User, Customer and Digital Experience: Where Service and Business Performance Come Together

IT & DATA MANAGEMENT RESEARCH,

INDUSTRY ANALYSIS & CONSULTING

User, Customer and Digital Experience:

Where Service and Business

Performance Come Together

Dennis Drogseth

Vice President, EMA

Julie Craig

Research Director, EMA


INDUSTRY ANALYSIS & CONSULTING© 2014 Enterprise Management Associates, Inc.

Today’s Speakers

2

Dennis Drogseth, Vice President, EMA

Dennis joined Enterprise Management Associates in 1998 and currently

manages the New Hampshire office. Dennis brings several years of

experience in various aspects of marketing and business planning for

service management solutions. He supports EMA through leadership in

IT Service Management (ITSM), CMDB systems, as well as megatrends

like advanced operations analytics, cross-domain automation systems,

IT-to-business alignment, and service-centric financial optimization.

Dennis also works over several practice areas to promote dialogue

across critical areas of technology and market interdependencies.

Julie Craig – Research Director, EMA

Julie has over 20 years of experience in software engineering, IT

infrastructure engineering, and enterprise management. At EMA, Julie’s

focus areas include DevOps, application performance and availability

management, Application Discovery and Dependency Mapping, software

development, and software as a service.



Logistics for Today’s Webinar

3

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available at www.enterprisemanagement.com

• Log questions in the chat panel located on the

lower left-hand corner of your screen

• Questions will be addressed during the Q&A

session of the event

QUESTIONS

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Sponsors

4



User, Customer and Digital Experience:

Where Service and Business

Performance Come Together

Dennis Drogseth

Vice President, EMA

Julie Craig

Research Director, EMA


INDUSTRY ANALYSIS & CONSULTING© 2017, Enterprise Management Associates

Demographic Highlights

• Roles and Titles

– 20% were director-level and above with 12% CIOs or CTOs

– 25% were non-IT business roles including CEO/COO, CFO;

Corporate Line of Business Vice President and Managers;

Customer Success Director; and Customer Experience

Director

• For the first time ever in its research, EMA included

“time in IT,” as a consideration.

– Forty percent (40%) of respondents had fewer than 10 years

of experience in IT, and 25% had more than 16 years

6



Demographic Highlights -2-

• Top Verticals:

– High-tech software manufacturing,

– Manufacturing overall

– Technology managed service providers

– Finance

– Retail

• Target focus was North America

• Balanced distribution between 250-500 (10%)

employees and 20,000+ employees (20%)

7



Most Respondents Were “Extremely Involved” in

Some Aspect of Digital Experience Management

8 © 2017 Enterprise Management Associates, Inc.

64%

31%

5%

0%

EXTREMELY INVOLVED - IT'S MY MAIN FOCUS

VERY INVOLVED - IT'S ABOUT 50% OF WHAT I DO

INVOLVED - IT'S ONE OF SEVERAL KEY AREAS OF FOCUS

SLIGHTLY INVOLVED - IT'S AN OCCASIONAL AREA OF INTEREST AND FOCUS

How involved are you with the planning, management, and optimization (from either an IT or a business perspective) of digital experience management?

Sample Size = 152



Strategic Priorities



Some Definitions:

• User experience managementTargets internal end users

• Customer experience managementTargets external consumers, including partners and

suppliers as well as direct customers

• Digital experience managementA unified approach to both user experience and

customer experience to optimize business outcomes

10



Digital Experience Led Dramatically

in Prioritized Focus


57%

20%

23%

DIGITAL EXPERIENCE MANAGEMENT

USER EXPERIENCE MANAGEMENT

CUSTOMER EXPERIENCE MANAGEMENT

On which of the following is your company most focused?

Sample Size = 152



USE CASES: Business Impact Narrowly Led for Bringing

Greatest Value (But Performance Was More Prevalent)


58%

57%

42%

33%

30%

23%

BUSINESS IMPACT: MONITORING AND OPTIMIZING IT-DELIVERED BUSINESS SERVICES BASED ON USER INTERACTIONS AND BUSINESS

OUTCOMES

PERFORMANCE: MONITORING AND OPTIMIZING THE EFFECTIVE DELIVERY OF BUSINESS SERVICES TO THEIR END CONSUMERS IN TERMS OF

PERFORMANCE AND SECURITY CONCERNS (LATENCY, TRANSACTIONAL EFFICIENCY)

CHANGE MANAGEMENT/DEVOPS: VALIDATING THE IMPACTS OF CHANGE, INCLUDING IMPACTS DERIVED FROM THE MOVE TO CLOUD OR THE

INTRODUCTION OF NEW APPLICATION RELEASES INTO PRODUCTION

DESIGN: MONITORING AND OPTIMIZING THE EFFECTIVE DESIGN AND CONTENT OF BUSINESS SERVICES FOR THEIR END CONSUMERS

(NAVIGATION, RELEVANCE)

USER ERROR/PRODUCTIVITY: MONITORING AND OPTIMIZING END-USER INTERACTION WITH BUSINESS SERVICES, INCLUDING THE EFFICIENCY

WITH WHICH THE SERVICE IS UTILIZED IN SUPPORT OF BUSINESS PROCESSES

SERVICE USAGE: MONITORING THE FREQUENCY AND OTHER USAGE PATTERNS WITH WHICH USERS (BY TYPE OR GROUP) LEVERAGE IT-

DELIVERED BUSINESS SERVICES

When you talk about digital experience management, which of the below do you see as bringing your organization and business the most value?

Sample Size = 152, Valid Cases = 152, Total Mentions = 369



TOP DRIVERS: for Digital, Customer and User

Experience Management

1. IT Operational Efficiency (62%)

2. Better Application Performance (40%)

3. Employee Productivity (37%)

4. Business Competitiveness-–Revenue (34%)

5. Business Process Optimization (34%)

6. Application Design (27%)

7. Optimizing Cloud (27%)

8. IT Service Management Efficiencies (27%)

13



Where Has Digital Experience Management

Become More Important/Relevant?

1. IT Portfolio Planning (37%)

2. Application Performance Management (37%)

3. In Support of Agile Initiatives (34%)

4. In Support of Business Development and Customer

Management ( 30%)

5. In Support of the Move to Cloud (30%)

14IT & DATA MANAGEMENT RESEARCH,




More Than Half Viewed Digital Experience Management as

Equally Shared Between the Business and IT


20%

21%

59%

DIGITAL EXPERIENCE MANAGEMENT IS PRIMARILY A BUSINESS CONCERN.

DIGITAL EXPERIENCE MANAGEMENT IS PRIMARILY A TECHNOLOGY CONCERN.

DIGITAL EXPERIENCE MANAGEMENT IS EQUALLY A BUSINESS AND A TECHNOLOGY CONCERN.

How would you complete this statement? "In our organization, digital experience management is…”

Sample Size = 152



Role and Organization



Executive IT Was Most Likely to Track DEM

Followed by a Digital Experience Management Team


51%

30%

28%

26%

24%

24%

23%

23%

22%

21%

20%

18%

18%

18%

18%

18%

15%

11%

1%

EXECUTIVE IT

DIGITAL EXPERIENCE MANAGEMENT TEAM

PROCESS MANAGEMENT AND COMPLIANCE

NETWORK OPERATIONS

DESKTOP SUPPORT

LINE OF BUSINESS ORGANIZATION

SYSTEMS/DATA CENTER

APPLICATIONS SUPPORT/MANAGEMENT

CUSTOMER EXPERIENCE MANAGEMENT

DEDICATED AGILE/DEVOPS TEAM

E-COMMERCE, E-BUSINESS

APPLICATION DEVELOPMENT

DEDICATED CLOUD MANAGEMENT TEAM

CENTER OF EXCELLENCE

CROSS-DOMAIN SERVICE MANAGEMENT TEAM

HELP DESK OR END-USER SUPPORT

VOICE/VIDEO/UC SUPPORT

Q/A TEST

OTHER

When considering your specific IT/business environment, which organizations/groups track digital experience management within your business?




Perspectives on Team Roles

• What’s becoming more important for DEM in the future?– Operations more likely to see DEM as more important for

application performance management, and more critical for the move to cloud.

– Business and internal IT planning –more likely to see as a greater concern for the LOB and internal business professionals, and a greater concern for business development and customer management.

– IT-to-Business Planning more likely to see as more interest in DevOps and strongly interested in getting users up to speed on new application services.

– ITSM most likely to see DEM as more important for IT portfolio planning.

– Development top priority was application performance management, but was least likely to see DEM as more important for DevOps of all groups (perhaps because was already central to them there and underway).

18



Slightly More Than Half Have a Dedicated Digital

Experience Management Team


52%

48%

YES

NO

Do you have a separate organization or organizations dedicated to digital experience management?

Sample Size = 152



Those Having a Dedicated Team Were Much More

Likely to Be Effective


69%

31%

44%

56%

29%

71%

YES

NO

Do you have a separate organization or organizations dedicated to digital experience management? by success2a: In terms of overall success, how effective are your digital

experience management efforts from a service performance perspective?

Extremely effective Effective All other

Sample Size = 152



And The Executive Suite

Is Most Likely to Drive That Team


15%

11%

58%

6%

3%

3%

1%

3%

0%

OPERATIONS

DEVELOPMENT

IT EXECUTIVE SUITE

APPLICATIONS SUPPORT/MANAGEMENT

A SINGLE OVERLAY CROSS-DOMAIN SERVICE MANAGEMENT TEAM

MULTIPLE OVERLAY CROSS-DOMAIN SERVICE MANAGEMENT TEAMS

LINE OF BUSINESS

BUSINESS DEVELOPMENT/CUSTOMER MANAGEMENT

OTHER

Which organization is the primary owner of digital experience management?

Sample Size = 79



Other Organizational Highlights

• In IT, the CIO is most likely to provide executive

leadership for digital/customer/user experience

management initiatives (29%)

– But among non-IT executives, the VP of marketing or digital

enterprise services was most likely to lead (47%)

• Cross-functional teams were

– Most likely to play a larger role specifically

for in-house developed apps (39%)

– More likely to play a larger role overall (36%)

– Not significantly change (16%)

– (Only 3% didn’t have any cross-functional

teams)

22



When Operations Works Together With the

Service Desk, the Results Are Strongly Positive


95%

5%

92%

8%

58%

42%

YES

NO

Does Operations work together with your Service Desk in tracking and monitoring digital experience management? by success: In terms of overall success, how effective are your

digital experience management efforts from a service performance perspective?


Sample Size = 152



How Does Operations Work with ITSM Teams for

Digital, Customer and User Experience Management?

1. To help in diagnostics in response to complaints

(45%)

2. Sharing relevant analytics for optimizing DEM (43%)

3. ITSM workflows provide cross-domain support and

governance (43%)

4. A shared interest/dialog regarding

application usage and relevance (40%)

5. Leveraging ITSM knowledgebase

for tracked incidents (37%)

24



Applications, Cloud,

and Service Delivery



85% Say Cloud is Making Digital Experience

Management More Important


85%

10%

5%

CLOUD TECHNOLOGY IS MAKING DIGITAL EXPERIENCE MANAGEMENT MORE IMPORTANT TO OUR

ORGANIZATION.

CLOUD TECHNOLOGY IS MAKING DIGITAL EXPERIENCE MANAGEMENT LESS IMPORTANT TO OUR

ORGANIZATION.

CLOUD TECHNOLOGY IS NOT AFFECTING THE IMPORTANCE OF DIGITAL EXPERIENCE MANAGEMENT.

Which statement best reflects how cloud technology is impacting how your organization views the importance of digital experience management?

Sample Size = 152



SaaS-delivered Applications “Most Critical” DEM

Focus, Native Mobile a Distant Second


24%

14%

13%

13%

10%

9%

8%

4%

2%

1%

EXTERNAL CLOUD SAAS

MOBILE-NATIVE APPLICATIONS

VIRTUAL APPLICATIONS (APPLICATIONS RUNNING ON THE VIRTUAL INFRASTRUCTURE)

VIRTUAL DESKTOP (VDI) ENVIRONMENTS

DISTRIBUTED CLIENT/SERVER APPLICATIONS

WEB AND WEB 2.0 APPLICATIONS

MICROSERVICES

SOA AND/OR CONTAINER-BASED SERVICES

CONTAINERS

OTHER MOBILE APPLICATIONS

From an applications perspective, which area is most critical to your organizations focus for digital experience in the next 12 months?

Sample Size = 134



Sample Size = 203

47%

43%

42%

42%

37%

35%

33%

33%

28%

28%

19%

WEB APPLICATIONS (EXTERNAL E-BUSINESS, E-COMMERCE)

WEB APPLICATIONS (INTERNAL)

CUSTOM-DEVELOPED APPLICATIONS

IT SERVICES DELIVERED TO CLIENT ORGANIZATIONS (EXTERNAL TO YOUR COMPANY)

INDUSTRY SPECIFIC APPLICATIONS (MANUFACTURING, MEDICAL, ETC.)

PACKAGED INTERNAL PRODUCTIVITY/BUSINESS APPLICATIONS (CRM, ERP, SAP, SIEBEL, FINANCIAL, HRIS, KM, ETC.)

ADVANCED WEB APPLICATIONS (WEB 2.0)

VOIP/TELEPHONY/VIDEOCONFERENCING

APPLICATIONS USING NON-HTTP CLIENTS, LIKE APPLETS, FORMS, ETC.

RICH MEDIA/MEDIA STREAMING/VIDEO ON DEMAND

SOA

What business or IT services is your company most concerned with in terms of the quality of user experience?

Web, Custom Apps Top Business-focused DEM Concerns



Internet Performance Seen as Key Performance-

Related Delivery Factor


51%

33%

14%

1%

0%

HIGHEST PRIORITY. POOR INTERNET PERFORMANCE CAN SEVERELY IMPACT REVENUE GENERATION.

IMPORTANT BUT NOT CRITICAL TO REVENUE GENERATION

MODERATELY IMPORTANT BUT NOT OUR HIGHEST PRIORITY

SOMEWHAT IMPORTANT

NOT AT ALL IMPORTANT

How important is Internet performance supporting your critical applications to your company's bottom line revenue?

Sample Size = 134



Applications and DEM

Additional Observations on DEM and Applications

30

Companies rating DEM efforts

(from a service performance

perspective) as “extremely

effective”

• Also invested more heavily in

tracking API-connected apps

Takeaway: API

performance is

an important

element of DEM

that can’t be

overlooked



Agile Practices and DevOps



On Average, Nearly 40% of Production Applications

are “Custom”, Developed In-House


2%

7%

18%

28%

18%

14%

14%

0-9%

10-19%

20-29%

30-39%

40-49%

50-59%

60% OR MORE

What percent of your applications are in-house developed?

Sample Size = 152



Overlay Teams Play a Critical Role in DEM


24%

24%

30%

22%

1%

DEVELOPMENT LEADS IN MANAGING DEM FOR IN-HOUSE-DEVELOPED APPLICATIONS.

OPERATIONS LEADS IN MANAGING DEM FOR IN-HOUSE-DEVELOPED APPLICATIONS.

AN OVERLAY TEAM MADE UP OF DEVELOPMENT, APPLICATIONS, AND OPERATIONS PROFESSIONALS LEADS IN MANAGING DEM

FOR IN-HOUSE-DEVELOPED APPLICATIONS.

MULTIPLE OVERLAY TEAMS LEAD IN MANAGING DEM FOR IN-HOUSE-DEVELOPED APPLICATIONS.

OTHER

Sample Size = 152


INDUSTRY ANALYSIS & CONSULTING34 © 2017 Enterprise Management Associates, Inc.

Sharing DEM insights between Dev and IT Critical for

DEM Effectiveness and IT Operational Efficiencies

46%

45%

43%

42%

41%

35%

34%

30%

1%

APPLICATION DESIGN AND FEATURES ARE INFORMED BY DIGITAL EXPERIENCE MANAGEMENT DATA

ANALYTICS TARGETING DIGITAL EXPERIENCE MANAGEMENT ARE APPLIED PRIOR TO DEPLOYMENT

FOCUS GROUP FEEDBACK ON END-USER EXPERIENCE

FUNCTIONAL TESTING BASED ON DIGITAL EXPERIENCE MANAGEMENT SPECIFICATIONS

REAL USER/BETA TESTING FOR END-USER EXPERIENCE

LAB TESTING FOR END-USER EXPERIENCE

UNIQUE TOOLSETS ACQUIRED THROUGH THE CLOUD

SDKS TARGETING DIGITAL EXPERIENCE MANAGEMENT REQUIREMENTS

OTHER

How does Development participate in working with other IT professionals in monitoring and supporting digital experience management?




Tools and Technology Adoption

and Instrumentation



More Than 90% “Actively Using” or “In The Process

Of Deploying” DEM Solutions


70%

22%

7%

0%

WE ARE ACTIVELY USING ONE OR MORE DIGITAL EXPERIENCE MANAGEMENT SOLUTIONS.

WE ARE CURRENTLY IN THE PROCESS OF IMPLEMENTING/DEPLOYING A DIGITAL EXPERIENCE

MANAGEMENT SOLUTION.

WE HAVE A COMMITTED STRATEGY TO SUPPORT DIGITAL EXPERIENCE MANAGEMENT BUT HAVE NOT YET

SELECTED A SOLUTION.

WE DO NOT YET HAVE SPECIFIC PLANS FOR ADOPTING A DIGITAL EXPERIENCE MANAGEMENT SOLUTION.

Which of the following best describes the current status of your company's and/or IT department's use of digital experience management in optimizing

service quality for business impact?

Sample Size = 152



Data Centers, Workstations Most Common

Instrumentation Points


37%

29%

28%

28%

28%

28%

28%

27%

25%

24%

22%

21%

1%

WITHIN/ACROSS THE DATA CENTER

AT THE END-USER WORKSTATION/DEVICE

APPLICATION SERVER/CODE

SUPPORT FOR VDI DIGITAL EXPERIENCE

NETWORK TRANSIT END-TO-END - INTERNAL NETWORK

NETWORK TRANSIT END-TO-END THROUGH THE SP CLOUD

INSTRUMENTED VIA OUTSIDE SERVICE

AT THE ENDPOINT MOBILE DEVICE

INSTRUMENTATION FOR CONTAINERS/MICROSERVICES

AT THE REMOTE OFFICE/LOCATION

AT EACH APPLICATION TIER FOR TIERED APPLICATIONS

NETWORK TRANSIT BY SEGMENT

OTHER

Where are your organization's digital experience metrics instrumented?




Transactional Reconstruction, Synthetics,

Network Tracing Lead DEM Tooling


43%

40%

33%

29%

29%

28%

26%

25%

21%

19%

0%

END-TO-END TRANSACTIONAL …

ACTIVE OR SYNTHETIC TRANSACTIONS

NETWORK TRACE

CODE INJECTION AT THE ENDPOINT

PRE-DEPLOYMENT FUNCTIONAL TESTING

PASSIVE OR OBSERVED TRANSACTIONS

SDK INSTRUMENTATION

TRANSACTIONAL REPLAY

AGENT-BASED CAPTURE AT THE DESKTOP

BYTE CODE INSTRUMENTATION

OTHER

Which of the following technologies is your organization usingfor digital experience monitoring?




88% View “Advanced IT Analytics” as Extremely or

Very Important


49%

39%

10%

1%

1%

EXTREMELY IMPORTANT

VERY IMPORTANT

IMPORTANT

SOMEWHAT IMPORTANT

NOT IMPORTANT

How important do you believe advanced IT analytics (or IT operations analytics) will be in supporting your digital experience management efforts

going forward?

Sample Size = 152



Additional Perspectives on Tools/Technology Priorities

• Additional Observations on DEM Technology

Priorities

– Automation – 88% believe “advanced levels of automation”

(workflow or IT process/runbook automation) will be

“extremely” or “very” important for DEM efforts going forward.

– Reporting – Top reporting targets for DEM metrics include

public cloud services (40%), requirements management, etc.

for service providers (39%), and reports supporting third-party

metrics from partners, suppliers, and supply-chain

dependencies (37%).

40



Metrics



Top Technical Metrics (What Are you Measuring Today?)

1. Level of security, risk, data integrity (37%)

2. Response time per transaction (36%)

3. Availability (32%)

4. Response time per application (30%)

5. Response time for multiple transactions to complete a

business service (30%)

6. General browser responsiveness (26%)

7. Navigability of applications (26%)

42



Top Business Metrics

1. Cost-related SLAs (with service providers or external

partners) (34%)

2. Business activity metrics (BAM) (33%)

3. Revenue-specific metrics (31%)

4. Business process impact metrics (31%)

5. Service desk operational efficiencies (30%)

6. Metrics to show end-user application preferences

(28%)

7. Industry-compliance-related metrics (26%)

43



Top SaaS-Provider Supported Metrics Were App Response Time and

Transaction Response– average respondent had 3.83 options


49%

38%

37%

35%

28%

28%

27%

27%

27%

27%

21%

0%

0%

RESPONSE TIME PER APPLICATION

RESPONSE TIME PER TRANSACTION

LEVEL OF SECURITY, RISK, DATA INTEGRITY

UTILIZATION

TIME SPENT ON INTERNET

SESSION QUALITY (E.G., VOICE/VIDEO MOS)

RESPONSE TIME FOR MULTIPLE TRANSACTIONS TO …

TIME SPENT ON WAN

GENERAL BROWSER RESPONSIVENESS

MOBILE BROWSER RESPONSIVENESS (MOBILE)

DROPPED TRANSACTIONS

OTHER

DON'T KNOW

Which technical metrics is your SaaS provider applying to digital experience management?




Challenges, Success Rates, and Advice



Where Are You LEAST EFFECTIVE in Digital, Customer

and/or User Experience Management?

1. Identifying the root cause of problems (30%)

2. Communicating the business impact of IT services to

the LOB (28%)

3. Capturing how often and by whom services are used

(28%)

4. Understanding the performance impact of 3rd party

services (e.g. cloud or CDNs) (26%)

5. Measuring true end-user satisfaction (26%)

46



Executive IT is Most Bullish About Success, Non-IT

Least Bullish (Especially LOB Executives)


27%

27%

47%

19%

17%

64%

38%

12%

50%

0% 10% 20% 30% 40% 50% 60% 70%

NON-IT

CIO/CISO/ IT VP/ DIRECTOR

ALL OTHER

Which of the following best describes your role in the organization? By: In terms of overall success, how effective are your digital experience

management efforts from a service performance perspective?


Sample Size = 152



More Perspectives on Effectiveness/Success

– Very Effective Strongly correlates with those who saw their IT budget increase 50% or more.

– Executive IT as Driver is Also Most Likely to be Very Effective

• And when CIO and CEO lead in oversight

– Very Effective most strongly correlates with those organizations that key on business impact, end user productivity, and service usage as delivering the greatest value.

– Those who view advanced analytics and advanced automation as “extremely important” are more likely to be very effective than other groups.

– Development and Business and internal IT planning generally see their organization as least effective in all three cases.

• Significantly, 38% of business and internal IT planning saw their organization as only “somewhat effective” in DEM for customer and non-internal DEM.

48



3 Top Recommendations: Focus on Process, Be Selective

in Technology, and Prioritize for Key Applications


18%

18%

18%

16%

13%

10%

7%

FOCUS ON PROCESS AND COORDINATION ACROSS GROUPS WITHIN IT.

BE SELECTIVE IN YOUR TECHNOLOGY INVESTMENTS.

PRIORITIZE APPLICATIONS AND FOCUS ON THOSE MOST CRITICAL TO THE BUSINESS.

GET BETTER EXECUTIVE BUY-IN/SUPPORT.

FOCUS ON BETTER DIALOG BETWEEN IT AND THE BUSINESS.

CREATE OVERLAY TEAMS TO ENABLE MORE EFFECTIVE LIFECYCLE DIGITAL EXPERIENCE MANAGEMENT.

SPEND MORE TIME GETTING TO KNOW END-USER/CUSTOMER BEHAVIOR/PERSPECTIVES.

Sample Size = 152



Conclusions: Summary



Conclusions/Summary: Strategic Priorities

• Application performance management leads in what

most were actively doing. But Business impact edges

out performance in terms of delivering the most value.

• The four prime drivers for DEM are:

– IT operational efficiency

– Better app performance

– Better user productivity

– Business competitiveness—revenue;

tied with business process efficiency

51



Conclusions/Summary:

Strategic Priorities and Organization

Organization:

• DEM is primarily a shared concern between IT and the business

• Executive IT leads overall in tracking and driving DEM

• Slightly more than half of respondents have a team dedicated to DEM

• 36% see X-functional teams a larger role overall, 39% primarily for in-house; only 3% see a decline in value

• 88% of respondents show operations actively working with the service desk in support of DEM

52



Conclusions/Summary: Applications and Cloud

Applications and Cloud

• SaaS-delivered apps most critical DEM focus in near

term

• 85% see cloud as making DEM more important

– 80% are concerned with applications over internal or external

cloud

• Internet performance “highest” or “important” priority

to 84%

– About 50% of apps, on average, are dependent on the

Internet

53



Conclusions/Summary: Technology

Technology:

• 90% “actively using” or “in the process of deploying” DEM

solutions

• End-to-end transactional reconstruction and synthetic

transactions lead for the most widely adopted technologies

• Data Centers, workstations most common DEM

instrumentation points

• 88% see advanced analytics and advanced automation as

“extremely important”

54



Conclusions/Summary: Metrics/ Challenges and Advice

• Technical metrics: Level of security/risk and response time per transaction virtually tied for first place – followed by availability

• Business metrics: SLAs for SPs led – followed by business activity management (BAM), revenue and business

process management (BPM) impacts

• Top three challenges for DEM: – Root cause

– Communicating business impact of IT services to LOB/ tied with capturing how often and by whom services are used

– 3rd party services e.g. CDNs; tied measuring true end user satisfaction

• Top 3 areas for advice were all tied in first place: – Focus on process and coordination across groups

– Be selective in technology

– Prioritize for key applications

55



Conclusions/ Summary: Success/Effectiveness

• When contrasting “Very Effective” with “Somewhat

Effective” some clear differences emerged. Among the

key factors for improved effectiveness were:

– A dedicated team for DEM or EUEM

– Executive IT leadership

– Operations working actively with the service desk for DEM

– A higher percentage of applications developed in-house

– Prioritizing advanced analytics and advanced automation

56



Questions?

57

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Date post:	21-Jan-2018
Category:	Technology
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