BMC's Track-It! (formerly Numara Track-It!) is an IT asset management, IT help desk, and license management solution.
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Rocket DevOps
Score 9.0 out of 10
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Rocket DevOps (formerly Rocket Aldon) enables true end-to-end (CI/CD) for IBM i+ environments. Businesses can extend holistic DevSecOps best practices to the IBM i, pursue innovative experimentation, easily respond to compliance audits, and adapt to the ever-changing expectations of process, technology, or experience.
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Pricing
BMC Track-It!
Rocket DevOps
Editions & Modules
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Offerings
Pricing Offerings
BMC Track-It!
Rocket DevOps
Free Trial
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Free/Freemium Version
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No
Premium Consulting/Integration Services
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Entry-level Setup Fee
No setup fee
No setup fee
Additional Details
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Community Pulse
BMC Track-It!
Rocket DevOps
Features
BMC Track-It!
Rocket DevOps
IT Asset Management
Comparison of IT Asset Management features of Product A and Product B
Track-It! is great for a small-to-medium sized enterprise that has a fairly small IT department but needs far more control of tickets than just email and spreadsheets. It scales well enough as IT departments grow, adding techs is simple enough, as is changing the workflow. A large company would probably be better off with a different solution. The lack of easy customization, and the shortcomings it has in workflow templates (which would be a nightmare for project management) means it won't scale up that far.
Rocket Aldon is perfect for simple changes to traditional IBM i development using RPGLE, CL, and DDS. It is great for finding related objects that are referenced in many locations and helping recompile all of these objects. However, Aldon has a particularly hard time with SQL views. For some reason, it is determined to lock every table related to a view even though this is not required by the operating system. Whenever one view references another view, you are always in danger of losing a view permanently if you didn't check it out and promote it. To clarify, imagine you created a view CUSTOMER_INFO. Then you make another view called CUSTOMER_SHIPMENTS that joins the CUSTOMER_INFO to a shipping table. If you ever change CUSTOMER_INFO and then promote it, there is a good chance that Aldon will delete the CUSTOMER_SHIPMENTS view and you will not get a single warning. It doesn't happen every time but when it does you are going to have a real mess on your hands.
We have rarely needed to use Support for BMC Track-It!, but in the times that we did need to use it, they were excellent. The biggest issue is that after not paying for support for about three years, now that we NEED support, it is too expensive for us to receive. This is due to the way their support is billed. So long as you never drop support, then you should be fine.
Support is hit and miss. Sometimes they give some great assistance and sometimes they are no help at all. It always seems like they can't replicate the problem but then they never try to get on our system to do deeper research. It's kind of frustrating dealing with them. Also, the website isn't that helpful.
BMC Track-It! is much more bare bones compared to ServiceNow products, and if your department has the money, ServiceNow is a much better option. Not only is the Knowledge Base much easier to create and publish articles, but the asset management in BMC Track-It! is practically useless. BMC Track-It! is more cost effective, and with a small amount of technicians there's likely no reason to need a bigger solution, but it leaves a lot wanting.
Aldon provides needed functions for our current implementations and legacy systems. As we move toward modernization, we are going to look at alternatives from reviewing cost, integration capabilities and functionality
The biggest positive impact it had on ROI was that the software itself didn't require any expensive ongoing maintenance contracts since it was installed and managed by our organization.
The negative aspect of this is if there was a major problem with the software, then it would require contacting the vendor, at which point it could become expensive for a service call.