An Interview with Eckhard Völcker, CEO Völcker Informatik AG Identity Management can't be done segregated
KCP: How should such a service portfolio look like? Can I just base it on ITIL?
Mr. Völcker: It goes beyond ITIL, which is focused on the core services of IT infrastructures. ITIL mainly provides processes for a service portfolio. To define such a portfolio, we use an approach of clusters, for example for services around accounts and roles, for software and hardware services - e.g. asset management - for mobile devices and for the supply of services itself.
KCP: And you support these services with automated processes?
Mr. Völcker: That's our approach with ActiveEntry. We have focused on automation from the very beginning and, for example, supported software management and deployment. The approach of our solution is to support any type of Business Process Automation, but in the context of the increasing compliance threats and with a clear concept for cost management.
KCP: Keyword Cost Management: Will there be successful IT accounting without a strong IAM foundation?
Mr. Völcker: Definitely not. Cost Management is not about assigning costs to IT structures but to organizational structures. You need to know who uses a service and their relationship to organizational structures. The knowledge of organizational structures and roles is inevitable. This information is available in modern IAM implementations, together with the functionality to control access to services.
KCP: Besides IT infrastructures services there are the services on application level...
Mr. Völcker: ...and thus it is not sufficient to have a change and configuration management for IT infrastructure services and to focus on these services and their availability with BSM. There has to be a holistic concept to deal with changes in applications and infrastructure.
KCP: What are, in your opinion, the main reasons for the recent boom of IAM, BSM und Business Process Automation?
Mr. Völcker: We observe two main drivers. One is the request for an agile IT which supports business better than before. That's about the integration and de-integration of subsidiaries, the fast implementation of new business models in IT and the extension of business process to integrate customers and suppliers. The second driver is compliance, or, in a broader notion, Governance, Risk Management, and Compliance. GRC requires the control of IT services, Identities and the definition of who is allowed to do what.
KCP: Thus, IAM and automation are mandatory to achieve business excellence?
Mr. Völcker: Yes, the road to business excellence is founded on business service excellence. And for business service excellence, Business Process Automation and IAM are the major building blocks.
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