Welcome to today's web cast on: Tivoli and the Maximo ITSM Product Set: Integration and Roadmap Sven Strassburg 7 th  Dece...
Agenda <ul><li>Who are we </li></ul><ul><li>Where do we play </li></ul><ul><li>What do we do </li></ul><ul><li>Our archite...
Who we are – MRO Software <ul><li>Founded in 1968 </li></ul><ul><li>Fiscally Sound and Profitable </li></ul><ul><li>10,000...
The Essence of Managing IT Service Management Business Management Asset Management Improved first call resolution Evolving...
The Reason… <ul><li>Supporting Systems </li></ul><ul><ul><li>Numerous “niche” systems </li></ul></ul><ul><ul><li>Excessive...
The Desire….. <ul><li>Supporting systems </li></ul><ul><ul><li>Rational suite </li></ul></ul><ul><ul><li>Architecturally m...
What we do Provide broad, best-in-class capabilities for the management of critical assets & supporting processes that dri...
Maximo 6.2 Maximo Asset and Service Management Solutions Maximo Packaging Options Maximo Industry Solutions IBM Maximo for...
Maximo ITSM Value Proposition Maximo ITSM enables IT organizations to manage, on a single unified platform, the critical I...
<ul><li>Request a service </li></ul><ul><li>Self Service” capabilities </li></ul><ul><li>Search for Knowledge/Solutions/FA...
<ul><li>Incident logging and detection </li></ul><ul><li>Classification and initiating activity  </li></ul><ul><li>Investi...
<ul><li>Problem and error control </li></ul><ul><li>Rout cause analysis </li></ul><ul><li>Work round identification </li><...
<ul><li>SLA application is used to encapsulate the business goals as they apply to the IT infrastructure, to ensure that c...
<ul><li>Identification, Assessment and Authorization </li></ul><ul><li>Identify and Classify RFCs </li></ul><ul><li>Planni...
The Business of IT IT Asset Management CMDB Customers / Stakeholders Governance & Delivery Security Firewall Identity Mana...
The Business System for IT: Maximo ITSM IT Asset Management CMDB Customers / Stakeholders Governance & Delivery Security F...
Architectural Components
High level system architecture
Architectural Components The only Strategic Asset Management solution to be Java Verified™ by Sun Microsystems Enhanced Ce...
Integration
Interoperable <ul><li>Powerful Integration Framework </li></ul><ul><ul><li>Native, message based XML integration </li></ul...
TEC Initiation Process
Discovery
Tivoli Configuration Manager and TADDM
Road Map
Product solutions today – distinct MRO Software  Maximo Maximo Enterprise Asset Management Maximo Service Desk Maximo  App...
Product solutions going forward Operational  Management  Process    Management  Best Practices & Services Maximo *Product ...
Current Software Offerings Q4 2006 IBM  Maximo  EAM & Industry Solutions IBM Maximo  Asset Management for IT Software Conv...
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  • JVM = Java Virtual Machine: Using IBM J9 – Needed only for PDAs Packaging TBD
  • Pre discovery call shared with me your concerns in these areas What do I own? Where is it deployed? How much does it cost? Is it secure? Is it supporting my company’s/agency’s mission?
  • Slide Seven – An Opportunity for Improvement… While this slide may been seen as a negative – it should be presented as a positive. The opportunity for improvement is to take the commonly found approach to asset management (as outlined in the two sets of bullet points) and introduce a new concept (strategic asset and service management) designed to facilitate improvement in both business and IT operations. It is important for the speaker to understand the MRO Software Asset and Service Management maturity model. Most organizations will be somewhere between level two and level three – the maturity model concept presents a great construct to talk through the “opportunities for improvement”. The points below are not exclusive to each other, rather they are generally related and one must work to improve several, if not all, points in order to improve. Use this slide to outline the common approach that “we see across many industries”. As with other slides, the speaker should highlight areas that will likely create an emotional stake with the audience – ideally based upon discovery information. The speaking notes below provide examples in order to help set a vision for the audience – remember not to get too detailed unless you have specific information Business processes are fragmented – business processes for asset management (operational and IT) are most likely fragmented to some degree. This means that an end to end business process, such as managing the lifecycle of an IT asset, has gaps in it where information is not seamlessly passed from one step to another – thus limiting productivity and governance. Example: simplified work planning business process – does the demand for work move freely and proactively to a work planner who determines the relative priority of the demand against known and predicted demand, then to a scheduler who determines the appropriate resources (materials, people, tools, etc…) for the job, and then to a crew foreman who executes. The key point with this example is (a) how much time is wasted (time to be gained) in the current environment in “just this one example”. Business processes are minimally standardized – with the advent of new regulations such as Sarbanes-Oxley, and the historical desire to standardize to improve, the benefits (and risks) of process standardization are great. The issues with the current environment relate to (a) an ability to standardize because of too many niche systems, and / or (b) the lack of an enterprise-wide standardization program that analyzes processes, develops goals, and then develops internal best practices. Example: simplified procurement process – does the procurement process proactively enforce a common set of buying criteria, including centralizing demand – moving appropriately up (and down) the chain of approvals based upon a common best practice. Are the processes able to be tested and audited? The key point with this example is (a) what are the opportunities (and risks) with the current approach to procurement – standardization clearly offers significant benefits in the areas of leveraging spend to create a better economy of scale, and managing risk. There is limited alignment with business goals – regardless of the capex and opex spending potential; businesses are always making investment tradeoffs and operational decisions that impact potential industry earnings. The ability to understand the service provided by an asset, or a group of assets, and its impact on the business is critical. This knowledge, or lack thereof, offers tremendous opportunities for most organizations. Example: how is demand for corrective work managed – in many organizations corrective work is often dispatched in the order in which it was received. In reality, sequential order is rarely an appropriate yardstick to measure the relative priority of work. In order to effectively prioritize and dispatch work, an organization must know the service(s) provided by an asset, and the relative priority of each. A contextual example here works very well – e.g. end of a quarter – two servers crash, one is the corporate intranet, and the other is for the financial system – which one should be restored first? Numerous niche systems – in line with the fragmented business processes message, niche systems help create an environment where business processes naturally fragment. However, the key point here is the cost of managing the niche systems today (current maintenance / productivity cost) and tomorrow (technology platform, ability to adapt and standardize). Speaker might mention that nearly 80% of Fortune 2000 companies have are taking steps to rationalize, simplify, and prepare their systems for the next phase of growth. Example: vertically integrated utility – most likely the utility will be using different systems for work and asset management in each business (nuclear, fossil, t&amp;d, facilities, etc…), in addition when one digs down an additional layer there are almost always numerous niche and “homegrown” systems. Calibration is a great example of a niche application. This is a particular example in which good discovery information can deliver a very contextual and powerful example. Excessive overlap – a natural circumstance of “system sprawl” and the usage of both niche and erp applications is the overlap that exists to support business processes (especially when processes are fragmented). Overlap eats up valuable IT resources and budget, as well as reinforcing a process environment that is fragmented. Example: the obvious example here is to compare Maximo Enterprise Suite with the current environment that is almost certainly using various systems to support the six primary business processes relating to managing IT and operational assets (asset, work, inventory, procurement, contracts, and service management). The key point here should be (a) ability to improve operations through standardized processes and united business processes, while (b) leveraging a platform that fits in a rational enterprise application portfolio. Difficult to manage data – an offshoot of the niche system point, with data in various niche, homegrown, and even erp databases – how can anyone have visibility and control? This also ties back into the standardization argument as any standardization of business processes requires knowledge of data (and an ability to transform it). Example: procurement spend for asset management – if data on spend and demand is not standardized and located in various data sources, how efficient can purchasing make decisions that relate to real dollar savings (or cost)? The key point here is that a holistic approach to asset management is key, from an IT and operational standpoint. Limited agility – agility is the ability for a system to adapt to a changing business environment in order to continue full support for business processes. Agility relates to two key factors (a) technical agility driven by a modern technology platform, and (b) process agility driven by a business process engine (workflow) that can adapt and revision itself in a very simple manner. Depending upon the competitor, or incumbent, one might also mention the continued ability to upgrade a system versus becoming “release locked”. Example: your discovery should find a recent regulatory, competitive, or other business issue affecting the audience, or their industry. Use the example to show how they might be doing it today (customization, custom apps, etc.) versus how they could do it (leverage platform to extend and configure). The segway to the next slide is the concept, and the solution, that is enabling organizations like yours to seize the inherent opportunity.
  • Slide Eight – Strategic Asset and Service Management First, define strategic asset and service management as “Strategic Asset and Service Management are the processes and practices used to optimally manage the performance of an asset according to the expectations and requirements of the business”. As mentioned in slide seven, these points do not exist individually in a vacuum, they are all related. Speaker should outline the strategic asset and service management concept by presenting a vision around each bullet points (same as previous slides) – use salient industry examples where possible – speaker may choose to relate these points back to “opportunities” presented by current state (e.g. the examples mentioned on slide seven). Single set of business processes, supporting business and IT operations – unify business processes to enable visibility and control, while allowing for specific requirements where needed. Aligned with business goals – understand assets, the services they provide, and the relative impact on operations. Standardized processes – single system, on modern technology platform, along with better data control enables organizations to create and implement standardized best practice business processes. Rational suite – a modern platform to optimally manage assets in order to meet business performance requirements. Architecturally modern – built solely on standards-based technologies, an architecture that fits into a modern enterprise application portfolio. High degree of agility – eliminate IT sprawl and leverage platform and business process engine to adapt as required. Segway to the next slide is the “so what” – what can the organization expect from SA/SM but done in the context that it is not an option, the opportunity is so great that the organization is at risk if they don’t move.
  • No product overview would be complete without a foray into the realms of technical architecture… This slide is intended only to give a high level flavour of our technology stack and to be used to explain how MRO Software’s solution set can fit into an organisations existing IT environment. Points of note include the inclusion of a fully functional web based reporting solution as part of our offering – many competitors require their customers to purchase this as a standalone module or buy a third party solution to achieve the same level of functionality that we include free of charge. If asked about the differences between the fusion adapters and enterprise adapters it is usually simplest to give a basic explanation to the effect of fusion adapters are primarily used for scheduled bulk imports of data from third party systems, whereas the MEA is used for real time bi-directional integrations with external solutions using industry standard formats and protocols. Note: Our out of the box email integration has been omitted from this diagram for clarity (it may well make an appearance in future versions) so it is sometimes useful to explain that email exchanges can be used for a quick and dirty integration technique in addition to its traditional usage as a notification mechanism… Please be sure to check the latest version of the product compatibility matrix (available online at the MRO Software support site) for current details of O/S, Web server, J2EE platform and RDBMS support and compatibility.
  • Maximo business processes are encapsulated into distinct, reusable horizontal components such as Assets, Work Orders, Inventory, and Purchase Orders. Maximo has a multi-tiered vertical application model in which presentation, business logic, and database access layers are separate layers. Keeping each tier separate limits the extent to which any individual component is impacted by change or replacement of another component, or by its use in a new context. This makes tailoring or extending Maximo functionality relatively easy to do, and limits the impact of change to the individual components that are being modified.
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    1. 1. Welcome to today's web cast on: Tivoli and the Maximo ITSM Product Set: Integration and Roadmap Sven Strassburg 7 th December 2006
    2. 2. Agenda <ul><li>Who are we </li></ul><ul><li>Where do we play </li></ul><ul><li>What do we do </li></ul><ul><li>Our architecture </li></ul><ul><li>Our current interfaces to Tivoli Solutions </li></ul>
    3. 3. Who we are – MRO Software <ul><li>Founded in 1968 </li></ul><ul><li>Fiscally Sound and Profitable </li></ul><ul><li>10,000+ customers </li></ul><ul><li>Web Architected since 2001 </li></ul><ul><li>EAM Leadership for more that 12 years </li></ul><ul><li>8 Years of ITAM Leadership </li></ul><ul><li>Verified for ITIL Service Support Enhanced </li></ul>Experienced Proven Secure
    4. 4. The Essence of Managing IT Service Management Business Management Asset Management Improved first call resolution Evolving from a reactive to a proactive support center IMAC Change Process Knowledge Management Meeting your Service Level Agreements Outsourcing Alignment with Agency LOB Objectives Smaller budgets, increasing expectations Transform IT into a valued business partner Governance & regulatory compliance Is my IT Infrastructure Secure? Having an accurate inventory of IT assets Do I have too few or too many software licenses?“ Configuration Management, (CMDB)
    5. 5. The Reason… <ul><li>Supporting Systems </li></ul><ul><ul><li>Numerous “niche” systems </li></ul></ul><ul><ul><li>Excessive overlap </li></ul></ul><ul><ul><li>Difficult to manage data </li></ul></ul><ul><ul><li>Limited agility </li></ul></ul><ul><li>Business Processes </li></ul><ul><ul><li>Fragmented </li></ul></ul><ul><ul><li>Limited standardization </li></ul></ul><ul><ul><li>Limited alignment with business goals </li></ul></ul>OPERATIONAL ASSETS IT ASSETS
    6. 6. The Desire….. <ul><li>Supporting systems </li></ul><ul><ul><li>Rational suite </li></ul></ul><ul><ul><li>Architecturally modern </li></ul></ul><ul><ul><li>High degree of agility </li></ul></ul><ul><li>Business Processes </li></ul><ul><ul><li>Single set, supporting business and IT operations </li></ul></ul><ul><ul><li>Aligned with business goals </li></ul></ul><ul><ul><li>Standardized </li></ul></ul>ASSETS SERVICE MANAGEMENT SERVICE MANAGEMENT
    7. 7. What we do Provide broad, best-in-class capabilities for the management of critical assets & supporting processes that drive the business Production Equipment Transportation Assets Facilities IT Hardware and Software <ul><li>Power generation equipment </li></ul><ul><li>Refineries, chemical plants </li></ul><ul><li>Manufacturing lines </li></ul><ul><li>Corporate buildings </li></ul><ul><li>Hotels, hospitals </li></ul><ul><li>Airports, government facilities </li></ul><ul><li>Rail, rolling stock </li></ul><ul><li>Over-road vehicles </li></ul><ul><li>Ships, aircraft </li></ul><ul><li>Servers, laptops, network devices </li></ul><ul><li>Software configurations, licenses </li></ul><ul><li>Help desks </li></ul>We Enabling Operational Efficiency and Consolidation
    8. 8. Maximo 6.2 Maximo Asset and Service Management Solutions Maximo Packaging Options Maximo Industry Solutions IBM Maximo for Transportation IBM Maximo for Oil & Gas IBM Maximo for Life Sciences IBM Maximo for Nuclear Power IBM Maximo for Utilities IBM Maximo SLA Manager IBM Maximo Change Manager IBM Maximo Contract & Procurement Manager IBM Maximo Incident & Problem Manager IBM Maximo Asset Management IBM Maximo Asset Management Standard Edition IBM Maximo Mobile Suite IBM Maximo Integration Products IBM Maximo Asset Navigator IBM Maximo Instrument Calibration Manager IBM Maximo Adapter for Microsoft Project IBM Maximo Online Commerce System IBM Tivoli Service Desk IBM Maximo Asset Management for IT Maximo Discovery
    9. 9. Maximo ITSM Value Proposition Maximo ITSM enables IT organizations to manage, on a single unified platform, the critical IT business processes needed to deliver optimal service. SLA Management Inventory Management Contract Management Procurement Management Asset & Configuration Management Change & Release Management Incident & Problem Management CMDB
    10. 10. <ul><li>Request a service </li></ul><ul><li>Self Service” capabilities </li></ul><ul><li>Search for Knowledge/Solutions/FAQs </li></ul><ul><li>Status updates of Request </li></ul><ul><li>Email integration </li></ul><ul><li>Goal : capture info and determine if/what next step </li></ul>Service Request
    11. 11. <ul><li>Incident logging and detection </li></ul><ul><li>Classification and initiating activity </li></ul><ul><li>Investigation and diagnosis </li></ul><ul><li>Business service and criticality identification </li></ul><ul><li>Resolution and logging of work rounds </li></ul><ul><li>Knowledge/Solution/FAQ creation and maintenance </li></ul><ul><li>Quick Recovery </li></ul><ul><li>Goal : restore Service to customer ASAP </li></ul>Incident Management
    12. 12. <ul><li>Problem and error control </li></ul><ul><li>Rout cause analysis </li></ul><ul><li>Work round identification </li></ul><ul><li>Identify transition solution </li></ul><ul><li>Creation and maintenance of a Known Error database </li></ul><ul><li>Implementation of remedial action to prevent issues from reoccurring </li></ul><ul><li>Trend analysis </li></ul><ul><li>Proactive problem management activities </li></ul><ul><li>Goal : root cause analysis to resolve Problem and prevent future occurrence of other Incidents </li></ul>Problem Management
    13. 13. <ul><li>SLA application is used to encapsulate the business goals as they apply to the IT infrastructure, to ensure that critical business services are maintained and improved over the duration of these agreements. </li></ul><ul><li>SLA must be: </li></ul><ul><li>Reasonable </li></ul><ul><li>Appropriate </li></ul><ul><li>Measurable </li></ul><ul><li>Achievable </li></ul><ul><li>And incremental </li></ul>Service Level Management
    14. 14. <ul><li>Identification, Assessment and Authorization </li></ul><ul><li>Identify and Classify RFCs </li></ul><ul><li>Planning and Scheduling </li></ul><ul><li>Implementation and Review </li></ul><ul><li>Emergency RFC </li></ul><ul><li>Its about a controlled and understood process that includes 1 or more approval stage to making planned alterations to the technology infrastructure in line with supporting business goals </li></ul><ul><li>Goal : Standardize Change process and minimize Change-related Incidents </li></ul>Change Management
    15. 15. The Business of IT IT Asset Management CMDB Customers / Stakeholders Governance & Delivery Security Firewall Identity Management Desktop Protection Mail / Spam Control Spyware Management Vulnerability Assessments Intrusion Prevention Business Process Management KPI’s Financials Supporting Services Infrastructure Mgt Service Support Service Level Mgt & Escalations Project Portfolio Management Cost Management Self - Service Incident Management Problem Management Change Management Release Management Service Impact Analysis Applications Networks – Data Operations Storage / Data Networks – Voice NSM Contract Management Procurement / Provisioning Inventory Management Reconciliation Configuration Management Preventive / Predictive Maintenance Discovery IMAC’s Electronic Software Distribution Skills & Certifications Time / Availability Root Cause Failure Analysis Planning / Scheduling Work Management Continuity Management Asset Repository Configuration Items Mainframe Mobile Request Management Knowledge Management Availability Management Intrusion Detection
    16. 16. The Business System for IT: Maximo ITSM IT Asset Management CMDB Customers / Stakeholders Governance & Delivery Security Firewall Identity Management Desktop Protection Mail / Spam Control Spyware Management Vulnerability Assessments Intrusion Prevention Business Process Management KPI’s Financials Supporting Services Infrastructure Mgt Service Support Service Level Mgt & Escalations Project Portfolio Management Cost Management Self - Service Incident Management Problem Management Change Management Release Management Applications Networks – Data Operations Storage / Data Networks – Voice NSM Contract Management Procurement / Provisioning Inventory Management Reconciliation Configuration Management Preventive / Predictive Maintenance Discovery IMAC’s Electronic Software Distribution Skills & Certifications Time / Availability Root Cause Failure Analysis Planning / Scheduling Work Management Continuity Management Asset Repository Configuration Items Mainframe Mobile Request Management Knowledge Management Availability Management Intrusion Detection Service Impact Analysis
    17. 17. Architectural Components
    18. 18. High level system architecture
    19. 19. Architectural Components The only Strategic Asset Management solution to be Java Verified™ by Sun Microsystems Enhanced Certification
    20. 20. Integration
    21. 21. Interoperable <ul><li>Powerful Integration Framework </li></ul><ul><ul><li>Native, message based XML integration </li></ul></ul><ul><ul><ul><li>Compatible with current industry standards (OAG, WSI) </li></ul></ul></ul><ul><ul><ul><li>Designed to fit centralized EAI strategy </li></ul></ul></ul><ul><ul><ul><li>Exposed as Web Services </li></ul></ul></ul><ul><ul><li>“ Loosely Coupled“ - supports the evolution of platforms, communication protocols, and business process changes </li></ul></ul><ul><ul><li>Out-of-the-box integration </li></ul></ul><ul><ul><ul><li>ERP- Oracle, SAP, </li></ul></ul></ul><ul><ul><ul><li>E-Commerce – OCS </li></ul></ul></ul><ul><ul><ul><li>Standard – ERP, E-Commerce, others… </li></ul></ul></ul><ul><ul><li>User Interface Integration </li></ul></ul><ul><ul><ul><li>Portals </li></ul></ul></ul>
    22. 22. TEC Initiation Process
    23. 23. Discovery
    24. 24. Tivoli Configuration Manager and TADDM
    25. 25. Road Map
    26. 26. Product solutions today – distinct MRO Software Maximo Maximo Enterprise Asset Management Maximo Service Desk Maximo Applications Maximo Data Repository and Process Tooling *Product names are not final and could change without notice IBM Tivoli IBM Service Management Operational Management Service Management Platform Process Management Best Practices & Services
    27. 27. Product solutions going forward Operational Management Process Management Best Practices & Services Maximo *Product names are not final and could change without notice Service Management Platform IBM Service Management Maximo Asset Management Tivoli Service Desk Maximo Applications <ul><li>Existing EAM applications run as before, no impact whatsoever </li></ul><ul><li>Richer converged data model to include IT Assets and relationships </li></ul><ul><li>Integration with other data sources for expanded Enterprise and IT consolidation </li></ul>
    28. 28. Current Software Offerings Q4 2006 IBM Maximo EAM & Industry Solutions IBM Maximo Asset Management for IT Software Convergence View* Maximo Enterprise & Industry Solutions Maximo SLA Manager Maximo Service Desk Maximo ITAM Maximo Change Manager *Product names are not final and could change without notice Included in all IBM Maximo Products IBM Maximo Change Manager IBM Maximo Asset Management IBM Maximo Industry Solutions IBM Tivoli CCMDB IBM Tivoli Release Process Manager IBM Tivoli Service Desk IBM Tivoli Service Desk IBM Tivoli Service Catalog Mid 2007 IBM Tivoli Release Process Manager IBM Tivoli CCMDB
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