RightStar, Powered Now by XTIVIA

On November 20, we announced that RightStar was acquired by XTIVIA, a company like RightStar except bigger. I’ll stay on for a minimum of three years running XTIVIA’s RightStar business unit. Not much is changing. RightStar will remain as a separate entity, reporting to XTIVIA CEO Dennis Robinson. What follows below is an excerpt from my Weekly Star article to RightStar employees.

It was a labor of love these past six months trying to find the best company that would be a win/win for all. I truly believe I hit the jackpot. XTIVIA is not a venture capital firm or equity partner only interested in cutting wherever they can and selling for a higher price later. They are looking for a long-term partner that will be successful over the long run.

XTIVIA has promised no personnel cuts and I believe them. While we can’t guarantee employment, I think (and XTIVIA agrees) that there is plenty of life left in RightStar and much to keep us busy moving forward. We have a good BMC pipeline going into next year to sustain our BMC business with several upgrades and new opportunities to start off the year.

Our Atlassian and Agile business units are also picking up steam. We’ve had several Jira Align calls recently and are building an impressive pipeline. Atlassian’s push to the cloud also creates enormous opportunity. Additionally, we have continued DCIM potential with Nlyte and roadmapping/strategy opportunity with our newest partner, Aha!

Don’t forget the tremendous cross-selling opportunity that XTIVIA creates. At some point we will start selling Remedyforce to XTIVIA’s Salesforce accounts. Or, Jira or Agile coaching to their software development customers. Don’t forget that Matrix, XTIVIA’s parent is also a BMC and Atlassian partner.

I enjoyed the trip down memory lane and viewing the pictures of our first All-Hands meeting from October 2003, more than 17 years ago. Big thanks to those for your 17 years of service to RightStar. Thanks also to others who are not far behind.  I said 17 years ago  that the future is so bright we’ll all need shades, and I meant it. Now, I’m happy to say the same thing, and I mean that too. Thanks everyone for your service to RightStar all these years. The best years are still to come.

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The Delicate Art of Bureaucracy

I’ve just started Mark Schwartz’s newly published book, “The Delicate Art of Bureaucracy, Digital Transformation with the Monkey, the Razor, and the Sumo Wrestler,” and like his 2017 book, “A Seat at the Table,” it is an excellent read. Mark Schwartz, by the way is the one that is credited to helping bring Agile into the Federal Government when he was the CIO at USCIS and this book is a reflection of his experiences in government and how big government can become more agile and efficient.

Schwartz says that although we have a natural aversion to bureaucracy, we can’t manage without it. I remember in one of my first meetings right out of school while working for a large company, one of my managers slammed his fist on the table and proclaimed, “I am not a bureaucrat,” implying that this was a bad thing. And Schwartz has several stories like the $3000 coffee pot and where the Army spent $5400 and 160 days to save $100 on $11,000 in spare parts.

Schwartz also mentioned that shortly after he first joined US Customs and Immigration Service (USCIS) and EOD’d (entered on duty) he sat in on a meeting to discuss making a minor change to the USCIS webpage and was told it would take eight months to make the change. Why? MD-102, Management Directive 102, a DHS policy used for overseeing the delivery of IT systems. It defined 21 distinct roles in the oversight process. Not exactly agile…. Like a Chaos Monkey, Schwartz and his team determined that the only way to change the process was to invoke the monkey—to provoke and observe.

Like a sumo wrestler (think use your opponent’s strength against them) Schwartz and his team investigated new ways to improve the process and came up with a solution—a new Management Directive, which they named MIS-CIS-OIT-001, which carefully defined what they meant by agile. Although, technically a non-policy, since Schwartz didn’t have the authority to create his own Directive, it worked well. Outcomes like “frequent delivery of valuable product,” and “work that flows in small batches and is validated,” were among the desired outcomes.

Finally, by invoking Occam’s Razor (think: don’t add extra work that doesn’t add value) Schwartz trimmed procurement times and up-front business case building, and created almost instant infrastructure access via the cloud.

Schwartz summed things up this way:

“By mastering the ways of the Monkey, the Sumo Wrestler, and the Razor, we not only transformed IT, but we’d also set up checks and balances to make sure it stayed transformed. We’d gone from releasing new IT capabilities once every eighteen months to three times a day for some of our IT systems. We’d taken a project that had been “underway” –writing documents but not doing anything –for four years, and in just six weeks begun deploying new IT capabilities that had measurable, meaningful business impact.

Now that’s what bureaucracy can do!”

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Report from BMC’s Virtual Exchange

By Dick Stark

Instead of multiple regional live events, BMC’s Exchange was held as a virtual conference last Tuesday/Wednesday to an excellent turnout. The good news–BMC continues to lead the industry in key areas such as innovation and user experience. Here is a short Exchange update.

BMC’s Exchange event was bolstered by the recent Gartner ITSM 2020 Magic Quadrant report. BMC Helix continues in the most holiest of places– the upper right-hand quadrant. Even better, the Gartner Critical Capabilities Report, a companion piece to the Magic Quadrant showed BMC leading the industry in 9 of 13 ITSM critical capabilities. And Helix leads the Agile and DevOps support use cases by a significant margin.

See: Gartner Critical Capabilities 2020 Report

BMC’s new CEO and President Ayman Sayed kicked off the event by leading an autonomous digital enterprise discussion with BMC customers Chris Adams, Park Place, and Christine Shoneweis, SAP. Ayman discussed how rapid technology advances can turn a potential disruption into a major competitive advantage for Autonomous Digital Enterprises such as Park Place and SAP.

I also attended “The Next and New for Every Autonomous Digital Enterprise.” Ram Chakravarti, CTO, and Ali Siddiqui, Chief Product Officer, walked us through the five prongs of BMC’s Autonomous Digital Enterprise Strategy: Automation Everywhere, Data Driven Business, Adaptive Cybersecurity, and Transcendent Customer Experience. This framework is layered on top of IT Operations focus areas of Customer Centricity, Agility, and Actionable Insights.

What this provides BMC is a united platform for engagement, observability, and actionability. Combined with an integration platform, Helix offers integration with third party tools and DevOps processes and tools. The bottom line: BMC offers a platform that beats Service Now in the Gartner defined critical ITSM capabilities of Development Integration, AI ITSM, User Experience and Flexibility, process and workflow design, and collaboration, to name a few. This means that Helix is winning in the one area that can make a difference: innovation.

Speaking of innovation, Ali Siddiqui pointed out that BMC Innovation Labs is not standing still. In-flight and planned incubations include: Helix Edge Computing, Data Enrichment, DevOps plus-ins for best in class orchestration, DataOps-DQ Governance, Lineage and Security, and Serverless Monitoring and Management.

In sum, BMC offers a single platform, single monitor, consumer grade experience for the enterprise.  And most importantly, market validation for why BMC. I’m optimistic that BMC’s success means continued growth and opportunity.

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Introduction to BMC Helix Monitor

By Dick Stark

Last Wednesday, RightStar presented a webinar, “Introduction to BMC Helix Monitor,” led by BMC’s Mike Bell.  Mike discussed BMC’s new SaaS based solution that combines broad monitoring and event management capabilities with a containerized microservices architecture.  What’s exciting is that the on-premise version known previously as TrueSight–the combination of ProactiveNet and Patrol, is now available in the cloud as Helix Monitor.  

I opened for Mike by discussing the movement in the ITSM space towards an ITSM platform that adds IT Operations Management (ITOM). At BMC this is called Data Service Operations Management or DSOM, and it includes both the BMC Helix ITSM (formerly Remedy) and BMC Helix Monitor. Given the attention paid to agility required by digital businesses, customers now expect an integrated solution. Three areas of strategic consideration we discussed were:

On-going transformation and innovation. Coincidently, Tesla suffered a network outage the same day as the webinar. This news spread over social media in just an hour.  Tesla’s stock dropped, some customers were locked out of their cars, Tesla’s website went down, and Tesla stores were unable to process orders. Although connectivity was soon restored, a Twitter commenter pointed out that Tesla’s network infrastructure was likely to blame.

I asked Mike if Tesla had Helix Monitor, could this have been prevented? Of course the answer depends on what caused the outage, but Helix Monitor does monitor the network and application infrastructure, looking for known and unknow events. For today’s digital business’ that require 100% uptime, integrated monitoring tools are essential.

Automation has the potential to provide a greater return on investment than any other IT investment. For example, proactive service resolution, a Helix Monitor basic function, creates incidents from events and efficiently routes tickets with the associated related causal configuration item to speed identification of root cause and reduce MTTR.

End User Experience and Productivity. The ability to improve customer satisfaction, both employee and external customers, has always been both an ITSM and ITOM objective. Helix Monitor acts as the “portal of portals,” or “monitor of monitors.” Its graphical visualization and drill down shows performance of all metrics related to an infrastructure. Configuration of monitoring, event management and alarm generation follows a policy-based approach that allows for a one-to many deployment model to streamline and simplify administration of the solution.

Mike Bell then concluded the webinar demoing several use cases.  Helix Monitor, when integrated with Helix ITSM can better deliver support for ongoing operations while facilitating digital and cloud transformation. This means the organization (think Tesla) can meet the demands of the business more effectively—no matter how quickly it grows and evolves.

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BMC Helix Cloud Migrations

By Dick Stark

Several weeks ago, BMC’s Joel Jacks presented a Helix cloud migration partner webinar. Joel discussed how current Remedy customers can efficiently migrate from their current Helix on-prem version into the cloud. This is a major focus for BMC and its partners– to preserve the BMC Remedy customer install base and migrate into a total SaaS based cloud solution. Here are some highlights.

Why migrate? It’s not just BMC. All software vendors now offer cloud solutions, and some like ServiceNow offer cloud-based software only. Once migrated to Helix, future software upgrades are mostly automatic. The good news: no more hassles about server provisioning, database implementations, middleware and operating systems. The BMC Helix platform eliminates the need for expensive upgrades, which has irked many a BMC customer over the years. Helix is not exactly brand new, as several years ago RightStar upgraded a local University’s on-premise system to Helix, and now they are a BMC and RightStar success story. Below are several other potential upgrade candidates.

A DOD customer is making good progress with on-premise Remedy but understands the value a Helix cloud migration will bring to the organization in terms of process and productivity improvements. Thus, their decision to move to the Helix cloud was an easy one. BMC made the decision even easier by moving forward with FedRAMP IL4 certification which offers DOD accounts like this one the level of security they require.

RightStar is involved with another DOD customer where we will provide a long overdue on-prem migration to the current Remedy version. This is an important upgrade as it will provide an opportunity to upgrade the aging network and server infrastructure. Once upgraded, the next phase is Digital Workplace Advanced followed by an eventual move into the cloud.

A mid-Atlantic Hospital System has been a RightStar customer for more than five years. Due to the pandemic, budgets have been cut and it is a challenging time to spend money. The real challenge is the cost of not doing anything. And what about process maturation and the best use of their more limited Remedy resources?  When the Remedy team spends too much valuable time managing the ITSM infrastructure, the process improvement initiatives get put on hold or have their timelines slip. The good news is that the Helix cloud will offer real hard dollar savings. The organization currently has 17 servers and Oracle, so the server and Oracle cost savings will be significant.

A similar RightStar customer, by contrast just upgraded to Remedy on-prem version 19.08. The migration was a success. For similar budgetary reasons, they are interested in waiting until next year to upgrade. Server and software expenses are the obvious reasons to migrate, but like the above customer, a move to the cloud means that the Remedy team gets to spend more time on improvements like Digital Workplace Advanced and even chatbots.  

Joel Jacks concluded the partner webinar by highlighting several customer success stories.  BMC has worked hard to create a phased migration approach with successful end results. Like BMC, RightStar has excellent upgrade experience and more cloud migrations on the way.

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Upstream

By Dick Stark

I took a few days off last week to visit family and started Dan Heath’s latest book, Upstream,I’m a Chip and Dan Heath fan, having previously read Switch (how to change things when change is hard) and Made to Stick (about the idea of stickiness). Upstream in our ITIL vernacular is about problem management. It takes its name from a parable about two friends saving drowning children constantly being swept downstream. Suddenly one of the friends wades out of the water. The other asks, “Where are you going? The friend answers, “I’m going upstream to tackle the guy who’s throwing all these kids in the water.”

The book was released in early 2020 before the pandemic hit, and is a study in problem prevention, with heath care examples cited frequently. For example, in the US we spend little time and money on health education, fitness, and nutrition (upstream) and great sums of money on the cure (downstream):  Why are upstream solutions so difficult and how does this apply to what RightStar does, i.e.,  ITSM or Lean Agile?

We are a nation of fixers and problem solvers. Question: what do astronauts and RightStar consultants/salespeople have in common?  Answer: problem-solving skills. Astronauts practice endlessly, work every contingency, and visualize failure.  They work the “problem” like it really happened. Several years ago, I blogged about astronaut Chris Hadfield, who likes to say, “There is no problem so bad that you can’t make it worse.”

Part of the challenge with upstream problem management is that it’s not sexy or exciting. Remember we celebrate the healthcare heroes on the front-lines, not the factory workers that make the masks.  Likewise, we praise the technicians that restore the computer system back to normal after a ransomware attack rather than cybersecurity engineers that could have prevented the outage in the first place.

Rapid development is all about the ability to maintain an environment that minimizes downtime and proactively prevents smaller outages from escalating into larger ones, As a BMC partner, we know that infrastructure management is an important component of any IT organization. For example, the DevOps Handbook calls out a study citing those organizations that rebooted their servers twenty times less frequently (upstream focus), on average had five times fewer server outages. So, problem solving/prevention always trumps, “when in doubt, reboot.”

At RightStar we have had success with the BMC TrueSight offering which proactively monitors and collects data in the form of events, logs, and data. (Other systems like Splunk, Solarwinds, and Data Dog also do this). This type of problem solving results in faster MTTR, and a win/win between Dev and Ops, especially when speed of development matters.

All organizations solve problems constantly and ITIL and DevOps provides an excellent incident and problem management framework.  The end result—fewer outages, heightened quality of services, and reduced operational costs should make upstream problem management an important part of any ITSM or Lean Agile upgrade or roll-out.

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Getting Agile to Scale in the Public Sector

By Dick Stark

A coworker just forwarded me an article, “Getting to Agile at Scale in the Public Sector.” Written by six Directors/Partners from the Boston Consulting Group (BCG), the article focused on the drivers and progress Agile has made in the government and its perceived value. RightStar is both an ITSM and Lean Agile consultancy, and our new tagline for our Lean Agile group is “Serious Enterprise Agility.”  That combined with our focus in the public sector means that an increase in interest in this space, especially around Agile coaching and training, SAFe, and Jira Align should be good for business. Here is a short summary of that article.

Based upon my experience, many government agencies are focused on Agile ways of working but are making slow progress. Stand-up meetings may now be the norm, but current impediments to Agile include: resistance to change, lack of training/coaching, poor toolset (Jira/Confluence) implementation and little management support.

I agree that typical agency objectives include increasing customer satisfaction, faster project delivery times, improve efficiency/do more with less, and align mission objectives with work being performed. Thus, an investment in Agile coaching and tooling should make an incredible difference over time to better meeting those objectives. But Agility doesn’t happen overnight, and Rome wasn’t built in a day. In fact, a major finding of the study performed by BCG, is to no one’s surprise: “The longer that an organization nurtures Agile, the bigger the benefits.”

The BCG report goes on to say that “for agile to take root, and to scale up in the public sector, organizations need both agile practices and agile enablers.” Agile practices include clear objectives to create alignment, collaboration across teams, and frequent feedback.

While many agencies may have spent some time and effort on Agile practices such as stand-up meetings, and Sprints, it’s likely that little progress has been made with enablers.

Agile enablers allow teams to break free from existing process and mindsets to realize the full value that Agile offers. This suggest that many organizations really do require Agile coaching/training to help reiterate the importance of an Agile culture/mindset, continual improvement, and an iterative approach.

The good news is that agencies that fully accept Agile are starting to reap the rewards. The BCG survey reported that the top three identified improvements identified by Agencies included: staff engagement, delivery speed, collaboration, ability to manage changing priorities and citizen satisfaction.

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Report from the ATARC Virtual Summit

By Dick Stark

Last Thursday RightStar exhibited at the ATARC virtual summit: “The Role of Emerging Technology in the Federal Emergency Response.” We offered a free Agility Assessment from Agility Health, information about Jira Align, and new content around project and portfolio management. Here’s a short summary of the keynote and following panel discussion.

Keynote. Suzette Kent, Federal CIO, opened the event by discussing the role of emerging technology and the ongoing pandemic. Suzette happily reported that “our investment in IT and data has paid off.” She shared several success stories around agility, scaling and rapid application development, cybersecurity, data initiatives and workforce enablement. Her bottom line: “This is the way modern tech works. It is also the foundation of mission continuity.”

Suzette also emphasized that government agencies must stay focused on long term digital transformation. Mission agility should be a continual focus, and agency collaboration tools such as online document management that enable agility should be considered. Other critical enablers include: deployment of automated technology to the right use cases, expansion of cloud and scalable solutions, and assurance that citizens continue to have access to required systems. Suzette concluded, “We have proof points in emergency and normal times. Let’s capitalize on what we learned knowing we have the capability to handle anything.”

Panel Discussion. CIOs from Commerce/ITA, SBA, US Army Corps of Engineers, EPA, and NRC each described the progress they made in dealing with the pandemic including remote access and teleworking. One of the most interesting was Sanjay Gupta, CTO at the Small Business Administration.

Sanjay is not a government “lifer,” He came from the commercial side, and has just 3.5 years of government experience. In that short amount of time, he has made extensive progress, in the areas of modernization to include cloud, collaboration, and cybersecurity. Thanks to the pandemic, and the resultant CARES Act, SBA is responsible for $695B in loans to small businesses, $500B of which is already dispersed. Sanjay pointed out that in the history of the SBA dating back 60 years, SBA has disbursed more funds in the last two months than the past 60 years. 

The question Sanjay addressed effectively is how to scale. He used an augmentation approach combined with “velocity.” Thanks to effective systems he had the ability to manage, track, and secure all his assets. Sanjay quickly discovered, that email as an intake system did not scale and pointed out that email is now “obsolete.” His solution? He “harvested” email using automation tools. The end result: SBA is an Agile agency that can rise to the challenge using collaboration tools and automation to meet tight deadlines and fulfill the agency’s mission objectives.

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Agile Conversations

By Dick Stark

Just out is “Agile Conversations,” by Douglas Squirrel and Jeffrey Fredrick, a book that “brings a practical, step-by-step guide to using the human power of conversation to build effective, high-performing teams to achieve truly Agile results.” As many of our customers have already figured out, Agile results don’t happen because of Slack, Confluence, and Jira, or even because of an Agile framework such as SAFe. What’s required is a cultural change which involves transforming the way people communicate. “Agile Conversations” is really five conversations: trust, fear, answer why, define commitments and hold everyone accountable. Here is a short summary of each.

The Trust Conversation. This chapter boils down to one very simple phrase: in order to have a trustworthy team, you must trust them. It sounds easy, but not everyone gets it. An executive leader must have conversations with all parties, for example, about how autonomy is valued over micromanagement (and other similar concepts).

The Fear Conversation. Everyone has fears of one type or another. The RightStar sales team may fear competing against ServiceNow or not making their quotas. Consultants may fear misunderstanding customer requirements; PM’s often fear missed deadlines or going overbudget. And I often think that we all fear that our customers will not be happy with the final project outcome. Fear conversations are all about uncovering risks or fears in enough time to prevent any potential damage. For example, a team lead might have conversations with the team about potential bottlenecks and how to mitigate or eliminate a potential threat before it is too late.

The Why Conversation.  The gist of this chapter is that Simon Sinek, Ted Talker, and author of “Start with Why,” was wrong, don’t start with “Why?” And even more important, don’t impose a why decision from “above.” Instead, the collective decision must be made together as a team. See the table below which provides some examples of positions and their corresponding interests (and is also useful for sales conversations with prospects).

PositionPossible Corresponding Interests
We must release feature X this quarterKeeping up with competitors Delivering on customer promises Protecting reputation for on-time delivery
We must eliminate our technical debtDelivering quality products Keeping developers happy Recruiting new technical staff

The Commitment Conversation. A successful commitment conversation builds on the other conversations: trust, fear, and why. An important take away from this conversation is the importance of agreeing upfront what it means to be done. Like with many RightStar ITSM projects, how will we know when a job is complete? When we complete the deliverables outlined in our SOW? When we have a successful go-live? An upfront commitment conversation is critical to a successful project signoff and of course, a happy customer.

The Accountability Conversation. At RightStar, I often say that we’ll set realistic goals and then hold each other accountable. The authors define accountability as,” simply being obligated to render an account of what you have done and why.…. Accountability is akin to ownership, to responsibility, and to agency. If I am in control of how I spend my time, then only I am able to provide the information on why I have done what I’ve done, providing the reasoning and the intent behind my actions.” At RightStar, “autonomy” rules the day meaning that specific subtasks are often not spelled out. Did a salesperson meet his prospecting targets for the week? Did a consultant meet her development tasks for a particular sprint? Certainly, at RightStar things don’t always go according to plan. What matters is how we respond when that happens. Most importantly, did we apply our best judgement and how did we learn from our experience good or bad? Having accountability conversations means better outcomes for the next time.

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How to Manage Your IT Assets with Jira Service Desk

By Dick Stark

On Thursday, May 20, RightStar presented, a webinar, “How to Manage Your IT Assets with Jira Service Desk.” In that session we described how to manage assets and Configuration Items (CIs) using a Configuration Management Database (CMDB). We also discussed how to relate assets/CIs to incidents or problems, both from the customer’s perspective in the portal and on the agent’s side. Then we demoed how a CMDB is key to an integrated Problem, Incident, Change, and Configuration Management system.

The configuration management database (CMDB) should be the centerpiece of any large enterprise ITSM system. Indeed, the CMDB has been in use in most enterprises for as long as 15 years, but today often takes a back seat to more exciting technologies such as AI, automation, cloud, mobility, and security. Yet the irony of this is that a strong configuration management foundation and a clear understanding of the IT service dependencies and mapping is essential to key IT transformation initiatives such as DevSecOps.

In a webinar held last year, IT research firm EMA  validated why an investment in a CMDB is so transformational to IT modernization projects. In their recent survey of mid to large enterprises,  the following were top uses cases for a CMDB:

  • Data center migration
  • Financial optimization
  • Security and compliance audits
  • Performance related service impact
  • asset management
  • Change management/impact analysis

The great thing about Jira and Jira Service Desk is the ecosystem and large number of apps that are available in Atlassian’s App Store or Marketplace. Among the most popular JSD apps is the Insight CMBD by Mindville. Insight is an enterprise asset management CMDB for teams running Jira. It provides a structured and graphical representation of any data as a single source of truth. Insight works with any IT or non-IT related assets and will scale to support millions of assets.

Alan demoed Insight and how to define and configure asset categories or types using predefined or customized attribute types. Attributes give the power to relate assets to each other. For example, how the loss of critical disk drives may take a database instance down.

RightStar’s best asset management use case is a DOD customer. There RightStar assisted with the move from a legacy ITSM system to Jira Service Desk with Insight.  We even wrote a script to archive all 88,000 old tickets and attachments into a read only Insight object schema. Benefits other than asset management, included: automated email, dedicated workflows for cyber security, integration testing, and tight integration between all systems and services.

Of course, a CMDB would not be complete without RightStar’s ScanStar barcode scanning. ScanStar allows inventory to be scanned and reconciled which helps identify missing and moved assets. Since not all assets are discoverable, an important component of asset management is the ability to manually and efficiently take inventory, and reconcile to a “single source of truth.”

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