Case study: How Bancolombia transformed from component monitoring to user experience monitoring using CA APM

1 © 2015 CA. ALL RIGHTS RESERVED.@CAWORLD #CAWORLD
Case study: How Bancolombia transformed from
component monitoring to user experience
monitoring using CA APM
Juan A Jaramillo
DevOps: Agile Ops
Bancolombia
Gerencia de Ops y Monitoreo de Servicios de TI
Session Number
@juan8721
#CAWorld

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Agenda
ABSTRACT
SHORT REVIEW OF GRUPO BANCOLOMBIA
QUESTIONS AND ANSWERS
LEVERAGE THE CAPABILITIES
BUSINESS BENEFITS
ROAD MAP
1
2
3
4
5
6

Abstract
Bancolombia is the largest financial organization in Colombia,
which means that many of the users of financial services in the
country are its customers. This makes Bancolombia an
organization where customer satisfaction is a critical factor. Four
years ago, Bancolombia adopted CA Application Performance
Management (APM) and began their journey to move from a
focus on knowing only the state of the infrastructure to knowing
the status of applications and user experience. CA APM provides
real time insights into the user experience and shows how well
Bancolombia is delivering services to its customers, while
delivering peace of mind to the business.
Juan A.
Jaramillo
Bancolombia
IT Analist

Short Review of Grupo Bancolombia

140
YEARS
of history

“Bancolombia was the First Colombian Financial
Institution in the Centroamerican Market”
Banco de Colombia1875
In Panama International
Banking License
1973
Was born Bancolombia S.A.1998
Banagricola El Salvador2007
Panama Banca Local BAM Guatemala2012
Banco industrial Colombiano 1945
BIC list its ADRs on the NYSE 1995
Fusion Conavi,
Corfinsura y Bancolombia
2005
Grupo Bancolombia en Peru 2009
Banistmo Panama 2013
1875
1973
1998
2007
2012
Banco de Colombia
Licencia Internacional
De Banca Panamá
1945Banco Industrial
Colombiano
1995BIC lista su ADR en la
bolsa de NY
Nace Bancolombia S.A.
2005Fusión Conavi, Corfinsura y
Bancolombia
Banagrícola El Salvador
2009Grupo Bancolombia
en Perú
Panamá Banca Local
BAM Guatemala 2013
1875
1973
1998
2007
2012
Banco de Colombia
De Banca Panamá
Colombiano
bolsa de NY
Bancolombia
en Perú
Panamá Banca Local
BAM Guatemala 2013
Banistmo Panamá
1875
1973
1998
2007
2012
Banco de Colombia
De Banca Panamá
Colombiano
bolsa de NY
Bancolombia
en Perú
Panamá Banca Local
BAM Guatemala 2013
Banistmo Panamá
1875
1973
1998
2007
2012
Banco de Colombia
De Banca Panamá
Banco Industrial
Colombiano
BIC lista su ADR e
bolsa de NY
Fusión Conavi, Corfin
Bancolombia
Grupo Ba
en Perú
Panamá Banca Local
BAM Guatemala
1875
1973
1998
2007
2012
Banco de Colombia
De Banca Panamá
Banco Industrial
Colombiano
BIC lista su ADR e
bolsa de NY
Fusión Conavi, Corfin
Bancolombia
Grupo Ba
en Perú
Panamá Banca Local
BAM Guatemala
Banistmo Pa
1875
1973
1998
2007
2012
Banco de Colombia
De Banca Panamá
Banco Industrial
Colombiano
BIC lista su ADR en la
bolsa de NY
Fusión Conavi, Corfinsura y
Bancolombia
Grupo Bancolombia
en Perú
Panamá Banca Local
BAM Guatemala
Banistmo Panamá

Bancolombia International Presence
Perú
Representation office
Colombia
El Salvador
Puerto Rico
Panamá
Caymán Islands
Guatemala
Honduras
Nicaragua
Costa Rica

9 © 2015 CA. ALL RIGHTS RESERVED.@CAWORLD #CAWORLD Data as June 2015 -
Branches
10,427,482
Transactions
Volume
(Colombia)
ATM
30,858,896
Telephone Branch
6,115,832
POS
14,855,114
Virtual Branch
74,975,852
Banking correspondent
4,425,868
Mobile channels
50,368,818
Relevant figures
(Data as June 30 de 2015 – Include BAM)
Clients
10.000.000
Suppliers
18.000
Employess
35.000
ATM
8.000
Branches
1.000
PAC
16.000 5.000
Banking
Correspondent
Countries
with presence
10

Monitoring Team
We are part of the IT management
monitoring and Operations organization
Monitoring has 2 sections
 Monitoring tools team
– Admin with provider
 Monitoring operations team
– 7x24-365 days

Leverage the Capabilities

In the Past
The monitoring was oriented to
infrastructure components
We only detected faults when the
infrastructure components failed
We didn't perceive an
application's degradation
We didn't know the transactional
behavior of the Services
We used to measure an application's performance based on
metrics, such as CPU or memory usage

APM Pilot
In 2011 we implemented a pilot of Introscope for a
critical mission-application
The implementation was standard, it was not fully
implemented
With this we discovered the application‘s behavior
and identified faults when we had no warning from
the infrastructure

Implementation
The final deployment in production took 6 months, considering the installation of the agents
It is important that the implementation was done through QA environments to validate that the
applications did not consume more resources
Proper safety tests were also performed to validate that the customer’s data were not exposed
The monitoring team was trained to learn how to interpret the new monitoring variables

Quick Profits
Monitoring based on transactional behavior
Monitoring of response times
Monitoring of middleware components (Message Queue, Message Broker)
Automatic monitoring of the Core (iSeries/as400)*
The main classes of a transactional service were implemented

Exploit the Functionalities to the Fullest
Power pack
Fieldpack
EPA
Cross Enterprise
(zSeries)

Continuous Training
Knowing the tool in every detail is useful for us so that we know
how to monitor a new service in the best way
Technical knowledge on administration of the tool
Knowing all your options for monitoring
Learn the best practices for configuring agents properly

Business Dashboard

Become Famous
CA APM became famous for accuracy in diagnosis
It turned out to be fundamental in war rooms
All applications with any deficiency want to
implement “CA APM” to improve their performance
This is because the monitoring team, through their
training, made very accurate diagnoses and took
evidence of the failure

Business Benefits

Modelling Services
In order to have full control
of the status of the service,
it is very important to have
the support of the area that
knows the business and
clearly defines the business
processes
Knowing the service on
the business side and also
how it works technically,
it is possible to model a
service
For this we rely on
Business service
management where
quality indicators show
how service is provided to
final users

End User Experience
There are many services
where IT components
interact and not all are
java or .NET, can be BAD,
middleware or appliance
With APM we began to
see which transactions
became slow, and where
the delay was
This could affect a few
customers, but for us they
are all important;
Correcting these flaws
makes end users notice
the quality of service, and
this is good for business

Road Map

Road Map
APPLICATION NOV DEC JAN FEB MAR APR MAY JUN
Update APM 10
MAA
CEM Pilot
Migrate
Implement our mobile app
Try an application

Credits
CA Pre Sales Team Compuredes Implementation Team

Q & A

For More Information
To learn more, please visit:
http://cainc.to/Nv2VOe
CA World ’15

Case study: How Bancolombia transformed from component monitoring to user experience monitoring using CA APM

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Case study: How Bancolombia transformed from component monitoring to user experience monitoring using CA APM