There was a time that the Managed Service Provider (MSP) was perceived as a little-seen but vital IT wunderkind who could troubleshoot technical problems and spot breakdowns before they occur, all from a remote distance. He did not have to visit the site of the disruption or be physically present to communicate with the irate employee struggling with a malfunctioning machine. From his desktop or just using his laptop or tablet, he could monitor on real-time the functions and processes happening in each computer node, database, server, and all other equipment in the workplace. He could also do the same with the client who had entrusted his organization with the smooth functioning of his applications and solutions.
Those days are fast disappearing. According to Channel Web, organization heads and clients are expecting their MSP’s to act and function like an IT director 24 hours a day, seven days a week. An IT director does not just repair the breaches or suggest solutions the day after. Nor does he just plug the hole before the proverbial dam breaks down. An IT director is expected to know of the organization (or client’s) system, understand its intricacies, and be familiar with its strengths and weaknesses. Finally, he must always be able to come up with the most effective strategies to keep the IT system up and running — and functioning in peak performance.
The MSP is now expected to communicate regularly with his shareholders, ensure that their user experience is highly satisfactory, and assist them in maximizing the use of their technologies. He becomes a partner to developing their IT systems, and probably in its use in boosting business objectives.
The MSP-turned-IT-director is also expected to become an efficient manager who can deploy teams of his people to the locations of shareholders who need their help, in cases of equipment breakdown or technical malfunction.
According to Guru Advisor, Remote Management and Monitoring solutions (RMM) again are the secret weapon by which the MSP can perform according to these loftier expectations. To act as a strategic-thinking IT director, the MSP needs tons of data and its analysis. RMM provides him the information he needs because it is constantly documenting the processes, phases, and other operational functions that happen within the IT system. These include — but are not limited to — shareholders’ log-in and log-out dates, intervention activities, the success and failure of intervention, the robustness of the IT infrastructure, the scheduling of tasks, and the interaction with human employees with the system.
Knowledge Wave also explains how RMM can help an MSP scale up to his increased responsibilities. The solution widens his coverage, without making the company spend additional dollars on excess staff. Through RMM, an MSP can track, observe, and remediate (if necessary) the flaws in many non-related platforms, such as independent client accounts that the organization is handling. RMM can automate the services in these accounts simultaneously, managed under one platform, and always under the watchful eye of the MSP.
The RMM has always been the ‘secret weapon’ of the MSP, starting from the time he implemented its monitoring capabilities on the company’s IT. It has increased its value to become an important tool in his arsenal now that he is rising up his career ranks.