piece of paper and jot down the personal attributes and specific behaviors this person demonstrates which you consider to be the source of their leadership effectiveness. First, we must be able to identify correctly an individuals preferred Interaction Style.

Third, I will need to observe the persons response to my attempts to shift to their preferences and adapt and learn.

The above four Interaction Styles are meant only to introduce you to the very basics of the Interaction Style patterns and dynamics.

2., Understanding Yourself and Others: An Introduction to Interaction Styles, p. They want decisions to be participative and enthusiastic, with everyone involved and engaged. Becoming proficient at leadershifting requires three skills. And even the commonalities (for example, caring is an attribute I hear a lot) may mean very different things to each of you as you discuss what that actually looks like in behavioral terms. They often have a driving energy with an intention to lead a group to the goal.

 employ a relatively non structured, but fast paced format for the conversation.

People really do like to be led in different waysways that are in keeping with their natural interpersonal preferences.

iii Used with permission from Berens, Linda V. Second, we must be able to shift our energy levels, communication style, and decision making style to match those of the person we are leading. This would involve at least the following shifts:

 limiting small talk and being more matter of fact and to the point. Behind the Scenes

The theme is getting the best result possible. Its easy to stereotype a different style and end up <a href="http://www.gdbr-bearing.com/product/needle-bearing.html">Needle Bearing</a> being patronizing, not helpful. Using a Leadershift approach might involve the following actions. However, my experience as a leader and as a leadership development specialist suggests otherwise. It has a strong bearing on whom you find it easy (or challenging) to relate to and work with.

For example, I have a Get Things Going Interaction Style.

 being systematic in how I explain the projects objectives, timelines, requirements.

What might leadershifting look like in practice?

Lets say I am going to delegate a project to one of my staff members.

The point of this exercise is simple. Their informed and deliberate decisions are based on analyzing, outlining, conceptualizing, or foreseeing what needs to be done. You will find individuals responding to your leadership initiatives with more commitment, greater understanding, and better results. The results of failing to adapt to others preferencesmiscommunication, resentment, irritation, and lack of commitmentbear directly upon productivity and quality. A person with a preference for a Behind the Scenes style may be frustrated with my lets move ahead as long as we have a general agreement approach.

  Aucun commentaire | Ecrire un nouveau commentaire Posté le 27-10-2017 à 03h23

  This allows Alerter l'administrateur Recommander à un ami Lien de l'article 

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