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Similar to Fusion - BMC Service Assurance & Automation
Similar to Fusion - BMC Service Assurance & Automation (20)
Fusion - BMC Service Assurance & Automation
- 1. Fusion & BMC The Platform of Choice for Business Service Management
- 4. Business Service Management A Framework for BMC solutions
- 5. BSM is a comprehensive approach and unified platform for Service Management © Copyright 01/17/10 BMC Software, Inc. Manage the Business Manage infrastructure to support the business Manage support functions and processes Financial Management Vendor Management Project and Portfolio Management Human Capital Management Governance and Compliance Service Desk Service Request Management Change and Release Management Asset Management Identity Management Predictive Analytics Performance, Availability and Recovery Application Problem Resolution Event and Impact Management Capacity Management Enterprise Scheduling Application Release Management Configuration Automation Configuration Audit and Compliance
- 7. BMC Service Assurance Global Leader for Analysis, Monitoring and Business Service Correlation
- 10. Event and Impact Management Integration Atrium Orchestrator BSM Application Integration Remedy IT Service Management BSM Dashboards Third-Party Event Adapters BMC BladeLogic Operations Manager BMC Event & Impact Management BMC Service Impact Manager BMC Event Manager BMC and Third Party Monitoring BMC Application Performance & Analytics
- 14. BMC Service Automation Infrastructure Management & Application Release Management
- 15. Key Trends in the Data Center… © Copyright 01/17/10 BMC Software, Inc. Source: IDC 50 100 150 200 250 0 Spend $ Billions 1999 56% 44% 2006 67% 33% 71% 2010 29% It costs more to MANAGE a server than to buy it Server Management and Administration Spend New Server Hardware Spend
- 17. “The Perfect Storm” in the Data Center © Copyright 01/17/10 BMC Software, Inc. PAIN Costs 3X more to manage a device than to buy one 90% of breaches are from known vulnerabilities Application releases are late 60% of the time 80% of downtime caused by mistaken configurations
- 18. BladeLogic – Infrastructure Management Configuration Automation Unified Architecture Enables Policy-Based Automation Disjointed Architecture Bare-Metal Provisioning Patching Software Distribution Scripts Vulnerability Assessment Auditing Inventory Change Tracking Configuration Automation Compliance Compliance BladeLogic’s Architecture Existing Server Mgt
- 19. Application “Packaging” Process - - Platform Specific Packaging Tools Build Manager (Scheduler) PVCS Tracker IBM Rational Clearquest Source Control Compiler ANT Make CVS Subversion System V (Solaris) MSI (Wintel) RPM (Linux) Custom Scripts (Unix) Package Deploy to “Environment” Manual BladeLogic Application Release Manager
- 22. Typical current release process © Copyright BMC Software, Inc. The application works in the dev and test environments. The application does NOT work in production. Something is changed directly on production servers (e.g. a new library version). The application now works in the production environment as well. Application Local setting (e.g. new library version)
- 23. Potential problems - 1 © Copyright BMC Software, Inc. The application works on the original production server. This depends on the undocumented change which was made there. The application does NOT work on other production servers where the change has not been made. This is despite the fact that the documented state of these servers is identical. This may happen for instance with minor version upgrades. Application Local setting (e.g. new library version)
- 24. Potential problem - 2 © Copyright BMC Software, Inc. The original application works on the modified production server. Other applications do NOT work on the modified server, as the undocumented change made on that server conflicts with those applications’ settings. Application A Application B Local setting (e.g. new library version)
- 25. Release Process with BladeLogic © Copyright BMC Software, Inc. The application now works in development, test and production environments. All required settings are documented and can be applied in a single step. BLpackage The application’s installer is included in a BLpackage, which also contains all the settings necessary for correct operation of the application. BLpackages may also contain other objects, e.g. scripted actions required to activate changes. Application Setting (e.g. new library version Action (command, script, …)
- 26. Application/Release Rollback © Copyright BMC Software, Inc. Currently (without BladeLogic): With BladeLogic: The current process for rolling back an application installation requires the application to be completely uninstalled before an older version can be reinstalled. This process does not include rollback of other changes to the system (e.g. configuration files, running services, etc.). This means that there is no guarantee that the final state of the system is the same as the initial state. The process for rolling back installation of a BLpackage restores the previous system configuration without scripting. The automation of this process ensures that the same steps will be taken for each installation or rollback. Application 1.0 Install Application 1.1 Reinstall Application 1.0 Remove Application 1.1 BLpackage
- 29. Why BladeLogic? © Copyright 01/17/10 BMC Software, Inc. Reduce the risk of change Maintain uptime and predictable operations Ensures Continuous Compliance Reduce security breaches Reduce the time and cost of audits Reduce the Time-to-Deploy Services Rapidly respond to ever-changing business requirements Lower Unit Cost of Management Lower and control OPEX costs
- 31. Case Study: Server & App Automation © Copyright 01/17/10 BMC Software, Inc. Chicago Mercantile Exchange The world’s largest trading exchange – proprietary GLOBEX application processes 18 million orders and executes 6 million trades per day Before BMC (2003) With BMC (2007) Servers 900 3,500 Applications 50 200 Administrators 20 28 Server:Admin Ratio 45:1 125:1 Server Configuration Outages 2 Major None SOX 404 Solution None Fully Compliant App Changes (Weekly) 200 (40 critical servers x 5 changes per week) 60,000 (1,500 critical servers x 40 changes per week) Changes:Admin Ratio 10:1 2,142:1
- 32. Case Study: Server & App Automation © Copyright 01/17/10 BMC Software, Inc. Telecom Italia The Largest Telco in Italy and Top 5 In Europe Before BMC (2006) With BMC (2008) Servers 4,500 7,000 Cost / Incident € 435 € 295 Operational Compliance 30% (Manual) Fully Compliant App Release Success Rate 38% 94% Time to Diagnose Incident 2 Days 90 Minutes
- 35. BMC customer case-studies CARFAX cut downtime in half, eliminated licensing and maintenance for servers no longer in use, realized an ROI of 285% and payback of seven months International Trucking increased job processing by 500% and manages 500,000 more jobs per month without adding staff Dresdner Kleinwort centralized planning and budgeting, increased transparency for IT spend, reduced cost centers by 90%, and achieved a first-year savings of 3M Euros Mutual of Omaha saved over $4M in critical business application downtime, reducing customer-impact problem tickets by 69% and downtime by 66% in the first year Cap Gemini deployed reduced server auditing and patching effort from 45 hours per month to one hour . Fault diagnostics takes 3 minutes per server, down from 37 minutes E*Trade is saving more than $4M in revenue annually by using incident prioritization to reduce unplanned downtime by 75 percent UBS reduced outage time for mainframe database changes by 97% Motorola consolidated to company-wide change process & Incident process, providing 30% reduction in MTTR , 60% reduction in unplanned outage time impacting users, and realized $11M in savings
Editor's Notes
- Key points: -- BSM encompasses key functions in the IT organization: plan, support, and operations -- BSM covers a broad range of capabilities within each of these departments -- equally important, BSM is about bringing these functions together, and overall, bringing IT closer to the business services that it supports BSM is in part, about is the ability to bring together information and processes from across your IT organization. Implicit in this is the ability to cover a significant cross-section of functions within these organizations. BSM covers the key functions across your organization you rely on the most. Many IT organizations are building up planning and business operations organizations, sometimes characterized as a program management office, other times it's found in the business operations office. For these people we have seen the need to pull together information that has never been put together into a single view before. Therefore, our approach for the planning organization encompasses the five areas that you see on the slide. IT support is one of the areas that BMC has been supporting for some time. So much IT delivery in IT support workflow occurs in this organization, and therefore, in its ability to share information and processes is absolutely critical. BSM addresses these needs and providing a comprehensive workflow system as well as the ability to integrate this kind of information IT operations is in many respects the bedrock for IT organizations. It is where the majority of IT spend occurs, and the ability for this organization to do its job efficiently will make or break the success of many IT organizations. Therefore, it is more critical than ever to combine IT operations functions, moving away from "random acts of IT management" and pulling information together so that better decisions can be made, and that those decisions can be automated.
- Key points: -- the BSM blueprint provides a map of capabilities you can build over time -- these capabilities are amplified when you implement BMC atrium -- by pursuing this approach to BSM, you'll be in a better position to make better decisions, cover your entire IT environment, and you will provide an architecture that allows for effective workflow, compliance, and growth BSM from BMC comes together in the graphic that you see here. A few key things to call out, as we don't plan to talk about each of these common sense individually at this time: -- note how some functions overlap each other. This illustrates just how important it is for IT organizations to be able to share information across traditional boundaries -- atrium is positioned in the middle for an important reason, which is that it is central to making a lot of the IT functions integrated, and helps ensure that the right people have the right information at the right time -- this architecture has been designed to provide three things that we believe make BSM from BMC unique in the industry 1. With this architecture, you're able to make better decisions, because the right information and a complete visibility to what you require is available 2. BMC’s unique architecture, largely based on BMC atrium, provides extremely robust workflow, and the ability to manage IT management information 3. BMC’s focus that spans mainframe and distributed, as well as virtual and physical environments allows you to pull together a complete view of your IT organization. You don't need to section it off into various views. This becomes especially important as you perform compliance tasks, and other decision-making tasks that require you to have 100% visibility into the entire breadth and depth of your projects, people, assets, and status of your IT organization.
- Key Points Performing problem isolation and maintaining performance remain in the second tier of concerns; however, Gartner believes that these will increase in importance with rising consolidation ratios and the increasing virtualization of mission-critical applications
- Single architecture leverages Atrium CMDB for event, impact and ITSM Integrated workflow between event identification, incident track and problem remediation Proactive, business-impact based Incident and Problem Management
- Key points: -- BSM can simultaneously address multiple IT business objectives -- these are not theoretical arguments, these are statements based on actual customer successes With BSM, you can make breakthroughs against multiple IT business objectives. Although results may vary, we have seen some pretty consistent patterns of success with business service management, which you can see on the right-hand portion of the slide. Furthermore, we have a number of customers that it significantly exceeded these benchmarks for addressing these highly tangible objectives: IT costs is probably the most measurable metric, and one we have had tremendous success with. Customers will benefit across their planning, support, and operations functions in this area. At Dresdner Kleinwort: Eliminated 20 FTEs, First year savings: $3M Euro . Centralized planning and budgeting efficiency (1,500+ cost centers reduced to 150). Increased transparency resulted in improved governance, more strategically aligned IT decisions and increased credibility (BMC Service Resource Planning) Comcast : BMC Remedy Service Desk has driven Incident and Problem management improvements, allowing a 200% productivity increase for Customer Service staff, increasing first call resolution and MTTR, driving a $50K/day service improvement and overall $18.25M per year saving . AT&T achieved 30 percent savings on elapsed times for billing runs, consolidated monitoring of more than 100,000 jobs per day, reduced scheduling related headcount by 75 percent (BMC CONTROL-M) IT business impact has also been highly proven as result of business service management With BSM, a large European and Latin American bank has reduced the time to deploy new services by more than 50 percent . The bank now manages its infrastructure from a business perspective and has improved both quality of service and IT responsiveness. Further, it has met compliance goals for asset management, driven down third-party maintenance costs, and reduced the number of vendors used. A leading multinational aerospace manufacturer and advanced technology company saved more than $6.5 million dollars and increased customer satisfaction by more than 70 percent by adopting BSM. Quality of service is yet another metric that is very objective, and this is one that we have seen our customers deliver tremendous improvements as a result of applying business service management processes and technology A telecommunications company reduced the manual handling of exceptions from 147,000 on a quarterly basis down to 4,800 , improving its ability to complete jobs in a timely manner and achieve SLA deadlines. The company also reduced the headcount in the scheduling area from 180 down to 25 , resulting in a savings of more than $10M. An Institutional Securities Group achieved 99.9 percent availability , a key performance indicator for a critical business objectives. The customer estimates savings of 50 percent in administration time , and also estimates a savings of up to 30 percent in storage cost avoidance . IT organizations are also able to reduce risk on a number of fronts: A leading manufacturer consolidated multiple processes into a single companywide change process, providing 30 percent reduction in mean time to repair , 60 percent reduction in unplanned outage time impacting users, and an $11M “ savings ” in change management alone. A systems integrator reduced server auditing and patching effort from 45 hours per month to one hour . Fault diagnostics now take 3 minutes per server, down from 37 minutes. A global financial services company reduced outage time for mainframe database changes by 97 percent. U.S. Army Manages compliance and configuration control in a large, multi-vendor data center with BMC. Reduced man-hours by 75%, while improved change success rates from 35% to 95% And finally, through effective implementation of dashboards, and produce and portfolio management processes and technologies, IT has been able to provide transparency both inside the organization and outside the organization, replacing massive spreadsheet drills with management technologies that can immediately rollout resources required to deliver on IT and business objectives. In addition to saving costs, Dresdner Kleinwort demonstrated that with effective use of this technology, they were able to make very clear how the IT agenda aligned with the business agenda, and are even able to reduce the number of cost centers from 1500 down to 150. A Specialized Financial Institution in California initiated a new Vendor Management Office (VMO) leveraging BMC Vendor Relationship Management and saved $350K in the first three months by rationalizing vendors and creating transparency into the vendor portfolio . By deploying Governance and Compliance Management, the CIO and his team eliminated silo-based compliance and automated manual processes, reducing the overall headcount required to manage compliance. (BMC Service Resource Planning) Reduce labor 25% - comes from Forrester Total Economic Impact study: http://www.bmc.com/USA/Corporate/attachments/TEI_CMDB_FINAL_version_2-21-08_V3.pdf Lockheed : Using BMC Remedy ITSM Service Desk Lockheed Martin has seen resolution matching of Incidents increase from 15% to 76% , allowing first call resolution to improve from 91.5% to 96.5% and Customer Satisfaction up from 96.2% to 98.5% … this has driven a $6.5M saving in the first year 1, $1.2M ongoing annual savings. (BMC Service Support) BellSouth : Using BMC Remedy Change Management, Bellsouth has been able to achieved a 55% reduction in cost per event , 91% reduction in manual efforts required for an Incident, and $200K in year 1 and $1.1M in year 2 saved in per event costs. (BMC Service Support) REDUCED FAILED CHANGES 50% reduced failed changes - Forrester Total Economic Impact survey - http://www.bmc.com/USA/Corporate/attachments/TEI_CMDB_FINAL_version_2-21-08_V3.pdf Motorola : Used BMC Remedy ITSM to consolidate Service Desks (25 into 1) handling 100k incidents per month. One companywide change process managing 5k changes per month all based on the CMDB . 30% reduction in MTTR . 60% reduction in unplanned outage time impacting users. $11m “savings” in Change Management alone (first project). $32m “savings” for ITSM when fully deployed. ( BMC Service Support) ACCELERATE ITIL INITIATIVES BBVA: Used BMC ITSM to meet compliance goals for Asset management . Drove down 3rd-party maintenance costs . Reduced number of vendors (CA, Topaz, Tivoli). Time to deploy new service improved more than 50%. (BMC Service Support) Also, this is estimate from implementing Service Management Process Model (SMPM) eTrade : Used BMC Application Performance and Analytics to underwrite its “ 2-second trade guarantee ” and realized 15% Y-Y IT cost reduction by automating event monitoring. The company also patch audited and remediated 2,660 servers automatically in 2 weeks vs. in months. (BMC Service Assurance) A telecommunications manufacturer consolidated to one company-wide change process, providing 30% reduction in MTTR , 60% reduction in unplanned outage time impacting users, and realized $11M in savings An international hospital group has reduced time to resolution for critical incidents by 68% and achieved $1.2M of annualized IT labor savings Mutual of Omaha reduced business application downtime by 66%, decreased customer-impact problem tickets by 70% and saved $4M through productivity gains. Chicago Mercantile Exchange used BMC BladeLogic Operations Manager to improve its administrator to server ratio from 45:1 to 112:1 , effectively handle 40,000 weekly changes and eliminate server configuration outages , and become fully compliant with SOX 404 . (BMC Service Automation) Telecom Italia standardized its policies, automated cross-platform patching and audit and remediation tasks to reduce time and effort by more than 90% . (BMC Service Automation) VirginMobile – reduced audit cycle time from 2 months to 5 days (BMC Service Automation) Intel – handled network security audits and remediation in 30 minutes vs. 60 days (BMC Service Automation) International Trucking manages 500,000 more jobs per month — without adding staff, increased job processing by 500 percent , and realized 5 percent aggregated CPU resource savings (BMC CONTROL-M)
- Key points: -- BMC has a very broad customer base that it has built over 28 years -- in addition to expecting some breakthroughs in cost structures, business impact, and your ability to reduce risk, improve QoS, and , here you can see some cases for customers really got some additional value out of BSM solutions BMC has been delivering business service management for quite a while, and as a result, we have built up a loyal customer base that spans every major vertical, and in every region. Perhaps more important, these customers are truly seen success as a result of implementing business service management. They're implementing things incrementally, doing it quickly, and seen very clear returns on their investments. Here, you can see an example of those customers that are realizing those benefits with business service management