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Day 3   p3 - xs and ec
Day 3   p3 - xs and ec
Day 3   p3 - xs and ec
Day 3   p3 - xs and ec
Day 3   p3 - xs and ec
Day 3   p3 - xs and ec
Day 3   p3 - xs and ec
Day 3   p3 - xs and ec
Day 3   p3 - xs and ec
Day 3   p3 - xs and ec
Day 3   p3 - xs and ec
Day 3   p3 - xs and ec
Day 3   p3 - xs and ec
Day 3   p3 - xs and ec
Day 3   p3 - xs and ec
Day 3   p3 - xs and ec
Day 3   p3 - xs and ec
Day 3   p3 - xs and ec
Day 3   p3 - xs and ec
Day 3   p3 - xs and ec
Day 3   p3 - xs and ec
Day 3   p3 - xs and ec
Day 3   p3 - xs and ec
Day 3   p3 - xs and ec
Day 3   p3 - xs and ec
Day 3   p3 - xs and ec
Day 3   p3 - xs and ec
Day 3   p3 - xs and ec
Day 3   p3 - xs and ec
Day 3   p3 - xs and ec
Day 3   p3 - xs and ec
Day 3   p3 - xs and ec
Day 3   p3 - xs and ec
Day 3   p3 - xs and ec
Day 3   p3 - xs and ec
Day 3   p3 - xs and ec
Day 3   p3 - xs and ec
Day 3   p3 - xs and ec
Day 3   p3 - xs and ec
Day 3   p3 - xs and ec
Day 3   p3 - xs and ec
Day 3   p3 - xs and ec
Day 3   p3 - xs and ec
Day 3   p3 - xs and ec
Day 3   p3 - xs and ec
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Day 3 p3 - xs and ec

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  • 1. IT PERFORMANCE SUITE Focus on Executive Scorecard (XS) and Enterprise Collaboration (EC)Edvaldo CarmoHPSW - IT Strategist LATAM©2011 Hewlett-Packard Development Company, L.P.The information contained herein is subject to change without notice
  • 2. EXECUTIVE SCORECARD(XS)
  • 3. “To measure is to know”"If you cannot measure it,you cannot improve it” Lord Kelvin Peter Drucker
  • 4. HP IT Performance SuitePerform better. UNDERSTAND Execute Systematically SEE ACT IT performance data Secure Proactively Build Faster Operate Simply Store Efficiently outcomes Business IT Continuous improvement IT Analyze in real time Plan >>> >>>>>> Build >>>>>>>>>>>>>>> Operate >>>>>>>>>>>>
  • 5. HP IT PERFORMANCE SUITE SOLUTIONS IT Financial Management Enterprise Security Application Lifecycle Management Configuration, Change and Release Management Closed Loop Incident Management Automated Network Management Service Asset and Configuration Management Cloud Service Automation FOUNDATION PLAN BUILD OPERATE5
  • 6. HP IT PERFORMANCE SUITE PRODUCTS VIEW STRATEGY, PLANNING, AND GOVERNANCE Project and Portfolio Management Application Portfolio Management IT Executive Scorecard Financial Planning and Analysis Center Center SECURITY INTELLIGENCE AND RISK MANAGEMENT Fortify Software Security Center ArcSight Enterprise Threat and Risk Management Tipping Point Intrusion Prevention System APPLICATION LIFECYCLE OPERATIONS INFORMATION MANAGEMENT MANAGEMENT MANAGEMENT Application Lifecycle Management Application Performance Datacenter Automation Management Center Data Protector Quality Center Operations Management HP Integrated Client Automation Center Center Archiving Platform Performance Center Network Management Service Management TRIM Enterprise SOA Systinet Center Center Records Management IT PERFORMANCE SUITE FOUNDATION Universal Configuration Management Database Center6
  • 7. HP IT Performance Suite – Drill Down IT Dashboard CIO Office Define IT goals, objectives and KPIs | Measure performance end-to-end PMO Portfolio and Financial Management IT Finance Manage investment decisions Manage applications, projects, programs, cost and staff resources IT Governance Manage enterprise portfolio Application Security Operations Security Network Static code Dynamic code Security information and event management security security security CISO Correlation and logging Application audit Service Application Lifecycle Mgmt Service Desk Information BSM Service Health Management ManagementCTO Agile Project Management Performance / Usage/ Service Intelligence Consolidated Service model Application Governance DevOps service desk SLA Backup and Requirements Management Application performance CAB Change management recovery Go/ mgmt Development NOC Self Service Catalog Archiving No Go System Management DESIGN BUILD Asset Records management Quality Management Network Management Management Functionality | Performance eDiscovery Quality Orchestration Security Assurance Service Virtualization Service Automation IT Operations Server | DB & middleware | Network | Storage Test Data Management | Client Configuration Management System (Federated & integrated 7 CMDB) | Automated discovery & dependency mapping
  • 8. HP software approachBring order to the chaos PMO Finance Project team A Project Team B Development QA Operations Demand management Resource management Project proposals Business Service & Asset Mgmt Budgeting/Financial Management Investment portfolio management Project scheduling/Time tracking HP ITPS Application lifecycle & Portfolio Mgmt Issues, risks, scope changes Service desk or 3rd party integrations Operational Reporting Strategic & Analytics Reporting Environment
  • 9. Classification of Key Measures Agile IT BALANCED Strategic Key Goal Indicators SCORECARD Optimized Available, Responsive, Secure Critical Success FactorsImpact Efficient, Effective, Quality, Progress, Key Performance Indicators Utilization, Compliant IT PROCESS HEALTH DASHBOARDS FCR Rate, MTTR, Failed RfC, Calls, Abandon, Key Performance Metrics Cycle Times, MTBI, Cost per Call RFC, FTEs, CIs, Incidents, Problem, Breaches, MAC, Wait Key Fact MetricsTactical Times, # of Calls, Down Time, FUNCTIONAL & PROCESS Real time tickets –Monitoring Integrations, Incidents/Changes,…, Projects Dashboards Risk/Issues, processes running…. 9 15 March 2012
  • 10. Alignment of Key Measures Key Goal Indicators Strategic Management Executive KGI CSF Process/ServiceImpact Critical Success Factors Owner Key Performance Metrics KPI Process/Service Management Key Performance Indicators KPM Key Fact Metrics Tactical KFM 10 3/15/2012
  • 11. Scorecard Perspective Example• KPIs contributing to goals in the ‘Customer’ perspective
  • 12. Out of the box KPIs LEGEND PPM FPA BSM SLM AM SM External Partial List (BSM & SM) % software Business % projects % assets cost Reduce cost licenses service cost cost reduction reduction in use reduction IT Value ` % unhealthy % actual vs. Avg. cost of IT % IT POR Stewardship of IT projects budget planned delivery per vs. total investment risk costs customer revenue % projects Alignment with associated with CAPEX vs. Innovation business strategy business OPEX delivery objectives Average % service Improve service service performance MTTR MTBF delivery performance availability not met Customers % of met % of Improve customer % of met SLOs for IT Incident satisfied satisfaction SLAs process outages customers activities % of % of project % of % projects with % of Improve project deviation of tasks on projects on unresolved healthy execution time time urgent issues planned projects hours Time-to-market: % problems Improve Avg. project % interactions % incident Avg. time to ProblemExcellenceOperation new products / % of FCR resolved within responsiveness services initiation time in backlog aging procure required time queue rate al % unauthorized Avg. age of Achieve process % reopened % escalated % urgent % outages due % SLA % assets in % problems implemented % SLAs coverage hard-ware excellence incidents incidents changes to changes expirations changes maintenance assets with RC Improve staff Employee % satisfiedOrientatio satisfaction turnover employees Future % project n % employees Improve staff % employee exceeding effort by % of FTE effectiveness utilization rate leadership external competency model resources
  • 13. Leveraging HP Knowledge to Value Driven by persona business challenges Based on industry standardsAligning IT objectivesto persona business challenges Benchmarking The HP IT Unified Dashboard Data Model Pages (f.k.a.BTO Data Model)
  • 14. Executive Scorecard Architecture Executive Scorecard KPI Explorer and Scorecards, KPIs, Analytics Dashboards Benchmarking analytical processing KPI Studio and Library KPI Engine Collaboration BO Webi Xcelsius Cost Incident Customer Vendor SLA Service Mobility Project Asset HP Unified Data Model Change Contract DeploymentConfiguration Administration, ETL Data Warehouse ETL Metadata Studio, Stewardship ETL Gen Security Data Integration and HPLN BO Data Services ConsolidationSecurity QC/ALM CMDB 3’rd Party BSA BSM AM PPM SM ERP
  • 15. HP Executive Scorecard• Your IT Performance Management single source of truth KPI Architecture to support continuous business improvement Extensible IT Data Warehouse Open data model and studio for KPI expansion and customization Out-of-box persona dashboard views, scorecards, KPIs, analytics and IT Data Model Personalized and customizable UI Improve Collaboration in IT
  • 16. Business Value Framework – BankingONGOINGBUSINESS GOAL SHAREHOLDER VALUE MARKET POSITION EARNINGS PER SHARE CAPITAL ADEQUACY EXECUTIVE KPIs --------------------------- ---------------------------- ---------------------------- (Direction) (Become #1 in Retail Revenues) (Increase 3 cents Yr-on-Yr) (Tier 1 Ratio > 13%) CORE Financial REVENUE COST CAPITAL KPIs ---------------- ---------------- --------------- (Direction) (Non-Interest Income up 6% Yr on Yr) (Reduce Non-Interest Expense by $2bn) (Reduce Loan Loss Provisions by 15% YoY) BUSINESS INITIATIVES (Strategy/Priority Repair Reputation & Focus on the Customer Improve Operational Efficiency Manage Risk Language) Increase Products/Customer from Decrease Efficiency Ratio from Reduce Data Center Unit Costs Reduce Non-performing Loans 5-8 50%-45% from 3.25c – 2.75c from 3.1%-2.7%, OPERATING KPIs Increase SoW from 30%-50% “One Point of Truth” -------------------- ------------------------------------- ------------------------------------- ------------------------------------- ------------------------------------- PROCESS/ Cross-selling/Up-selling Channels Retail Product Processing Infrastructure Management Customer Information , & FUNCTION Customer Information Mngt. Enterprise Risk Mngt. Branch/ Channel Core Banking/ Converged Infrastructure Information Optimization Transformation Applications Transformation Cloud Enterprise SecurityIT Initiative Supported by HP Software
  • 17. Where to Start and how to get thereHP Software Strategic Services Current state Build and transition Desired state Sub-projects Current state Analyze Maturity m +x Define strategy Objectives and metrics ROI Build roadmap (supported by Desired state business-cases/ROI) Architect - meet your objectives Validate results/value Maturity m Plan, Design, Build, MigratePeople-Process-Technology Value Realization People-Process-Technology Project, change, quality, architecture, governance and value realization
  • 18. Comprehensive AnalysisMaturity & Pain Point Assessment for People, Process, Technology Point of view charts provide critical insight into current and future needs to achieve key business and IT objectives18 HP Confidential
  • 19. Detailed RecommendationsRoadmap, End to End Solution Blueprint, Business Case Analysis Complete roadmap with documented initiatives and solution blueprints provide step by step planning recommendations with value proposition and ROI HP Confidential
  • 20. Better IT performance means better outcomes • Actual results from HP Software customers Improve service to Realize cost customers efficiencies Over $1.2 million in recurring tangible30% increased productivity (project team) savings per year in audit costs3x improvement in first call resolution rates 57% reduction in IT project scope changes 66% reduction in unplanned failure rates $5M/yr saved by cutting mean time to resolution900% faster recovery from business critical to seconds outages $19M/yr saved through 50% lower software testing costs 95% reduction of Sarbanes-Oxley audit sample points $32M/yr saved in change management labor costs HP Confidential
  • 21. END RESULTS Common vision and Plan Alignment across the organization Consensus on current and future maturity levels Clear path forward to achieve critical goals Quantified value proposition Partnership with HP21
  • 22. ©2012 HP Confidential
  • 23. Today in IT management Many formal IT processes incident event management management built around very structured data …but surrounded by unstructured, disconnected communications defect requirements management management
  • 24. Today in IT managementAs a result…• Accumulated knowledge is isolated or lost• Time to resolution is long• The same issues arise repeatedly• Customer satisfaction suffers
  • 25. Bringing order to chaosdiscussions The conversation processes requirement incident Context! defect event
  • 26. Knowledge management Suggested Multiple people access points Context basedconversations EC Workflow integration
  • 27. Context based conversations• Embeds all relevant details• Easy to catch up for new participants• Attach facets to posts – snapshots of data at a given time
  • 28. Integrated people finder• Find the right people, with the right knowledge, right now• Reduces resolution times• Aids dispersed teams and new team members
  • 29. KNOWLEDGE Management• All conversations and objects are automatically archived• Builds a rich knowledgebase from multiple sources• Find knowledge fast with advanced search capabilities
  • 30. Multiple access points• Users choose how to participate• Reply via EC interface, email or Office Communicator chat
  • 31. Workflow integration• Work in familiar environments HP SM• Seamless integration and HP BSM HP ALM collaboration across HP and non- HP EC HP products 3rd HP CLIP party• Open development platform HP Config. Mgr• Enables unstructured integrations between products
  • 32. Enterprise Collaboration– Collaborate across organizations– Attach incidents, defects, and events for added context– Conversation facets provide snapshots into application data– Search past archived conversations– Flag urgent participants– Participate via Outlook and Office – Native integration with ALM, BSM, SM Communicator and CLIP BSM ALM SM Enterprise Collaboratio n32
  • 33. Additional Information www.hp.com/go/HPEC
  • 34. USE CASES ©2012 HP Confidential
  • 35. use case Ease of initiation• John is a Systems Operator• Receives an event notification in BSM/Omi• Instantly starts a conversation in EC
  • 36. use caseContext Based Conversations• EC presents the relevant conversation object, the event in this case.• Automatic import of all the relevant details• Clear context to the conversation
  • 37. use caseMultiple access points• John pings Rachel for the server log details• Rachel isn’t logged into HP EC or OMi• She receives this message in an urgent email
  • 38. use caseIntegrated Product ecosystem• John creates an incident in SM• Ethan, new Support engineer is assigned the ticket• Whom does he contact for help?
  • 39. use caseIntegrated People finder• EC’s People finder feature immediately suggests Mary, who has been involved in several similar conversations previously.• Mary receives an urgent message in her IM window.• With Mary’s help Ethan is able to quickly resolve this issue
  • 40. use caseKnowledge Management• Next month, Mark is assigned a similar ticket from different customer.• Mark quickly finds the conversation in the knowledgebase.• Customer issue resolved in a matter of minutes.
  • 41. HP Enterprise collaboration for SMSample Screenshot
  • 42. HP Enterprise collaboration for CLIP
  • 43. HP Enterprise collaboration for QC/ALM
  • 44. THANK YOU

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