HP Project and Portfolio Management CFD

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  • 1. Realize ITIL v3 with HP Software Torbjörn Edman Solution Architect, HP Software 26 September 2008
  • 2. Agenda Introduction ITIL v3 and HP Software BTO BTO examples Questions
  • 3. Managing the expectations of the business Time
    • IT’s capability to deliver
    • Flat to modest increase in budget
    • Manual processes
    • Disparate tools/point solutions
    • Siloed organizations
    Expectations on IT
    • Technology demands
    • Modern, flexible architecture
    • Service migrations and upgrades
    • IT automation and consolidation
    • Security
    • Business demands
    • Agility, alignment and availability
    • Business intelligence
    • Mergers and acquisitions
    • Regulatory compliance
    There’s a growing gap between the demands placed on IT and IT’s ability to deliver Versus
  • 4. The problem May 25, 2010 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
  • 5. Most IT shops suffer from too many functional silos, each serving too many disparate business needs. This is the capabilities-centric model. Servers Storage Help desk Applications Data center Network Suppliers Business capability Business capability Business capability Business capability Business capability Customers
  • 6. When IT is capabilities-centric, it tends to stay locked in a build-to-order mentality. IT projects are largely one-offs, which leads to very high maintenance spending patterns. IT Project IT Project IT Project IT Project IT Project IT Project Ad-hoc Request IT Project IT Project IT Project Ad-hoc Request Servers Storage Help desk Applications Data center Network Suppliers Business capability Business capability Business capability Business capability Business capability Customers
  • 7. Business Technology Optimization— BTO unifying the IT value chain May 25, 2010 Business outcomes Alignment through integration and automation Control points Control points STRATEGY APPLICATIONS OPERATIONS HR/Legal PMO Enterprise Architects Business Analysts Development Q/A CAB Operations Compliance Security Support Finance Procurement ALLOCATE RESOURCES REQUIREMENTS/ DESIGN ASSEMBLE/ BUILD QUALITY ASSURANCE/ SECURITY RELEASE PROVISION OPERATE/ CHANGE/ SECURE RETIRE PLAN/ PRIORITIZE/ FUND End-to-end business service health Consolidated service desk Change and compliance automation Requirements Quality and security assurance Performance validation Portfolio priorities Financial plan Architecture governance
  • 8. HP Software BTO portfolio Business outcomes May 25, 2010 Project & Portfolio Management Center CIO Office CTO Office SOA Center SAP, Oracle, SOA, J2EE, .Net Quality Center Performance Center Application Security Center Application lifecycle Business service management IT service management Business Availability Center Operations Center Network Management Center Service Management Center Client Automation Center Data Center Automation Center Business service automation Universal CMDB Operations Orchestration The industry’s most comprehensive IT management portfolio STRATEGY APPLICATIONS OPERATIONS
  • 9. ITIL evolution Role of the IT Function Strategic partner Service provider Technology provider Time
    • Focus: Quality and Efficiency of IT Processes
    • IT is a service provider
    • IT is separable from business
    • IT budgets as expenses to control
    • Focus: Business-IT Alignment & Integration
    • Service Mgmt for Business & Technology
    • Automated and Integrated Operations
    • Strategy and Portfolio Governance
    • Continuous Improvement
    IT Service Management IT Infrastructure Management Service Management
    • Focus: Stability and Control of the Infrastructure
    • IT are technical experts
    • IT concerned with minimizing business disruption
    • IT budgets are driven by external benchmarks
    ITIL v2 ITIL v3 GITIM (ITIL v1) Techno-centric IT-centric Business-centric ITIL v3 extends beyond ITIL v2’s focus on IT operation efficiency to align Business and IT, thus providing fundamental differentiator for business growth
  • 10. ITIL v3 processes Service improvement Service reporting Service measurement Access management Request fulfillment Event management Problem management Incident management Release & deploy mgmt. Transition planning support Service testing & validation Service evaluation Change management Knowledge management IT service continuity management Capacity management Availability management Information security management Service catalog management Service level management Supplier management Strategy generation Demand management Service portfolio mgmt. Financial management New in ITIL v3 From ITIL v2 Service asset & config ITIL v3 emphasizes the importance of service lifecycle from strategy proposals to production operations STRATEGY DESIGN TRANSITION OPERATIONS CONTINUAL SERVICE IMPROVEMENT
  • 11. The BTO solution May 25, 2010 BTO for ITIL v3 STRATEGY APPLICATIONS OPERATIONS Automated and integrated processes accelerate ITIL adoption Strategic planning Application lifecycle Business service management Business service automation IT service management Service Design Automate quality ensures services are built to the requirements and standards set by the business Service Transition Automated change processes and provisioning used to transition services from pre-production to production Service Operations Out-of-the-box ITIL processes integrated with services and infra-structure performance monitoring Service Strategy Project and portfolio planning to align IT with the business using service performance and cost metrics Continual Service Improvement Service analysis and optimization based on service availability and performance metrics
  • 12. ITIL v3 mapping for BTO software OPERATIONS Project & Portfolio Management Center SOA Center Quality Center Performance Center Application Security Center Business Availability Center Network Management Center Client Automation Center Data Center Automation Center Service Management Center Operations Center STRATEGY DESIGN TRANSITION CONTINUAL SERVICE IMPROVEMENT
  • 13. ITIL v3 service lifecycle example in BTO IT OPERATIONS IT APPLICATIONS IT STRATEGY
    • Manage business transactions and end-user experience
    • Manage infrastructure across domains
    • Manage service lifecycle
    • Continually improve services
    • Self-service
    Manage requirements Verify functional quality Ensure application security Validate performance DESIGN ASSEMBLE/ BUILD Development Manage enterprise portfolio Manage projects and programs PMO SOA governance CTO office Quality management QA Business CAB Business service management IT service management ITIL service desk Operations CAB Portfolio and financial management CIO/Biz/IT steering committee Application support Federated CMDB Run book automation
    • Automate change and config (client, server, network, storage)
    • Automate audit and compliance
    Compliance/security NOC Business service automation STRATEGY DESIGN TRANSITION OPERATIONS CONTINUAL SERVICE IMPROVEMENT
  • 14. Agenda Introduction ITIL v3 and HP Software, BTO BTO examples Questions
  • 15. HP Service Lifecycle Management 2. Define/Discover
    • Business Service Modeling
    • Discovery
    • Service Level Definition
    3. Publish/Deliver
    • Service Catalog
    • Service Selection
    • Value/Cost Statements
    4. Monitor
    • Health Check
    • Service Level Monitoring
    • Event Generation
    5. Support
    • Incident Management
    • Change Management
    • Problem Management
    1. Initiate/Design
    • Aggregate Demand
    • Prioritize Investments
    • Build and Test
    6. Analyze/Optimize
    • Reporting and Analytics
    • Usage / Chargeback
    • Service Optimization
  • 16. POC/Demo for a Swedish Customer IT OPERATIONS IT APPLICATIONS IT STRATEGY
    • Manage business transactions and end-user experience
    • Manage infrastructure across domains
    • Manage service lifecycle
    • Continually improve services
    • Self-service
    Manage requirements Verify functional quality Ensure application security Validate performance DESIGN ASSEMBLE/ BUILD Development Manage enterprise portfolio Manage projects and programs PMO SOA governance CTO office Quality management QA Business CAB Business service management IT service management ITIL service desk Operations CAB Portfolio and financial management CIO/Biz/IT steering committee Application support Federated CMDB Run book automation
    • Automate change and config (client, server, network, storage)
    • Automate audit and compliance
    Compliance/security NOC Business service automation STRATEGY DESIGN TRANSITION OPERATIONS CONTINUAL SERVICE IMPROVEMENT
  • 17. Understanding the full lifecycle approach Asset Idea Project Maintain Investment Proposal Program/ project Demand Side Service desk Deliverables Operational demand Time management Resource management Financial management Portfolio management Application lifecycle management Application demand Supply Side Demand Service Catalog Business need Demand Management Strategic demand HP’s Project and Portfolio Management Scorecards, KPIs, Status Objectives and priorities
  • 18. Service Catalog Service Mgmt Center Application RFC PPM Demand Mgmt Opens App Enhancement
  • 19. Service Catalog Service Mgmt Center Application RFC PPM Demand Mgmt Opens App Enhancement
  • 20. Service Catalog Service Mgmt Center Application RFC PPM Demand Mgmt Opens App Enhancement
  • 21. CMDB Universal
    • Select CI’s from the RFC
    • Run analysis against other potential CI’s impacted based on relationships
    • View report in PPM Center
    RFC CI’s Impacted Business Service, Hosts & Apps CI selection Application RFC PPM Project Mgmt Select CI button launches uCMDB
  • 22. Application RFC PPM Project Mgmt ITIL Service Portfolio Management
  • 23.
    • Closes the loop between the application request for enhancement and the testing requirements
    • Creates a Test Project based on enhancement in PPM
    • Creates Test Requirement(s) for the enhancement
    • As the status is changed in each system, both systems are in sync
    Create Test Requirements Click launches Quality Center Requirements Quality Center Application RFC PPM Project Mgmt Creates Test Project With assoc requirements Bi-directional synchronization of shared fields
  • 24. Requirements Quality Center Application RFC Provides project With quality information PPM Project Mgmt
  • 25. Release Management Open RFC Change Mgmt Service Mgmt Center RFC Release PPM Project Mgmt
  • 26. Release Management Open RFC Change Mgmt Service Mgmt Center RFC Release PPM Project Mgmt
  • 27. HP Software BTO portfolio Business outcomes May 25, 2010 Project & Portfolio Management Center CIO Office CTO Office SOA Center SAP, Oracle, SOA, J2EE, .Net Quality Center Performance Center Application Security Center Application lifecycle Business service management IT service management Business Availability Center Operations Center Network Management Center Service Management Center Client Automation Center Data Center Automation Center Business service automation Universal CMDB Operations Orchestration The industry’s most comprehensive IT management portfolio STRATEGY APPLICATIONS OPERATIONS
  • 28. Why HP BTO Software May 25, 2010 1 Align IT with the business while reducing costs 2 Make IT predictable, repeatable, accountable 3 Demonstrate IT’s value through measurable results 4 Leverage the power of the largest IT provider—HP Automate and integrate your IT value chain
  • 29. Why HP?
    • Experience in more than 1000 successful implementation/transformation projects
    • 2,500 employees engaged in business service and infrastructure management solutions
    • Over 80 education centers worldwide that are authorized ITIL examination centers
    • Experience in training over 100,000 IT professionals in ITIL/ITSM and HP Software
    • Robust ITIL/ITSM education solutions covering ITIL certifications and more
    People
    • HP Software installations in all Fortune 50 enterprises
    • Highest customer satisfaction ratings
    • Build on ITIL and pre-configured with ITIL-based HP ITSM Reference Model processes
    • Acquisitions of Mercury, Novadign and Peregrine, further enhance HP leadership in management software
    Technology
    • HP ITSM Reference Model based on ITIL
    • More than 7,000 ITIL-certified/500 ITIL master certified IT service professionals
    • ITIL-certified business-critical consultants, with more than15 years’ IT experience, specializing in ITSM level support
    • Service Improvement Plans based on ITIL
    • Mission-critical support services
    • HP conducts business in more than 170 countries and has helped more than 45,000 companies drive positive business results from their IT initiatives.
    Process
    • HP is the largest technology company in the world, and the sixth largest software company in the world.
    • Current authors of ITIL V3 refresh: Service Operations book and ITIL glossary
    • Participation in process model development team
    • Highly respected ITIL experts
    • Membership/board of directors, founders of itSMF chapters worldwide
    • Involvement with development of BS15000/ISO20000
    Industry
  • 30. Questions?
  • 31. Appendix slides
  • 32. Business service management
    • Consolidated infrastructure operations
    • Service impact analysis
    • Cross-domain correlation and root cause
    • Consolidated event and performance
    • Infrastructure lifecycle management
    • Business availability
    • Business transaction management
    • Business service level management
    • End-user experience
    • Diagnostics and guided problem isolation
    HP Software comprehensive approach UCMDB Service dependency mapping Discovery services Incident Problem Change Configuration Release Service level management Event Top-down business view Bottom-up infrastructure view Integration with key ITSM processes
  • 33.  
  • 34. BAC SLM Reporting on Services KPIs
  • 35. Service delivery requires knowledge of the composition of the Service Network/Infrastructure Systems/Servers Applications Oracle MQ / AMTRIX .NET Service B Business Services Domino J2EE Financials Web Federated CMDB Users and Business Processes Business Service Quote Management Windows Unix Mainframe AS400 Linux
  • 36. Drill Down From BAC to Service Manager ‘ Email A’ Service: Open Incidents