Magic Quadrant for IT Service SupportManagement Tools20 August 2013 ID:G00248914Analyst(s): Jarod Greene, Jeffrey M. BrooksVIEW SUMMARYEVIDENCEIT service support management tools go beyond traditional service desk ticketing and reportingfunctions to address release governance and provide visibility into the production environment. I&Oorganizations aspiring to mature can use this research to evaluate products to support their efforts.1 As of June 2013, the average I&O maturity level inITSIO was 2.30.EVALUATION CRITERIA DEFINITIONSMarket Definition/DescriptionThis document was revised on 23 August 2013. The document you are viewing is the correctedversion. For more information, see the Corrections page on service support management (ITSSM) tools extend the capabilities of IT service desk tools byproviding modules that automate configuration and release governance processes, and provide abusiness view of IT services. These capabilities enable the IT support organization to manageincidents, problems, changes and service requests throughout their life cycles at a more efficient andeffective rate. ITSSM tools also provide capabilities that enable business end users to gain knowledgeto support and resolve their computing-related issues or to request an IT service.Ability to ExecuteProduct/Service: Core goods and services offered bythe vendor for the defined market. This includescurrent product/service capabilities, quality, featuresets, skills and so on, whether offered natively orthrough OEM agreements/partnerships as defined inthe market definition and detailed in the subcriteria.Overall Viability: Viability includes an assessment ofthe overall organization's financial health, the financialand practical success of the business unit, and thelikelihood that the individual business unit will continueinvesting in the product, will continue offering theproduct and will advance the state of the art within theorganization's portfolio of products.Sales Execution/Pricing: The vendor's capabilities inall presales activities and the structure that supportsthem. This includes deal management, pricing andnegotiation, presales support, and the overalleffectiveness of the sales channel.Return to TopMagic QuadrantFigure 1. Magic Quadrant for IT Service Support Management ToolsMarket Responsiveness/Record: Ability to respond,change direction, be flexible and achieve competitivesuccess as opportunities develop, competitors act,customer needs evolve and market dynamics change.This criterion also considers the vendor's history ofresponsiveness.Marketing Execution: The clarity, quality, creativityand efficacy of programs designed to deliver theorganization's message to influence the market,promote the brand and business, increase awarenessof the products, and establish a positive identificationwith the product/brand and organization in the mindsof buyers. This "mind share" can be driven by acombination of publicity, promotional initiatives,thought leadership, word of mouth and sales activities.Customer Experience: Relationships, products andservices/programs that enable clients to be successfulwith the products evaluated. Specifically, this includesthe ways customers receive technical support oraccount support. This can also include ancillary tools,customer support programs (and the quality thereof),availability of user groups, service-level agreementsand so on.Operations: The ability of the organization to meet itsgoals and commitments. Factors include the quality ofthe organizational structure, including skills,experiences, programs, systems and other vehiclesthat enable the organization to operate effectively andefficiently on an ongoing basis.Completeness of VisionMarket Understanding: Ability of the vendor tounderstand buyers' wants and needs and to translatethose into products and services. Vendors that showthe highest degree of vision listen to and understandbuyers' wants and needs, and can shape or enhancethose with their added vision.Marketing Strategy: A clear, differentiated set ofmessages consistently communicated throughout theorganization and externalized through the website,Source: Gartner (August 2013)

advertising, customer programs and positioningstatements.Sales Strategy: The strategy for selling products thatuses the appropriate network of direct and indirectsales, marketing, service, and communication affiliatesthat extend the scope and depth of market reach,skills, expertise, technologies, services and thecustomer base.Offering (Product) Strategy: The vendor's approachto product development and delivery that emphasizesdifferentiation, functionality, methodology and featuresets as they map to current and future requirements.Business Model: The soundness and logic of thevendor's underlying business proposition.Vertical/Industry Strategy: The vendor's strategyto direct resources, skills and offerings to meet thespecific needs of individual market segments, includingvertical markets.Innovation: Direct, related, complementary andsynergistic layouts of resources, expertise or capital forinvestment, consolidation, defensive or pre-emptivepurposes.Geographic Strategy: The vendor's strategy to directresources, skills and offerings to meet the specificneeds of geographies outside the "home" or nativegeography, either directly or through partners,channels and subsidiaries as appropriate for thatgeography and market.Return to TopSource: Gartner (August 2013)Vendor Strengths and CautionsAxios SystemsWe reviewed assyst v.10, which can be delivered on-premises or via multitenant software as a service(SaaS; assystSaaS).StrengthsThe product's IT resource performance management (ITRPM) function uses social collaboration,mobility and gamification to connect IT and business users to provide decision support.Axios continues to demonstrate the ability to introduce rapid releases of new features, which hasyielded high levels of customer retention.The vendor supports open integration with third-party solutions.CautionsAlthough customers are generally satisfied with the offering, some report slower-than-desiredturnaround times for technical support.The product's out-of-the-box reporting capabilities do not directly tie IT operations performancemetrics — such as end-user productivity improvement — to critical business success factors.Customers must use assyst's reporting wizard for this capability.In some regions, Axios lacks the quantity of resources for sales, implementation and integrationservices, compared with its competitors, resulting in longer lead times for presales and postsalessupport.Return to TopBMC SoftwareWe evaluated BMC Remedy IT Service Management (ITSM) 8.1 and Remedy OnDemand.StrengthsRemedy ITSM can be easily integrated with a broader portfolio of BMC IT operationsmanagement (ITOM) solutions, specifically the configuration management database (CMDB) tosupport incident and problem management processes, and to accelerate change andconfiguration management processes.BMC Remedy ITSM offers virtual support agent capabilities to enhance IT user self-service and

to lessen user dependence on IT support analysts for problem resolution.BMC Remedy ITSM provides preconfigured best-practice ITIL forms, fields and workflows toaccelerate deployments. Customers report fast installs with minimal customization orconfiguration.CautionsBMC Remedy ITSM technician-to-technician social collaboration capabilities are behind thecurve; they do not gather enough context to enhance decision support.Multidimensional and managerial-level reporting capabilities are only available with the BMCAtrium IT Dashboards and Analytics add-on.BMC Remedy ITSM offers functionality that is best-suited for more mature infrastructure andoperations (I&O) organizations; other products in the BMC ITSM solution portfolio may bebetter-suited for smaller and/or less mature I&O organizations.Return to TopCA TechnologiesWe evaluated CA Service Desk Manager 12.7.StrengthsCA Service Desk Manager offers robust change and configuration management capabilities, mostnotably the change audit and control functionality, unified change calendar/scheduler, electronicchange advisory board, and change impact explorer.The vendor has improved the product's mobile capabilities, including mobile apps for downloadfor access to Service Desk Manager.CA is now packaging CA Open Space with CA Service Desk Manager. This combination givesenterprises robust social IT management capabilities for peer-to-peer support without additionallicense fees.CautionsAlthough the vendor provides integration across a broad suite of ITOM solutions, CA ServiceDesk Manager does not provide a unified view across all IT operations management productconsoles.CA Service Desk Manager is not licensed in a SaaS model. Customers who want a SaaS-based ITservice desk solution from CA must opt for the hosted and managed CA Service Desk Managermodel or must license Nimsoft Service Desk.CA Service Desk Manager does not yet include out-of-the-box process frameworks, other thanITIL.Return to TopCherwell SoftwareWe evaluated Cherwell Service Management (CSM) v.4.3.StrengthsCSM boasts solid reporting and dashboard capabilities that enable organizations to createmultidimensional reporting and business value dashboards.The CSM Self-Service Portal enables organizations to consolidate multiple portals to drive higherusage levels.CautionsOrganizations that want to use a business service map must manually model and map ITservices to support incident, problem and change management processes.Even with an expanding partner base, Cherwell is not as globally deployed as its competitors.Return to TopEasyVistaWe evaluated the 2012 version of EasyVista.StrengthsCustomers report ease of installation, configuration and customization.The business intelligence engine helps service desk managers make decisions about servicesupport and delivery by providing predefined simulations without complicated data mining.EasyVista integrates easily with third-party solutions and with ITOM products from othervendors.Cautions

The product's social networking capabilities are designed to support internal IT collaborationonly.Customers report that EasyVista's reporting capabilities lack the value-based reporting requiredto show the business value of the I&O organization.EasyVista provides basic knowledge management repository capabilities.Return to TopFrontRangeWe evaluated Heat Service Management 2012.3.StrengthsCustomers report improvements in how FrontRange provides technical support for new users.The product provides the ability to enable auditing in the steps within a process workflow, whichallows strong governance and process reinforcement for process owners and administratorsCautionsHeat Service Management fails to provide a consistent overlay to guide IT analysts andengineers through documented processes.Customers have voiced the need for easier administration and process modification capabilities.Return to TopHornbillWe evaluated Supportworks ITSM Enterprise v.3.4.14.StrengthsSupportworks ITSM Enterprise delivers end-user profile information to service desk techniciansso they can provide better support experience.The product includes an integrated third-party tool for business value dashboards that can helpmore mature I&O organizations become better aligned with business initiatives.Supportworks has native social collaboration capabilities. The Social Insight function providesreal-time visibility into social activities to reveal hidden relationships, undocumented processesand sentiment analysis.CautionsCompared with its competitors, Hornbill struggles to penetrate and sell to large enterpriseorganizations on a consistent basis.Supportworks ITSM Enterprise lacks native capabilities to reinforce desired behaviors andprocess adherence through visualization, although the vendor plans to address this gap in itsnext release.Supportworks' process designer uses pop-up properties windows instead of more desirable dragand-drop functionality. As a result, configuration is less intuitive and more time-consuming.Return to TopHPWe evaluated HP Service Manager 9.31.StrengthsHP Service Manager can be tightly integrated with HP's IT Asset Management, IT Service Catalogand Universal CMDB offerings to bolster the entire IT operations suite. Service Manager is fullyintegrated with HP Enterprise Collaboration, which enables collaborative operations managementand advanced search capabilities to retrieve social artifacts.The vendor's professional and technical services have significant worldwide capabilities acrossimplementation, integration and consulting practices.CautionsHP does not offer Service Manager in the SaaS model. Enterprises in search of a SaaS solutioncan use HP Service Anywhere, but that product does not offer comparable functionality.HP has lost focus on its marketing and branding efforts for Service Manager, leaving customerswary of the product's future.Return to TopIBMWe evaluated IBM SmartCloud Control Desk (SCCD) v.7.5.

StrengthsSCCD v.7.5 enhances change impact analysis by providing an end-to-end view of IT serviceswith a clear rendering of the relationship between both IT and non-IT components, such asmobile phone towers or power plants.The autoticketing assignment feature assigns tickets to service desk team members using setcriteria, such as workload balancing, skill base or round robin.SCCD takes advantage of client management integration to deliver an enterprise app store forsimplified, end-to-end software distribution.CautionsWithout training, nontechnical IT personnel may find it challenging to navigate the user interfaceto complete tasks.Customers report that it is difficult to integrate SCCD with non-IBM solutions.SCCD has limited out-of-the-box mobile capabilities and requires significant administrative effortfor optimization on a mobile device.Return to TopLANDeskWe evaluated LANDesk Service Desk Suite 7.5.StrengthsEnterprises can integrate Service Desk 7.5 with LANDesk's product portfolio (including MDM andclient management) to enable automated configuration capabilities — a potential value-add fororganizations that consolidate Level 1 and Level 2 support functions.The product's Management Information Analytics function provides the ability to build metricsfrom key performance indicator (KPI) values and business-critical success factors, which can aidIT organizations in demonstrating the value of IT to the business.CautionsService Desk's social capabilities are not as robust as its competitors and lack richness incollaborative functions.Some LANDesk customers find the user interface difficult to navigate and challenging.Return to TopManageEngineWe evaluated the ServiceDesk Plus 8.1 release.StrengthsManageEngine provides a simple, easy-to-use solution that is available via download.Customers report that the vendor is easy to work with and incorporates customer feedback intothe product with quick release cycles.CautionsManageEngine does not provide a visual view of ITSM processes, relying instead oncustomizable workflow templates.ManageEngine ServiceDesk Plus lacks self-service data management/business intelligencecapabilities, relying instead on out-of-the-box reports for decision support.Return to TopSerena SoftwareWe reviewed Orchestrated IT v.4.0.1.StrengthsSerena Software effectively serves IT organizations that have strong application developmentand operations management collaborative capabilities, with respect to meeting the challenges ofrelease management.The vendor has demonstrated the ability to quickly enhance Orchestrated IT, providing quarterlyreleases since its launch.CautionsSerena Software has limited appeal outside of organizations with large portfolios of custom-builtsoftware, where change and release management are more critical needs.The vendor has a smaller set of partners than its competitors.Return to Top

ServiceNowWe evaluated the Berlin release.StrengthsAn advanced high-availability architecture provides customers with stable, low-latencyinstances.ServiceNow's rapidly expanding partner network helps organizations across the globe toimplement the product quickly and consistently.ServiceNow provides deep integration with Live Feed (social IT) and core service managementapplications to enable effective collaborative operations management.CautionsOrganizations without in-house developers and capabilities may struggle to manageimplementations and configurations, and may have to pay for third-party assistance.Recent changes in ServiceNow's pricing model have caused some confusion among existingcustomers and prospects.ServiceNow has only basic reporting and dashboard capabilities. Customers in search of businessvalue-based reporting must purchase third-party solutions.Return to TopVendors Added and DroppedWe review and adjust our inclusion criteria for Magic Quadrants and MarketScopes as marketschange. As a result of these adjustments, the mix of vendors in any Magic Quadrant or MarketScopemay change over time. A vendor appearing in a Magic Quadrant or MarketScope one year and not thenext does not necessarily indicate that we have changed our opinion of that vendor. This may be areflection of a change in the market and, therefore, changed evaluation criteria, or a change of focusby a vendor.Return to TopAddedSerena Software and ManageEngine were added to this Magic Quadrant.Return to TopDroppedNo vendors were dropped from this Magic Quadrant.Return to TopInclusion and Exclusion CriteriaTo be included in the 2013 Magic Quadrant for ITSSM tools, vendors must offer, at minimum,products that meet all the following criteria:The ITSSM product must include all the following functionality:IT incident managementIT problem managementIT change managementIT release governanceIT user self-serviceIT request managementIT knowledge managementIT service support analytics and reportingIT SLA management (with regard to incident and service requests)The ITSSM vendor must offer qualifying products licensed in both of the following methods:Software owned, managed and located by organization behind enterprise firewallsSoftware owned, delivered and managed remotely by one or more providers, andpurchased on a pay-for-use basis or as a subscriptionThe product must be optimized for usage on a mobile device for the following purposes:Incident update and resolutionAuthorization approvalsAccess to reporting/metricsThe vendor must have at least 10 million in annual revenue derived from ITSSM products.The vendor must provide 10 qualifying customer references meeting the following criteria:

The ITSSM solution must be paid for by the customer and used in a productionenvironment.The customer must be concurrently using five of the following modules: incidentmanagement, problem management, change management, release governance, IT userself-service (for knowledge and request management), support analyst/techniciancollaboration, IT service support analytics and SLA reporting.The customer must be utilizing more than 100 concurrent licenses or 300 named licenses.References must include examples of both licensing models.References must be located in at least three of the following regions: North America, SouthAmerica, Europe, the Middle East, Africa, Asia and Australia.Return to TopEvaluation CriteriaAbility to ExecuteProduct/Service: Gartner evaluates the capabilities, quality, usability, integration and feature set ofthe solution, including the following functions:Service desk — incident management, problem management, request managementEngineering/admin — change management, configuration management, release governanceEnd user — self-service, request managementAdministrative — SLA management, reporting, inventory/configuration repositoryOverall Viability (Business Unit, Financial, Strategy, and Organization): We consider thevendor's company size, market share and financial performance (such as revenue growth andprofitability). Analysis reflects the vendor's capability to ensure the continued vitality of its ITSSM tooloffering.Sales Execution/Pricing: We evaluate the vendor's:Capability to provide global sales support that aligns with its marketing messagesPresence in North America, Europe and the Asia/Pacific region (including Japan), and the rest ofthe worldFlexibility in licensing models, pricing and packaging specific to solution portabilityMarket Responsiveness and Track Record: We evaluate the execution on delivering andupgrading products consistently, in a timely fashion, and meeting road map timelines. We alsoevaluate the vendor's agility in meeting new market demands, and how well the vendor receivescustomer feedback and quickly builds it into the product.Marketing Execution: This is a measure of brand and mind share through client, reference andchannel partner feedback. We evaluate the degree to which customers and partners have positiveidentification with the client management product, and whether the vendor has credibility in thismarket.Customer Experience: We evaluate the vendor's reputation in the market, based on customers'feedback regarding their experiences working with the vendor, whether they were glad they chosethe vendor's product and whether they planned to continue working with the vendor.Table 1. Ability to Execute EvaluationCriteriaCriteriaWeightProduct or ServiceHighOverall ViabilityMediumSales Execution/PricingMediumMarket Responsiveness/RecordHighMarketing ExecutionHighCustomer ExperienceHighOperationsNo RatingSource: Gartner (August 2013)Return to TopCompleteness of Vision

Market Understanding: This criterion evaluates vendor capabilities against future marketrequirements. The market requirements map to the Market Overview discussion and look for thefollowing functionality:Fully functional mobile device interface, including incident update and resolution, authorizationapprovals, and access to reporting and metrics. Also included is utilization of location awarenessof the mobile device, as well as the camera.End-to-end visualization of hierarchical and peer-to-peer relationships of configuration itemsthat deliver IT services.Social capabilities that enable collaboration around a shared purpose.Advanced reporting capabilities focused on business value beyond the traditional productivitymeasures. Advanced reporting includes:Specific reports tied to common critical success factors and key performance indicators foran IT service deskUse of multidimensional charts to show how related metrics impact each otherDashboarding via a business value dashboard on the impact of critical success factors,whether financial or otherwiseProcess governance and reinforcement capabilities to ensure that optimal desired behavior andbusiness outcomes are delivered through the team utilizing the ITSSM tools.Marketing Strategy: We evaluate the vendor's capability to deliver a clear and differentiatedmessage that maps to current and future market demands, and, most importantly, the vendor'scommitment to the ITSSM tools market through its website, advertising programs and positioningstatements.Sales Strategy: We evaluate the vendor's approach to selling ITSSM tools to IT organizations andmanagement service providers (MSPs). We also evaluate the vendor's ability to sell in the appropriatedistribution channels, including:Direct salesIndirect salesOffering (Product) Strategy: We evaluate product usability, ease of use of out-of-the-box bestpractices and workflow, and ease of integration with other management tools as they relate to theirimportance in meeting buyers' needs. We also evaluate the breadth of ITSSM tool offerings, and thedepth of functionality within each module, specifically looking at the following features of thesolutions:Configuration of best-practice templates. This encompasses philosophies inclusive of theValueOps perspective. This focuses on combining popular frameworks and methodologies (e.g.,ITIL, DevOps and COBIT 5) to realize greatest value — ease of use (graphical user interface[GUI], upgrade, configuration and process modification)Ease of integration with third-party IT operations management toolsFlexibility in licensing and delivery models (e.g., perpetual, subscription, named, concurrent,single tenant hosted, multitenant hosted)Business Model: This is our evaluation of whether the vendor continuously manages a well-balancedbusiness case that demonstrates appropriate funding and alignment of staffing resources to succeedin this market.Innovation: This criterion includes product leadership and the ability to deliver ITSSM tools featuresand functions that distinguish the vendor from its competitors. Specific considerations includeresources available for R&D, and the innovation process.Geographic Strategy: We evaluate the vendor's ability to meet the sales and support requirementsof IT organizations worldwide. In this way, we assess the vendor's strategy to penetrate emergingmarkets. We also evaluate the vendor's strategy around the following potential markets:North AmericaSouth AmericaEuropeThe Middle EastAsia (including Japan)AfricaAustraliaEmerging markets (Brazil, Russia, India, China [BRIC])Table 2. Completeness of VisionEvaluation CriteriaEvaluation CriteriaWeighting

Market UnderstandingHighMarketing StrategyHighSales StrategyMediumOffering (Product) StrategyHighBusiness ModelLowVertical/Industry StrategyNo RatingInnovationHighGeographic StrategyHighSource: Gartner (August 2013)Return to TopQuadrant DescriptionsLeadersPositioning in the Leaders quadrant is the result of success in the Completeness of Vision and Abilityto Execute criteria. As was the case in 2012, no vendors met the criteria this year to be Leaders inthis evolving ITSSM tools market.Return to TopChallengersChallengers are defined by keen capability in Ability to Execute criteria; however, they do not yethave the Completeness of Vision required to become Leaders in this market. Challengers have shownthe ability to provide tools with the basic required feature sets, but have yet to break through toproviding products that truly represent the future vision of the ITSSM tool market.Return to TopVisionariesThere were no vendors in the Visionaries quadrant this year.Return to TopNiche PlayersNiche Players have strengths in particular areas of ITSSM, but have not invested in satisfying all ofthe requirements to demonstrate Completeness of Vision and Ability to Execute.Return to TopContextAlthough Gartner identified the ITSSM tool in 2012, a variety of ITSSM functions have been availableas disjointed tools for decades. We are now seeing the functions come together in integrated productsthat address ITSSM functionality from the combined perspective of people, process and tooling.ITSSM tools are most suitable for I&O organizations with some degree of maturity. Gartnerrecommends them for I&O organizations to achieve an ITScore for Infrastructure and Operations(ITSIO) of Level 3 or better. (Most organizations are still just above a Level 2, with little progresstoward improving.1) The majority of organizations are pushing to improve their maturity to a Level 3.I&O organizations must look with a broad perspective at how ITSSM tools, in conjunction with anoverall improvement program, can help I&O achieve higher levels of maturity. This pursuit shouldultimately position I&O to demonstrate measurable business value to end users.Organizations should not base their choice on vendors with the closest proximity to the Leadersquadrant. Instead, IT leaders should create a list of criteria that describes their needs, then selectfrom vendors that best meet those requirements. Organizations should use a vendor that is focusedon this market and can meet their needs for at least the next five years. Focus on skills, training,process and proper product implementation, because these factors will influence a product experiencemore than the specific functional capabilities. Additionally, organizations should select a vendor thatcan truly aid the I&O organization in reaching its maturation goals.Return to TopMarket OverviewITSSM tool functionality extends beyond traditional IT service desk tools to address the changingdynamics of IT service support. The ITSSM tool market is still focused on IT service support, but withmore emphasis on improving root cause isolation, and on providing higher levels of business usersatisfaction. Using this business view, IT support organizations can manage incidents, problems andservice requests throughout their life cycles at more efficient and effective rates.

IT organizations at higher maturity levels are in the process of deriving higher value from solutionsthat integrate functions across process modules (e.g., incident, problem and change management), ifthose processes are implemented and well-established. Because only a small percentage oforganizations have reached ITSIO maturity Level 3, the adoption of ITSSM tools will be slow.IT organizations that plan to reach Level 3, 4 or 5 ITSIO maturity in the next three years shouldreplace IT service desk tools with ITSSM tools, if they have not already.The three main functional groups of tools are:IT help desk tools, which focus on the most basic of support tasks, such as trouble ticketingand simple logging of issuesIT service desk tools, which focus on service management principles, and are often aligned tobasic processes found within the ITIL framework, such as incident management, problemmanagement, change management, knowledge management and self-service.ITSSM tools, which include the functionality within IT service desk tools, but extend to theadditional common ITIL processes that are utilized by maturing organizations that wish todemonstrate the I&O organization's value. ITSSM tools are used beyond just the service deskfunction within the group.The IT service desk function continues to grow and mature, resulting in the ITSSM tools market'semergence. Tool functionality has been

CA Service Desk Manager is not licensed in a SaaS model. Customers who want a SaaS-based IT service desk solution from CA must opt for the hosted and managed CA Service Desk Manager model or must license Nimsoft Service Desk. CA Service Desk Manager does not yet include out-of-the-box proces