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Marrying cloud computing and IT service management
Marrying cloud computing and IT service management
Marrying cloud computing and IT service management
Marrying cloud computing and IT service management
Marrying cloud computing and IT service management
Marrying cloud computing and IT service management
Marrying cloud computing and IT service management
Marrying cloud computing and IT service management
Marrying cloud computing and IT service management
Marrying cloud computing and IT service management
Marrying cloud computing and IT service management
Marrying cloud computing and IT service management
Marrying cloud computing and IT service management
Marrying cloud computing and IT service management
Marrying cloud computing and IT service management
Marrying cloud computing and IT service management
Marrying cloud computing and IT service management
Marrying cloud computing and IT service management
Marrying cloud computing and IT service management
Marrying cloud computing and IT service management
Marrying cloud computing and IT service management
Marrying cloud computing and IT service management
Marrying cloud computing and IT service management
Marrying cloud computing and IT service management
Marrying cloud computing and IT service management
Marrying cloud computing and IT service management
Marrying cloud computing and IT service management
Marrying cloud computing and IT service management
Marrying cloud computing and IT service management
Marrying cloud computing and IT service management
Marrying cloud computing and IT service management
Marrying cloud computing and IT service management
Marrying cloud computing and IT service management
Marrying cloud computing and IT service management
Marrying cloud computing and IT service management
Marrying cloud computing and IT service management
Marrying cloud computing and IT service management
Marrying cloud computing and IT service management
Marrying cloud computing and IT service management
Marrying cloud computing and IT service management
Marrying cloud computing and IT service management
Marrying cloud computing and IT service management
Marrying cloud computing and IT service management
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Marrying cloud computing and IT service management

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IT executives have been taking a serious look at cloud computing as a way to operate and deliver IT services at significantly lower costs, speed up delivery, and increase reliability. This session …

IT executives have been taking a serious look at cloud computing as a way to operate and deliver IT services at significantly lower costs, speed up delivery, and increase reliability. This session explores the increasing relevance of ITIL and ITSM tools that comes about when services are put into the cloud. We’ll show you why a service management view is not only more important than ever, but actually critical to successfully supporting cloud-based solutions and minimizing their risks. We’ll explore specific case studies of effective and ineffective application of the ITIL disciplines needed when services are moved to the cloud. Our presenters will cover topics such as key processes of the ITIL framework and their application to cloud computing; HP BTO offerings for service management that you should consider; and the impact of cloud computing on implementations of these products. We’ll also walk you through a cloud service-management reference architecture that leverages the ITIL framework, highlighting the role of the HP service management software suite.

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  • 1. Cloud computing: Is ITIL still relevant? Mitch Kenfield Cloud Computing and ITSM Director, Deloitte Consulting Nicholas Clarke Senior Consultant, Deloitte Consulting 1 ©2010 Hewlett-Packard Development Company, L.P. The information contained herein is subject to change without notice
  • 2. Thank you for being here! Your time is valuable, and you’ve chosen to spend it with us. THANK YOU! Mitch Kenfield, Cloud Computing and IT Service Management Director, Technology Strategy & Architecture, Deloitte Consulting ̶ 16 years experience in assessment, planning, design, implementation and operation of IT applications and solutions ̶ B.A. Computer Science from the University of Virginia, M.S., Systems Engineering from George Mason University ̶ Certified ITIL Service Manager Nicholas Clarke, Senior Consultant, Technology Strategy & Architecture, Deloitte Consulting ‒12 Years experience in Enterprise Architecture and Program Management US Consulting On-screen S WHT_R1.5V_043008 ‒Certified TOGAF, SAP EAF, ITIL v3 Foundation, and PMP ‒Lead of ITSM and Cloud Computing Working Group -2-
  • 3. Table of contents Cloud Computing Impact On IT Delivery 4 Cloud Computing and ITIL Relevancy 5 Two Case Studies 12 Service Strategy Considerations 13 Service Design Considerations 19 Service Transition Considerations 24 Service Operation Considerations 30 Continual Service Improvement Considerations 35 US Consulting On-screen S WHT_R1.5V_043008 Takeaways and Questions 39 -3-
  • 4. Cloud computing represents a major shift in information technology architecture, altering the way services are sourced and delivered  Software and information are provided to computers and other Software devices on-demand, like a public utility Integration Platform  Services accessed via single point of access  Consumption billed on a utility or Information Process subscription basis with little or no upfront cost creating a low barrier to entry “X-as-a-  Reduces upfront capital Service” expenditures but may pay more for Storage Cloud Testing operating expenses  Some argue that the cloud is a paradigm shift, similar to the displacement of electricity Security Platforms generators by electricity grids early in the 20th century Management US Consulting On-screen S WHT_R1.5V_043008 /Governance Database -4-
  • 5. Cloud computing represents a growing evolution in IT in which core IT services are getting sliced and diced across many providers  Organizations can now rent what they were earlier forced to make or own  This translates into collaborative relationships Other Email Application with service providers who provide access to capabilities and resources otherwise not available Network Security Database  IT is devolving into services that are delivered through patterns of Operating Storage Infrastructure collaborative exchanges Platform IT is rapidly becoming a service provider operating US Consulting On-screen S WHT_R1.5V_043008 as a value chain network of services -5-
  • 6. A capability to abstract this value chain in the form of services is critical to the future success of IT and its mission of delivering business value ITIL and IT Service Management are well positioned for this The Service Lifecycle can be leveraged to build this value chain Service Strategy Lack of a service approach will expose end users and the business to further complexities with no accountability for the end services being delivered Cost Effective ITSM Transformation_24.pptx -6-
  • 7. ITIL can be seen as supporting the Service Management layer within the HP Cloud Assure architecture, where its processes cover the entire value chain US Consulting On-screen S WHT_R1.5V_043008 -7-
  • 8. -8- HP Cloud Assure Reference Architecture US Consulting On-screen S WHT_R1.5V_043008
  • 9. Operating as bundles of technologies and capabilities could pose serious risks for any IT organization migrating to cloud solutions  Overall loss of control as services are managed and controlled elsewhere  Operating complexity as external providers change platforms, services and versions of software based on their schedules and priorities – not yours  Security exposures for services working with sensitive data across the cloud  Poor user/customer satisfaction related to confusion over how to handle service outages and finger pointing between suppliers  Key service features that get dropped or fall through the cracks between providers  Risks of getting locked into poor supplier arrangements – over paying for services or under providing for actual business demand  Legal exposures and regulatory compliance risks with suppliers that use differing sets of controls US Consulting On-screen S WHT_R1.5V_043008  Locked into arrangements with suppliers that can’t deliver needed performance or meet business demand volumes -9-
  • 10. Core IT management disciplines have not changed – just shifted from the IT organization to the cloud service provider ITIL for the IT Organization ITIL for the Cloud Vendor Architect service solutions by piecing Identify services provided, their value and Service together Cloud service providers and their costs; demand management is key for Strategy service offerings providing on-demand services Focus on integrating and securing Bundle service packages for consumption Service services from suppliers – capacity management key to disruption- Design free, on-demand delivery Manage and control a complex mix of Provide customers with easy, smooth Service releases / changes across a wide range of and safe ways to transition and access Transition suppliers’ varying schedules and priorities provided services Ensure expected value is being delivered, Ensure that expected value is being Service and service disruptions responses are delivered and that services are not Operation coordinated across suppliers disrupted Continual Provide the needed transparency of Provide a means for staying ahead of results and coordinated improvement competition and gauging customer US Consulting On-screen S WHT_R1.5V_043008 Service Improvement efforts across many providers satisfaction or business will be lost - 10 -
  • 11. ITIL is well positioned help – nearly all the ITIL disciplines are used when pulling services delivered via the cloud together IT organizations must clearly understand:  The services they operate with (Service Portfolio Mgmt, Service Catalog Mgmt)  How services are networked and bundled to deliver value (Configuration Mgmt, Knowledge Mgmt, Service Level Mgmt, Supplier Mgmt)  Service costs (IT Financial Mgmt)  Service Demand (Demand Mgmt, Capacity Mgmt)  How services will be put on the cloud operating model (Service Strategy, Capacity Mgmt, Availability Mgmt, Information Security Mgmt, IT Service Continuity Mgmt)  Managing transitions as service providers (or their offerings) move in and out of the network (Change Mgmt, Release and Deployment Mgmt, Configuration Mgmt, Service Testing, Evaluation)  Delivering services on the cloud operating model The ITIL v3 Library Lifecycle Books (Incident Mgmt, Problem Mgmt, Access Mgmt, US Consulting On-screen S WHT_R1.5V_043008 Event Mgmt, Request Fulfillment) - 11 -
  • 12. The current set of HP IT Service Management Tools can support your cloud services program when looking at either vendor, internal or hybrid solutions Business IT Customer/ Service Strategy Service Design Business Demand Mgt. Information HP PPM Security Financial Mgt Mgt. HP PPM HP Asset Mgr Projects Service Portfolio Mgt. HP PPM IT Service Continuity Service Transition Mgt. Transition Business Planning&Support Outcomes Strategy HP Svc Mgr (desired / Mgt. uCMDB realized) Capacity Change Mgt. Mgt. HP Svc Mgr Bus. Impact Anal. Validation & Testing Service Operation HP QC/PC IT Perf. Analytics Event Mgt. HP Application Availability HP Ops Mgr Security Center Mgt. Value HP BAC Asset/Config. Mgt HP NNM Problem HP uCMDB/DDMae Mgt. HP Asset Mgr/DDMi Release & HP Svc Mgr (Federated) Deployment. Service Incident Mgt HP Svc Mgr HP DCA Center Level Mgt. HP Client Automation HP Svc Mgr Request Release Control (RC) Fulfillment Knowledge Mgt. Users HP Svc Mgr Operational HP Svc Mgr Activities Service Svc Catalog Supplier Evaluation Mgt Mgt Access HP Asset Mgr HP Svc Mgr Mgt. Cost Effective ITSM Transformation_24.pptx Continual Service Improvement Service Service Service Improvement Reporting Measurement - 12 -
  • 13. Two cloud computing case studies demonstrate the sharp difference between using a service management approach versus not Unsuccessful Cloud Experience Successful Cloud Experience Case #1 Case #2 Large Healthcare Company Applications Management Provider  Needed social networking site to  Set strategy to leverage Cloud support M&A integration activities delivery as a way to lower development costs, increase  Circumvented IT group to launch it delivery speed and gain leveraging Cloud services competitive advantage  Handed off to IT when done  Underpinned current service offerings with Cloud-based delivery  User volume brought the site down services  Site was cut off – bad press and  Was able to slash delivery costs by embarrassment for company senior almost 90% executives  Was able to provision infrastructure in days versus weeks No Service Management Service Management Cost Effective ITSM Transformation_24.pptx Considered From The Start - 13 -
  • 14. Service Strategy – considerations for Cloud Delivery Solutions Process Purpose Strategy Identify the IT services, Generation investments, partners and delivery channels to meet customer needs and outcomes Service Manage the investment portfolio Portfolio of all the services available to Key Questions To Be Answered Management customers and users What Cloud Operating Model(s) will be used? Demand Identify patterns of business What elements of services will be placed in the Management activity that consume services and Cloud? manage activities to influence demand Which service partners will we utilize? IT Financial Manage the provider’s budgeting, Management accounting and chargeback for IT Who are my customers and what are their services needs? What services will need to be provided? US Consulting On-screen S WHT_R1.5V_043008 How will business demand consume services? - 14 -
  • 15. Cloud computing will not change the strategic objectives or the market spaces of a service, it provides new avenues to reach those objectives Input Output Organizational Capability Strategic Asset Strategic Service Objectives Strategy Define Market Space Drive Business Value Additional Cloud Services Enterprise Stakeholders Closely evaluating the strategy generation process, and verifying Cost Effective ITSM Transformation_24.pptx its alignment with the needs of your organization is a critical step. - 15 -
  • 16. The nature of cloud computing may require changes in how services are charged, and how IT organizations allocate cloud services costs Input Output Service Portfolio Examine Develop Apply Charge Demand Meaningful Based on Usage Allocations Factors Unit Charge Service Cost Pay Per Use Provider Financial management in ITIL terms requires you to identify the bundles of services being delivered, the delivery costs for each service, and how demand consumes those services. Cost Effective ITSM Transformation_24.pptx - 16 -
  • 17. Cloud computing forces IT to take a hard look at the services they deliver, and how these are bundled to add value for varying stakeholders Input Output Provider Updated Examine Bundle Service Service Services Services Offerings Portfolio Existing Service Portfolio Integrate Into Existing Delivery Chain A service portfolio must be augmented to include Cloud services being provided, what level of investment is being made in these services, how they are being sourced, bundled, and providing value to the business. Cost Effective ITSM Transformation_24.pptx - 17 -
  • 18. Service Strategy – case summary Service Strategy Not In Place Service Strategy In Place Case #1 - Unsuccessful Case #2 - Successful Cloud was seen as a strategic choice Cloud was used as a way to bypass the IT matched to business goals for lower organization costs, faster delivery and competitive advantage IT was reacting to current capabilities IT saw a distinct advantage in quickly versus considering what the business was embracing Cloud technologies to gain looking for competitive advantage No consideration for the demand of Distinct Cloud delivery solutions put into business volumes that needed to be place for specific customer sets (demos, supported development, research, etc.) Little consideration for partners to provide Strategic choices in partners set from the US Consulting On-screen S WHT_R1.5V_043008 ongoing support and management of the start to handle ongoing management and solution post deployment support of the solution - 18 -
  • 19. Once an effective process is defined to support your cloud computing program, select ITSM tools to realize the capabilities and processes ITILv3 Service Strategy Demand, Portfolio, and Financial Management Processes HP Project & Portfolio Management (PPM) Software Solution Suite Project & Portfolio Management (PPM) Center [fka Kintana & Mercury ITG]  PPM – Portfolio Management Resource Management Program Management Demand Management Project Management Deployment Management Financial Management Time Management Universal CMDB (UCMDB) and Discovery & Dependency Mapping ae (DDMae) Cost Effective ITSM Transformation_24.pptx Software-as-a-Service - 19 -
  • 20. Service Design - considerations for Cloud Delivery Solutions Process Purpose Service Catalog Publish , manage and Management communicate which services are available to customers and users Service Level Negotiate, monitor, report and Key Cloud Questions To Be Answered Management measure SLAs and OLAs How will services be bundled and packaged Availability Define, measure, analyze and for consumption? Management improve the availability of services What SLAs and OLAs will be needed to meet Capacity Ensure appropriate infrastructure business objectives? Management capacity in place to meet service How will we ensure availability of services in demand volumes the event of a major business disruption? Information Protect the confidentiality, integrity Security How will we secure our services and data and availability of services Management across the Cloud? IT Service What supplier agreements and contracts need Ensure services can be recovered Continuity to be in place? in the event of a major business Management disruption How will we communicate available services Supplier to the business? Ensure suppliers support the Management needs of the business and meet What capacity needs to be in place to meet US Consulting On-screen S WHT_R1.5V_043008 their contractual obligations business demand? How will services integrate and sit on the Cloud Operating Model? - 20 -
  • 21. Design the cloud computing solution to provide maximum benefits to business instead of treating it solely as technology innovation Service catalog management, service level management, and capacity management processes are necessary to achieve an integrated Cloud computing solution to complement business needs Business Requirements Technical Requirements Service Catalog Business Management Needs Service Level Management Cloud Solution Capacity Management Effective coordinated execution of these customer-facing processes will help to define design requirements to build the stable Cloud solution that Cost Effective ITSM Transformation_24.pptx will benefit the business in the long term. - 21 -
  • 22. Cloud computing requires a renewed effort in supplier management processes to ensure meeting terms, conditions, and target of agreements Input Output Provide Measure and Cloud Align Contracts Valued Understanding Compare Vendors with Business Business of Business Supplier Needs Partner Needs Performance 100+ Cloud Maximize Return On Investment (ROI) By Computing Selecting the Right Provider Partner Vendors Supplier Management is the critical process necessary to strengthen relationships between the business and vendor Cloud computing service providers US Consulting On-screen S WHT_R1.5V_043008 - 22 -
  • 23. Service Design – case summary Service Design Not In Place Service Design In Place Case #1 - Unsuccessful Case #2 - Successful Solution not scaled for capacity to handle Capacity is built into the solutions as they business volumes are offered and tailored for customers No agreements in place for levels of Offerings described in a Service Catalog service, operating roles and that also sets operating levels to be responsibilities delivered – each service in the catalog has a Service Owner accountable for the successful delivery of that service Cloud operating model was considered only for the specific solution being Cloud operating model was part of a deployed comprehensive delivery architecture that supported the Service Catalog Little or no consideration for recovery in Recovery considerations for major the event of major failures failures were a strategic part of the US Consulting On-screen S WHT_R1.5V_043008 design and agreements with key suppliers - 23 -
  • 24. Selecting the correct tools to support a well-defined Service Design program can dramatically improve the maturity level of your cloud services capability ITILv3 Service Operation¹ ITILv3 Service Design² Event, Problem Management Processes Availability, Capacity Mgmt Processes HP Business Service Management (BSM) Software Solution Suite Business Availability Center (BAC) [fka Mercury]²  BAC Dashboard  Real User Monitor (RUM)  Diagnostics¹  Business Process Monitor (BPM)  SiteScope¹  TransactionVision Operations Center [fka Openview]¹  Operations Manager (OM)  Performance Manager/Agent²  OMi  Reporter²  Smart Plugins (SPI)  GlancePlus Pak² Network Management Center [fka Openview]¹  Network Node Manager (NNMi)  Smart Plugins (SPI) Universal CMDB (UCMDB) and Discovery & Dependency Mapping ae (DDMae) Cost Effective ITSM Transformation_24.pptx Software-as-a-Service - 24 -
  • 25. Service Transition – considerations for Cloud Delivery Solutions Process Purpose Transition Planning Plan and coordinate activities for and Support transitioning services to the live production environment Change Protect services while changes are Management being made Key Questions To Be Answered Release and Manage releases and their Deployment deployment to live production How will services be transitioned to a live Management production state? Service Asset & Maintain information about Configuration configuration items used to support How will changes be managed across Management services and their relationships providers? Service Validation Validate that new services and and Testing changes will match design and How will releases and deployments be business objectives coordinated across providers? Knowledge Gather, analyze, store and share Management knowledge to reduce the need for How will we test services across rediscovery of information providers? Evaluation Ensure a service will meet intended US Consulting On-screen S WHT_R1.5V_043008 business objectives when it is What operating information should we transitioned retain across providers? - 25 -
  • 26. Transition planning and support processes plan and coordinate resources to deploy a cloud service within predicted cost, time, and quality estimates Input Transition Planning And Support Activities Output Initiate Planned Deployment Changes Plan Project Management Methodology Project Documentation Cloud Services Project Planner Since a vendor Cloud is a shared responsibility environment, having an inclusive, structured Transition Planning and Support process and a responsible Project Planer is a critical success factor Cost Effective ITSM Transformation_24.pptx - 26 -
  • 27. Coordination between IT and cloud vendors is critical to ensure that beneficial changes can be made minimum disruption to IT services Input Change Management Activities Output Cloud Vendor Organization Change management support R A, C Change Planned Requests Request for Change (RFC) Changes A R logging and preevaluation RFC classification C R Assessment of urgent RFC by the Enterprise I R Change Advisory Board (ECAB) Change assessment by the change manager C R Change assessment by the CAB I R Change scheduling R C Cloud Services Change evaluation A R R = Responsible C = Consulted A = Accountable I = Informed To achieve successful change management in a vendor Cloud services environment, the organization and Cloud computing provider must agree on Cost Effective ITSM Transformation_24.pptx roles and responsibilities as they both participate in major changes. - 27 -
  • 28. Cloud vendors need to be integrated with release/deployment processes to protect the integrity of the live environment when releasing components Input Service Management Activities Output Deployment Change Plan Release Joint Release Agreed Maintenance Windows Planning Cloud Services Release Documentation Collaboration between the Cloud computing services vendor and the organization is key to successful release management during Cost Effective ITSM Transformation_24.pptx deployments to an operating environment - 28 -
  • 29. Service Transition – case summary Service Transition Not In Place Service Transition In Place Case #1 - Unsuccessful Case #2 - Successful Cloud solutions were carefully planned Cloud solution was “tossed over the wall” and transitioned with IT staff handling to the IT organization for ongoing support ongoing operations Little or no consideration for handling Change and release management changes and releases between IT and procedures were agreed and contracted the Cloud Vendor for between IT and suppliers Little or no consideration for testing the Consistent testing and pilots conducted Cloud solution to ensure it was prior to releasing Cloud solutions to operationally ready clients US Consulting On-screen S WHT_R1.5V_043008 - 29 -
  • 30. Tools can provide the capabilities required to support the core ITIL processes to support your transition to operating a unified cloud computing program ITILv3 Service Operation¹ ITILv3 Service Design² ITIlv3 Service Transition³ Incident, Problem, Request SLM, Service Catalog Change, Asset/Config, KM Management Processes Processes Management Processes HP IT Service Management (ITSM) Software Solution Suite Service Management Center [fka Peregrine & Openview]  Service Manager 7.1x  Asset Manager 5.x³ ServiceDesk¹  Discovery & Dependency Mapping Inventory Incident Management (OGC Gold)¹ (DDMi) Problem Management (OGC Gold)¹  IT Financial Management (ITFM) Change Management (OGC Gold)³  Contract Management Asset/Configuration Mgmt (OGC Gold)³  Chargeback Knowledge Management (OGC Gold)³  Procurement Service Catalog (OGC Gold)²  Software Asset Management (SAM) Service Level Management (OGC Gold)²  Portfolio Management Request (Fulfillment) Mgmt (OGC Gold)¹  Connect-it¹,²,³ Service Portfolio Management (OGC Gold)2  DecisionCenter¹,²,³  Business Impact Analytics  IT Performance Analytics  Optimization Module  Planning and Analysis Module Universal CMDB (UCMDB) and Discovery & Dependency Mapping ae (DDMae)³ Cost Effective ITSM Transformation_24.pptx Software-as-a-Service - 30 -
  • 31. Service Operation – considerations for Cloud Delivery Solutions Process Purpose Incident Restore an IT service to normal Management state operations as quickly as possible Problem Prevent incidents from happening Key Questions To Be Answered Management or minimize their impacts by How will incidents and problems be identifying their root causes managed across providers? Event Manage operational events and What events need to be generated and Management communicate them to appropriate visible across and between providers? parties for further action How do we ensure only authorized users have access to services? Access Ensure only authorized users are Management allowed access to services How will we prioritize and coordinate user service requests that may need provider Request Manage the lifecycle of all service involvement? Fulfillment requests How will we coordinate operational control US Consulting On-screen S WHT_R1.5V_043008 activities across providers? - 31 -
  • 32. Monitoring for security compliance, privacy and access, reliability, and availability of IT services and components pose increased challenges Service Operations Cloud computing delivery traits from an Internal IT and Cloud Vendor perspective Internal IT Cloud Vendor Service Desk • Visibility of the components • Define scope of Cloud Vendor • Impact assessment support • Provider failure awareness • Provide access to visibility tools Technical • Increased focus on areas of • Oversee the management of Management technical responsibility hardware and network assets • Accountability and handoffs • Own infrastructure and operations between the provider and IT staff Application • Accurate application portfolio • Multiple application servers Management • Managing application changes • Collections of virtual machines • Monitoring performance • Multiple nodes • Managing application suppliers • Multiple locations IT Operations • Certain operational activities may • Execute and monitor operational Management need to remain within IT activities • Holistic services thinking view • Manage physical environment • Adherence to service levels • No linkages back to business Cost Effective ITSM Transformation_24.pptx • No visibility at component level services affected by Cloud services 32 - 32 -
  • 33. Sharing the high number of nodes in vendor clouds sees failed configuration components as the norm rather than the exception Service Operations Cloud computing delivery traits from an Internal IT and Cloud Vendor perspective Internal IT Cloud Vendor Incident / Problem • Must leverage new problem • Defines scope of Cloud Vendor Management diagnosis and testing tools support • New contract details, such as scope • Provides access to visibility tools and support are required Event Management • Creative monitoring solutions, such • Escalates events that have meaning as use of synthetic transaction for IT management Request • Communications and understanding • Clearly defined roles and Fulfillment between organizations responsibilities • Consistent internal process Access • Access control schemes will have to • Visibility into security and access Management accommodate global user bases by policies securing service access methods • Audit these policies US Consulting On-screen S WHT_R1.5V_043008 throughout the Cloud - 33 -
  • 34. As you refine your and integrate cloud delivery with your overall service management capability, look to improve operations through automation ITILv3 Service Operation¹ ITIlv3 Service Transition² Incident, Problem, Event Mgmt Processes Release/Deploy, Asset/Configuration Mgmt Processes HP Business Service Automation (BSA) Software Solution Suite Client Automation Center [fka Novadigm Radia]²  Client Automation Enterprise (CAE) Data Center Automation Center [fka Opsware]²  Operations Orchestrations (OO)  Services Automation Visualization (SAV)  Runbook Automation¹,²  Services Automation Reporter (SAR)  Server Automation (SA)  BSA Essentials (fka Live Network)  Network Automation (NA)  Release Control (RC)  Storage Essentials (SE/SRM) Universal CMDB (UCMDB) and Discovery & Dependency Mapping ae (DDMae) Cost Effective ITSM Transformation_24.pptx Software-as-a-Service - 34 -
  • 35. Service Operation – case summary Service Operation Not In Place Service Operation In Place Case #1 - Unsuccessful Case #2 - Successful Multiple incidents occurred that shut Incidents occur from time to time but down operation of the site minimally impact ongoing operations IT blindsided by incidents related to No occurrence of incidents related to how business volumes services are used and consumed Unclear responsibilities and finger Clear ownership over operational control pointing when outages occurred of services and who is responsible US Consulting On-screen S WHT_R1.5V_043008 - 35 -
  • 36. Continual Service Improvement - considerations for Cloud Solutions Process Purpose 7-Step Measure services to proactively Improvement identify opportunities for Process improvement Key Questions To Be Answered Service Reporting Produce and communicate reports What key measurements will be needed for achievements and trends to ensure services are working across the against service levels Cloud? What measurements should be taken by Service Put appropriate metrics into place suppliers to ensure service objectives will Measurement that provide information for be met? proactive decision making What information and reports will we require from our providers? How do we ensure that our providers implement key improvements on a timely basis in line with our business needs? US Consulting On-screen S WHT_R1.5V_043008 How will we work with our providers to proactively improve services? - 36 -
  • 37. The melding of cloud centric approaches with CSI by IT can dramatically speed up realignment and improvement processes Traditional CSI outputs Cloud and CSI outputs • Introduce new service offerings • IT more dynamic and responsive to the needs of the business • Improve existing offerings • Cutting edge applications are rolled • Connects IT with customers out and adopted by the end user at • Improvement space restricted by a much higher rate rigid systems • Additional users and teams will find applications that better meet their requirements US Consulting On-screen S WHT_R1.5V_043008 - 37 -
  • 38. The nature of cloud computing may lead to challenges for CSI such as misalignment between business needs and technical solution Public, Private, and Hybrid Clouds Provider Policies User Requirements Cloud Vendor Existing Alignment Delegation of content Limited product influence Business Needs Outspoken change advocates Establishing KPIs and SLAs with Cloud Vendors helps communicate the expectation that change requests will be acted upon in an US Consulting On-screen S WHT_R1.5V_043008 acceptable manner and time frame 38 - 38 -
  • 39. Continual Service Improvement – Case Summary CSI Not In Place CSI In Place Case #1 - Unsuccessful Case #2 - Successful No provision for CSI activities was in Key measurements for availability and place and IT was reacting to events customer satisfaction are in place and versus controlling them monitored over time Management made the determination Service offerings and number of clients that reasonable improvements could not using those services are continuing to be made and the site was shut down expand Senior management was embarrassed Senior management is receiving by the failed solution accolades for the successful solution US Consulting On-screen S WHT_R1.5V_043008 39 - 39 -
  • 40. Key takeaways  IT is devolving into a network of services that can be provided from anywhere – aided and abetted by advancements in Cloud computing technology  The service mindset that ITIL brings is key to operating in a Cloud world – the disciplines still exist but may have shifted emphasis from the IT Organization to the Cloud Vendor  Continuing to operate as bundles of technologies and capabilities might lead to serious operational risk The ITIL Service Lifecycle and HP software supporting its processes can be leveraged as a design, build, deploy and operate vehicle for constructing Cloud-based solutions! US Consulting On-screen S WHT_R1.5V_043008 40 - 40 -
  • 41. Q&A
  • 42. 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 42 ©2010 Hewlett-Packard Development Company, L.P.
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