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publié le 6 novembre 2017 Beauté › Parfum

ITSM has been a way of organising the services that the IT department could deliver to the rest of the business, and most of it has been handled using service automation and management software.This software helped IT administrators publish their services in online catalogues, and define service level agreements. It gave them a single point of management for problems as they occurred. It enabled them to understand the cost of providing an IT service by aggregating the costs of its different components, and it helped to automate the various services behind the scenes.The software used for traditional ITSM is evolving to the point where it can be used to support services in other parts of the business. Strip away the actual IT services being provided, and you’ll find a set of workflows that apply equally to services in other departments.Implementations of IT self-service portals help to improve customer satisfaction and delivery efficiency, by publishing an intuitive and attractive service catalogue that can be employed by end users,What’s critical here is the quality of interface and how well the service catalogue items are published to the business. Then, once established in IT, the same service catalogue approach can be extended to other areas of the business, such as HR or facilities.

Those services need to be requested, and approved. They may trigger back-end orders to a third party supplier, or tasks for internal staff. They may interface with ledger systems that register the cost involved. These things apply just as much to, say, someone requesting that the facilities department fix a chair or setting up an expense account with the finance department as they do to someone ordering a new laptop from IT.The other crucial part that many forget when setting up service management in other departments is technique. Can we use the same frameworks for service management in other parts of the business that we use for ITSM?ITIL remains the key service management option. At a high level, this has a lot to teach people considering the implementation of ITSM-style disciplines in other areas of the business. It breaks down into five key parts, ranging from service strategy through to continual service improvement. Thinking about their service management in the context of all these steps, rather than just operations, may help other departments to make their service delivery more capable.Starting with a focus on service strategy enables non-IT business departments to think more broadly not just about how to deliver their services, but about what services they’re delivering and how much resource they’re allocating to them. Are the services currently being delivered – in any form – seen as accessible? Are employees using them? How much resource is allocated to each of these services and are they being prioritised properly, based on service usage?

Having audited the current service landscape and decided on what needs to change, service design is the next step. This is where service catalogues are created, and service levels identified. It’s where external suppliers (if there are any for these parts of the business) are identified, and service expectations set for those, too.All stakeholders should be involved here, including the department delivering the service, but also the internal ‘customers’ – and the IT team delivering the software that will underpin the whole thing for the HR, finance or other department moving to a structured service portfolio.At this point, the concept of a playbook for service provision applies just as much to non-IT departments as to IT, and automation is a key concept when designing it all.Via self-service portals and the automation of the processes and workflows those departments use most, HR and facilities teams can much more easily identify, track and fix issues – without users needing to make lengthy phone calls to the department.”

After this part of the process, the department involved has to plan the transition between its old service model and the new one. How will customers move smoothly from one kind of service that they’ve been used to for years, to another, perhaps with a self-service portal and a new means of escalating service issues?Operations, the fourth stage in the service delivery mechanism for non-IT business departments, is the stage that will depart most from traditional IT service management. After all, the services will be entirely different.Will incident management and applications management apply? Perhaps not in the same way. But components such as request fulfilment and access management (ensuring that people with the right roles get access to the right services) may well do – and the department in question could benefit from IT’s help here.Finally, continual service improvement relies on service reporting to understand how the department is performing, and how it can improve. The metrics provided by the service management software will be of key importance here.Throughout all of these stages in the service delivery process, having a liaison of some kind is crucial. A key element of a mature service delivery mechanism is the business relationship manager and their role as a facilitator, advocate and point of responsibility for services.

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All the technology in the world can be deployed, but it will be for little effect if the services being pushed out into the business don’t meet the requirements of the people at the other end.That person may end up being the person whom the IT department approaches with this opportunity in the first place. Service management of this kind may well be something that the IT department has to sell to other business departments who aren’t yet aware of the possibilities.For that to happen, the IT department has to have its own ITSM finely honed, so that it can lead by example. The ITSM system should offer some solid performance metrics that the IT team can take to other departments.If it can show how service levels have risen, and how the cost of service has fallen, then it stands a better chance of persuading departmental managers that the software it has been using might benefit them, too.It’s likely that this expansion into other departments will happen on a piecemeal basis, as the IT department convinces individual managers that they could benefit by adopting the same approach to service management.The IT team will be a critical partner in all this, rolling out the infrastructural underpinnings to make this happen. One possible way to minimise the initial cost and complexity for the internal ‘client’ is to move to a cloud-based provider and slashing the capital cost.

It will be more than just an infrastructure provider, though – it will be a strategic partner for these departments, and it should think strategically about what its doing. By all means, serve specific departments on a project-by-project basis, but leave room for an aggregated service portal that could provide access to multiple departments as they come on board.Thinking about the bigger picture – and about what automated service management might look like across the whole company – will help the IT department to reposition itself within the company.Service management started in the engine room, which means that the IT department is now a leader in process improvement. That’s the kind of positioning that goes down well in senior management discussions. Who knows – it might even help IT to squeeze more budget out of the board next year. Review Convergence. Wretched word. But one particularly liked by hardware wallahs trying to convince us that instead of buying a laptop and a tablet, we should buy something that is a laptop and a tablet. Asus is king of the convergers.

To be fair, Asus has a good track record when it comes to these sorts of devices. It’s been making combo tablet-and-dock “Transformer” machines running both Windows and Android for a good few years.Now we have the Chi range of Windows 8.1 Transformers: the 8.9-inch Chi T90, the 10.1-inch Chi T100 and the 12.5-inch Chi T300. If you are after a Windows convertible this is probably where you will start looking and it’s the range-topping T300 that Asus has sent me to prove it is still the daddy of this whole transformer 2-in-1 malarkey.Let’s get one thing out of the way. The T300 is not a budget buy. At a penny less than £800 it’s competing against some quality kit like Microsoft’s 12-inch Surface Pro 3, the 13.3-inch Lenovo Yoga 3 Pro and Apple’s 11-inch MacBook Air. Just as well then that, spec-for-spec and as a package, it stands up well against all three.To start with you get a 12.5-inch 2,560 x 1,440, 245ppi IPS display. And it’s quite a display. Bright, colourful and with viewing angles so robust you could look at it while standing in a parallel dimension. However, it is very reflective which can be a pain in the backside outdoors. While there have been reports that some T300s suffer from backlight bleed, this wasn’t a problem with mine.

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The tablet part of the T300 weighs 720g which is impressive for something measuring 12.5-inches corner to corner and it is only 7.6mm thick. That means you can actually use the thing as a tablet for gaming or reading and not end up with chronic arm ache.With the keyboard attached, those figures jump to 1.43kg (a MacBook weighs 1.08kg for comparison) and 16mm (MacBook Air: 17mm). The hinge mechanism is a masterclass in making something thinner than it has any business being, and yet still feels robust and durable.Thanks to both tablet and dock being made from aluminium, they are as solid as a rock. The tablet component has absolutely no flex to it. You could happily engage in combat with the thing and not do it lasting harm. It’s a handsome beast, too, thanks to a dark blue anodised finish.Forged nearly 20 years ago, the 802.11 wireless networking standard was responsible for cutting the cord and letting us roam. During that time, 802.11 has evolved as devices using it have both proliferated and got smaller – while the data they swallow has grown in quantity and in size.

In March the IEEE OK’d the latest chapter in the 802.11 story – 802.11 ay. This packs more bandwidth in the 60GHz spectrum and promises speeds of up to 20Gbit/sec – that’s ten thousand times faster than 1997’s standard. It targets display ports, HDMI, and USB, suggesting that it will be used to serve more short-range, high-bandwidth connectivity needs such as TV and monitor displays.The 802.11 standard was ratified in 1997, transmitting at up to 2Mbps (theoretically). Since then, the 802.11 standards process has become an alphabet soup, with different extensions to the standard being processed under different combinations of letters.It was always meant to be this way. At any point, the IEEE is working on several of these extensions, which usually address changes at different levels of the networking stack that underpin the standard. For example, 802.11i was an enhancement to the MAC security layer originally ratified in 2004, but it eventually melted into a maintenance revision of the main standard in 2007.

802.11 a and b were the first extensions to the standard, ratified in 1999. These bought 802.11 into the realm of Ethernet transmission speeds, offering a theoretical 54Mbit/sec and 11Mbit/sec data transfer respectively.It was this pair of standards – the first 802.11 to earn the Wi-Fi moniker – that really began to draw industry interest as a means to finally cut the cord in the office.802.11a allowed operation on the 5GHz spectrum, which was less congested at the time compared to 802.11b’s 2.4GHz, which is heavily polluted by everything from microwaves to baby monitors.Because 802.11a and b worked on different frequencies, they didn’t speak to each other. To solve the problem, the IEEE bought out 802.11g, which provided the same raw throughput as the 5GHz standard, but operated over the 2.4GHz frequency. That enabled it to interoperate with the 802.11b standard, but at far higher speeds.

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