integrated service management and cloud computing (648kb)

IBM Global Technology Services

Thought Leadership White Paper

September 2010

Integrated servicemanagement and cloudcomputing:More than just technology best friends

2 Integrated service management and cloud computing

Contents

2 Introduction

3 Setting the stage: Service management is…

4 Cloud computing is…

5 Lessons learned: Service management is to cloud aselectricity is to computing

10 Conclusion

Introduction● Are you wondering about the role Integrated Service

Management plays in cloud computing?● Are you wondering how all that hard work you did to

implement ITIL® applies to a new cloud computing environment?

● Are you wondering what new requirements cloud comput-ing will introduce for your existing service managementcapabilities?

● And while cloud computing may save you money, are youwondering where the integration necessary to connect andoperate efficiently will come from?

While the business side and user community have long had an appreciation of services-based thinking, many ITorganizations are just beginning to adopt the principles behindservice management and its benefits. Following the successesof process re-engineering, IT (and its customers) came tounderstand that they were providing and consuming services,not just providing access to technology. As a result, traditional

systems management disciplines evolved, and there has beenmuch discussion and many publications clarifying the properrole of IT service management. IT and IT services are nowdescribed in a different way. The IT Infrastructure Library®,Version 3 (ITIL V3) defines service management as “a set ofspecialized organizational capabilities for providing value tocustomers in the form of (IT) services.”1 The consensus is that excellent service management is essential to derive themaximum benefit from a firm’s investment in informationtechnology.

More recently, cloud computing has become an increasinglypopular means of delivering valuable, IT-enabled businessservices. Customers and end users access the IT service cata-log through self-service portals, using and paying for onlythose services they need, when and where they need them. Formany enterprises and their IT organizations, adopting a cloudmodel is one path to cost efficiency and effective IT-enabledbusiness. And vital to being able to deliver, or even access, acloud-based environment is Integrated Service Management.

While most traditional IT service management disciplinesremain sound practices, a cloud-based service delivery modelemphasizes essential competencies in new ways. Cloud serv-ices may originate from a variety of sources and the CIO musttransparently integrate and manage these services to customersand end users. Integration is crucial to success in cloud envi-ronments because of the need to orchestrate the actions ofpartners, vendors and customers in keeping with the firm’sstrategic intent for IT. The requirements are clear: IntegratedService Management is more, not less, important in a cloudenvironment. In fact, it is indispensible.

3IBM Global Technology Services

This paper defines key aspects of Integrated ServiceManagement and cloud computing and describes their symbi-otic relationship. As tightly intertwined as are electricity andcomputing, Integrated Service Management and cloud com-puting are now a matched pair. We discuss lessons IBM haslearned on how to weave them together to achieve optimalbusiness results at the lowest level of risk.

Setting the stage: Service management is...When examined at a greater level of detail than the ITIL V3definition, service management comprises the whole of thegovernance, processes, role and responsibility definitions, toolsfor automation, required information and best practices thatintegrate and operate available resources to produce valuedservices, and respond quickly to the needs of a business and itscustomers—for both legacy and cloud environments. Thescope of service management includes anticipating businessneeds, service portfolio management, service life cycle man-agement, service operation and continuous improvement.Service management is about the collaboration that takes placeto create value between communities of customers and users,and communities of providers and suppliers. This means goingbeyond infrastructure management to provide business servicemanagement.

The mission of Integrated Service Management has finallyreceived long overdue recognition as a critical success factor inenterprise information technology. Integrated ServiceManagement enables organizations to deliver innovative busi-ness services by providing higher levels of visibility, controland automation that extend beyond traditional management ofIT service delivery and into business service delivery.

Integrated Service Management extends the traditional notionof an IT infrastructure to one that encompasses many intelli-gent devices such as smart electric meters and traffic con-trollers into high automated networks. These devices worktogether to generate technology-enabled business services.Integrated Service Management recognizes IT managementprocesses as a specialized form of integrated business processesrather than something outside “the rest of the business”;therefore, the same techniques and value provided throughintegrated applications to business processes apply equally wellto IT management processes.

Tailored for specific industry requirements and business situa-tions, Integrated Service Management is the latest evolution-ary step in IT management, enabling organizations to:

● Blend the processes, organization and technology necessaryto support current and future IT-enabled businesses

● Promote the widespread use of defined policies in support offast and accurate responsiveness

● Provide the foundation for analysis of critical, real-timeinformation, enabling the quick decision making that thedynamic global marketplace demands

The result is that Integrated Service Management links theentire business, including IT management, directly to thetechnology resources it needs.

The Service Integrator roleIntegrated Service Management spans the business, IT andpartners. The CIO sponsors effectiveness and innovation ini-tiatives for all technology elements of the business infrastruc-ture, not just the traditional catalog of IT-enabled businessservices. The Service Integrator role is formally chartered to


carry out governance, ensure well-managed relationships andretain accountability for end-to-end service performance. TheService Integrator must also facilitate organizational changethat results in staff becoming more productive faster and a culture of cooperation, all as part of managing a complex mul-tisourced environment. The individual or team performingthis role must be responsive, unhampered by organizationalboundaries, and decisive.

Cloud computing is…Cloud computing is emerging as an important model fordelivering valuable, IT-enabled business services. It is a modelthat enables and supports both a particular style of businessmodel and a specific kind of user experience. Cloud comput-ing applications, data and IT resources are presented to usersthrough self-service portals. Requested services are deliveredtransparently over the network. “Cloud,” as it is commonlycalled, offers economies of scale and flexible sourcing optionsto the business. Another part of this emerging construct is aninfrastructure management methodology for managing largenumbers of highly virtualized resources. These virtualizedresources can reside in multiple locations, but still perform asa single large resource to deliver services. Figure 1 illustratesthe relationships between virtualized resources and varioustypes of services. Basic cloud services are organized into fourcategories. Within the common cloud management platform,business support services (BSS) enable the identification, ordermanagement, accounting and subscriber management func-tions related to consumers and end users. Operational supportservices (OSS) support successful cloud service delivery andoperations.

Cloud Service Provider

Common Cloud Management Platform

(Virtualized) Infrastructure – Server, Storage, Network, FacilitiesInfrastructure for hosting Cloud Services and Common Cloud Management Platform

Cloud Service Consumer

Cloud Services

ConsumerEnd user

Developer

Service Development

Tool

Service Transition Manager

Service Business Manager

Business-Process-as-a-Service

Offering Mgmt Customer Mgmt Pricing & Rating

Subscriber Mgmt

Peering & Settlement

Service Offering Catalog

Entitlement Mgmt

Virtualization Mgmt

Invoice Billing

Opportunity to Order

Metering, Analytics & Reporting

Service Delivery Catalog

Service Request Management

Monitoring & Event Management

Incident & Problem Management

IT Asset & License Management

IT Service Level Management

Capacity & Performance Management

Provisioning

Change & ConfigurationManagement

Image Lifecycle Management

Service Templates Service Automation Management

Order Mgmt

General accounting

Contract & Agreement Mgmt

BSSBusinessSupportServices

OSSOperationalSupportServices

Software-as-a-Service

Platform-as-a-Service

Infrastructure-as-a-Service

AP

I

User

Interface

AP

I

Service D

elivery Portal

Service D

evelopment P

ortal

Service Operations Manager

Service Security ManagerSecurity & Resiliency

Service Provider Portal

Image CreationTools

Service Definition Tools

ConsumerBusinessManager

Partner Clouds

ConsumerIn-house IT

ConsumerAdministrator

Cloud Service Developer

Figure 1. IBM Cloud Computing Reference Architecture

The IBM Cloud Computing Reference Architecture high-lights how service management functions and services can bestructured in the context of a “cloud,” linking the business tothe technology resources it needs as Integrated ServiceManagement.

What are cloud delivery models?Cloud delivery models represent different ways to obtain andorganize resources for the delivery of services. Options includeclouds that are internal to the enterprise (private), external


(public) and a combination of both (hybrid). These three com-monly recognized types of cloud environments are defined bythe following characteristics:

● Private: Activities and functions are provided “as a service,”via a company’s intranet. A private cloud, also called an“internal cloud,” is built by an organization from resourcesit owns for its customers and its internal users. All servicesare delivered within the organization’s firewall (versus theInternet). The private cloud owner does not share resourceswith any other company, so multitenancy (i.e. a singleinstance being shared across more than one enterprise) isnot an issue. The focus is on operational excellence andmaximization of resource utilization.

● Public cloud: IT activities and functions are provided “as aservice” via the Internet from external suppliers, usingresources not owned by the consumer. Public clouds, alsocalled “external or open clouds,” allow access to technology-enabled services without knowledge of, expertise with, orcontrol over the technology infrastructure that supportsthem. In this model, the CIO and IT must address theService Integrator role.

● Hybrid cloud: External and internal service delivery methods are seamlessly integrated. Rules and policies areestablished by the partnering organizations based on factorssuch as security needs, criticality and underlying architectureso that activities and tasks are allocated to traditional IT,external or internal clouds, as appropriate. As in publiccloud, the Service Integrator role is essential for beneficialcollaboration between all parties involved in the cloud.

Organizations around the globe are assessing the applicabilityof cloud computing to their infrastructures. They recognize itspotential to reduce costs through standardization and

economies of scale, as well as to speed time to value. Servicecapacity can be expanded or contracted as demand changes;the use of well-designed and managed clouds can creategreater overall elasticity. Some organizations also expect toleverage clouds for improved staff efficiency and optimizationof IT resources, leading to higher returns on IT investments.Early cloud computing adopters have already gained valuableinsights.

It is essential to balance Integrated Service Management capa-bilities and cloud options in a way that can support optimalbusiness results at the lowest level of risk. The next section ofthis paper discusses the lessons learned in achieving both bal-ance and results.

Lessons learned: Service management isto cloud as electricity is to computingThe CIO of the firm providing a business service retainsaccountability for the quality of all the IT services delivered.CIOs and their staff must be innovative and flexible in howthey adapt service management best practices to respond tocontinually changing business needs. Adaptability is importantbecause the characteristics of service management can changebased on the environment and the service solution—whetherit is a legacy system, cloud based or a combination of the two.

Over the past three decades, IBM has learned valuable lessonsthrough its own research and experiences in service manage-ment and, more recently, cloud computing. With nearly 8 mil-lion square feet of raised floor under management supporting400,000 internal users and a large base of outsourcing andmanaged business process customers, IBM’s IT organization is


constantly seeking ways to become more effective and effi-cient. These lessons are then used to assist our clients inimproving their IT operations. Through this experience, wehave reached the following conclusions.

“IT infrastructure” extends well beyond the equipment owned by anenterprise.An IT infrastructure is an expansive collection of networkedservices from many potential sources—services that collec-tively enable and support vital business operations.Historically, IT focused on application development and sys-tems management, yielding stable business-as-usual computeroperations. In reality, very little is business-as-usual now. Therapid and continuously changing expectations of IT dictatethat governance predicated on sound service management isessential to reliable and consistent service delivery. IBM hashelped the evolution to Integrated Service Management bydeveloping best practices that leverage the integration and optimization of people, processes, technologies and information—all of which must collaborate to achieve cost andquality objectives in the form of services that support the busi-ness. With this optimized collaboration, IT is positioned toexpand its role in pursuit of additional revenue-generatingservices.

Standardization is an important and pervasive requirement.Technical standards have existed for decades, which is whatallows interoperable systems. But standardization is increas-ingly extending into the software stack to encompass businessprocesses. Models, reference architectures and a common lan-guage for technical terms promote increasing standardization,and with it, agility—that is, knowing where and how to makechanges, and what the effects will be.

A service architecture that maps each business process to its enablingservices is required to understand all of the relationships and depend-encies, as well as to manage change.In addition to simple process-to-service correlation, the mapwill indicate whether the service is an input or output and out-line typical demand cycles as it is used. The understandingcaptured in a service architecture is necessary to design well-bounded applications. Clearly specified application boundariesare a key requirement for workloads being considered formigration to a cloud environment.

Clear policies and standards are important.For example, from a service catalog perspective, when a serv-ice is planned for delivery through a public or hybrid cloud,IT should establish a policy relative to the level of informationcustomers or users will have about external providers and theirroles. A complete and clear set of unambiguous policy state-ments is required, so they can then be automated to permitthe dynamic changes necessary for cloud infrastructures.

Cloud computing readily supports both application development andoperations.Cloud computing offers great potential, but that potential isrealized only by a combination of new technologies, reuse ofaccurate business models and advanced Integrated ServiceManagement capabilities. Innovation and efficiency dependupon the proper mix of all three. Service management enablescloud cost savings and accelerates the availability of new serv-ices at nearly every level of the value chain. The savings fromcloud may also strengthen the business case for improvementsin your service management environment.


Several service management objectives and results are vital to alltypes of cloud delivery models.Whether the cloud delivery model is private, public or hybrid,the following service management objectives are critical:

● Standard services● Clear, complete description of services, including definition

of service levels● Pricing quoted per use or by consumption● Highly available networks and connectivity, supported by

both business support and operational support services andautomation

● Easy access, self-service enabling portals for service selectionand request

● Rapid fulfillment and rapid decommissioning, supportedwith end-to-end automation

● Service guarantees● Secure computing and storage

These objectives all require a high level of service manage-ment maturity to attain. We refer to that high level asIntegrated Service Management. Specifically, it includes goalsand objectives, process characteristics, interfaces, measures,organizational structures, roles and responsibilities, supportingautomation or integration and continuous improvement components of service management. These should all be synchronized to work effectively and efficiently with businessprocesses to provide critical IT-enabled business services. YourIT function needs to perform the same service managementactivities it has been doing, and do them very well. We recom-mend that key service management processes be at a high levelof maturity on the IBM Service Management Maturity Scale.However, IBM studies to date have indicated that many com-panies have significant gaps in service management capabilitiesand infrastructure readiness for cloud computing.2

The CIO and IT organizations must commit to full participationand leadership in the governance, introduction and piloting of newcloud or service management initiatives for enterprise business use.Key issues and considerations for service management include:

● Service portfolio management and service life cycles● Compliance● Risk mitigation● Financial practices and cost benefit analysis● Faster time to value● Improved quality● Agility and responsiveness to competitive threats● Security● Ability to rapidly scale up and down● Customer Satisfaction Management

For a CIO, understanding which service management capabilitiesare required and how they will be achieved may be as important asunderstanding the services themselves.If the underpinning capability is lacking or unreliable, thenthe situation is likely to have a negative impact on more thanone service and on overall business objectives. Consider, forexample:

● Network availability, connectivity and reliability are essen-tial. No connectivity or unreliable connections means noservice.

● Service catalog management and operations are essential. Ifthe catalog is not available or corrupted, then no servicescan be ordered.

● Event, incident and problem management must be orientedto, and tuned for, highly available networks, service catalogs,end-to-end service monitoring and rapid service restoration,and encompass all intelligent components that contribute tothe service. These all become more complex in a virtualizedenvironment.


Public Cloud

Hybrid Cloud

Private Cloud

Virtual infrastructure CostOperational excellence Operational support

services (Fig 1)

Service mix (IaaS, PaaS, SaaS and PaaS)

EntitlementStandard services andself serviceSecurity and privacyDemand-driven servicecapacity forecasting

Change and configurationmanagement

Service flows/unit of workcompletionDisaster recovery

Cost allocation

End-to-end performanceCommunicationsPartner and supplierrelationships

PriceBusiness supportservices (Fig 1)

Sourcing and contractsCustomer satisfaction

Figure 2. Service management capabilities emphasis by cloud type

● Self-service and highly automated provisioning of servicerequests is a foundational capability in service managementfor clouds.

● Change and configuration management must now assess theimpact on services and service performance, in addition tothe processes and performance of assets. Change practicesmust not only be more thorough in virtualized environ-ments, but much, much faster.

● With the central role of services, service level managementreally means the ability to manage and report on end-to-endservice performance, not just the service level of physicalcomponents in the infrastructure.

● Beyond basic availability and network reliability, cloudbackup and disaster recovery become very important servicemanagement considerations.

● Supplier management, particularly with regard to public andhosted private clouds, sets the expectations and guides col-laboration activities amongst partners.

In many ways, cloud represents the next evolution of virtualization.Virtualization is certainly nothing new to the world of infor-mation technology. Virtual hypervisors have been around sincethe mid 1970s with products such the IBM VM operating system. But each time virtualization is extended to new ele-ments of the infrastructure, our experience has proven thatnew challenges emerge. Cloud offers virtualization at a newlevel of the infrastructure, and therefore requires adaptation to existing virtual management capabilities such as security,storage management, capacity management and asset manage-ment, just to name a few.

Also, certain cloud delivery models require more focus on specificservice management capabilities.Depending on the cloud delivery model you intend to use,some additional service management aspects may need to beconsidered. Figure 2 outlines some of the capabilities that mayrequire greater focus.

Certain business activities, or workloads, perform best in a specificcloud environment.Workload classification is a prerequisite to effective IntegratedService Management practices for cloud computing and isvery complementary to service modeling and architecture.Workloads that are well structured and well bounded makethe transition to cloud more easily. Each workload needs to befactored into the services required to deliver it and any uniqueservice management characteristics to be associated with it.

For example, database- and application-oriented workloads arebetter suited to private clouds, such as:

● Data mining, text mining or other analytics● Data warehouses or data marts● Long-term data archiving/preservation● Transactional databases● Industry-specific applications● Enterprise resource planning (ERP) applications


As the owner of the private cloud, the CIO is directly responsible for the successful operation of new technologies invirtualized infrastructure. That means strong levels of opera-tional support services (Figure 1) and clear service catalogdescriptions, as well as careful attention to the mix of services(IaaS, PaaS, SaaS and BPaaS) offered through the catalog.Above and beyond all of the good service management prac-tices in legacy computing environments discussed earlier inthis paper, your service management maturity levels will need to be fairly high across the majority of IT processes. Andof course in private clouds, IT will be expected to cost justifythe benefits and prove measurable advances in operationalexcellence associated with the acquisition of cloud technology.

On the other hand, infrastructure workloads are better suitedto public clouds. For example:

● Audio/video/web conferencing● Service help desk● Infrastructure for training and demonstration● Wide area network capacity, voice over IP infrastructure● Desktop● Test environment infrastructure● Storage● Data center network capacity● Server platforms● Business continuity and disaster recovery

A public cloud provider has all of the responsibilities and focusareas mentioned in the preceding description of private cloudservice management. The CIO of an enterprise that uses apublic cloud to deliver services should add more focus tounderstanding the standard services offered through the cloudand who will be entitled to request them. CIOs will also needto assess the provider’s security and privacy capabilities andensure that any differences in needs are resolved. Since price,

rather than cost, is the concern for the CIO of the user organ-ization, there will be more emphasis on the ability to accu-rately estimate demand (and for the provider to providescalable capacity). As the overall integrator, the CIO shouldfocus on business support services (Figure 1), especially thoserelated to sourcing, contracts and customer satisfaction. CIOsemploying public clouds will need strong communicationsskills and strong Integrated Service Management capabilities.

Other infrastructure workloads work best with hybrid clouds.For example:

● Complex transactional processing that requires the succes-sive efforts of multiple applications and multiple partners,presenting service management challenges to ensure a com-plete unit of work with high integrity

● Global workloads that span time zones or market times● Processing that must reconcile differing local/international

legal requirements

Participants in hybrid clouds can be both providers and consumers. They are likely to have all of the responsibilitiesmentioned for the previous two types of workload/cloud com-binations, so the CIO’s primary challenge is integration ofboth processes and technologies between all participants,while maintaining compliance and producing audit-readyresults. Operating level agreements are also much moredemanding in this environment. Transparent and well coordinated change and configuration management is veryimportant, as is end-to-end performance and equitable costallocation between partners. Dependable disaster recoverycapabilities must be engineered as an integral part of the service management solution very early on. Partner/supplierrelations are another aspect of service management that can bevery complex in hybrid clouds. CIOs employing hybrid cloudswill need superb communications skills matched withIntegrated Service Management.


The service strategy portion of Integrated Service Managementmust include solid insight into business objectives as well as the workload and service implications of those objectives to both cloudand traditional IT.No matter whether you choose to use legacy computing, oneof the three types of clouds, or some combination of them foryour service strategy, achieving business objectives is the endgame. CIOs must ensure that any new infrastructure solutionsand services are tightly aligned with business intent and thattheir value can be readily measured.

Cloud computing will accelerate the need to adapt relationshipsbetween IT and the business.In this new generation of Integrated Service Management,conversations with users, business units and executives arematerially different—less about technical parameters and moreabout business strategy, intra- and inter-enterprise collabora-tion and flexible operations. In one form or another, cloudcomputing will shape the future.

Integrated Service Management and cloud computing are nowa matched and symbiotic pair, as tightly intertwined as elec-tricity and computing.

ConclusionAt the beginning of the paper, we posed four questions. Basedon the information provided throughout the paper, here arethe answers:

Are you wondering about the role service managementplays in cloud computing? As we have discussed throughoutthis paper, service management and Integrated Service

Management in particular are essential to cloud computing.Clouds depend on infrastructures to be well managed andtransparent to most customers and users.

Are you wondering how all that hard work you did toimplement ITIL applies to a new cloud computing envi-ronment? Both ITIL V2, which focused on systems manage-ment, and ITIL V3 with its focus on service management arestill foundational to moving forward in cloud. They providehigh-level descriptions of many IT best practices that prepareIT for better services and service delivery. But IT cannot reston these past accomplishments. As technology advances, so,too, must the practices that provide support and integration.

Are you wondering what new requirements cloud com-puting will introduce for your existing service manage-ment capabilities? Overall, cloud is very likely to requirematurity level four service management capabilities for yourinfrastructure to be both effective and efficient. Depending onthe business services and cloud delivery models you select,specific service management factors such as business supportservices and operational support services need additional closeattention.

And while cloud computing might save you money, areyou wondering where the integration necessary to con-nect and operate efficiently will come from? Integration,both technical and organizational, is the responsibility ofenterprise CIOs and their IT staff. It is important enough towarrant a well-defined role for service integration. The CIOalso retains accountability for end-to-end services, servicemanagement and service delivery.


DeliverDeploy ConsumeManageOptimize

PlanUnderstand strategic direction Analyze workloadsDetermine delivery modelDefine architectureBuild the business case

BuildDesign and construct Quality assure and testSecurity and complianceLifecycle managementAutomate and instrument

IntegrateIdentify partners Negotiate termsMitigate risks

Sponsor innovation

Manage partnerships and quality of service

Continuous improvement

Figure 3. Service management and cloud capability road map

You cannot successfully implement cloud computing withoutstrong service management. As Integrated ServiceManagement and cloud are applied together, they present newchallenges and opportunities for CIOs. To make the most ofthem, CIOs need to be prepared to:

● Become equally adept at managing traditional technicalcommitments as well as emerging business innovations

● Apply expert-level Integrated Service Management to opti-mize the use of IT by the overall business

● Act decisively on behalf of the enterprise to ensure that all cloud and partner solutions meet or exceed value expectations

As you consider commitments to cloud environments, remem-ber that the ability to implement service management withvisibility, control and automation across an extended enter-prise will distinguish the most successful implementations. ITleaders will be at the forefront of efforts to create smarterenterprises with business processes that are:

● Dynamically responsive to any customer demand, marketopportunity or external threat

● Integrated end-to-end across the company● Integrated across industry value nets of partners, suppliers

and customers

The increased responsibility and deeper level of partnershipwith the rest of the business allows—or rather, requires—ITleaders to wield more influence, lead innovation and change,as well as to provide more value. As a CIO, you will be at thevery center of this transformation.

Not sure how to get started? Figure 3 shows a typical roadmap. The standardization, automation and self-service associ-ated with cloud can certainly lower costs and unlock produc-tivity, but only if service management and cloud are deftlyapplied with a clear idea of how the parts fit and operatetogether seamlessly. As the road map illustrates, you can startwith a plan phase that is comprehensive and defines the basicdirection and anticipated outcomes from both the businessand IT perspectives. Define and assign the integrator role,then build a robust service management environment withcloud capabilities that span all partners. Deploy these capabili-ties and optimize the results.

Please Recycle

Start with a plan phase that is comprehensive and defines thebasic direction and anticipated outcomes from both the busi-ness and IT perspectives. Define and assign the integratorrole; then build a robust service management environmentwith cloud capabilities that spans all partners. Deploy thesecapabilities and optimize the results.

Whether you are upgrading your service management capabil-ities or just beginning to move to cloud computing, IBM canassist you. We are a proven partner with decades of extensiveexperience in virtually all of the constituent IT elements andaspects that could be relevant for your cloud journey. Withknowledge gained from operating several commercial clouds,we are an industry leader in both Integrated ServiceManagement and cloud computing. We provide a range ofservice management and cloud computing offerings and tools,which can be customized to suit your unique needs. We alsooffer a full spectrum of assistance, from business consulting tojoining an operational IBM business cloud.

For more informationIBM welcomes the opportunity to discuss your specific needswith regards to integrating service management into yourcloud computing strategy. Please contact your IBM marketingrepresentative, or visit the following websites:ibm.com/services/itsaconsulting or ibm.com/cloud

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2 IBM Market Insights, Cloud Computing research, July 2009

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