GoldMine Datasheet Title. Subtitle: Reinvent your Sales, Marketing and Support Proceses

GoldMine Datasheet Title Subtitle: Reinvent your Sales, Marketing and Support Proceses

Transforming From Service Desk to Service Management 1 Table of Contents Chapter I: Four Platform Fundamentals Revealed 2 Introduction............................................................ 2 Standards-based Architecture.................................................. 2 IT Best Practices.......................................................... 2 Governance and Compliance................................................... 3 Native CMDB with PC Lifecycle Interoperability......................................... 3 Chapter II: Asset Management Essentials 5 Introduction............................................................ 5 Configuration Management Database.............................................. 5 Patch Management........................................................ 5 Software Distribution....................................................... 5 Inventory Discovery........................................................ 6 PC Lifecycle Management.................................................... 6 Chapter III: The Compliance Conundrum 7 Introduction............................................................ 7 Business Before Technology................................................... 7 The Process Imperative...................................................... 7 Technology: How Suite It Is.................................................... 8 Reporting & Auditing....................................................... 8 Change Management & Process Automation.......................................... 8 Controlling Change, Preventing Problems......................................... 8 Evolving Processes...................................................... 9 Compliance Maturity Assessment................................................ 9 Chapter IV: Learning New Lessons, ITIL V3 10 ITIL Introduction......................................................... 10 ITIL............................................................. 10 ITIL Goals.......................................................... 10 Demystifying ITIL V3.......................................................10 Service Strategy.......................................................11 Service Design........................................................ 11 Service Transition......................................................12 Service Operations..................................................... 13 Service improvement....................................................13 About FrontRange Solutions 14

2 Transforming From Service Desk to Service Management Chapter I: Four Platform Fundamentals Revealed Introduction In response to business pressures to increase service quality while reducing costs, many IT organizations are searching for tools to help them move from service desk to service management. This executive briefing series is designed to help you understand the critical building blocks required for an effective IT Service Management (ITSM) application, to ease your transformation to service management. At the most fundamental level, the transformation requires an ITSM platform that extends beyond core service desk capabilities for incident and problem management, to provide: An extensive, standards-based architecture that supports data, workflow, and policy integration across multiple business processes. Support for the use and implementation of IT best practices such as Information Technology Infrastructure Library (ITIL), ISO 20000, and Sarbanes-Oxley (SOX). Adherence to corporate governance standards, including the development, documentation, monitoring, and auditing of compliance related control processes. A centralized Configuration Management Database (CMDB) with native PC lifecycle management interoperability. Chapter I explores these platform requirements in detail. Standards-based Architecture Because service management requires business process alignment across the entire company, the cornerstone of an effective ITSM application is an extensible service-oriented architecture (SOA) that enables the production, construction, and orchestration of business services in a heterogeneous environment through industry standard interfaces to ensure compatibility and integration with existing systems. The application should provide a modular set of standards-based services, which make integration cheaper and easier than proprietary architectures. Key characteristics include standard communication protocols such as HTTP, FTP, Web services, and email, as well as standard messaging systems and synchronous and asynchronous communications. Additionally, the platform should include a standards-based workflow engine, support for multiple databases, and leverage open protocols such as XML and XSTL for importing and exporting data. With service management, process approval and audit requirements become more stringent; therefore robust reporting is an architectural must. Applications that support real-time dashboards are a plus because they translate data into information that business executives can readily comprehend. You will have to custom-tailor the ITSM application to your specific business, so the platform should include easy-to-use administrative interfaces that enable configuration modifications without proprietary or hard coding. For example, you should be able to create basic forms and workflow rules to manage how business processes flow between ITSM and other applications through configuration, not coding. IT Best Practices Improving business processes through best practices can help speed your transformation to service management. Your ITSM application of choice should provide a framework of preconfigured industry standards-based processes to enable

Transforming From Service Desk to Service Management 3 quick deployment. Additionally, look for a solution that provides tools to facilitate the implementation and refinement of company-specific workflows. Tools that fall into this category are generally modularized role-based applications that are closely aligned with common best practice models listed below. Examples include an incident module as a single point of contact for recording and processing all issues and requests submitted into the system, as well as a change and release management module to ensure standardized methods of introducing changes into the IT infrastructure. ISO 20000. A popular best practice model is ISO 20000, which is the first international standard for IT Service Management. This best practice promotes the adoption of an integrated process approach to effectively deliver managed services to meet business and customer requirements leveraging a plan, do, check, act (PDCA) cycle for process improvement. Take a closer look at the reporting, measurement, and business process and workflow capabilities of the ITSM application to determine if it can facilitate ISO 20000. COBIT and SOX. If your company is publicly traded, you might be familiar with Control Objectives for Information and related Technology (COBIT) and Sarbanes-Oxley (SOX). Both are focused on developing information technology governance and control, which require you to tightly manage who has access data and systems and the changes, if any, they are authorized to make. Look for ITSM applications that provide reliable, auditable change management capabilities to support these initiatives. ITIL. The Information Technology Infrastructure Library (ITIL) is an integrated, process-based, best-practice framework for managing IT services that was developed in the United Kingdom and is gaining traction in the United States. A benefit of ITIL is that it can be deployed in a modular fashion, enabling you to incrementally rollout processes based on the maturity of your IT organization and the business requirements of your company. While the processes are modular in terms of deployment, they must be tightly integrated. Ensure your ITSM application can be deployed modularly without creating process silos. Governance and Compliance Closely related to best practices is support for governance and compliance, which requires robust reporting capabilities and transparent cross-departmental processes that adhere to change management policies. Reporting is a critical service management component that plays a significant role in supporting these initiatives. Because service management crosses departmental boundaries, the ITSM application must provide reporting for all levels of IT and business participants in your company, including executive management. Look for applications that leverage real-time dashboards, which are especially useful in translating IT data into meaningful business information for executives. Transforming to service management and supporting compliance initiatives will require your process improvement and automation scope to expand beyond internal IT to address all key business services including sales, marketing, accounting, and human resources. Look for an ITSM application that enables cross-departmental process automation in a transparent fashion so you can meet the auditing requirements of these initiatives. Also, ensure the application has reliable change management capabilities to mitigate the risk of service interruption across the business units. Native CMDB with PC Lifecycle Interoperability Service management transformation will require tighter alignment with infrastructure management to improve service delivery. Look for an ITSM application that provides a native centralized CMDB that can be shared across service, inventory, and PC lifecycle management systems. This common CMDB should enable you to track the current state of configuration items (CIs), their logical relationships to other service management processes, as well as CI compliance status relative to your defined security and compliance policy to ensure a high level of service availabilty.

4 Transforming From Service Desk to Service Management Beyond sharing a common CMDB, the ITSM application should provide technicians with access to remediation tools. Examples include remote control access to client machines with the ability to push out patches and install or remove applications. With the addition of remediation, technicians have the tools they need to improve first call resolutions. If your ITSM application does not provide a native CMDB that interoperates with PC lifecycle management, integration will be required, the downside of which is the never-ending importing and synchronizing of data to ensure technicians have access to accurate information. If your ITSM application includes these four fundamental platform requirements standards-based architecture, support for IT best practices and governance and compliance, plus a native CMDB that interoperates with PC lifecycle management you will have the foundation you need to begin transforming from service desk to service management.

Transforming From Service Desk to Service Management 5 Chapter II: Asset Management Essentials Introduction Asset management, a critical component of IT Service Management (ITSM), is one of the best ways to gain infrastructure awareness and ensure compliance, which better enables you to run IT as a business. Chapter II explores the essentials of asset management, which include: Configuration management database Patch management Software distribution Inventory discovery PC lifecycle management Understanding these essentials will help ease your transformation from service desk to service management. Configuration Management Database The Configuration Management Database (CMDB) provides the backbone of information to better enable all ITSM processes, especially asset management. Early CMDB deployments were homegrown and built around IT point processes, making integration and reporting of end-to-end service impossible. Today s ITSM applications should provide a native centralized CMDB that can be shared across all ITSM processes, eliminating silos and enabling a holistic service management approach. The CMDB should go beyond providing a repository of physical configuration item (CI) attributes to include CI usage, costing and outage information. Look for a native CMDB that captures CI data, change history, problem records, and service interruption information organically as part of the normal operation workflow in accordance with ITIL best practices. These workflows will help to impose proper processes, controls and validation procedures; ensuring information is accurately collected with associated audit trails to support compliance requirements. Patch Management The need for patch management has heated up quickly as the issue of security patches has become more urgent. A recent study by Forrester Research found that IT managers without patching procedures and tools get their systems patched an average of 19 days later than their company s patching deadline policies call for. And while 30% of IT managers surveyed apply patches immediately, 86% take three months to install them. Whether your company is heavily regulated or not, patch management is a must. The solution should provide support for Microsoft Vista and enable a high level of automation for all phases of patch management. This ranges from identifying weak points in the network and selecting relevant patches, to quality control and rules-based implementation. Additionally, the solution must provide a complete overview of the security status of all systems and should automatically resolve patch dependencies so new patches can be automatically tested for incompatibilities before they are introduced. Software Distribution Industry analyst Gartner identifies software distribution as a strategic component for IT organizations in moving from a passive, reactive, task-based enterprise to a proactive, continuous, service-based infrastructure.

6 Transforming From Service Desk to Service Management Moving from a task-based approach requires a software distribution solution that provides policy-based management coupled with a compliance-focused infrastructure. The solution should enhance the transparency of your software infrastructure, ensuring the compliance status of all systems is clear at any given time. End devices are thus constantly up to date and administrators are free to concentrate on any exceptions to the rule. The solution should enable the automation of even the most complex installation tasks from applications to drivers for both 32- and 64-bit platforms. This will result in robust software packages and therefore more stable workstations. Inventory Discovery In order to realize the full potential of your service management initiative, asset data should be automatically collected and stored in a common CMDB and used to inform configuration, change and SLA management systems. Look for an inventory discovery solution that records local and remote IT assets such as network components, software, desktops, servers, laptops, and even virtual computers. The solution should identify the precise version and automatically categorize hardware and software products, providing an effective information base for standardization, strategic sourcing, and successful license management. The solution should provide detailed technical information right down to configuration settings to ensure a rapid, target-oriented elimination of malfunctions. This results in shorter processing times and higher first-call resolution rates. PC Lifecycle Management Leading service and support organizations are seeking to align their strategy and toolsets for IT service management and PC lifecycle management. Bringing these critical applications together empowers infrastructure management and service teams to provide more proactive IT and customer service, which yields the dual benefit of higher end-user satisfaction and lower support costs. The market for PC lifecycle management is beginning to mature. Gartner indicates that a primary vendor differentiator is how the solution is delivered: as a complete lifecycle suite or through partners and integration. Regardless of how the solution is delivered, it must address the entire PC lifecycle from deployment to disposal. It should provide full automation for installation, configuration and management of all software components including operating systems, applications, services, drivers, and patches for desktops, laptops, servers and Citrix Presentation Servers. The solution should also include software licensing and metering capabilities. Look for a solution that automatically links licensing contracts and subcontracts with software products, manufacturers, users, computers, and organizational elements such as cost centers, departments, and company sites. The solution should generate a prioritized license compliance report that displays deficits, making it possible to immediately respond with measures such as the dynamic or static assignment of licenses to individual computers or users. As you embark on your journey of transforming from service desk to service management, pay particular attention these asset management essentials. They will go a long way toward providing the infrastructure awareness and control you need to ensure your ITSM initiative is a success.

Transforming From Service Desk to Service Management 7 Chapter III: The Compliance Conundrum Introduction Compliance. It is inescapable. Whether or not the Health Insurance Portability and Accountability Act (HIPAA), Basel II or the Sarbanes-Oxley Act (SOX) directly affects your company, these government regulations are driving IT momentum. Even non-regulated private companies are focused on formalizing compliance processes and procedures. A recent survey by Foley & Lardner of almost 300 Board of Directors of private companies found 77% were considering adopting some form of SOX governance control or transparency. Compliance influences IT change management, as well as configuration and release management. To support this imperative, IT must raise the bar for change documentation, authorization, auditing, and reporting. This broad impact poses a challenge for IT organizations in search of solutions to support internal compliance initiatives. Industry analyst Gartner cautions businesses to approach compliance holistically, creating solutions that work together over the long term. Research indicates that a reactive approach can cost 10x more than a proactive and more integrated approach. Chapter III discusses how to develop a holistic governance framework that can help minimize compliance costs, today and in the future. Business Before Technology Technology alone will not solve the compliance conundrum. Because compliance cuts across departmental boundaries, IT must work with business stakeholders to define a cohesive set of business goals. From this foundation, you can begin to develop a centralized process model and identify required technologies to support compliance initiatives. Here are a few recommendations to help you get started. Develop and document the organization s vision and the principles associated with key governance initiatives. This will become the framework to define a context for the policies, procedures and business processing rules. Without such a context, the governance structure has no foundation and will be constantly shifting. Develop and implement a set of clear IT performance targets against the overarching vision and principles. Define accountability to achieve those targets. Introduce IT Management solutions that track and present management dashboards for current availability and performance trends over time against the targets. Build credibility by communicating the progress being made, and plan for improvement. Solicit feedback from stakeholders about their perceptions of IT performance. Customer acceptance is key to gaining credibility. Without IT organization communication and credibility, companies find it difficult to exploit IT s maximum value and capability to support strategic, critical governance initiatives. The Process Imperative Source: Gartner, Inc. The next step down the compliance path is designing a centralized process model, which typically starts with change management. Consider leveraging the Information Technology Infrastructure Library (ITIL) to build a best practice process, or use an established, well-documented internal process as a starting point. If you are interested in learning more about ITIL and how to develop best practice processes, you may want to access, Volume IV: Learning New Lessons, ITIL V3, which is located on the FrontRange Solutions website.

8 Transforming From Service Desk to Service Management Technology: How Suite It Is With your business goals and centralized process model underway, you are now ready to begin identifying the technologies required for a holistic governance framework. Rather than stitching together point solutions for incident, asset, change, and release management, consider an IT Service Management (ITSM) suite from a single vendor. This will yield the dual benefit of reducing integration costs and accelerating business process automation. It is important to select a solution with a native Configuration Management Database (CMDB). This will enable you to centralize data to cost-effectively support compliance auditing and reporting requirements. Centralized data can also be leveraged to trigger notifications of potential compliance breaches, which should be displayed on real-time management dashboards. Additionally, the CMDB should provide a foundation for centralized asset management; the sole source for governing and managing change requests across the asset lifecycle, enabling change process automation and enforcement. The key is accurate CMDB data, which should be delivered through auto-discovery tools that ensure real-time updates of business infrastructure changes. If the suite includes an integrated PC lifecycle tool, even better. This will enable you to design critical change management processes leveraging the actual tools used to build, test, package, and push the change into the production environment. These automated tools reduce the governance burden and costs associated with desktop and server configuration management, application development, and more. Because reporting and auditing, change management, and business process automation costs can quickly skyrocket if not approached proactively and holistically, the remaining sections are dedicated to these topics. Reporting & Auditing Compliance reporting and auditing requirements can quickly bog down your team if the right technology is not in place. Many homegrown solutions fall short in this area because they are not designed with these requirements in mind. As a result, overburdened IT teams are forced to manually review log files to piece together audit trails and executive management reports, draining morale and productivity. The latest ITSM solutions are designed with a native CMDB and integrated auto-discovery tools as well as rich reporting functionality. The benefit is full traceability and automated audit capabilities, enabling you to cost-effectively support regulatory and internal IT controls. However, the ability to transform data into action-oriented knowledge is one of the most powerful potentials of a packaged ITSM solution. Look for a solution that offers customizable dashboard views so the various stakeholders are alerted to critical conditions and can proactively take steps to avoid compliance breaches. Change Management & Process Automation Because compliance policies raise the bar for change documentation, authorization, auditing, and reporting, a holistic governance framework must include robust change management and business process automation capabilities. Controlling Change, Preventing Problems Being compliant means ensuring that IT changes are performed and documented using repeatable and auditable bestpractice processes. To reduce costs and jumpstart your compliance initiative, look for a solution providing out-of-the-box change management processes that ensure standardized methods and procedures are used to efficiently track and manage all changes. Tracking a change from initial Request for Change through its entire lifecycle will allow your IT organization to control the flow of changes and minimize the impact of change-related incidents on service quality. By ensuring corrective action is approved and performed in a controlled manner, you can even prevent change-related problems from occurring in the first place.

Transforming From Service Desk to Service Management 9 Evolving Processes Industry analysts agree that ITSM applications can give you a head start on compliance. These solutions are designed with an understanding of IT strategy and include pre-built processes that reflect industry best practices. But as we all know, one size does not fit all. A packaged solution can give you a beneficial starting point for process automation, but if you have to call in a programmer to make modifications, what appeared to be an accelerator for your business will soon become a roadblock. An easy-to-customize business rules and workflow editor with point-and-click wizards to guide you through the editing or creation of business rules is key. As the dynamics of your business and compliance policies change, you want the ability to tune your processes easily and affordably. Compliance Maturity Assessment Compliance is inescapable and will intevitably impact your IT organization. As you transform from service desk to service management, the following questions can help asses the level compliance maturity in your IT organization: Does your company currently cultivate a culture of compliance from the top down? Does your IT department seek to become more proactive and better aligned with business priorities? Do you have an existing IT roadmap that includes a centralized change, incident and problem management governance framework as outlined under ITIL? Is your IT Service Management team prepared to address the auditing functions essential to compliance? Are the majority of your IT governance procedures currently documented and operating smoothly, such as instituting a predefined change approval hierarchy to ensure all infrastructure changes are performed and approved by authorized personnel? Do you have a system in place to minimize unplanned and undocumented change to your business infrastructure? Can you easily produce reports identifying changes made to your business infrastructure? Do audit reports include a reference to the supporting change record indicating all personnel involved in the change and highlighting approval exceptions? If you answered no to two or more of these questions, don t worry. As you implement a holistic governance framework you will increase the maturity and capability of your team to effectively address the compliance conundrum.

10 Transforming From Service Desk to Service Management Chapter IV: Learning New Lessons, ITIL V3 ITIL Introduction Since the IT Infrastructure Library s (ITIL ) update in 2000, the business environment has changed significantly, requiring a less IT centric and more holistic approach to the business of service management. The newest version of ITIL (ITIL V3), takes the form of processes and functions that are managed throughout the lifecycle of the service. Chapter IV describes the underlying principles of the library and how FrontRange Solutions IT Service Management (ITSM) supports those principles. ITIL ITIL is a set of specialized organizational capabilities for providing value to customers in the form of services. ITIL Goals Match customer expectations with service provider capabilities Improve quality Reduce the long term costs Deliver core processes Leverage best practices Demystifying ITIL V3 The central feature of the new version is an enhanced business relevance of IT Operations. There is emphasis on cultural and organizational issues as well delivering service management from a service life cycle perspective. To support this change in emphasis, several business concepts are now considered core best practice: Service strategies: Integration of business strategies with IT strategies ROI of a business case: Expected return of investments in improved service Service design: Establishment of innovative service planning to support sustainable day-to-day operations Knowledge database: Best practices and expertise in service implementation ITIL V3 focuses on: Business usage Service life cycle Processes Compliance requirements (SOX, HPPA, etc.) Quality management Value network innovation Dynamic service portfolios ISO/IEC 20000

Transforming From Service Desk to Service Management 11 These points are among those described in greater detail throughout the life cycle perspective. The five volumes that describe the life cycle are: 1. Service Strategy 2. Service Design 3. Service Transition 4. Service Operations 5. Continual Service Improvement Service Strategy A key theme of Service Strategy is the integration and alignment of business goals and objectives with IT, reducing silos and improving communication across the organization. IT is considered a service provider to the business and concentrates on the delivery of core business benefits. This includes strategic planning with an emphasis on value to the business. By creating bi-directional links between business and IT, the strategies help to define the definition of roles and responsibilities. Challenges, risks and desired business outcomes are all identified. This strategic emphasis also serves to justify investments to support compliance to standards such as ISO/IEC 20000. How can FrontRange Solutions help you? FrontRange Solutions is committed to delivering powerful yet flexible solutions designed specifically to help overcome the business challenges faced by your enterprise. FrontRange products can enable you to achieve the customer focus, productivity and optimization that support extraordinary business relationships. Because FrontRange delivers business solutions with a holistic approach - based on industry best practices, organizations will benefit from proven solutions that can be deployed quickly to produce real return on investment. Armed with solutions that are flexible enough to configure to match business needs will aid in achieving success against desired objectives and metrics. FrontRange services are designed to support you early in planning the business strategies as well as defining risks, roles, and responsibilities for the project. Service Design Service Design describes design elements of the IT infrastructure, including underlying policies, architecture design as well as documentation strategy for the consistent delivery of service solutions and processes. As the second stage in the service life cycle, it defines service objectives and elements, market models and policies. Roles and responsibilities are defined and necessary tools are identified. Cost models, risk-benefit analysis, and controlling procedures round out the best practices identified in this volume. How can FrontRange Solutions help you? The FrontRange technology vision is straightforward, providing powerful, ready-to-deploy solutions that can be extended to meet exact business needs. The FrontRange Foundation architecture supports the vision by providing a platform that is: Built on a common architecture supporting all FrontRange applications Built to create generic service processes, policies, service objectives and process modeling Flexible enough to be configured and supported by non-technical experts yet powerful enough to satisfy the most demanding enterprises

12 Transforming From Service Desk to Service Management Designed to integrate with third-party applications and legacy data sources Built on industry standards Designed to be secure, scalable and extendable ITIL Service Design Core Processes supported by FrontRange ITSM: Availability Management Availability Management is the process that measures the availability of a component or service to perform its specific function over time. Real-time dashboard reporting provides accurate representation of components and services. Availability reports provide information on configuration and service availability. Incident reports provide feedback on mean time between failures (MTBF) and mean time to repair (MTTR). This process is tightly integrated with Service Level Management. Service Level Management This process maintains and improves IT service quality through an ongoing cycle of agreement, monitoring and reporting on IT service achievements, as well as taking action to eradicate poor service. Service catalogs, service level and operational level agreements, and underlying contracts are defined and managed. Service Transition Service Transition focuses on core change and configuration management processes to ease ongoing service operations. This includes risk and delivery options for smooth and continual business operations. This is the stage of the lifecycle where IT service transitions to support the business requirements. Managing organizational and cultural change are key issues for a smooth service transition. Also important is the implementation of a knowledge database, methods, tools and practices, and risk analysis. How can FrontRange Solutions help you? Change and configuration management are the key Service Transition capabilities delivered by the FrontRange IT Service Management solution to ensure smooth transition of services. The solution increases the likelihood of a successful transition by including considerations for business risks at all levels. ITIL Service Transition Core Processes supported by FrontRange ITSM: Change Management Change Management ensures that standardized methods and procedures are used for efficient and prompt handling of all changes. This minimizes the impact of change-related incidents on IT services and improves the day-to-day operation of your organization. Complete life-cycle management capabilities are included. Automated approval and assignment processes result in efficient change management. Release Management With this process, you are able to plan and oversee the successful rollout of software and hardware to system users. You can also design and implement efficient procedures to distribute and implement changes to the system, and effectively communicate and manage customer expectations during release planning and rollout. Configuration Management

Transforming From Service Desk to Service Management 13 Configuration management is the process of identifying configuration items in a system, recording and reporting the status of configurations and requests for change, and verifying the completeness and correctness of configuration items (CIs). FrontRange IT Service Management supports best practices that provide dynamic object models to easily relate assets to owners and view their relationships. Current and historical views of real-time status of assets and their relationships to incidents, problems and changes are available, as is a native, centralized configuration management database (CMDB), providing a single repository for all CIs. Service Operations Service Operations describes the activities required to keep the day-to-day operations up and running. The primary purpose of this phase is the delivery and support of services through the management of the infrastructure and operational activities. Service improvements are identified by monitoring performance, assessing metrics and the systematic gathering of data. How can FrontRange Solutions help you? ITIL Service Operations Core Processes supported by FrontRange ITSM: Incident Management This process restores normal service operations as quickly as possible and seeks to minimize any adverse impacts on business operations. Included are best practices that easily categorize incidents. Functions include automation and work flow capabilities, assignment management and real-time dashboard reports. Problem Management This process focuses on the identifying the root cause of errors in the IT infrastructure in order to minimize their adverse impact. It then allows the initiation of actions to improve or correct the situation. Problems can be related to incidents and changes, and quickly associated with their resolution. Service improvement The importance of service improvement is one of the most critical and value-driven aspects of the ITIL V3. The assurance of consistent delivery of service and its continual improvement is key to service quality. Identification and introduction of process elements for a better service completes the loop. Key elements contain core business and technology drivers for improvements, justification of achieved service quality, business benefits, as well as implementation of service improvements. How can FrontRange Solutions help you? The message to IT has been delivered collaborate and communicate across all departments to deliver seamless, transparent services to benefit the business and achieve its objectives. Ensuring that the organization has consistent processes that align with the business, ITIL provides a set of consistent IT best practices to improve processes for IT and deliver service improvements that are aligned with business needs. Business has never been more reliant on IT than it is today. From acquisition to order processing to customer care, IT is involved in every element of every business. Nevertheless, IT organizations are struggling with the requirements of the business and are looking toward best practices for answers to the challenges they face. Best practice is simple, common sense that leverages other organizations successes and failures. The core business driver within IT senior management continues to be the reduction of complexity to drive cost reduction. This objective drives alignment between IT and the business.

14 Transforming From Service Desk to Service Management About FrontRange Solutions FrontRange Solutions develops software and services that growing mid-size firms and distributed enterprises rely on every day to build great customer relationships and deliver high-quality customer service. The company applies a unique combination of innovation and automation with a standards-based approach to simplify core business processes, including: IT service management; customer relationship and sales force management; and PC lifecycle management. More than 150,000 of the world s best-known brands use FrontRange offerings to quickly improve their interactions with external and internal clients and achieve better business results. For more information, call 800.776.7889 or visit www.frontrange.com. North America EMEA United States 800 776 7889 United Kingdom +44 118 951 8000 France +33 13 926 5555 Germany +49 89 31 8830 Italy +39 03 654 48253 Poland +49 89 31 8830 Russia +7 495 710 9930 Spain +34 91 550 1646 APAC South Africa +27 11 325 5600 Melbourne +61 3 9823 6292 Sydney +61 2 8080 3300 China +86 10 6581 4196 India +91 22 3088 1119 New Zealand +64 9 359 7402 Singapore +65 6829 2147 Copyright 2008 FrontRange Solutions USA Inc. All Rights Reserved. GoldMine, HEAT, Enteo, Centennial Discovery, DeviceWall and other FrontRange Solutions products, brands and trademarks are property of FrontRange Solutions USA Inc. and/or its affiliates in the United States and/or other countries. Other products, brands and trademarks are property of their respective owners/companies. USE OF THE SOFTWARE DESCRIBED IN THIS PAPER AND ITS RELATED USER DOCUMENTATION IS SUBJECT TO THE TERMS AND CON- DITIONS OF THE APPLICABLE END-USER LICENSE AGREEMENT (EULA). The information contained in this document is provided as is without warranty of any kind. To the maximum extent permitted by applicable law, FrontRange disclaims all warranties, either express or implied, including warranties for quality, accuracy, merchant ability, fitness for a particular purpose, title and non-infringement; and in no event shall FrontRange or its suppliers be liable for any damages whatsoever including direct, indirect, incidental, consequential, loss of profits or data or special damages, even if advised of the possibility of such damages.