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Keynote 1 New Darryl
Keynote 1 New Darryl
Keynote 1 New Darryl
Keynote 1 New Darryl
Keynote 1 New Darryl
Keynote 1 New Darryl
Keynote 1 New Darryl
Keynote 1 New Darryl
Keynote 1 New Darryl
Keynote 1 New Darryl
Keynote 1 New Darryl
Keynote 1 New Darryl
Keynote 1 New Darryl
Keynote 1 New Darryl
Keynote 1 New Darryl
Keynote 1 New Darryl
Keynote 1 New Darryl
Keynote 1 New Darryl
Keynote 1 New Darryl
Keynote 1 New Darryl
Keynote 1 New Darryl
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Keynote 1 New Darryl

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  • Transcript

    • 1. Darryl Dickens Director of Marketing, Asia Pacific
    • 2. WELCOME
    • 3. HP Software journey
      • Network & Systems Mgmt focus
      • Operating loss
      • 3,500 employees
      Where We Started Where We Are at Today Solution capability across IT value chain Fastest Growing and Most Profitable unit $6.5B invested and #6 software company
    • 4. FY 06 FY 07 $1.4 Billion Opsware September 2007 SPI Dynamics June 2007 Mercury November 2006 Tower Software April 2008 FY 08 Bristol Technologies February 2007 Peregrine September 2005
      • Over $400 million in organic R&D (last 12 months)
      • Strategic mergers and acquisitions
      • Analysts target a US$3 Billion revenue for HP Software
      $3.0 Billion* *Current analyst consensus HP Software key investments
    • 5. LISTEN
    • 6. 1125 global participants across industries 300 respondents from Asia Targeted at IT Manager/Director/VP and CIO Global research programme
    • 7. June 5, 2009 The focus on cost has reduced APJ: 26% said cost was focus of assisting business processes IT function’s primary role in supporting key business processes? APJ: 43% said top role of IT is to improve competitiveness/agility IT’s focus for the business
    • 8. June 5, 2009 China and Hong Kong most pessimistic China (84%); Hong Kong (87%) Australia and India most optimistic Over half of projects deliver positive impact: Australia 68%; India 70% % of IT initiatives with positive business impact? 55% said that half or less than half of initiatives were positive But IT finds it hard to deliver
    • 9. June 5, 2009 Source: Economist Intelligence Unit May 2008
    • 10. Managing change is a key issue June 5, 2009 Does automation of IT change management make results repeatable? 78% agree in APJ Business service outages due to changes and upgrades? APJ: 28% said half or more due to changes and upgrades Another 15% said one quarter of outages due to change
    • 11. 78% said risk will increase Especially pronounced in Singapore (90%) And risk is expected to increase
    • 12. PREDICTABILITY
    • 13. The problem June 5, 2009 The IT value chain is broken Business outcomes STRATEGY APPLICATIONS OPERATIONS
      • Lack of visibility into demand
      • Inability to prioritize projects based on business value and risk
      • Manual, incomplete quality assurance
      • Inability to align business, quality and operational requirements
      • Inability to align service quality with business demand
      • No change governance and compliance management
      74% of large, high priority projects are deemed to be challenged or failed 2 80% of issues in production are self-inflicted 3 75% of IT spend is on maintenance and support 4 1 Survey by the Economist Intelligence Unit of 1,125 IT professionals based in the Americas, Europe, the Middle East and Asia-Pacific June 2008 (Q: Approximately what percentage of IT initiatives undertaken in your company over the past three years has had a positive impact on the business?) 2 Standish Group, Chaos Chronicles Online: 2-0: Executive Support , 2007. 3 Gartner, From Concept to Production, Software Changes and Configuration Management , April 2008 4 Forrester, Data Center Automation Defined , February 2008 41% of IT professionals surveyed said that Half or fewer IT initiatives had a positive impact on the business 1 Finance Procurement HR/Legal PMO Enterprise architects
    • 14. What’s needed— Business Technology Optimization (BTO) Accountable Financial control, SLAs, governance Predictable Insight into outcomes, analytics, processes Repeatable Automation, policies, best practices June 5, 2009 Delivering business outcomes Business outcomes APPLICATIONS OPERATIONS STRATEGY Business outcomes Automate, standardize and integrate key functions within IT domains 2 Automate and integrate key processes across the IT value chain with a lifecycle approach 3 Improve business and IT alignment 1 1 2 2 2 3
    • 15. Unifying the IT value chain STRATEGY APPLICATIONS OPERATIONS Finance Procurement HR/Legal PMO Enterprise Architects Business Analysts Development Q/A CAB Operations Support Compliance Security Business outcomes Alignment through integration and automation Portfolio priorities Financial plan Architecture governance Requirements Quality and Security Assurance Performance Validation End-to-end business service health Consolidated service desk Change and compliance automation Control points Control points ALLOCATE RESOURCES REQUIREMENTS/ DESIGN ASSEMBLE/ BUILD QUALITY ASSURANCE/ SECURITY RELEASE PROVISION OPERATE/ CHANGE/ SECURE RETIRE PLAN/ PRIORITIZE/ FUND
    • 16. BTO is uniquely differentiated The combination is necessary to enable the value chain June 5, 2009
      • Coverage
      • Key control points along the IT value chain
      • Market leadership in every category
      • Automation
      • Automate process across the value chain
      • Automation of clients, applications and all infrastructure
      • Integration
      • Data integration and federation
      • Best practice across integration
      + + STRATEGY APPLICATIONS OPERATIONS Finance Procurement HR/Legal PMO Enterprise Architects Business Analysts Development Q/A CAB Operations Compliance Security ALLOCATE RESOURCES REQUIREMENTS/ DESIGN ASSEMBLE/ BUILD QUALITY ASSURANCE/ SECURITY RELEASE PROVISION OPERATE/ CHANGE/ SECURE RETIRE PLAN/ PRIORITIZE/ FUND Support
    • 17. Market leadership across the IT value chain June 5, 2009 Project and portfolio management #1 SOA governance #1 Functional Verification #1 Application Security #2 Performance Validation #1 Application mgmt. #1 Event mgmt. #1 Network mgmt. #2 Client Automation #1 Data Center Automation #1 Service/ Helpdesk #1 Asset mgmt. #1 Business outcomes 1 Based on industry analyst publications - market share and/or capabilities assessment Best-in-class products in every category 1 STRATEGY APPLICATIONS OPERATIONS ALLOCATE RESOURCES REQUIREMENTS/ DESIGN ASSEMBLE/ BUILD QUALITY ASSURANCE/ SECURITY RELEASE PROVISION OPERATE/ CHANGE/ SECURE RETIRE PLAN/ PRIORITIZE/ FUND
    • 18. June 5, 2009 Prevent new vulnerabilities by staying ahead of the constantly changing security threats with regular updates Reduce the risk of application security breaches by integrating the discovery and resolution of critical vulnerabilities into existing application lifecycle processes Begin discovering, fixing and preventing application security vulnerabilities almost immediately by leveraging HP’s expertise and software as a service capabilities Web security research Application security software Application security services New HP application security offerings One year after SPI Dynamics acquisition
    • 19. June 5, 2009 ITIL v3-compliant CMS enables sharing of information across the IT organization to make informed operational decisions First solution to automate the entire change lifecycle integrating change management and release execution to dramatically reduce business downtime Warn IT of potential service disruptions so action can be taken before there is impact to the business Configuration management system Change lifecycle management Advanced warning of problems New BTO for operations software
    • 20. Business outcomes you can count on
    • 21. HP Software Business outcomes you can count on

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