HOUSTON, April 22, 2014 (GLOBE NEWSWIRE) -- Most enterprises today suffer from a major bottleneck that limits their ability to keep pace with an evolving technology landscape, as application developers and IT operations staff struggle to stay synchronized on frequent software changes across the business. The two teams are often bogged down by conflicting priorities, different workflows and a series of "round trip" manual processes, which makes application changes slow to implement.
Enter BMC Control-M Workload Change Manager . This new collaboration console enables "Dev" teams to design batch workflows that are easy for "Ops" to implement, while providing built-in batch workload automation that improves efficiency by up to 80 percent over manual processes. This yields faster delivery of applications and digital services, enabling the business to adapt more quickly to market and customer demands. Workload Change Manager can also ensure all batch workflows adhere to site standards, eliminating failures caused by non-standard naming conventions.
Control-M Workload Change Manager Key Facts
- It's the newest collaboration tool in the BMC Control-M Workload Automation product family, used by more than 2,800 companies worldwide.
- Provides development teams with a simple drag-and-drop interface that makes it easy to define jobs and create or change workflows, eliminating manual and unstructured request exchanges.
- Ensures all workloads adhere to site standards, eliminating failures caused by non-standard naming conventions.
IT leaders understand that in order for the business to remain vital and competitive in the future, their organizations will need to support a new and dynamic set of business priorities that will be defined – even enabled – by mobile apps and social technology, working in concert with traditional infrastructure. This combination comprises The New IT. BMC Workload Change Manager helps IT departments eliminate manual processes so they can more effectively deploy new applications; support on-demand, mobile delivery of a wide range of modern applications; and offer highly responsive end user support on request, all while continuing to leverage their traditional platforms.
Supporting Perspectives
Michael Cote, research director, Infrastructure Software, 451 Research
"The importance of developers is growing at a pleasant rate as companies seek to do more than just optimize (make cheaper) their IT. These companies want to use customized IT to better instrument and run their businesses, targeting growth through projects like mobile apps. At the core of many of these applications are batch workflows that are not as developer-friendly as one would expect with today's rapid development cycles. So it's great to see BMC addressing this important part of customized IT, improving the developer's lot and increasing IT-driven business productivity."
Gur Steif, president of workload automation, BMC Software
"Batch application workflow changes typically follow a slow, manual process that lacks proper governance, increasing the likelihood of errors, project failures, and service disruptions. The Control M Workload Change Manager brings developers and IT operations together for the first time to streamline the process – improving efficiency for both teams while delivering services faster. This is the reality of The New IT – bringing together traditional processes with new collaborative and mobile technologies to accelerate application delivery and reduce friction."
BMC Software. IT innovation drives business transformation.
BMC Software delivers innovative IT management solutions that have enabled more than 15,000 customers worldwide to leverage complex technology to drive extraordinary business performance. BMC does this by helping companies understand how they can place technology at the forefront of business transformation to improve delivery and consumption of digital services, increase operational agility and vastly exceed previous infrastructure capabilities, from mainframe to cloud to mobile. To learn more, visit bmc.com.
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