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©2010 Hewlett-Packard Development Company, L.P. The information contained herein is subject to change without notice Cost-effectively transforming a legacy, unintegrated IT service management platform into a holistic, phased-in, services-centric platform Mark Tasky Senior Manager, Deloitte ITSM Practice Ric Stewart Senior Technology Architect, Deloitte HP Alliance
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Cost-effectively transforming a legacy, unintegrated IT service management platform into a holistic, phased-in, services-centric platform

Oct 21, 2014

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Organizations today recognize the need to change their IT service delivery models by centralizing core enterprise delivery services, integrating IT service management (ITSM) software platforms, and standardizing their IT processes on ITILv3. However, more often than not, “paralysis by analysis” makes the task of making IT service delivery more cost-effective and operationally efficient is perceived as too overwhelming, risky, and costly.

The session will focus on the benefits of leading out and going through the enterprisewide ITSM transformation. It will also cover the approach and steps you’ll need to take to control the costs and risks and achieve the goals you establish for your corporation.
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Page 1: Cost-effectively transforming a legacy, unintegrated IT service management platform into a holistic, phased-in, services-centric platform

©2010 Hewlett-Packard Development Company, L.P. The information contained herein is subject to change without notice

Cost-effectively transforming a legacy, unintegrated IT service management platform into a holistic, phased-in, services-centric platform

Mark TaskySenior Manager, Deloitte ITSM Practice

Ric StewartSenior Technology Architect, Deloitte HP Alliance

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Your time is valuable, and you’ve chosen to spend it with us.

THANK YOU!

Thank You for Being Here!

Mark Tasky, Senior Manager, Deloitte Consulting ITSM practice

One (1) year with Deloitte in Technology, Strategy and Architecture

Prior to Deloitte, 20 years in IT Service Management, IT Operations, Network

Engineering, Satellite Communications

Bachelor of Science, Electrical Engineering, Virginia Tech

Ric Stewart, Senior Technology Architect, Deloitte Consulting

‒ Four (4) years with Deloitte on the HP Alliance team

‒ Prior to Deloitte, many years in the computer field with HP (Field and

Factory), CSC (NASA Johnson Space Center/JSC), IBM (Federal Systems

Division, JSC), University of Houston, and University of Southern Mississippi.

‒ Master of Computing Sciences, Texas A&M University

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Table of Contents

Executive Summary

Common Current State of ITSM Platform

How did we get here?

What does our current state look like?

Why should we change?

Strategic Roadmap – Approach to ITSM Transformation

How do we change?

What will guide us?

Data Collection Interviews

Current State Review & Baseline

Target State Development

Gap Analysis

Business Case

Transition Planning

Critical Success Factors (CSF)

Key Performance Indicators (KPI)

Call to Action

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Executive Summary

IT Service Management (ITSM) processes, tools, and organizations are most often built

over time as discrete reactions to immediate business/IT needs

Typically, this evolution over time results in an IT function with very low efficacy/efficiency

and inordinately high costs when compared to value of services rendered to the BUs

Typically, corporate IT departments spend 70% of their time/resources on resolving issues

and 30% on innovation for BUs

Inertia sets in and IT departments “fear” the risks of change, allowing “rigor mortis” to set in

and continue year after year at a very high cost

Though investment costs in process/organization reengineering and state-of-the-

art/integrated ITSM management tools are generally substantial, they are less costly than

the status quo forecasted over time

And, the ROI and short breakeven time until a positive cash flow is reached are compelling

Using a rigorous, proven, planning and implementation methodology with integrated ITSM

management tools and a strong program/project governance office; corporations can follow

an implementation Roadmap that leads them to many new quality improvements and

financial/efficiency benefits

Critical Success Factors (CSF) and Key Performance Indicators (KPI) must be thoroughly

vetted before the ITSM Transformation begins and rigorously adhered to during the

transformation journey

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Custom IT Processes are defined on demand over time

ITSM Tools are selected on demand over time without strategic/integrated plan

Each functional area is normally more mature than the whole

Some areas perform at a high maturity level

The lack of cross organizational governance creates process gaps and

communication loop-holes

Technology integration is often difficult across organizational boundaries with

differing views of importance

Budget constraints often exist across organizational boundaries

While some cross organizational integration of IT process and ITSM technology

exists, It is usually targeting a specific sub-process and while effective can be less

than efficient

Common Current State of ITSM PlatformHow did we get here?

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Manual Re-entry

of Purchase orders

Employee data

(a view in the

PS Database)

Problem Management

(Root Cause)Patches/Inventory

(Workstations and

Windows Servers)

Patch information

Inventory/discovery

(MS SMS)

Incident Managment

Incidents

(Magic 7.5.3)

Legend

Manual update

Automated update

*LUNs by server

**Databases by server

***Tool list inconclusive

Silo

#3

Silo

#2

Facets updates

(Spreadsheet)

Change Management

(Software)

ERP

(Purchasing, HR)

Purchase orders,

Employees

(PeopleSoft)

Change

Management

(Infrastructure/

TICM)

Changes

(Magic)

Silo

#1

Occasional

exports

Last logon

Silo

#4

Silo

#5

IT Asset

Management

No automated sharing of informationMinimal automated sharing of information

Client

Updates

via SMS

Configuration Management

Problem Management

Fault/Event Management

(Windows/Network)

Release Management

Change Management

(Technical Infrastructure)

Configuration Management (SCM)

Change Management (SW)

Release Management

Configuration Management

Problem Management

Fault/Event Management

(AIX, HP/UX, Mainframe)

Service Desk

Incident Management

Problem Management

SR Lifecycle

(eForms/Outlook)

Server

configurations

(Spreadsheets)Master Server List

(Access DB)

Hotfixes

(Access DB)

Windows and Network

Server assets

(Spreadsheet)

Storage Management*

Limited Storage

Information**

Source Code (Windows, AIX)

Amisys DINs (HP/UX)

(Harvest)

Definitive Software Library

Source Code (Mainframe)

(SCLM)

AIX, HP/UX, Mainframe

Mainframe

Summary

(Doc)

HP/UX Server Overview

AIX Server List

(Spreadsheets)

Cro

ss d

ep

art

me

nt

fun

ctio

ns

Database

Management**

Problem

Management

(Root Cause)

Database

Management**

Problem

Management

(Root Cause)

Fault/Event Management***

Job Scheduling

Batch jobs

(TWS)

Backup Management

Backups

(TSM)

Storage

(Director)

Asset Management

Peregrine

AssetCenter

Purchasing

Module

User

ListAssets

Fault/Event Management***

Network

(eHealth)

Servers

(NetIQ)

Web

(Patrol)

Servers

(Nettuitive)

MF

(IBM)

AIX

(Patrol)

HP/UX

(Glance+)

Source Code (Web etc)

(Visual Source Safe)

Standard Problems &

Resolutions

(Magic 7.5.3)

Definitive

Software

Library

Common Current State of ITSM PlatformWhat does our current state look like?

Non-Integrated

Silo’ed ITSM Mgmt Systems

No Single Pane of Glass Mgmt

Manual Operations

Multiple, Non-Linked ITSM Data Repositories

No Event Correlation (Monitoring)

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IT Organization Leadership

ApplicationDev

Network MgtServer

MgtTechnical Support

MainframeMgt

Service Desk

Operations Mgt

IT Organization Leadership

ApplicationDev

Network MgtServer

MgtTechnical Support

MainframeMgt

Service Desk

Operations Mgt

i.e. Lab Support, Admissions, Discharges,

Transfers, Medical Records Mgt etc.

Services now cross many technologies

ITSM unlocks the black box of IT by making the connection between the assets (people, processes, and tools) embedded in different technology silos with the services that the

business values - IT morphs from a black-box cost center into an internal service provider

that is customer-centric rather than technology-centric

IT Cannot Continue To Manage By

Technology Silos In A World Where

Business Services Cut Across Those

Silos Without Incurring Higher Costs

And Lower Service Quality

Common Current State of ITSM PlatformWhy should we change?

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Strategic Roadmap – Approach to ITSM Transformation How do we change?

Strategy Outcome(s)

Manage IT as a portfolio of IT service investments • Direct alignment to the business• Greatly higher service quality• Transparency of IT costs in business terms

Operate IT with standard ITSM platform, infrastructure and tools, and processes to reduce variation in delivery of IT services

• Reduced service outages• Greatly lowered IT delivery costs• Greatly increased customer satisfaction

Tie resource capacity directly to business demand that consumes those services

• Reduced unplanned IT expenditures• Greatly higher service quality• Can articulate IT unit costs in business terms• Can model cost impacts for future business plans

and decisions

The impacts of this shift and

how to deal with it are

encapsulated within IT

Service Management and

ITIL Service Strategy

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Strategic Roadmap – Approach to ITSM TransformationWhat will guide us?

Kick-off Meeting

Overview and Scoping

Workshop

Data Collection

Interviews

Build Assessment

Tool with Data

Develop Current State

Report

Startup &

Assessment

Conduct Target State

Workshops

Identify Desired

Maturity Levels

Build Target Operating

Model

Build Target Tool

Architecture

Develop Target

Process Architecture

Perform Gap Analysis

Target State &

Gap Analysis

Develop Transition

Strategy

Develop

Implementation Plan

Develop Business

Case

Develop and Present

Executive Summary

Transition Plan &

Roadmap

Assemble Team

Identify Key Stakeholders

Develop Project Management Plan

Project Management

Strategy Design Transition Operate Improve

Finalize Project Schedule

Finalize Scope

Status Reporting

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Strategic Roadmap – Approach to ITSM TransformationData Collection Interviews

– Global Operations (e.g.; Contract

Processing/Service Delivery, Client Svcs,

Hosting Eng., Network Operations and

Operational Service Management)

– Engineering (e.g.; Product Dev., OSS Eng.,

Portal Dev., and Custom Eng.)

– Marketing / Product Mgmt/ Supply Chain

– Change Management

– Configuration Management

– Fault/Event Management

– Incident Management

– IT Operations Management

– Problem Management

– Service Level Management

– And so forth…

– Network Operations Center(s)

– Data Centers

– Disaster Recovery Centers

– ITSM Tools – existing and planned

– Data Center Operations

– Element Management

– Configuration Management

– Span of coverage across existing IT

processes

– Level of tools integration across IT

processes

– Level of tools database integration

across IT processes

– Single pane of glass

span of control

No Stone Left Unturned via Surveys, Interviews, and Legacy Documentation!

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Manual Re-entry

of Purchase orders

Employee data

(a view in the

PS Database)

Problem Management

(Root Cause)Patches/Inventory

(Workstations and

Windows Servers)

Patch information

Inventory/discovery

(MS SMS)

Incident Managment

Incidents

(Magic 7.5.3)

Legend

Manual update

Automated update

*LUNs by server

**Databases by server

***Tool list inconclusive

Silo

#3

Silo

#2

Facets updates

(Spreadsheet)

Change Management

(Software)

ERP

(Purchasing, HR)

Purchase orders,

Employees

(PeopleSoft)

Change

Management

(Infrastructure/

TICM)

Changes

(Magic)

Silo

#1

Occasional

exports

Last logon

Silo

#4

Silo

#5

IT Asset

Management

No automated sharing of informationMinimal automated sharing of information

Client

Updates

via SMS

Configuration Management

Problem Management

Fault/Event Management

(Windows/Network)

Release Management

Change Management

(Technical Infrastructure)

Configuration Management (SCM)

Change Management (SW)

Release Management

Configuration Management

Problem Management

Fault/Event Management

(AIX, HP/UX, Mainframe)

Service Desk

Incident Management

Problem Management

SR Lifecycle

(eForms/Outlook)

Server

configurations

(Spreadsheets)Master Server List

(Access DB)

Hotfixes

(Access DB)

Windows and Network

Server assets

(Spreadsheet)

Storage Management*

Limited Storage

Information**

Source Code (Windows, AIX)

Amisys DINs (HP/UX)

(Harvest)

Definitive Software Library

Source Code (Mainframe)

(SCLM)

AIX, HP/UX, Mainframe

Mainframe

Summary

(Doc)

HP/UX Server Overview

AIX Server List

(Spreadsheets)

Cro

ss d

ep

art

me

nt

fun

ctio

ns

Database

Management**

Problem

Management

(Root Cause)

Database

Management**

Problem

Management

(Root Cause)

Fault/Event Management***

Job Scheduling

Batch jobs

(TWS)

Backup Management

Backups

(TSM)

Storage

(Director)

Asset Management

Peregrine

AssetCenter

Purchasing

Module

User

ListAssets

Fault/Event Management***

Network

(eHealth)

Servers

(NetIQ)

Web

(Patrol)

Servers

(Nettuitive)

MF

(IBM)

AIX

(Patrol)

HP/UX

(Glance+)

Source Code (Web etc)

(Visual Source Safe)

Standard Problems &

Resolutions

(Magic 7.5.3)

Definitive

Software

Library

Strategic Roadmap – Approach to ITSM TransformationCurrent State Review & Baseline

Costly/Unleveraged ITSM Platform – People, Process, and Technology

Technology

Process

Organization

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Strategic Roadmap – Approach to ITSM TransformationTarget State Development

ITSM Technology Platform: Holistic Logical Architecture

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Business Units

Governance

Office

COEs

SLAs for

Common

IT Services

OLAs

Between IT

Groups

Business Unit

IT Groups

SLAs for

BU-specific

IT Services

IT organization aligned with definition and execution of IT processes

Standardize on an industry framework for IT

processes – e.g. ITILv3, CoBIT, ISO2000, etcetera

Processes identity core workflow and required policies

and outline the level of “localization” appropriate for

specific IT groups

The formalized definition of customer facing Service

Level Agreements and of internally-facing Operational

Level Agreements between the COEs and Business

Unit IT groups should be a near term priority of the

Governance Office.

This formalization helps ensure communication

between groups, enforces process compliance and

helps mature the organization to a process-based

culture.

By driving process control through a single office,

constant process improvement can be formalized,

measured and become a process unto itself.

Strategic Roadmap – Approach to ITSM TransformationTarget State Development

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Strategic Roadmap – Approach to ITSM TransformationGap Analysis

Thread 2

Thread 3

Thread 1

Gaps are identified by analyzing the target state against the current state, and prioritized based on stakeholder feedback

A list of projects is developed, aimed at filling the identified gaps. A project may address one or more gaps.

Projects are logically grouped into threads. Threads are a set of projects that span multiple phases, and specifically address a subset of operational functions (e.g. the Fault and Event Management Thread)

Projects are prioritized and sequenced into phases based on the urgency of the gaps they address, their feasibility, the overarching ITSM principles, and Deloitte experience.

The following diagram summarizes this approach:

Project

Project Project

Project Project Project

Project Project Project

Project Project

Project

Project Project

Project

Project Project Project

Phase 1 Phase 2 Phase 3

Identified gaps become projects in threads transcending multiple phases

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Cash Flow Projections

Key Cost Drivers include: Lack of visibility and control of IT hardware/software assets causing labor intensive

activity to determine which servers’ software needs to be updated

Explosive growth in Data Center servers leading to added system admin staff required to manually distribute updates/patches to additional servers

Risk of non-compliance due to immature/non-standard IT processes and lack of automated audit trail as software patches are applied, ultimately leading to potential regulatory violations and monetary fines

Executive vision to improve service quality with no server automation tools resulting in added staff/labor costs to attempt to get incremental quality gains

Key Benefit Drivers include: Self-funding with short breakeven period via OPEX/labor savings

Reduction of costly rework caused by error-prone manual distribution/installation/configuration of software releases/patches/updates

Improved compliance reporting completeness and timeliness with less labor effort due to server tools’ automated audit trail capabilities

Improved stability and availability of business services due to software fixes being applied in an accurate and timely manner

Projected InvestmentsCost/ Benefit Drivers

$(70,000)

$(1,000,000)

-

-

-

Server Hardware

Software

Consulting/ Labor Costs

Training & Communications

Maintenance

Total Investment $(1,070,000)

-

-

-

-

-

-

-

$(234,000)

$(1,146,736) $234,000)

$(1,146,736)

$(1,000,000)

$(70,000)

-

$(702,000)

$(2,918,736)

Capital One-TimeTotal

Recurring¹Total

This Business Case is predicated on one segment of ITSM, i.e., Data Center Automation (DCA). This is a very labor intensive segment of IT. The cost reduction related to DCA activities is representative of savings in other ITSM segments such as Event, Configuration, Incident/Event/Problem/Knowledge, and Change Management.

Corporate Executives in this example have a mid-low propensity for work force reduction through means other than attrition.

1000 Unix and 1000 Windows Servers are managed with 5% annual growth rate

Amortization period for DCA tool software license purchases is three (3) years

Benefits realized at 50% year 1, 100% in years 2 and 3

Annual maintenance costs are 20% of hw assets and 22% of DCA sw assets

Number of system administrators on IT staff is 150 with a servers:sysadmin ratio of 14:1 before DCA automation software is implemented

Annual system administrators hourly utilization rate is 80%, i.e., 249,600 hours for 150 system administrators for one (1) year

Med Risk High RiskMed-High RiskLow-Med RiskLow Risk

Key Assumptions

Strategic Roadmap - Approach to ITSM TransformationBusiness Case

Risk Factors Legend

-

$(1,146,736)²

2010 2011 2012

$3.88M

$9.26M$9.75M

¹Annual cost totaled over 3 years

²Includes Process, Organization, & Tools

Data Center Automation (DCA) is just one component of the ITSM Platform

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Strategic Roadmap - Approach to ITSM TransformationTransition Planning

Process Assessment

Gap analysis

Target State

Processes

Procedures

Work Instructions

Forms & Reports

Use-case Testing

Process Training

Documentation

Process Evaluation

Process Execution

Process Monitoring

Process

Maintenance

Process Audits

Metrics Reports

Improvement

Recommendations

Organization

Assessment

Gap analysis

Target operating

model

Role Descriptions

Responsibilities

Training Plans

Awareness

Campaigns

Communications

Strategies

Training

Ongoing Training

Workforce

Management

Skills Retention

Lessons Learned

Technology

Plan Technology

Define target

architectures

Gap analysis

Functional

Requirements

Technical

requirements

Technical designs

Configure Tools

Test Solutions

Tool Training

Tool Operation,

Administration &

Maintenance

Tool

Enhancements

Automation

Measurements &

Reports

Program

Management

PM Plan

Implementation

Roadmap

Business Case

Service Metrics

Process Metrics

Operational Metrics

Solution Warranty

Performance

Reporting

Issue Resolution

Risk Mitigation

Performance

Reports

Solution Validation

Policy Enforcement

Status Reporting

Prioritize

Improvement

Recommendations

Strategy Design Transition Operate Improve

Plan using a proven end-to-end methodology for the delivery framework

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Fault/Event Thread HP Operations

Implementation

Services Management

Thread HP SM Change Management

(VMAC process for Facilities

Management

Global Incident Process

Design (start)

CMDB Thread uCMDB Design (start)

Operations Management

Thread Server Management Pilot

(ongoing)

Backup Management Pilot

(ongoing)

Fully Integrated & Managed

Operations: Process improvement in place for Incident,

Problem, Change, Configuration, and Fault

Management

Measured at individual and team levels

On-going procedures enhancement and

knowledge transfer

Advanced correlation framework,

continuously updated and improved

Fault/Event Thread Event Automation

Facilities Monitoring and

Integration

Backup Monitoring and

Integration

Security Monitoring and

Integration

Services Management Thread HP SM Incident Management

HP SM Change Management

Enhancements

Global Problem Process Design

Global Service Level

Management (SLM) Process

Design

Notification Engine

CMDB Thread uCMDB Implementation

Operations Management

Thread Server Management

Implementation

Patch Management

Implementation

Fault/Event Thread Correlation and Business

Impact

Utility Computing Monitoring

and Integration

Services Management

Thread Provisioning

SLM Implementation

CMDB Thread uCMDB Integration

Operations Management

Thread Network Provisioning

Storage Resource

Management

Keep your eye on the target through planned progress at each phase

Phase 1 Phase 2 Target StatePhase 3

Strategic Roadmap - Approach to ITSM TransformationTransition Planning

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Strategic Roadmap - Approach to ITSM TransformationTransition Planning

This is not staff augmentation, but rather enablement of the solution

Define a charter to enable a client to reach a level of process control and overall IT Service

Management capability

Implement a process metrics framework

Provide guidance to Client Staff to achieve these goals through:

‒ Metrics capture

‒ Metrics reporting

‒ Mentoring on execution

‒ Counsel on process honing

Utilize objective criteria for measuring the client’s progress over time (on-going assessment)

Enable awareness at all layers of the organization to gain support and funding

A Center of Excellence (COE) is an actual or virtual organizational structure that adds

an improvement layer to the operational structures of a logically related group of

defined and managed processes, thus fostering continuous process improvement,

performance gains, increased knowledge sharing and cross-platform consistency. Our

solutions approach to COE is:

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Strategic Roadmap - Approach to ITSM TransformationTransition Planning

HP Operations Center

HP Network Management Center

HP System Insight Manager

Event Console

HP Performance Mgr/Agent

HP GlancePlus

Business Availability Center (BAC)

Capacity/Availability Analysis

Service Management Center

Decision Center

Service Management

HP Quality Center

HP Performance Center

HP Application Security Center

HP Data Center Automation Center

HP Client Automation Center

Testing and Provisioning CoE

HP SOA Center

BAC Center

Portal Management

Universal CMDB (UCMDB)

Discovery & Dependency Mapping (DDM)

Asset Management

Configuration Management System (CMS)

Select Tools for

Target State ITSM

Platform Logical

Architecture

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Demand Mgt.

HP PPM

Business

Outcomes

(desired /

realized)

Value

Users

Strategy

Mgt.

Service Strategy

Financial Mgt

HP PPM

HP Asset Mgr

Service Portfolio

Mgt.

HP PPM

Access

Mgt.

Request

Fulfillment

HP Svc Mgr

Incident Mgt

HP Svc Mgr

Event Mgt.

HP Ops Mgr

HP BAC

HP NNM

Operational

Activities

Problem

Mgt.

HP Svc Mgr

Service

Evaluation

Release &

Deployment.

HP DCA Center

HP Client Automation

Release Control (RC)

Validation & Testing

HP QC/PC

HP Application

Security Center

Transition

Planning&Support

HP Svc Mgr

uCMDB

Asset/Config. Mgt

HP uCMDB/DDMae

HP Asset Mgr/DDMi

(Federated)

Knowledge Mgt.

HP Svc Mgr

Change Mgt.

HP Svc Mgr

Bus. Impact Anal.

IT Perf. Analytics

Supplier

Mgt

HP Asset Mgr

Availability

Mgt.

Capacity

Mgt.

IT Service

Continuity

Mgt.

Information

Security

Mgt.

Service

Level Mgt.

HP Svc Mgr

Svc Catalog

Mgt

HP Svc Mgr

Service

MeasurementService

ReportingService

Improvement

Service Transition

Service Operation

Continual Service Improvement

Service DesignCustomer/

Business

Projects

Business IT Tie-in Tools to

ITILv3 Processes

Strategic Roadmap - Approach to ITSM TransformationTransition Planning

Page 21: Cost-effectively transforming a legacy, unintegrated IT service management platform into a holistic, phased-in, services-centric platform

© Deloitte & Touche LLP and affiliated entities.

Project & Portfolio Management (PPM) Center [fka Kintana & Mercury ITG]

Resource ManagementDemand ManagementDeployment ManagementTime Management

Universal CMDB (UCMDB) and Discovery & Dependency Mapping ae (DDMae)

HP Project & Portfolio Management (PPM) Software Solution Suite

Software-as-a-Service

9 June 2010

Portfolio ManagementProgram ManagementProject ManagementFinancial Management

PPM

Strategic Roadmap - Approach to ITSM TransformationTransition Planning

ITILv3 Service StrategyDemand, Portfolio, and Financial Management Processes

Make sure selected tools provide capabilities required to support processes

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Page 22: Cost-effectively transforming a legacy, unintegrated IT service management platform into a holistic, phased-in, services-centric platform

© Deloitte & Touche LLP and affiliated entities.

Business Availability Center (BAC) [fka Mercury]²

Operations Center [fka Openview]¹

Network Management Center [fka Openview]¹

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HP Business Service Management (BSM) Software Solution Suite

Software-as-a-Service

9 June 2010

BAC Dashboard Diagnostics¹ SiteScope¹

Operations Manager (OM) OMi Smart Plugins (SPI)

Network Node Manager (NNMi) Smart Plugins (SPI)

Real User Monitor (RUM) Business Process Monitor (BPM) TransactionVision

Performance Manager/Agent² Reporter² GlancePlus Pak²

Universal CMDB (UCMDB) and Discovery & Dependency Mapping ae (DDMae)

Strategic Roadmap - Approach to ITSM TransformationTransition Planning

ITILv3 Service Operation¹ ITILv3 Service Design²Event, Problem Management Processes Availability, Capacity Mgmt Processes

Make sure selected tools provide capabilities required to support processes

Page 23: Cost-effectively transforming a legacy, unintegrated IT service management platform into a holistic, phased-in, services-centric platform

© Deloitte & Touche LLP and affiliated entities.

Data Center Automation Center [fka Opsware]²

Operations Orchestrations (OO) Runbook Automation¹,²

Server Automation (SA) Network Automation (NA) Storage Essentials (SE/SRM)

Client Automation Center [fka Novadigm Radia]²

Universal CMDB (UCMDB) and Discovery & Dependency Mapping ae (DDMae)

HP Business Service Automation (BSA) Software Solution Suite

Software-as-a-Service

9 June 2010

Services Automation Visualization (SAV) Services Automation Reporter (SAR) BSA Essentials (fka Live Network) Release Control (RC)

Client Automation Enterprise (CAE)

Strategic Roadmap - Approach to ITSM TransformationTransition Planning

ITILv3 Service Operation¹ ITIlv3 Service Transition²Incident, Problem, Event Mgmt Processes Release/Deploy, Asset/Configuration Mgmt

Processes

Make sure selected tools provide capabilities required to support processes

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Page 24: Cost-effectively transforming a legacy, unintegrated IT service management platform into a holistic, phased-in, services-centric platform

© Deloitte & Touche LLP and affiliated entities.

Service Management Center [fka Peregrine & Openview]

Asset Manager 5.x³ Discovery & Dependency Mapping Inventory (DDMi) IT Financial Management (ITFM) Contract Management Chargeback Procurement Software Asset Management (SAM) Portfolio Management

Connect-it¹,²,³ DecisionCenter¹,²,³ Business Impact Analytics IT Performance Analytics Optimization Module Planning and Analysis Module

Service Manager 7.1xServiceDesk¹ Incident Management (OGC Gold)¹Problem Management (OGC Gold)¹Change Management (OGC Gold)³Asset/Configuration Management (OGC Gold)³Knowledge Management³Service Catalog²Service Level Management²Request (Fulfillment) Management¹

Universal CMDB (UCMDB) and Discovery & Dependency Mapping ae (DDMae)³

HP IT Service Management (ITSM) Software Solution Suite

Software-as-a-Service

9 June 2010

Strategic Roadmap - Approach to ITSM TransformationTransition Planning

ITILv3 Service Operation¹ ITILv3 Service Design² ITIlv3 Service Transition³Incident, Problem, Request SLM, Service Catalog Change, Asset/Config, KM

Management Processes Processes Management Processes

Make sure selected tools provide capabilities required to support processes

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- 25 -

Cri

tica

l Su

cce

ss F

acto

rs (

CSF

)

Strong Governance offices – PMO and Results Management Office (RMO)

Frequent and effective communications to all stakeholders on reasons for and progress of ITSM Transformation

Early successes from “low hanging fruit” deliverables – e.g., standardizing to ITIL specifications for an already well functioning/staffed process

Committed Executive Sponsor support – e.g., moral, line operations, and financial

Key stakeholders (champions) across the enterprise committed to cultural and mindset shifts caused by the ITSM Transformation

Continuous KPI measurement of people, process and technology advancements

Responsive realignment of the ITSM Transformation approach when dictated by KPI’s

Synchronization of tools, automation, and staffing changes with ITIL process changes

Project staff buy-in that enterprise ITSM platform changes must be “considerate” of all other infrastructure and process domains that are affected

Sound judgment when deciding to stay on the strategic plan or modify the plan

Focus on simplification, standardization, and integration

Effective alignment of people, process, and technology with desired business outcomes

ITIL processes implementation that doesn’t “overkill” on the standards adherence level

Persistent effort focused on minimizing cultural resistance

Critical Success Factors (CSF)Must have…

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- 26 -

Key

Pe

rfo

rman

ce I

nd

icat

ors

(K

PI)

“Low Hanging Fruit” project deliverables producing expected results (percentage)

Overall deliverables producing planned/expected results (percentage)

ITSM tools reducing labor costs when put into service (percentage)

Thread/Phase deliverables/milestones on schedule (percentage)

Thread/Phase deliverables/milestones on budget (total $ over/under)

Project delivery incidents resolved without risk to project (percentage)

IT staff commitment to the ITSM Transformation (decreasing, stagnant, growing)

BU users commitment to the ITSM Transformation (decreasing, stagnant, growing)

Executives commitment to the ITSM Transformation (decreasing, stagnant, growing)

Program/project communications effectiveness at all IT staff/BU user levels (bad, ok, good)

Intra/Inter-Project “critical path” tasks/components NOT delivered on time (percentage)

Scope creep for the ITSM Transformation projects (minimal, controlled, excessive)

New projects created because of scope creep (percentage)

Project team members conflicts not resolved without impacting schedule (count)

Number of incident reports on new systems rolled out (count)

Key Performance Indicators (KPI)Measure…

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- 27 -

Call to Action

Don’t assume you can’t afford an ITSM Transformation

Rather assume you can’t afford NOT to have an ITSM Transformation

Reap business benefits from 70% reactive/firefighting time being reduced to 30%

Spend recaptured 40% time on innovation for the BUs

Planning, Planning, Planning is the key to a viable ITSM Transformation Roadmap

For large ITSM Transformations, plan to rollout over three years

But reap the benefits of the ROI all along the way

“Time’s a wastin” and money is being lost, so…

BEGIN NOW WITH THE END IN MIND!!!

Page 28: Cost-effectively transforming a legacy, unintegrated IT service management platform into a holistic, phased-in, services-centric platform

Q&A

Page 29: Cost-effectively transforming a legacy, unintegrated IT service management platform into a holistic, phased-in, services-centric platform

©2010 Hewlett-Packard Development Company, L.P.

To learn more on this topic, and to connect with your peers after the

conference, visit the HP Software Solutions Community:

www.hp.com/go/swcommunity

Page 30: Cost-effectively transforming a legacy, unintegrated IT service management platform into a holistic, phased-in, services-centric platform