- 1 - Copyright 2009 Freeform Dynamics Ltd Infrastructure Management What is happening? Tony Lock Freeform Dynamics Ltd +44 7711 719113 [email protected] www.freeformdynamics.com
Nov 07, 2014
- 1 - Copyright 2009 Freeform Dynamics Ltd
Infrastructure Management
What is happening?
Tony LockFreeform Dynamics Ltd
+44 7711 719113
- 2 - Copyright 2007 Freeform Dynamics LtdCopyright 2008 Freeform Dynamics Ltd.Copyright 2009 Freeform Dynamics Ltd.
What is going on?
Current IT InitiativesThe Challenges for Infrastructure ManagementThe MarketConclusions
- 3 - Copyright 2007 Freeform Dynamics LtdCopyright 2008 Freeform Dynamics Ltd.Copyright 2009 Freeform Dynamics Ltd.
The view at the end of 2008...
Is IT funding in your organisation generally on the
way up or down?
Has the ‘credit crunch’ had an impact on IT investment in
your company?
- 4 - Copyright 2007 Freeform Dynamics LtdCopyright 2008 Freeform Dynamics Ltd.Copyright 2009 Freeform Dynamics Ltd.
Do you have or are you planning to begin initiatives over the next 6 months in any of the following areas?
0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100%
General infrastructure optimisation
Mobile and remote access
Enhancement of external web presence
Virtualisation - servers
Desktop upgrade/modernisation
Governance, compliance and risk management
Implementation of new packaged applications
Storage and/or information lifecycle management
Optimisation of power usage and management
Virtualisation - storage
Green computing
IT best practice delivery (ITIL, COBIT, etc)
Outsourcing and/or managed services
Packaged application consolidation/replatforming
Virtualisation – desktop
Software as a service (SaaS)
Thin client adoption
Current initiative Planned in next 6 months No current or imminent activity Don't know
Overall
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The virtualisation feel-good factor 250-4999 employees
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The impact of virtualisation
On hardware acquisition strategy
On management and support processes
- 7 - Copyright 2007 Freeform Dynamics LtdCopyright 2008 Freeform Dynamics Ltd.Copyright 2009 Freeform Dynamics Ltd.
What is going on?
Current IT InitiativesThe Challenges for Infrastructure ManagementThe MarketConclusions
- 8 - Copyright 2007 Freeform Dynamics LtdCopyright 2008 Freeform Dynamics Ltd.Copyright 2009 Freeform Dynamics Ltd.
The Focus Areas For IT ManagementInfrastructure Basics
Asset / Inventory ManagementConfiguration and Change Management
Operational ManagementVirtual / Physical Infrastructure DiscoveryService Level / Performance MonitoringService Level / Performance ManagementRoot Cause Analysis / Service Optimisation
Business Service Definition and Service ManagementMonitoring and Management
ReportingFinancial / Service FeedbackCharge back “What if” service modelling
- 9 - Copyright 2007 Freeform Dynamics LtdCopyright 2008 Freeform Dynamics Ltd.Copyright 2009 Freeform Dynamics Ltd.
To what degree are the following areas a burden to your IT department?
0% 20% 40% 60% 80% 100%
Managing superfluous information
Helpdesk – end-user support
Securing workgroup,desktop, mobile info
Managing legitimate corporate information
Desktop maintenance
Managing security core system security
Optimising infrastructure utilisation
Reporting to the business (performance,etc)
Managing the physical infrastructure
Maintaining service levels for business apps
User provisioning / deprovisioning
Maintaining service levels for horizontal apps
4 (Major headache / drain on the IT dept) 3 2 1 (Not an issue)
At first glance it would appear that individual areas do not present a huge burden to the majority of IT departments. But the real story is very different
- 10 - Copyright 2007 Freeform Dynamics LtdCopyright 2008 Freeform Dynamics Ltd.Copyright 2009 Freeform Dynamics Ltd.
What degree of co-ordination exists within your IT management environment?
0% 10% 20% 30% 40% 50%
Mostly centred onone or two
integrated 'suites'
Broad mix of toolsand systems but
with a co-ordinatedapproach
Highly fragmentedand disjointed (lots
of disparate, orunconnected
systems or tools)
Positively, we find that most IT departments report at least a co-ordinated approach to IT management, but this is hiding a multitude of sins
- 11 - Copyright 2007 Freeform Dynamics LtdCopyright 2008 Freeform Dynamics Ltd.Copyright 2009 Freeform Dynamics Ltd.
Do you try to maintain a clear view of how the various parts of your IT infrastructure relate to each other, e.g. which parts are dependent on which other parts?
0% 10% 20% 30% 40% 50% 60% 70%
Yes, and we have mechanisms in placeto maintain this
Yes, but there is significant room forimprovement in how we do this
No, but it would be valuable to do so
No, we don't see a need
Few organisations have full capability here yet – half the challenge is in being able to articulate the need for it, the other half actually doing it.
- 12 - Copyright 2007 Freeform Dynamics LtdCopyright 2008 Freeform Dynamics Ltd.Copyright 2009 Freeform Dynamics Ltd.
How well do you think IT helps the business achieve its strategic and operational goals in the following areas?
0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100%
Measuring & reportingbusiness performance
Enabling efficient operationof the business
Enhancing customersatisfaction
Supporting business growthand innovation
Enabling business riskmanagement
Very well 3 2 Not well
Figure 1
Contrary to some opinion, IT today
does a pretty good job. That’s not to
say it can’t do better, but in the main, things are
‘ok’
- 13 - Copyright 2007 Freeform Dynamics LtdCopyright 2008 Freeform Dynamics Ltd.Copyright 2009 Freeform Dynamics Ltd.
To what degree does your organisation define SLA’s at an IT component or infrastructure level,
e.g. for servers, the network, etc?
0% 10% 20% 30% 40%
Broadly across many areas
Only in some areas, but looking tobroaden
Only in some areas,and that's all we need
Minimal use, but moving in this direction
No use or interest
Having taken most of the last 5 to 10 years to become
mainstream, most organisations now
track IT performance at
component level.
- 14 - Copyright 2007 Freeform Dynamics LtdCopyright 2008 Freeform Dynamics Ltd.Copyright 2009 Freeform Dynamics Ltd.
What issues and challenges does this ‘fragmentation’ cause you?
0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100%
Managing financial andadministrative overheads
Getting a coherent view ofoverall IT performance
Expense of maintainingmultiple skill sets
Reporting against businesslevel SLAs
Keeping systems and toolsharmonised
Risk of things “fallingbetween the cracks”
4 = Major issue 3 2 1 = Not an issue
Fragmentation causes multiple headaches, not
only within the IT department on a day to day basis,
but it also limits the effectiveness to
which IT can demonstrate its
value
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Does the organisation measure and report on the following in business terms, i.e. in a way designed for business people to understand?
0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100%
IT’s performance againstestablished service levels to
the business
Ongoing cost of IT versusongoing contribution of
business value
IT’s contribution to overallbusiness goals
IT’s contribution to thebottom line in actual,
financial terms
Formally Informally No
The game has changed. At a time where incremental
gains separate performers from
also rans, the current set-up is not conducive to
allow IT to make its full contribution
- 16 - Copyright 2007 Freeform Dynamics LtdCopyright 2008 Freeform Dynamics Ltd.Copyright 2009 Freeform Dynamics Ltd.
To what degree does your organisation define SLA’s at a business service level, e.g. end-to-end SLAs for the performance and availability of applications?
0% 10% 20% 30% 40%
Broadly across many areas
Only in some areas, but looking tobroaden
Only in some areas, and that's all we need
Minimal use, but moving in this direction
No use or interest
The game has changed from monitoring at
component level to reconciling their
performance against elements
that have a business impact.
- 17 - Copyright 2007 Freeform Dynamics LtdCopyright 2008 Freeform Dynamics Ltd.Copyright 2009 Freeform Dynamics Ltd.
Does your organisation recognise the concept of “services” in relation to the delivery of IT?
0% 10% 20% 30% 40%
The concept of services is an importantpart of the way we communicate with the
business
We use the 'service' concept within the ITdepartment, but not when talking to the
business
We don't really have the concept ofservices at all
Unsure
Freeform Dynamics projects have measure a
constant upwards shift in the volume of organisations
which are taking a services approach to IT – Freeform
sees this as a key mainstream market shift that shouldn’t
be ignored.
- 18 - Copyright 2007 Freeform Dynamics LtdCopyright 2008 Freeform Dynamics Ltd.Copyright 2009 Freeform Dynamics Ltd.
Enabling efficient operation of the business
Supporting business growth and innovation
Enabling business risk management
Enhancing customer satisfaction
Measuring & reporting business performance
0% 10% 20% 30% 40% 50% 60% 70% 80% 90%100%
Fragmentation level 4 (highest) Fragmentation level 3 Fragmentation level 2
Fragmentation level 1 (Low)
How well does IT help the business meet the following goals? ( IT management fragmentation levels 1 to 4, sum of scores 3 and 4)
We see ITs ability to assist the
business increase in a stepwise fashion as the
degree of fragmentation in
the IT management
environment is reduced.
- 19 - Copyright 2007 Freeform Dynamics LtdCopyright 2008 Freeform Dynamics Ltd.Copyright 2009 Freeform Dynamics Ltd.
What is going on?
Current IT InitiativesThe Challenges for Infrastructure ManagementThe MarketConclusions
- 20 - Copyright 2007 Freeform Dynamics LtdCopyright 2008 Freeform Dynamics Ltd.Copyright 2009 Freeform Dynamics Ltd.
The Focus Areas For IT ManagementInfrastructure Basics
Asset / Inventory ManagementConfiguration and Change Management
Operational ManagementVirtual / Physical Infrastructure DiscoveryService Level / Performance MonitoringService Level / Performance ManagementRoot Cause Analysis / Service Optimisation
Business Service Definition and Service ManagementMonitoring and Management
ReportingFinancial / Service FeedbackCharge back “What if” service modelling
- 21 - Copyright 2007 Freeform Dynamics LtdCopyright 2008 Freeform Dynamics Ltd.Copyright 2009 Freeform Dynamics Ltd. 21
Who’s playing?
► Big Hitters
► Challengers
► Niche Players
► Open sourcers
- 22 - Copyright 2007 Freeform Dynamics LtdCopyright 2008 Freeform Dynamics Ltd.Copyright 2009 Freeform Dynamics Ltd.
So who are offering Solutions
Rapidly maturing market – consolidation The gang of five
BMC PATROL CA – Unicenter HP OpenView IBM/Tivoli Solutions Microsoft
Many more niche solutions
- 23 - Copyright 2007 Freeform Dynamics LtdCopyright 2008 Freeform Dynamics Ltd.Copyright 2009 Freeform Dynamics Ltd.
So who are offering Solutions Asset, Service Desk, Change Management / CMDB
Hornbill Intelliden (Network Asset Management) LanDesk Novell Zen PS’Soft Qualiparc Symantec / Altiris
CA Service Desk and CA CMDB
- 24 - Copyright 2007 Freeform Dynamics LtdCopyright 2008 Freeform Dynamics Ltd.Copyright 2009 Freeform Dynamics Ltd.
So who are offering Solutions
Service Level / Performance Management Fujitsu SystemWalker NetQoS NetScout Nimsoft Quest Radware
CA Traffic Accountant / CA eHealth
- 25 - Copyright 2007 Freeform Dynamics LtdCopyright 2008 Freeform Dynamics Ltd.Copyright 2009 Freeform Dynamics Ltd.
What is going on?
Current IT InitiativesThe Challenges for Infrastructure ManagementThe MarketConclusions
- 26 - Copyright 2007 Freeform Dynamics LtdCopyright 2008 Freeform Dynamics Ltd.Copyright 2009 Freeform Dynamics Ltd.
Users expect IT to work well 24 x 7 Systems Management tools are developing rapidly There is a real business driven need for sophisticated IT Service
Management solutions Asset / Change Management Service Level Monitoring / Management Root Cause Analysis Automation Reporting and Changeback
The growing deployment of virtualisation and potentially flexible / cloud solutions adds to the need for such tools
Support processes need to advance to make effective use of new management solutions
Summary