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Infrastructure Management: Driving Increased Business Value Through the Strategic Use of IT

Published by: Butler Group

Published: Dec. 1, 2009 - 276 Pages


Table of Contents


Section 1
1.1 Management Summary
Section 2: The Changing Role of Infrastructure Management
2.1 Report Objectives and Structure
2.2 Moving From Cost Control to Value Creation
2.3 The Impact of Virtualisation on Organisational Structure
Section 3: Managing Virtual Environments
3.1 Managing Server Performance and Availability
3.2 Client-side Virtualisation Offers Many Different Options
3.3 Application Virtualisation is Changing the Role of IT
Section 4: The Impact of New Technologies on IT Operations
4.1 Transforming IT Process and Procedures
4.2 The Benefits of Taking a Business Perspective on Managing IT Service Delivery
4.3 Determining the Success Factors of Managing New Technologies
Section 5: Next Generation Infrastructure Management Challenges
5.1 The Growing Significance of the Network
5.2 Preparing for the Automated Data Centre
5.3 Addressing the Management Challenges of Cloud Computing
5.4 Preparing for Environmental Management
Section 6: Market Analysis
6.1 Butler Group Infrastructure Management Features Matrix
6.2 Butler Group Infrastructure Management Decision Matrix
6.3 Infrastructure Management Market Analysis
Section 7: Technology Audits
BMC Software, Inc. - Business Service Management
CA, Inc. - CA Infrastructure Management
EMC - EMC Ionix
Fujitsu - ServerView Resource Coordinator VE
HP - Business Service Automation v2
IBM - IBM Tivoli
Microsoft - Microsoft System Center
Novell - Service Driven Data Centre
Symantec - Symantec Altiris Total Management Suite
Section 8: Vendor Profiles
8.1 Virtualisation Management
Citrix
Veeam
vKernel
VMware
8.2 Network Management
Blue Coat
Brocade
Cisco Systems
Entuity
Juniper Networks
NetQoS
NetScout
NetworkD
Secure Passage
SolarWinds
Zeus
8.3 General Infrastructure Management
ASG
FrontRange
iET Solutions
LANDesk
ManageEngine
Quest Software, Inc.
Tripwire
Section 9: Glossary

Abstract

The demand for increased flexibility from an organisation’s IT capability is creating new challenges for IT infrastructure management. Much of this new demand is coming from the changing nature of operating in an increasingly interconnected global market, where an organisation’s performance is influenced by events that are mostly outside its direct control.

The consequence of this new business environment is that organisational success is now a factor of the speed with which it responds to market conditions; and therefore, by implication, the speed with which it can adapt to any new environment.

The role of technology is adding to these challenges by creating tensions between the structures that exist with organisations today, as well as creating tensions within the IT departmental structure.

These forces are demonstrating the need for IT to reconsider its role in the organisation, and just as importantly, for the organisation to consider how it wants to embrace technology, and what role technology has in its core activities. In other words is IT a strategic capability or a merely a support function?

KEY FINDINGS
  • Understanding the role of IT and its strategic significance to the organisation represents the single biggest hurdle the CIO must overcome.
  • The explosion in end-user responsibility, and in the associated increased business use of technology, demonstrates that the role of IT is changing fast.
  • The question of how the use of computing resources is funded and deployed across an organisation’s many different operational business units represents one highly contentious issue that using chargeback can resolve.
  • A new Run The Business (RTB) cost model that demonstrates IT’s value contribution is needed as technology makes the concept of asset ownership obsolete.
  • Butler Group believes that a new Responsible, Accountable, Consulted, and Informed (RACI) model for IT process and procedures is needed to ensure new technology does not create new problems for the management of any IT infrastructure.
  • The transformational impact of virtualisation extends beyond the IT department, and requires structural and process change supported by a comprehensive infrastructure management capability.
  • One of the main functions of an infrastructure management capability is to mitigate the risks of deploying new technologies like virtualisation.
  • The language used by IT must be aligned and converged with the language of business.
  • New technologies add complexity and often promise to increase business flexibility; therefore it is important to ensure that any increased IT cost is offset by a greater reduction in business cost.
  • Holistic management capabilities are required while organisations are in transition between old and new technology stacks.
  • Being able to manage remote operations securely is fast becoming a necessity as the separation between end users and the data centre increases.
  • Recognising the barriers to data centre automation is the first step that many organisations must take before they can embark on an automation journey.


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