Day 3 p3 - xs and ec

©2011 Hewlett-Packard Development Company, L.P. The information contained herein is subject to change without notice

IT PERFORMANCE SUITE

Focus on Executive Scorecard (XS) and

Enterprise Collaboration (EC)

Edvaldo Carmo

HPSW - IT Strategist LATAM

EXECUTIVE SCORECARD (XS)

“To measure is to know”

"If you cannot measure it, you cannot improve it”

Lord Kelvin Peter Drucker

IT

Busin

ess

outco

mes

IT

IT performance data

HP IT Performance Suite Perform better.

SEE

UNDERSTAND

>>>>>>>>>>>> Operate >>>>>>>>>>>> >>>>>> Build >>> Plan >>>

Continuous improvement

ACT

Execute Systematically

Secure Proactively

Build Faster Operate Simply Store Efficiently

Analyze in real time

5

BUILD OPERATE PLAN

FOUNDATION

IT Financial Management

Enterprise Security

Application Lifecycle Management

Configuration, Change and Release Management

Cloud Service Automation

Service Asset and Configuration Management

Automated Network Management

Closed Loop Incident Management

HP IT PERFORMANCE SUITE SOLUTIONS

6

HP IT PERFORMANCE SUITE PRODUCTS VIEW

IT PERFORMANCE SUITE FOUNDATION

Universal Configuration Management Database Center

STRATEGY, PLANNING, AND GOVERNANCE

IT Executive Scorecard Project and Portfolio Management

Center Application Portfolio Management

Center Financial Planning and Analysis

APPLICATION LIFECYCLE MANAGEMENT

OPERATIONS MANAGEMENT

INFORMATION MANAGEMENT

HP Integrated Archiving Platform

TRIM Enterprise Records Management

Application Lifecycle Management Data Protector

Fortify Software Security Center ArcSight Enterprise Threat and Risk Management Tipping Point Intrusion Prevention System

SECURITY INTELLIGENCE AND RISK MANAGEMENT

Quality Center

Performance Center

SOA Systinet

Application Performance Management

Operations Management Center

Network Management Center

Datacenter Automation Center

Client Automation Center

Service Management Center

HP IT Performance Suite – Drill Down

7

Server | DB & middleware | Network | Storage | Client

Security information and event management

Correlation and logging

Application audit

Network security

Orchestration

Configuration Management System (Federated & integrated

CMDB) | Automated discovery & dependency mapping

Go/

No Go

Agile Project Management

Application Lifecycle Mgmt

DESIGN BUILD Development

Service Intelligence

Consolidated service desk

Service Management

Change management

Asset Management

Self Service Catalog

Service Automation

Information Management

Define IT goals, objectives and KPIs | Measure performance end-to-end

IT Dashboard CIO Office

Manage applications, projects, programs, cost and staff resources IT Governance

Static code

security

Dynamic code

security

Operations Security Application Security

CISO

Manage investment decisions

Manage enterprise portfolio

PMO IT Finance

Requirements Management

Quality Management

Functionality | Performance

Security Service Virtualization

Test Data Management

Application performance mgmt

System Management

Network Management

Service Desk

CAB

NOC

Application Governance

CTO

Quality Assurance

IT Operations

Serv

ice m

odel

DevOps

Performance / Usage/ SLA

Backup and recovery

Archiving

Records management

eDiscovery

Portfolio and Financial Management

Service Health BSM

HP software approach

Finance PMO Project team A Project Team B Development QA Operations

Bring order to the chaos

Environment

Resource management

Business Service & Asset Mgmt

Investment portfolio management

Application lifecycle & Portfolio Mgmt

Service desk or 3rd party integrations

Project proposals

Demand management

Budgeting/Financial Management

Project scheduling/Time tracking

Issues, risks, scope changes

Operational Reporting Strategic & Analytics Reporting

HP ITPS

FUNCTIONAL & PROCESS

Dashboards

9 15 March 2012

Classification of Key Measures

Agile

Optimized

Available, Responsive, Secure

Efficient, Effective, Quality, Progress, Utilization, Compliant

FCR Rate, MTTR, Failed RfC, Calls, Abandon, Cycle Times, MTBI, Cost per Call

RFC, FTEs, CIs, Incidents, Problem, Breaches, MAC, Wait Times, # of Calls, Down Time,

Real time tickets –Monitoring Integrations, Incidents/Changes,…, Projects Risk/Issues, processes running….

Key Goal Indicators

Critical Success Factors

Key Performance Indicators

Key Performance Metrics

Strategic

Tactical

Impact

Key Fact Metrics

IT BALANCED SCORECARD

IT PROCESS HEALTH DASHBOARDS

Alignment of Key Measures

KGI

CSF

KPI

KPM

KFM

10 3/15/2012

Key Goal Indicators

Critical Success Factors

Key Performance Indicators

Key Performance Metrics

Strategic

Tactical

Impact

Key Fact Metrics

Execu

tive

M

anagem

ent

Pro

cess

/Serv

ice

Ow

ner

Pro

cess

/Serv

ice

Managem

ent

Scorecard Perspective Example • KPIs contributing to goals in the ‘Customer’ perspective

Out of the box KPIs Partial List

FPA

PPM

AM

BSM

SM

SLM (BSM & SM)

External

LEGEND C

ust

om

ers

Improve service delivery performance

% service performance

not met MTTR MTBF

Improve customer satisfaction

% of met SLOs for IT

process activities

Incident outages

% of satisfied

customers

Improve project execution

Average service

availability

% of met SLAs

% of project tasks on

time

% of projects on

time

% of healthy projects

% projects with unresolved

urgent issues

% of deviation of

planned hours

Opera

tion

al

Exce

llence

Improve responsiveness

Achieve process excellence

% reopened incidents

% escalated incidents

% urgent changes

% outages due to changes

% SLA expirations

% unauthorized implemented

changes % SLAs coverage

% assets in maintenance

Avg. age of hard-ware

assets

% problems with RC

Time-to-market: new products /

services

Avg. project initiation time

% interactions in backlog

% incident aging

Avg. time to procure

% of FCR % problems

resolved within required time

Problem queue rate

Futu

re

Ori

enta

tio

n

Improve staff satisfaction

Improve staff effectiveness % of FTE

% employees exceeding leadership

competency model

% project effort by external resources

% employee utilization rate

Employee turnover

% satisfied employees

`

IT V

alu

e

Reduce cost Business

service cost reduction

% projects cost reduction

Stewardship of IT investment

% unhealthy projects budget

risk

% actual vs. planned

costs

Avg. cost of IT delivery per

customer

% IT POR vs. total revenue

Alignment with business strategy

% projects associated with

business objectives

CAPEX vs. OPEX

Innovation delivery

% software licenses in use

% assets cost reduction

Driven by persona business challenges

Aligning IT objectives to persona business

challenges

Based on industry standards

Benchmarking

The HP IT Unified Data Model (f.k.a.BTO Data Model)

Dashboard Pages

Leveraging HP Knowledge to Value

Cost

Project Asset

Executive Scorecard Architecture

AM PPM SM

Executive Scorecard

KPI Engine

BSM BSA 3’rd Party QC/ALM CMDB

Incident

Change

SLA

Contract

Service

KPI Studio and Library

Mobility

Deployment

Configuration

BO Webi Xcelsius

Data Integration and Consolidation

Administration, ETL Stewardship

ETL Metadata Studio, ETL Gen

BO Data Services

Scorecards, KPIs, Analytics Dashboards

Security

HP Unified Data Model

Customer Vendor

HPLN

Security ERP

Benchmarking

Collaboration

KPI Explorer and

analytical processing

Data Warehouse

Out-of-box persona dashboard

views, scorecards, KPIs, analytics and IT Data Model

Extensible IT Data Warehouse Open data model and studio

for KPI expansion and customization

KPI Architecture to support continuous business

improvement

HP Executive Scorecard • Your IT Performance Management single source of truth

Personalized and customizable UI

Improve Collaboration in IT

Business Value Framework – Banking

IT Initiative

SHAREHOLDER VALUE ONGOING BUSINESS GOAL

EXECUTIVE KPIs (Direction)

CORE Financial KPIs (Direction)

MARKET POSITION ---------------------------

(Become #1 in Retail Revenues)

CAPITAL ADEQUACY ----------------------------

(Tier 1 Ratio > 13%)

EARNINGS PER SHARE ----------------------------

(Increase 3 cents Yr-on-Yr)

REVENUE ----------------

(Non-Interest Income up 6% Yr on Yr)

COST ----------------

(Reduce Non-Interest Expense by $2bn)

CAPITAL ---------------

(Reduce Loan Loss Provisions by 15% YoY)

OPERATING KPIs -------------------- PROCESS/ FUNCTION

BUSINESS INITIATIVES (Strategy/Priority Language)

Repair Reputation & Focus on the Customer Manage Risk Improve Operational Efficiency

Increase Products/Customer from 5-8

Increase SoW from 30%-50% -------------------------------------

Cross-selling/Up-selling Channels

Reduce Non-performing Loans from 3.1%-2.7%,

“One Point of Truth” -------------------------------------

Customer Information , & Enterprise Risk Mngt.

Reduce Data Center Unit Costs from 3.25c – 2.75c

-------------------------------------

Infrastructure Management

Decrease Efficiency Ratio from 50%-45%

-------------------------------------

Retail Product Processing Customer Information Mngt.

Branch/ Channel Transformation

Information Optimization

Enterprise Security

Converged Infrastructure

Cloud

Core Banking/ Applications Transformation

Supported by HP Software

Current state Analyze Define strategy Objectives and metrics Build roadmap (supported by

business-cases/ROI)

People-Process-Technology

Current state

Maturity m

Desired state

Architect - meet your objectives

Validate results/value

People-Process-Technology

Maturity m +x

Desired state

Project, change, quality, architecture, governance and value realization

Sub-projects

Plan, Design, Build, Migrate Value Realization

Build and transition

ROI

HP Software Strategic Services Where to Start and how to get there

Comprehensive Analysis

HP Confidential 18

Maturity & Pain Point Assessment for People, Process, Technology

Point of view charts provide critical insight into current and future needs to achieve key business and IT objectives

Detailed Recommendations

HP Confidential

Roadmap, End to End Solution Blueprint, Business Case Analysis

Complete roadmap with documented initiatives and solution blueprints provide step by step planning recommendations with value proposition and ROI

Better IT performance means better outcomes

HP Confidential

• Actual results from HP Software customers

Over $1.2 million in recurring tangible

savings per year in audit costs

57% reduction in IT project scope changes

$5M/yr saved by cutting mean time to

resolution

to seconds

$19M/yr saved through 50% lower

software testing costs

$32M/yr saved in

change management labor costs

Realize cost efficiencies

Improve service to customers

30% increased productivity (project team)

3x improvement in first call resolution rates

66% reduction in unplanned failure rates

900% faster recovery from business critical

outages

95% reduction of Sarbanes-Oxley audit

sample points

END RESULTS

21

Common vision and Plan

Alignment across the organization

Consensus on current and future maturity

levels

Clear path forward to achieve critical

goals

Quantified value proposition

Partnership with HP

©2012 HP Confidential

Today in IT management

Many formal IT processes

incident management

defect management

event management

requirements management

built around very structured data …but surrounded by unstructured,

disconnected communications

Today in IT management

As a result… • Accumulated knowledge is isolated

or lost

• Time to resolution is long

• The same issues arise repeatedly

• Customer satisfaction suffers

Bringing order to chaos

The conversation

incident

defect

requirement

event

discussions processes

Context!

EC Context based

conversations

Suggested people

Knowledge management

Multiple access points

Workflow integration

Context based conversations

• Embeds all relevant details

• Easy to catch up for new participants

• Attach facets to posts – snapshots of data at a given time

Integrated people finder

• Find the right people, with

the right knowledge,

right now

• Reduces resolution times

• Aids dispersed teams and

new team members

KNOWLEDGE Management

• All conversations and objects are automatically archived

• Builds a rich knowledgebase from multiple sources

• Find knowledge fast with advanced search capabilities

Multiple access points

• Users choose how to

participate

• Reply via EC interface,

email or Office

Communicator chat

Workflow integration

• Work in familiar environments

• Seamless integration and

collaboration across HP and non-

HP products

• Open development platform

• Enables unstructured integrations

between products

HP EC

HP SM

HP ALM

HP CLIP

HP Config.

Mgr

3rd party

HP BSM

Enterprise Collaboration

32

– Collaborate across organizations

– Attach incidents, defects, and events for added context

– Conversation facets provide snapshots into application data

– Search past archived conversations

– Flag urgent participants

– Participate via Outlook and Office Communicator

ALM BSM

SM

– Native integration with ALM, BSM, SM and CLIP

Enterprise Collaboratio

n

Additional Information www.hp.com/go/HPEC

©2012 HP Confidential

USE CASES

Ease of initiation

use case

• John is a Systems

Operator

• Receives an event

notification in BSM/Omi

• Instantly starts a

conversation in EC

Context Based Conversations

use case

• EC presents the

relevant conversation

object, the event in

this case.

• Automatic import of

all the relevant details

• Clear context to the

conversation

Multiple access points

use case

• John pings Rachel for

the server log details

• Rachel isn’t logged into

HP EC or OMi

• She receives this

message in an urgent

email

Integrated Product ecosystem

use case

• John creates an

incident in SM

• Ethan, new Support

engineer is assigned

the ticket

• Whom does he

contact for help?

Integrated People finder

use case

• EC’s People finder feature

immediately suggests Mary,

who has been involved in

several similar conversations

previously.

• Mary receives an urgent

message in her IM window.

• With Mary’s help Ethan is

able to quickly resolve this

issue

Knowledge Management

use case

• Next month, Mark is assigned a similar ticket from different customer.

• Mark quickly finds the conversation in the knowledgebase.

• Customer issue resolved in a matter of minutes.

Sample Screenshot HP Enterprise collaboration for SM

HP Enterprise collaboration for CLIP

HP Enterprise collaboration for QC/ALM

THANK YOU