Posted: Tue May 08, 2007 12:54 am Post subject: CMDB implementation
In the assessment of current, well established procedures, I feel deep resistance to the introducion of a CMDB in the delivery area in my company (specialised in the provision of value added IT services). The CEO himself justifies the fact by saying: how can you control assets (hw and sw) to those (programmers-analysts) who use these tools for testing products/services? Do you think an ITIL framework can really be developed without a CMDB?
thanx for sharing your precious views,
Joined: Jan 01, 2006 Posts: 500 Location: New Jersey
Posted: Fri May 11, 2007 11:05 pm Post subject: Re: CMDB implementation
ITIL disciplines are rolled out all the time, without the implementation of a CMDB. However, this doesn't mean that having one wouldn't help improve the enterprise and those rollouts, if done correctly.
CMDBs are centralized command and control platforms and, at a high level, there are two types:
Non-Operational Repository Based Hubs: In this case, the CMDB is nothing more than a data repository that acts as a hub between upstream systems that feed it and downstream systems that it feeds. While such a solution adds tremendous value, this type of implementation offers little to prove an ROI to leaders who want to see tangible and measurable results. Also, in this case, the hub is not the true source of data because the true sources are those upstream systems that feed it.
Operational Hubs: In this case, the CMDB is the true source of data, as data gets created and managed right in the system. In this case, the CMDB has operational solutions, such as built-in Asset Management, Incident Management, Problem Management, Change Management, Document Management, etc. In the case of such an operational hub, there is more of an ROI because the CMDB can act as a strategic take-out/decommission strategy for stand-alone systems that would otherwise have to be managed, independently, and connected to the CMDB through expensive integrations. Since there is a tangible cost associated with any system you can eliminate and collapse into the CMDB, many leaders tend to like the financials associated with this. Also, because people work right in the CMDB, the data tends to be true, fresh, and whole.
Also, most leaders understand the value of solid and centralized Knowledge Management platforms. You may want to take the approach of painting the picture of the KM value provided by a good CMDB.
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