187128 remedyforce eval guide

8/12/2019 187128 Remedyforce Eval Guide

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EVALUATION GUIDE

BMC Remedyorce Evaluation Guide


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TABLE OF CONTENTS

PART 1: THE ALIGNABILIT Y PROCE SS MODEL . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 1

PART 2: EVALUATING BMC REMEDYFORCE REPORTING . . . . . . . . . . . . . . . . . . . . . . . . . . 8

PART 3: EVALUATING THE BMC REMEDYFORCE SELFSERVICE PORTAL . . . . . . . . . . . . . . . . 15

PART 4: EVALUATING THE BMC REMEDYFORCE SERVICE DESK AGENT DASHBOARDS . . . . . . . 21

PART 5: EVALUATING BMC REMEDYFORCE INCIDENT MANAGEMENT . . . . . . . . . . . . . . . . . . 27

PART 6: EVALUATING BMC REMEDYFORCE PROBLEM MANAGEMENT. . . . . . . . . . . . . . . . . .34

PART 7: EVALUATING BMC REMEDYFORCE CHANGE MANAGEMENT. . . . . . . . . . . . . . . . . . .40

PART 8: EVALUATING BMC REMEDYFORCE CHATTER INTEGRATION. . . . . . . . . . . . . . . . . . .46


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INTRODUCING THE ALIGNABILITY PROCESS MODEL

Your end users are more demanding than ever. They want immediate attention and

immediate results or in IT terms ast response times and instant prob lemresolution. They also demand consistently high levels o service, and o course, they

expect constant communication on the status o their requests. How do you meet such

demands when your own IT resources may be under significant s train?

Many organizations around the world have turned to the best practices recommended

by ITIL as a way to cut costs , align resources, improve ser vice levels, and deliver

consistent levels o service to the business.

As you evaluate IT help desk sofware, make sure that the application will enable you

to take advantage o the best practices recommended by ITIL without requiring too

much additional configuration rom you. Its also a good idea to check that the best

practices are documented and that the documentation is easily accessible by users.

BMC Remedyorce includes ITIL best-practice workflows built right into the sofware.

Plus, it comes with extensive online documentation o the process models. With the help

o embedded best practices, you can achieve aster cost savings and improvements in

service quality that can benefit your entire organization.

WHAT YOULL SEE IN THE REMEDYFORCE TRIAL

Although you can explore the Remedyorce trial on your own, we recommend that you

ollow the steps outlined in each scenario. This guided tour can help you make the most

o the sofware, including the specific eatures related to ITIL best practices. In this

scenario you will:

Access Remedyorce rom the perspective o a service desk agent.

Learn about the embedded ITIL best practices or inc ident, problem, and change

management

Review the process flow documentation or each o the best practices.

To see the scenario in action, watch the video here.

YOU WILL NEED:10 MINUTES

WATCH THE VIDEO NOW

Evaluating the BMC Remedyforce Alignability Process Model
http://www.bmc.com/products/demonstration/remedyforce-reporting.htmlhttp://www.bmc.com/products/demonstration/remedyforce-best-practice.htmlhttp://www.bmc.com/products/demonstration/remedyforce-best-practice.htmlhttp://www.bmc.com/products/demonstration/remedyforce-reporting.html


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LETS GET STARTED.

First, locate the Welcome email you received afer registering or the BMC Remedyorce trial. This email includes

a link or launching the trial. I you have not yet registered or the trial, register hereand the email will be sent

to you.

1. Use the link in your Welcome email to launch the Remedyorce trial. Note the user nameand password or IT sta; then, click Login as IT sta.

2. You should now see the BMC Remedyorce home page. Note the Workspaces panel onthe lethand side o the screen this is where we will begin exploring the ITIL best practicesor incident, problem, and change management.
http://go.bmc.com/forms/ESM_Trial_Remedyforce_Gateway_BMCcom_EN_Aug2011http://go.bmc.com/forms/ESM_Trial_Remedyforce_Gateway_BMCcom_EN_Aug2011


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3. Review the Incident Management process.

Click on the Workspaces panel on the lef hand side o the screen

Then under Incident Management, click on Incident Management Alignability Process Model.

Youre now looking at a visual

representation o the Incident

Management process one o

the Alignability Process Models

in BMC Remedyorce.


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Interact with the process model to get more inormation about each step. For example, click on 1. Support

Request Registration.

(Tip: To see more inormation, you can also mouse-over the flowchart and the description.)

You should now see the Support Request Registration procedure or a service desk analyst.

Note that you can reer to the Incident Management process model at any time to review the ITIL guidelines or

any incident management task.


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4. Review the Problem Management process.

In the Workspaces panel, under Problem Management, click

on Problem Management

Alignability Process Model.

Click on 1. Support Request Review. You should now see the

Support Request Review process or a problem coordinator.

5. Review the Change Management process.

Under Change Management, click on Change Management

Alignability Process Model.

Click on 1. Change Registration. You should now see the Change Registration process or a change

coordinator.

Notice how easy it is to switch

between process models?

Weve designed the BMC

Remedyorce interace to besimple to use in a busy Service

Desk environment.


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Feel ree to review the rest o the process model on your own. When fin ished, click the X to close the

Alignability Process Model tab. This concludes this part o the evaluation.

THE METRICS THAT MATTER

There are literally hundreds o metrics and key perormance indicators reerenced by ITIL and similar

best practice ramewor ks some may be very relevant in your organization, while others may be less

useul. However, the ollowing metrics can really tell you whether ITIL best practices are paying off or your

organization.

MEAN TIME TO RESOLUTION MTTR

MTTR is a critica l metric that records the total time taken rom the repor ting o an issue, through its final

resolution. Its important because it reflects the robustness and efficienc y o the processes and systems you

have in place or supporting your users. Adopting ITIL best practices or incident and problem management, in

particular, can have a dramatic effect on MTTR.

What you should aim or: 20% lower MTTR.

STAFF PRODUCTIVITYThe productivity o your ser vice support teams should improve as a direct result o aligning your processes to

ITIL best practices. Greater consistency in how problems are investigated and resolved can result in significant

time savings across the organization. In addition, ongoing discipline in change management can improve the

overall stability o your IT inrastructure.

What you should aim or: 30% higher staff productivity.


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SERVICE DESK COSTS

In addition to the time savings and gains in productivity, many organizations can reduce the cost o their

service desk operations by aligning with ITIL best practices. Improved communication, effective sel-service

capabilities, and reduced incident volumes are all outcomes o ITIL best practices, and they can directly

contribute to lower operating costs or the IT ser vice desk.

What you should aim or: 25% lower IT help desk costs.

WHAT THE EXPERTS SAY:

Cloud-based Remedyorce will increase IT resource availability and customer sat-isaction at lower cost at a time when cutting costs without sacrificing quality isa top priority.Eduardo Don Jr.

CEO Lumen21

WANT TO KNOW MORE?

Learn more about the benefits o ITIL best practices. Read our Solutions page.

Get the details on ITIL processes. Check out our reference library.

WHAT TO DO NEXT

NEED TO GET IN TOUCH?

Call us at 1-855-834-7487or email us.

READY TO BUY?

Purchase BMC Remedyorce now.
http://www.bmc.com/solutions/esm-initiative/IT-Infrastructure-Library-ITIL.htmlhttp://www.bmc.com/experts/reference-books/itil-books?cmp=redirect_reference-books_itil-books?intcmp=homebox_esmsvc_itilbooklets&attr=thtldrhttp://go.bmc.com/forms/ESM_ContactMe_RF_ProdPagePromo_BMCcom_EN_May2011http://go.bmc.com/forms/ESM_ContactMe_RF_ProdPagePromo_BMCcom_EN_May2011http://go.bmc.com/forms/ESM_ContactMe_RF_ProdPagePromo_BMCcom_EN_May2011http://go.bmc.com/forms/ESM_ContactMe_RF_ProdPagePromo_BMCcom_EN_May2011http://www.bmc.com/experts/reference-books/itil-books?cmp=redirect_reference-books_itil-books?intcmp=homebox_esmsvc_itilbooklets&attr=thtldrhttp://www.bmc.com/solutions/esm-initiative/IT-Infrastructure-Library-ITIL.html


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INTRODUCING BMC REMEDYFORCE REPORTING

Effective reporting capabilities are an essential component o any IT service management

application. Well-designed reports can provide real insight into the effectiveness o yoursupport teams, your IT inras tructure, and the processes you have in place. Help desk

organizations that are disciplined in the collection and analysis o reports consistently offer

better service and tend to enjoy greater systems stability as a result o ac ting upon the

perormance trends identified in the data.

As you evaluate IT help desk systems, make sure that the sof ware has more than just

a wide range o reports consider the relevance o those reports or your organization

and how easily they can be adapted to meet your needs. Every IT help desk environment is

different, so flexibility is essential. Ideally, the sofware should also allow you to create and

configure custom reports.

BMC Remedyorce offers a number o pre- defined reports , which have evolved romrecognized best practices and the eedback o our customers . Each report can also be

extensively customized to meet your needs and saved or uture use.

BMC Remedyorce exploits the considerable reporting power o the underlying Force.com

SaaS platorm. This means you can create and adapt brand-new custom reports to meet

almost any requirement imaginable.


This part o the Remedy orce trial shows you how easy it is to use and adapt one o the

many pre-defined report s that come with the sofware. Youll also get to walk through the

process o exporting data to an external file.



WATCH THE VIDEO NOW

Evaluating BMC Remedyforce Reporting
http://www.bmc.com/products/demonstration/remedyforce-reporting.htmlhttp://www.bmc.com/products/demonstration/remedyforce-reporting.htmlhttp://www.bmc.com/products/demonstration/remedyforce-reporting.htmlhttp://www.bmc.com/products/demonstration/remedyforce-reporting.html


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LETS GET STARTED.

First, locate the Welcome email you received afer registering or the BMC Remedyorce trial. This email includesa link or launching the trial. I you have not yet registered or the trial, register hereand the email will be sent

to you.

1. Use the link in your Welcome email to launch the Remedyorce trial. Then, enter yourname and password to log into the site.


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2. You should now see the BMC Remedyorce home page.

3. Run an Incident Management report.

Click on the Setup link on the upper righthand corner o the BMC Remedyorce home page.

In the dialog box asking i you want to leave BMC Remedy orce, click Yes. This will take you into the repor ting

and configuration portal o the orce.com platorm.


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Click on the Reports link in the menu bar.

In the Reports Folders section, click on the Folder dropdown

menu and select BMC Remedyorce. Then, click Go.

Click on the Categories link at the top o the list. Youll see a

chart, and above that, some options.

In the Report Options section, click on the Summarize

inormation by dropdown menu and select Categor y. (Note: It

may already appear at the top o the list.)

Next, click on the Show dropdown menu, select All Incidents

and click Run Report.

You should now see a chart that summarizes the incident volumes by categor y, ollowed by a detailed list o

the incidents included in the report.

(Tip: Scroll down to see more o the report content.)

You can view and configure out-

o-the-box reports or you can

create custom reports to meet

your organizations exact needs.

Remedyorce includes a number

o pre-configured reports that

support ITIL best practices,

standard compliance goals, and

the most common needs o our

customers.

Notice that you can save this

report, as well as customize,

print, or export it to a number

o different ormats.

Exporting a report is what well

explore next.


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4. Export a report.

In the Report Options section o the Categories page, click on the Export Detail s button.

In the Export Report section, choose your file encoding and ormat preerences. Then, click Export.

In the dialog box that appears, click to save and open the file.

Review the exported file. When finished, click the Done button to return to the Categories page.

5. Customize a report.


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In the Report Options section o the Categories page, click on the Customize button.

Click on the Jump to Step menu.

Without changing any thing or now, click on each option in the Jump to Step menu and simply review all the

ways that you can customize the standard reports.

Ok, lets try a simple customization. From the Jump to Step menu, selec t Select Columns and click on client

email (and anything else youd like to see) in the lef column o checkboxes.

Click on the Run Report button at the bottom lef o the options table to view your custom report. When

finished, click the BMC Remedyorce Home link to close the reporting portal and return to the application.

This concludes Part 2 o the Remedyorce evaluation.


Effective reporting capabilities can positively impact the perormance and efficienc y o your help desk

organization in many different ways particular ly when the actionable data is rolled into your ongoing

improvement initiatives.

The ollowing Key Perormance Indicators (KPIs) can help you assess the effectiveness o your reporting

strategies.

CHANGE SUCCESS RATE

A change management process that is flawed and is causing unnecessar y service disruption ofen shows up in

reporting long beore a specific weakness in the process is identified by other means. In our experience, a team

that is actively reviewing reports especially the reports o incident volumes resulting rom changes will

quickly spot areas or investigation and improvement. This ofen has an immediate and beneficial impact on the

success rate o the changes undertaken.

What you should aim or: 90% or greater first-time change success rates.

RECURRENT INCIDENT VOLUME

Help desk reports are a highly effective means o analyzing patterns in the flow and types o IT incidents that are

occurring in your organization. Regular analysis o incident category reports, or example, can reveal specific and

requently recurrent areas o difficulty in the inrastructure and support processes (and sometimes, individuals).

Organizations that are disciplined in this analysis, and take action accordingly, tend to have ewer recurrent

problems and see a more even spread o root causes.

What you should aim or: Where possible* 10% or less o your incidents should relate to any one specific

category.

*In some environments there will always be a bias to specific problem areas.


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COMPLIANCE COST

For those help desk organizations subject to regulator y or corporate compliance reporting, the time and effort

taken to respond to a specific audit request is a very reliable health indicator o your reporting model. I you have

correctly identified and configured the set o reports you need to meet compliance requirements, the process o

providing the necessary data in an acceptable ormat should be rapid and uncomplicated.

What you should aim or: Less than 24-hour responses to an audit request .


In the past, we didnt have tools that enabled us to do the best job possible.Sometimes issues ell through the cracks, which meant that our users were notalways completely happy with our service. With BMC Remedyorce, IT staff mem-bers have a solution that lets them deliver high-quality service and support. As aresult, our users are happier with what IT is doing or them.

We can determine i the same problem occurred beore or i were having mul-tiple problems with a particular asset or asset type.Can Ersoz,

Manager of Information Systems at Yakult

WANT TO KNOW MORE?

Learn more about ITIL continual service improvement. Read the e-book.

Get expert advice on supporting compliance goals . Sign up for the e-book .

WHAT TO DO NEXT



READY TO BUY?

http://www.bmc.com/experts/reference-books/itil-books/itil-continual-service-improve.htmlhttp://www.bmc.com/experts/reference-books/viewpoint-books/viewpoint-it-grc.htmlhttp://go.bmc.com/forms/ESM_ContactMe_RF_ProdPagePromo_BMCcom_EN_May2011http://go.bmc.com/forms/ESM_ContactMe_RF_ProdPagePromo_BMCcom_EN_May2011http://go.bmc.com/forms/ESM_ContactMe_RF_ProdPagePromo_BMCcom_EN_May2011http://go.bmc.com/forms/ESM_ContactMe_RF_ProdPagePromo_BMCcom_EN_May2011http://www.bmc.com/experts/reference-books/viewpoint-books/viewpoint-it-grc.htmlhttp://www.bmc.com/experts/reference-books/itil-books/itil-continual-service-improve.html


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INTRODUCING THE SELFSERVICE PORTAL

Why do effective IT organizations offer sel-service eatures or their users? Its simple,

really a sel-service portal can deliver measurable gains in efficiency and productivity.I users can easily get updates about ongoing issues, find solutions to their problems, and

request service in a simple but structured way, they are less likely to consume precious

help desk resources.

As you evaluate your choice o an IT help desk vendor, sel-service should be an important

area o consideration. Some key questions include: Are the sel-service options accessible

rom a variety o devices? Are they easy to use? How effective is the presentation and

organization o sel-service inormation? The easier the system is to use, the greater the

chance the resources will be used throughout your organization.

BMC Remedyorce provides a simple and well-organized sel-service portal users can

review current issues affecting the organization, see the most common problems theircolleagues are acing, and check out the associated solutions. Users can al so request help

rom the help desk using out-o-the-box templates, which can help save time and ensure

greater consistency in how requests are submitted.


The Remedyorce trial environment is perect or evaluating the sel-service portal on your

own. However, this specific scenario can also help you:

Explore the sel-service portal interace.

Search and rate knowledge entries.

Request multiple services rom the help desk.

To see the scenario in action,watch the video here.


WATCH THE VIDEO NOW

Evaluating the BMC Remedyforce Self-Service Portal
http://www.bmc.com/products/demonstration/remedyforce-self-service.htmlhttp://www.bmc.com/products/demonstration/remedyforce-self-service.htmlhttp://www.bmc.com/products/demonstration/remedyforce-self-service.htmlhttp://www.bmc.com/products/demonstration/remedyforce-self-service.html


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LETS GET STARTED.



to you.

1. Use the link in your Welcome email to launch the Remedyorce trial. Note the user nameand password or the end user; then, click Login as end user.

2. You should now see the BMC Remedyorce log-in page. Enter the user name and pass-word or the end user, as shown above. Then, click Login.

3. The Sel-Service Portal should appear. We will explore this interace in the next severalsteps.


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4. Review the Sel-Service home page.

Take a look at the areas highlighted on the portal page below.

(Tip: To see the ull text without opening an item, you can mouse-over the different components.)

5. Access and rate a Knowledge Base entry.

In the Frequently Asked Questions section o the portal, click on the entry How do I reset my Blackberry?

The entry will open in the Knowledge Base screen.

Notice that there are a number o actions you can take rom here. You can:

Read and then rate the Knowledge Base entry this impacts its relevance in uture searches and improvesthe accuracy o the Knowledge Base.

Search externally online using the same search terms.

View other related Knowledge Base entries by navigating the knowledge tree.

Create a Service Request i you need assistance rom the help desk.

Click on Sel Service Home to continue with the evaluation.

The most popular service requests are

listed here. A great deal o time can be

saved by using these templates.

Check or important updates in the scrolling bar

and the Broadcasts sec tion. This can save you

the time o creating tickets about known issues.

Search or solutions

to problems.

Any service requests you

create will appear here.

View the requently asked

questions and responses

rom the Knowledge Base.


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6. Create Service Requests.

Lets assume that youve been locked out o your user account, due to multiple log-in ailures.

In the Top Service Requests section o the portal, click on the Password Reset entry.

In the Describe What You Need dialog box, enter Sally Smith or the account name and Ssmi or the

account ID. Then, click Submit.

Click on Sel Service Home to continue with the evaluation.

Next, lets imagine that your external hard drive ails too.

In the What Do You Need Help With? section, type in the Search field: My hard disk has crashed. Then,

click on the Find Solution button.

It looks like theres nothing in the Knowledge Base or this particular prob lem. Lets get some help.

Click on the Submit a New Service Request link.

In the Category dropdown menu, select Hardware.

In the Describe What You Need field, type: My hard disk crashed. I need a replacement and to have any data

transerred. Then, click Submit.

To help the support teams, you can find the online warranty link and add it to the service request.

Open the service request you just created.

In the Documentation section o the service request, click the Add button.

Next, click the URL radio button .

Type the URL: http://www.dell.com/content/topics/global.aspx/policy/en/policy?c=us&l=en&s=gen&~secti

on=010

Click OK. Then, click Submit.

On the navigation bar, click on Sel Service Home. This concludes Par t 3 o the Remedyorce evaluation.
http://www.dell.com/content/topics/global.aspx/policy/en/policy?c=us&l=en&s=gen&~section=010http://www.dell.com/content/topics/global.aspx/policy/en/policy?c=us&l=en&s=gen&~section=010http://www.dell.com/content/topics/global.aspx/policy/en/policy?c=us&l=en&s=gen&~section=010http://www.dell.com/content/topics/global.aspx/policy/en/policy?c=us&l=en&s=gen&~section=010


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How do you assess the relative effectiveness o your sel-service strategy? There are many parameters that

can be analyzed. However, by ocusing on key perormance indicators that capture the uptake, cost, and impact

o sel-service, you can be sure that you have a well-balanced appraisal that will acilitate corrective action or

prompt urther investigation. The ollowing three metrics can be particularly revealing.

PHONE CALL DEFLECTION RATE

Organizations that have implemented sel-service ofen report a significant drop in the number o calls to the

service desk. Phone-based interactions represent some o the highest costs per incident, and anything that

can ree up an agent rom the phone yields great returns. W hen help desk services are provided promptly and

appropriately via sel-service, its adoption tends to build significantly over time.

What you should aim or: 50% o incidents and ser vice requests processed through sel-service.

COST PER INCIDENT

Sel-service help desk interactions cost organizations a raction o those initiated via the phone or in per son.

The savings largely results rom the removal o a first-line agent rom the earlier phases o incident reporting

and classification which, in turn, reduces the amount o time that agent spends investigating and resolving an

incident.

What you should aim or: A 25% reduction in the cost o providing help desk ser vices.


When users can quickly and easily categorize and record the challenge theyre having, or in many cases, take

sel-initiated corrective action, you can dramatically reduce the time needed to resolve issues. The secret tohaving a measurable impact on MTTR is to develop an effective Knowledge Base thats delivered via your sel-

service portal . In addition, you need to make sure that its easy to create service requests in a struc tured way

that maximizes consistency and minimizes error.

What you should aim or: A 20% reduction in MTTR.


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BMC Remedyorce will save us approximately 25 percent the first year, and will cutour costs nearly in hal in years two and three.Can Ersoz,

Manager of Information Systems at Yakult

WANT TO KNOW MORE?

Learn more about empowering users with sel-service. Get the white paper.

Get the ITIL perspective on providing sel-service.Read the e-book.

WHAT TO DO NEXT



READY TO BUY?

https://intranet.bmc.com/wwmarketing/sites001/solutions3/White%20Papers/Help_Yourself_An_Invitation_to_Automated_Self_Service_98272.pdfhttps://intranet.bmc.com/wwmarketing/sites001/solutions3/White%20Papers/Help_Yourself_An_Invitation_to_Automated_Self_Service_98272.pdfhttp://www.bmc.com/experts/reference-books/itil-books/itil-service-design.htmlhttp://go.bmc.com/forms/ESM_ContactMe_RF_ProdPagePromo_BMCcom_EN_May2011http://go.bmc.com/forms/ESM_ContactMe_RF_ProdPagePromo_BMCcom_EN_May2011http://go.bmc.com/forms/ESM_ContactMe_RF_ProdPagePromo_BMCcom_EN_May2011http://go.bmc.com/forms/ESM_ContactMe_RF_ProdPagePromo_BMCcom_EN_May2011http://www.bmc.com/experts/reference-books/itil-books/itil-service-design.htmlhttps://intranet.bmc.com/wwmarketing/sites001/solutions3/White%20Papers/Help_Yourself_An_Invitation_to_Automated_Self_Service_98272.pdf


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INTRODUCING THE SERVICE DESK AGENT DASHBOARDS

Inormation design and accessibility is a cr itical discipline in the optimization o an IT help

desk application. Apart rom the obvious benefits o an interace thats easy to use, readyaccess to critical inormation about support ac tivity and associated trends has a direct and

material impact on the effectiveness o your help desk. With a properly configured interace,

agents spend less time and effort detecting patterns o ailure, investigating problems, and

communicating the actionable results o their work.

In your efforts to compare IT help desk systems, be sure to consider how inormation

is presented in the principal interace or agents. It wont be absolutely perec t or your

organization, by deault, so ocus on how easy it will be to customize the interace over

time. Make sure that the solution doesnt just acilitate the clear display o critical data

investigate whether its equally straightorward to broadcast critical updates. You should

also be able to correlate summary inormation to the underlying incidents, problems, and

changes.

BMC Remedyorce is designed to clearly and effectively display inormation within a highly

configurable agent dashboard. Inormation can be conveyed in a variety o ormats, and

dashboards can be customized or the tasks at hand . Its very easy to publish and monitor

broadcasts and at any time you can access the underlying details or the inormation

displayed in the dashboard.


Feel ree to explore the Remedyorce dashboards on your own in the trial environment

this scenario only scratches the surace o whats possible. In this scenario you will:

Review the basic components o the Remedyorce dashboard.

Learn about the power and flexibility o the broadcast system.

Find out how to customize the content and layout o the dashboard.



WATCH THE VIDEO NOW

Evaluating the BMC Remedyforce Service Desk Agent Dashboards
http://www.bmc.com/products/demonstration/remedyforce-dashboards.htmlhttp://www.bmc.com/products/demonstration/remedyforce-dashboards.htmlhttp://www.bmc.com/products/demonstration/remedyforce-dashboards.htmlhttp://www.bmc.com/products/demonstration/remedyforce-dashboards.html


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LETS GET STARTED.



to you.


2. You should now see the BMC Remedyorce log-in page. Enter the user name and pass-word or IT sta, as shown above. Then, click Login.

3. The agent portal should appear. We will explore this interace in the next several steps.


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4. Review the agent portal.

Take a look at the areas highlighted on the porta l page below

(Tip: To see the ull text without opening an item, you can mouse-over the different components.)

As a service desk administrator, you can both

view and edit broadcast entries. The broadcasts

can be seen both as a scrolling banner and in the

Broadcasts section. This can help prevent tickets

rom being created about known issues.

In the Workspaces panel, you

can review the best-practice

process documentation and

flowcharts

Here you can see all current

incidents ordered by priority.

Everything on this My

Dashboard panel can be

configured and re-arranged to

suit your needs.

This section can display all

incidents currently assigned

to you.


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5. Review a broadcast entry.

Mouse-over the Broadcasts section on the righthand side o the agent portal .

Double-click on www.calbro.net is DOWN.

Note that broadcasts are highly configurable. You can adjust the timing, ownership, and display preerences and even select which groups can see the broadcast. In addition, you can add more detail and a resolution,

when one exists. This means users and other help desk agents can take corrective action and reduce the net

impact o a given problem.

Scroll down to the bottom o the page and click Show Supporting Inor mation.

In the lefhand column, click on Incidents.

Note that any incidents related to this broadcast can be reviewed and accessed here; this capability is a great

boost to agent productivity and can aid in problem investigation.

Click on the X to close the Broadcasts panel.


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6. Personalize the dashboard.

From the agent portal, click on the My Dashboard tab.

Find the Incidents by Category section, and click on the X to remove the section.

Click on the Catalog panel on the lefhand side o the screen.

Click and hold down the mouse on My Tasks. Then, drag and drop it onto the dashboard area o the porta l.

Now you can see the specific tasks assigned to you.

This concludes Part 4 o the Remedy orce evaluation.

THE METRICS THAT MATTERThe presentation and configuration o inormation in an agents dashboard can have a direct impact on his/

her productivity and effectiveness. Agents who can readily access and communicate inormation about current

incidents, problems, and changes will spend less time in the initial phases o investigation and ofen, they will

avoid creating new incidents altogether. The inormation they broadcast can also stop end users rom reporting

a known problem urther boosting the efficiency o the entire help desk team.

To assess the effectiveness o your agents help desk inter ace, as well as the inormation contained within it,

consider the ollowing key perormance metrics. As always, metrics can be affected by isolated incidents, but

measuring the overall trends par ticularly afer customizing the agent interace can be revealing.

AVERAGE FIRSTCALL RESOLUTION RATE

The rate at which agents can resolve incidents on the first call can be directly impacted by the effective

presentation o inormation. In particular, easy access to current ongoing support activities, such as recent

problems and changes, can lead an agent to a satisactor y resolution without urther investigation.

What you should aim or: A 25% increase in first-call resolution over time, along with upticks in average agent

perormance.


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The time it takes to resolve an issue can also be affected by the availability and ormat o inormation. O fen, an

issue thats under investigation will be affecting other users and show up in other incidents repor ted to the help

desk team. Agents who can see the pattern o incidents cur rently under management as well as monitor

broadcasts are able to resolve incidents with greater speed.

What you should aim or: An optimized agent interace could yield a 20% reduction in MTTR.

STAFF PRODUCTIVITY

The net effect o a lower MTTR and higher first-call resolution rate is an overall increase in the productivity o

your help desk agents. With their primary inter ace to the help desk system ully optimized and aligned with their

responsibilities, help desk agents can resolve and manage a higher volume o activity.

What you should aim or: Again, an optimized interace can result in a net increase o 20% in s taff productivity.

WANT TO KNOW MORE?

Learn more about best practices or IT dashboards. Read the white paper.

WHAT TO DO NEXT



READY TO BUY?

http://documents.bmc.com/products/documents/72/99/67299/67299.pdfhttp://go.bmc.com/forms/ESM_ContactMe_RF_ProdPagePromo_BMCcom_EN_May2011http://go.bmc.com/forms/ESM_ContactMe_RF_ProdPagePromo_BMCcom_EN_May2011http://go.bmc.com/forms/ESM_ContactMe_RF_ProdPagePromo_BMCcom_EN_May2011http://go.bmc.com/forms/ESM_ContactMe_RF_ProdPagePromo_BMCcom_EN_May2011http://documents.bmc.com/products/documents/72/99/67299/67299.pdf


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LETS GET STARTED.



to you.


2. Ater logging into the trial, the agent portal should appear.

3. Use an Incident template.

Lets assume we get a call to the help desk on that old avorite the orgotten password. Well use a built-in

template to make the logging and resolution o this issue a rapid and consistent process.


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On the righthand side o the agent dash board, find the Top Requests section and click on Password Reset.

This will create a new incident.

(Tip: I you cant find the Top Requests section, it may just be hidden rom view. Click the small arrow buttons

in the top righthand corner to cycle through the open sections . I you still cant find it, simply add it using the +

button next to the arrows.)

Note that the new incident includes a deault category or the password reset, and some required inormation

to be filled out in the Description field.

In the Last Name field, type Smi to begin looking up the end-users name. Then, click on Smith, Sally.

Click on the Save icon.


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4. Review an Incident record.

Lets take some time to explore the Incident record you just created.

5. Assign an incident to someone and take a ollow-up call.

Click on the Assignment (people) icon at the top o the incident you just created.

The impact and urgency levels are used

to calculate the priority, and the priority

drives the due date.

Explore each o these options to

see how an incident is integrated

with the other components o BMC

Remedyorce and how easy it is to

navigate to important supporting

inormation.

Check here to see a quick

visual status o the incident.

The impact level is defined by the help

desk agent thats creating the ticket.

Urgency can either be driven by the end

users (how important it eels to them)

or the category.


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In the Assignment dropdown menu, selec t Mysel but notice all the options available. You can manually

assign an incident, or where rules have been configured, the system will make a suggestion based on the

skills o available IT staff and the category o incident.

Next, lets imagine a call comes in relating to this incident, and we need to quickly make some notes about the

conversation.

Add some notes in the Note field, click Add and then click on the Actions (cog) icon at the top o the

incident.

In the Actions dropdown menu, select Increment C all Counter. Take a ew moments to check out the other

actions that are available in the menu.

The call counter will now show up in the incident history, and your note will be part o the audit trail all

displayed within the Supporting Inormation area at the bottom o the incident.

6. Review the supporting inormation.

Click on the Show Supporting Inormation link at the bot tom o the incident (i it isnt already open), and start

exploring the options.

The History tab See a summary o the note you just added, along with some auditing inormation. This is

where you can review all o the notes or each incident.


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The Tasks tab Review and open any o the tasks assoc iated with the resolution o this incident, create new

tasks, or re-assign a task to someone else.

The Change Requests tab Determine i any change requests are already linked to this incident, link an

existing change request, or create a new one that relates to this incident. This shows the integration between

IT service management unctions in Remedyorce.

The Documentation tab Review any documents or files that have been associated with this incident or add

a new attachment.

The Auditing tab Examine the history o all the major changes made to the incident, along with the details

o who made the change and when.


Incident management is a notoriously difficult area to measure effec tively; there are countless data-points

on which you can ocus and some o them need to be considered together to make sense o what is really

happening. For example, call handling time is an interesting measurement, but you need to also track customer

satisaction to make sure that you are delivering an effective service and not just a rapid one.

However, there are three key points o measurement that can deliver real insight into the quality o your incident

management services. These metrics can also be used to prompt urther investigation, as needed.

CUSTOMER SATISFACTION

Customer satisaction continues to be the single, most important measurement or any help desk organization.

A long-term trend in high customer satisaction can reflect the effor ts youve put in place to improve incident

management. Fast responses, effective and lasting resolutions, and timely communications can all contribute to

a positive perception o the help desk by the end user.

What you should aim or: To achieve and maintain better than 90% satisaction

SLA ADHERENCE

This is a compound measurement o several metrics, and it is a ver y good starting point or tracking the

perormance o your incident management processes and systems. In essence, you are measuring how well

your organization has delivered upon its SLAs with the business. Organizations ofen ocus on an aggregate o

the SLAs relating to response time and resolution rates. When you can combine good SLA scores w ith a high

customer satisaction rating, you can be sure that youre providing optimal levels o incident management.

What you should aim or: 95% or higher SLA adherence


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HELP DESK AGENT SATISFACTION

Help desk agent satisaction is ofen overlooked, but it can actually be a deeply revealing measurement o

your incident management services in act, theres more and more interest in this critical metric. Help

desk agents, particularly those in first-line positions, spend a great deal o their time processing incident s in

accordance with the processes you have in place and using the sof ware you selected. With that in mind, you

can be sure that oppor tunities or optimization are going to reliably show up in the eedback you get rom your

agents and probably earlier than anywhere else.

What you should aim or: Greater than 80% overall agent satisaction

WANT TO KNOW MORE?

Read about the IT IL best practices or incident management.Get the e-book.

Learn how to maximize the value o your IT help desk. Read the white paper.

WHAT TO DO NEXT



READY TO BUY?

http://www.bmc.com/experts/reference-books/itil-books/itil-service-operation.htmlhttp://documents.bmc.com/products/documents/14/65/91465/91465.pdfhttp://go.bmc.com/forms/ESM_ContactMe_RF_ProdPagePromo_BMCcom_EN_May2011http://go.bmc.com/forms/ESM_ContactMe_RF_ProdPagePromo_BMCcom_EN_May2011http://go.bmc.com/forms/ESM_ContactMe_RF_ProdPagePromo_BMCcom_EN_May2011http://go.bmc.com/forms/ESM_ContactMe_RF_ProdPagePromo_BMCcom_EN_May2011http://documents.bmc.com/products/documents/14/65/91465/91465.pdfhttp://www.bmc.com/experts/reference-books/itil-books/itil-service-operation.html


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3 4

INTRODUCING PROBLEM MANAGEMENT:

Problem management is ofen overlooked and not considered to be a critical process in

many IT ser vice management organizations. However, IT organizations that have a solidproblem management workflow tend to deliver higher quality ser vices. Thanks to the timely

investigation and correction o underlying root causes, the entire business can reap the

benefits o ewer ser vice outages overall and a as ter time to resolution when problems do

occur.

Effective problem investigation is tied to your ability to link problems with related incidents,

changes and configuration items. This way, you can determine how a problem impacts

other services, understand which devices are involved, and record details o any changes

that caused or will correct the underlying root cause. As you evaluate IT help desk tools, be

sure to look or seamless integration between processes and eatures that enable you to

link all relevant inormation with your problem records.

BMC Remedyorce aligns with ITIL best practices or problem management. With

comprehensive integration o IT service management unctions, your agents can easily

review all o the pertinent inormation when investigating problems. They can also create

detailed and auditable records o their investigation, so theres a clear history o everything

that took place throughout the problem management process .


The ollowing scenario shows you how to use Remedyorce to create a new problem

record and link it with related incidents . Youll learn about the supporting details that can be

included with each problem, and explore the integration with other IT service management

unctions.

.



WATCH THE VIDEO NOW

Evaluating BMC Remedyforce Problem Management
http://www.bmc.com/products/demonstration/remedyforce-problem-management.htmlhttp://www.bmc.com/products/demonstration/remedyforce-problem-management.htmlhttp://www.bmc.com/products/demonstration/remedyforce-problem-management.htmlhttp://www.bmc.com/products/demonstration/remedyforce-problem-management.html


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LETS GET STARTED.



to you.



3. Create a problem and relate an incident.

On the Workspaces panel, under Problem Management, click on Problems.

On the Problems tab, click on the New icon to open a new problem record.


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In Problem Source dropdown menu, selec t Incident.

In the Category field, click on the dropdown arrow. The Selec t From Categories dialog box will appear.

In the Select From Categories dialog box, scroll down and double-click on Telecommunication. The

problem record will appear again with the category filled in .

In the Description field o the problem record, type: BlackBerry server is not sending emails.

Click on the Save icon.

In the Details section o the problem record, click on the Impact dropdown arrow.

In the Select From Impacts dialog box that appears, double-click on High.

Repeat the process with the Urgency dropdown menu and selec t Medium.

Open the Supporting Inormation tab by clicking on the Show Supporting Inormation link at the bottom o

the problem record.

Click on the Incidents tab.


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Note that since this is a new problem, there may not be any incidents related to it. You may have to link one

manually.

Click on the Actions (cog) icon dropdown menu and select Link Incident. Double-click on any o the

incidents. The problem record will appear again now showing the incident you just linked.

4. Review a problem record and its related inormation.

On the Workspaces panel, under Problem Management, click on Problems.

Double-click on problem number 00000000.

Review the basic inormation about the problem source, descr iption, resolution, details, and any related

broadcasts. The Note field is designed or agents to record the steps they took to resolve the problem.

Next, click on the Show Suppor ting Inormation link at the bottom o the problem record.


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Note that the problem management process is tightly integrated with other IT service management

processes within Remedyorce.

From the Supporting Inormation tab, you can see the related:

History or the problem

Incidents resulting rom the underlying root cause

Changes that may have caused or helped resolve the problem

Configuration items that are part o the root cause or impacted by the problem

Tasks associated with resolving the problem

Associated documentation

A ull audit trail or accountability and measurement


Effective problem management is all about the speed and efficiency o root cause investigation and resolution.

The goal is to minimize the impact to the organization and to prevent the likelihood o urther recurrence o the

problem. The ollowing metrics support these objectives.

.


MTTR is an important measurement in many best-practice processes but in problem investigation, it is an

absolutely critical key perormance indicator (KPI). Your problem management process and supporting tools

should support your teams in investigating and resolving problems and their underlying root causes in as shor t

a time as possible.

What you should aim or: A 25% reduction in MTTR over time


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INCIDENT VOLUME

Organizations that become accomplished in problem management tend to reduce their overall incident volume

over time largely as a unction o ewer recurrent problems. Its important, however, to distinguish incidents

linked to underlying problems rom other ty pes o incidents. This way, you can more accurately measure the

impact o your problem management approach.

What you should aim or: A 20% reduction in Incidents resulting rom inrastructure problems over time

MEAN TIME BETWEEN FAILURE MTBF

I your problem management strategy is working well, you can expect that the investigation and elimination o

root causes will result in greater service stability. This can result in ewer outages over time, and thereore, a

longer interval between them (MTBF).

What you should aim or: A 50% increase in MTBF in your critical business services

WANT TO KNOW MORE?

Read about the ITIL best practices or incident management. Get the e-book.

Learn how to maximize the value o your IT help desk. Read the white paper.

WHAT TO DO NEXT



READY TO BUY?

http://www.bmc.com/experts/reference-books/itil-books/itil-service-operation.htmlhttp://documents.bmc.com/products/documents/14/65/91465/91465.pdfhttp://go.bmc.com/forms/ESM_ContactMe_RF_ProdPagePromo_BMCcom_EN_May2011http://go.bmc.com/forms/ESM_ContactMe_RF_ProdPagePromo_BMCcom_EN_May2011http://go.bmc.com/forms/ESM_ContactMe_RF_ProdPagePromo_BMCcom_EN_May2011http://go.bmc.com/forms/ESM_ContactMe_RF_ProdPagePromo_BMCcom_EN_May2011http://documents.bmc.com/products/documents/14/65/91465/91465.pdfhttp://www.bmc.com/experts/reference-books/itil-books/itil-service-operation.html


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INTRODUCING CHANGE MANAGEMENT

Change management is one o the most critical processes or any IT organization the

disastrous results o poorly planned and uncoordinated changes are all too amiliar.Unplanned outages o critical business processes can be highly expensive, damage the

business reputation, and result in the loss o customers. The good news is that a great deal

can be done to improve your organizations effectiveness throughout the change liecycle.

As you evaluate potential IT help desk solutions, ocus on the ull range o their change

management capabilities and how well the processes are integrated with other IT service

management unctions. Make sure that the workflow extends beyond a simple record o

change its important that best practices are enorced in terms o planning, assessment,

and approval.

The ability to understand and visualize the dependencies across different configuration

items is o real value in planning changes. Similarly, the degree to which correlations andrelationships can be made between changes and other process records will have a material

impact on the quality o your change management process.

BMC Remedyorce supports a comprehensive and well-integrated change management

process. The application aligns with recognized best practices the wor kflow is

documented and visible to users at all time. You can plan, coordinate, and execute changes

within an easy-to-use interace, which includes configuration management details and

visual tools. Plus, theres an intuitive assessment and approval process.


The ollowing scenario shows you how to use Remedyorce to review a change request

and all o its suppor ting inormation. Youll also get to explore the workflows around

change requests, including change assessments, change approvals, and configuration

management.



WATCH THE VIDEO NOW

Evaluating BMC Remedyforce Change Management
http://www.bmc.com/products/demonstration/remedyforce-change-management.htmlhttp://www.bmc.com/products/demonstration/remedyforce-change-management.htmlhttp://www.bmc.com/products/demonstration/remedyforce-change-management.htmlhttp://www.bmc.com/products/demonstration/remedyforce-change-management.html


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LETS GET STARTED.



to you.



3. Review a change request.

On the Workspaces panel, under Change Management, click on Change Requests .


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Note that in addition to change requests, you can manage change assessments, approvals, scheduling,

and projected service outages. In ac t, Remedyorce provides everything you need to support a highly

sophisticated and integrated change management process.

On the Change Requests tab, double-click on CR00000003. Take some time to review the inormation on

the change request.

4. Explore the supporting inormation.

Click on the Show Supporting Inormation link at the bot tom o the change request.

Under Supporting Inormation, click on the Change Assessments tab. Then, double-click on the item in the

list.


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Note that requested changes can be sent to key individuals or assessment, which is a critical part o the

change planning and approval process. The reviewer can see the details o the change, assess the technical,

financial, and business risks, and provide comments.

Close the change assessment.

In the Supporting Inormation section o the change request, click on the Configuration Items tab. Note that

this request links to Cisco 3620-houston01.

Scroll to the top o the change request, and click on the Launch CI Explorer (monitors) icon.

The CI Explorer should appear. At the center o screen, note the location o the configuration item and its

related dependencies. This helps you more accurately assess the risks o makinig the change and the

potential impact.

Note that on the lefhand side o the CI Explorer, you can also see how this configuration item relates to change

requests, incidents , problems, and tasks. This is a very powerul tool in the assessment and management

o change, and clearly demonstrates the depth o integration between processes and capabilities in

Remedyorce.

Next, lets review a change approval record. Close the CI E xplorer.

In the Supporting Inormation section o the change request, click on the Change Approvals tab. Then,

double-click on any o the entries in the list.


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The approval record should appear.

Review the change request inormation thats sent to each approver. Note that you can also launch the CI

Explorer rom here, so you can make an integrated risk assessment.


Careully coordinated changes can have a positive impact on a huge range o key peror mance criteria. I you

can understand the impact and risks involved with changes beore they are made, you can avoid major ser vicedisruptions and eliminate costly repercussions or the business.

However, the ollowing metrics can help you ensure that your change management processes , teams, and

supporting systems are well aligned and delivering maximum benefits. Its critical that you measure how

your change management approach affects your ser vice availability and how well your organization actually

executes changes.

UNPLANNED OUTAGES DUE TO CHANGES

Its very important to correlate change activity to any unplanned outages that occur. A high volume o unplanned

outages that result rom a change is ofen a sign o a weak ness in the process it can point to gaps in duediligence in the risk assessment.

What you should aim or: A 50% reduction in the volume o unplanned outages resulting rom changes over

time.


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INCIDENTS RESULTING FROM CHANGES

Its also key to track the incident volume that result rom changes this is a related, but separate measurement

rom the unplanned outage metric described above. Changes can cause incidents that are related to slowdowns

in perormance, or cr itical services can be impaired in other ways. A high volume o incidents resulting rom

a change can reflect weakness throughout the entire change management process although, ofen, the

weakness is in the planning stages.

What you should aim or: A 50% reduction in the volume o incidents resulting rom changes

FAILED CHANGES

Its very important to understand how ofen you have to back out or re-work changes. This metric will help

you assess the effectiveness o your change execution processes, and it ofen highlights deficiencies in the

communication and coordination between teams. With a unified change management approach, you can reduce

the number o problems that occur and improve productivity across the organization.

What you should aim or: A 25% reduction in the number o ailed changes

WANT TO KNOW MORE?

Explore the best practices or change management. Read this white paper.

WHAT TO DO NEXT



READY TO BUY?

http://documents.bmc.com/products/documents/18/57/161857/161857.pdfhttp://go.bmc.com/forms/ESM_ContactMe_RF_ProdPagePromo_BMCcom_EN_May2011http://go.bmc.com/forms/ESM_ContactMe_RF_ProdPagePromo_BMCcom_EN_May2011http://go.bmc.com/forms/ESM_ContactMe_RF_ProdPagePromo_BMCcom_EN_May2011http://go.bmc.com/forms/ESM_ContactMe_RF_ProdPagePromo_BMCcom_EN_May2011http://documents.bmc.com/products/documents/18/57/161857/161857.pdf


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INTRODUCING CHATTER INTEGRATION

The ability or help desk agents and other IT teams to collaborate in real-time has been

a long-term goal or many IT service management organizations. Email integration andknowledge management have undoubtedly helped but they havent gone ar enough to

support the immediacy and interactivit y required or resolving incidents, problems, and

changes.

The recent inclusion o collaboration platorms, similar in unction to popular social media

sites such as Facebook, has been a real step orward in the ability o a help desk team to

leverage the collective capabilities o its employees and provide an even greater quality o

service.

As you evaluate IT help desk applications, careully consider how well they support

collaboration. Do they inc lude an integrated social media platorm? Does the integration

go beyond supporting communication between interested parties and instead , enableagents to also reerence the key IT service management processes and their associated

records?

BMC Remedyorce uses Salesorce.coms Chatter platorm a sophisticated collaboration

platorm that has gained real credibility with suppor t teams worldwide. The Chatter

integration permits communication between help desk agents and other IT teams, and it

links into the critical IT service management processes themselves. Incidents, problems,

changes, configuration items, broadcasts, and people all have dedicated eeds that can be

subscribed to with updates provided in real-time.


In the ollowing scenario you will get to explore the main Chatter eed in the Remedyorce

trial environment. You will get to:

Review interactions in the Chatter eed

Learn how Chatter supports change management

Create and share your own Chatter update



WATCH THE VIDEO NOW

Evaluating BMC Remedyforce Chatter Integration
http://www.bmc.com/products/demonstration/remedyforce-chatter.htmlhttp://www.bmc.com/products/demonstration/remedyforce-chatter.htmlhttp://www.bmc.com/products/demonstration/remedyforce-chatter.htmlhttp://www.bmc.com/products/demonstration/remedyforce-chatter.html


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The Chatter Feed tab should appear.

Note that you can subscribe to updates rom other users, as well as incident s, problems, configuration items,

changes, FAQs, and broadcasts. This way, you can see any updates as soon as they are made.

4. Use Chatter within a change request.

On the Chatter Feed tab, click on an entry relating to a change request. The Change Request should appear.

On the righthand side o the change request, click on Change Request Chatter Feed. The Chatter eed or this

change request should now appear.


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In the Change Request Chatter Feed section, enter a status update, and c lick Share.

Your post will now be visible to all members o this group and automatically update anyone whos ollowing

this change. This can significantly improve communication, collaboration, and resolution times.

In act, incidents, problems, changes, broadcasts, and FAQs all have record-specific Chatter eeds or quick

access and collaboration around a specific record.


Social media collaboration plator ms like Chatter are helping to improve the productivity o IT help desk agents

worldwide and they are also star ting to have a measurable impact on quality o service. Salesorce.com,

which developed and hosts the Chatter platorm, has analyzed the effectiveness o support teams that use

Chatter. This section includes some o their findings.

TIME TAKEN TO FIND RESOLVING INFORMATION

As shown in the trial scenario, one o the most effective uses o Chatter integration is to consult with other

colleagues on what to do next or to share a successul resolution. These responses are ofen very rapid, and

they typically provide inormation thats not available in the Knowledge Base or readily accessible through other

means. This can significantly reduce the average time taken to find inormation which, in turn, may drive other

key perormance indicators (KPIs), such as mean time to repair (MTTR).

What you should aim or: A 50% or more reduction in time taken

EMAIL VOLUME

Using Chatter or collaboration between help desk agents and other IT teams tends to cut down greatly on theuse o email relating to specific incidents, changes, and so on. Agents report this reduction in email traffic to be

highly beneficial, and they find that using Chatter in place o email allows them to ocus more on the tasks at

hand.

What you should aim or: A 30% reduction in support-related email volume

INTERAGENT AND INTERTEAM COLLABORATION

Many IT support teams suffer rom a lack o collaboration between agents and teams. Incidents can be resolved

more quickly and changes coordinated more careully when theres an easy way to share inormation

across the organization. The Salesorce.com research showed a significant increase in the amount ocollaboration happening in organizations that use Chatter. This increase clearly drives a number o other metrics

relating to resolution times, quality o service, and even staff satisaction.

What you should aim or: A 30% or higher increase in collaboration


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BUSINESS RUNS ON IT. IT RUNS ON BMC SOFTWARE.

Business thrives when IT runs smarter, aster and stronger. Thats why the most demanding IT organizations in

the world rely on BMC Sofware across distributed, mainrame, virtual and cloud environment s. Recognized as the

leader in Business Service Management, BMC offers a comprehensive approach and unified platorm that helps IT

organizations cut cost, reduce risk and drive business profit. For the our fiscal quarters endedJune 30, 2011, BMC revenue was approximately $2.1 billion.

WANT TO KNOW MORE?

Get all the details about the Chatter platorm. Visit the Salesforce.com microsite.

WHAT TO DO NEXT



READY TO BUY?

http://www.salesforce.com/chatter/whatischatter/http://go.bmc.com/forms/ESM_ContactMe_RF_ProdPagePromo_BMCcom_EN_May2011http://go.bmc.com/forms/ESM_ContactMe_RF_ProdPagePromo_BMCcom_EN_May2011http://go.bmc.com/forms/ESM_ContactMe_RF_ProdPagePromo_BMCcom_EN_May2011http://go.bmc.com/forms/ESM_ContactMe_RF_ProdPagePromo_BMCcom_EN_May2011http://www.salesforce.com/chatter/whatischatter/

187128 remedyforce eval guide

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