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Automated Client Management from HP Helps Vodafone Standardize in 30 Countries


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Transcript of a sponsored BriefingsDirect podcast, part of a series on application lifecycle management and HP ALM 11 from the HP Software Universe 2010 conference in Barcelona.

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Automated Client Management from HP Helps Vodafone Standardize in 30 Countries

  1. 1. Automated Client Management from HP Helps VodafoneStandardize in 30 CountriesTranscript of a sponsored BriefingsDirect podcast, part of a series on application lifecyclemanagement and HP ALM 11 from the HP Software Universe 2010 conference in Barcelona.Listen to the podcast. Find it on iTunes/iPod and Download thetranscript. Sponsor: HP.Dana Gardner: Hello, and welcome to a special BriefingsDirect podcast series, coming to you from the HP Software Universe 2010 Conference in Barcelona.  Were here the week of November 29, 2010 to explore some major enterprise software and solutions, trends and innovations, making news across HP’s ecosystem of customers, partners, and developers. [See more on HPs new ALM 11 offerings.] Im Dana Gardner, Principal Analyst at Interarbor Solutions, and I’ll be yourhost throughout this series of Software Universe Live discussions. [Disclosure: HP is a sponsorof BriefingsDirect podcasts.]Our customer case study now focuses on Vodafone and how they worked towards improvedclient management and automation of client management. Im here with two executives fromtheir IT organization. Please join me in welcoming Michael Janssen, the Manager of DeploymentAutomation with Vodafone group in Düsseldorf. Welcome.Michael Janssen: Thank you.Gardner: Were also here with Michael Schroeder, also Manager of Deployment Automation atVodafone as well. Welcome.Michael Schroeder: Hello.Gardner: Tell me first, Michael Janssen, what is the nature of the problem? How big was theissue you had, when it comes to client sprawl?Janssen: The problem within Vodafone was that Vodafone had independent countries thatoperated their environments by themselves. So, we had 30 countries worldwide with all thesolutions in place. That meant 30 times software deployment, 30 times application packaging, 30times Active Directory, and so on.Vodafone decided in 2006 to go for a global IT project and centralization in terms of clientautomation. It came down to us to evaluate the current solutions in place in all these countries
  2. 2. and then come up with a solution which would be the best solution for the new globalenvironment. That was our main problem.Gardner: And what was the major solution? How did you think about what you needed to bringin, in order to solve this major problem?Standardization and reducing costJanssen: If youre starting a centralization process, then it’s all about standardization and reducing cost. That meant reducing cost by reducing effort of the solutions and make as much as possible automated and self-service. That was the main reason we started this exercise. Gardner: Michael Schroeder, any thoughts from your perspective on what was necessary, an important ingredient for the solution?Schroeder: As Michael Janssen said, the most important thing was that administration should bevery easy. It shouldn’t be too complex in the end and it should fit every need in every country.Gardner: Give me a sense of the scale, the scope of what you were dealing with? Were theremany different types of devices and platforms? What was the sheer scale of the effort?Schroeder: At that time, we had a whole zoo of hardware and software products. We had about8,000 different software applications in place at that time. We tried to reduce that as much as wecould.Gardner: And, how far through this effort are you. Is this complete or near completion? To whatdegree have you progressed?Schroeder: The overall number of clients in Vodafone is 65,000, and at the moment, wevefinished the transition for 52,000 clients. Nearly 80 percent is done after four years. Of course,there is a long wait with the smaller countries, and we need to migrate 15 other countries that arestill in the loop.Gardner: You mentioned that cost savings were an important factor in this. Do you have anymetrics of how well this has gone and how well it’s benefited you?Schroeder: In the past, in each of these 30 countries, we had one to four people working withinthe client automation environments. Today, we have five people left doing that globally. You canimagine 30 times a minimum of 2 persons. That was 60 people working for client deployment,and thats now reduced to five for the global solution.Gardner: Has this had any impact on the end users? Do you feel that there is a productivitybenefit as well?
  3. 3. Always pros and consSchroeder: Of course. There are always pros and cons with standardization and withcentralization. The consensus takes a little bit longer, because there are no strict processes tobring new applications. But, the main advantage is that much of the applications are alreadythere for any country. We test it once and can deploy to many, instead of doing this 30 times, likewe did that in the past, and we avoid any double spend of money.Then, of course, with the global environment, the main advantage is that now we are allconnected, which was not possible in the past, because all the networks were independent and allthe applications were independent. There was no unified messaging or anything like that. This isthe major benefit of the global environment.Gardner: Had there been any security or other benefits, aside from the strictly technical andproductivity? Are you able to better enforce policies across all of these devices and has thattherefore meant a more secure, more managed and governed environment?Schroeder: Security is one big thing were now dealing with. For example, if we are talkingabout client automation, were talking about patch management as well. Were able to bring outpatches -- for example, security patches from Microsoft -- within two days, if it’s a real hot-fix,or even within 24 hours, if it’s a major issue.Gardner: Back to Michael Janssen. Now, we have heard about what you did. Maybe you couldtell us a little bit more about how. How did you make this happen?Janssen: First, there was the evolution phase, where we studied all the countries. What were theproducts that they used in the past? Then we decided what was the best way forward. For us, thatwas a major split between countries that already used the HP Client Automation solution and theother countries that used other deployment suites.That was also one of the major criteria for the final decision. Countries that used HP ClientAutomation had much higher success rate, 90 percent or higher, in deploying application andpatches, than the others, where they were on average at 70 percent. So, this was the first bigdecision point.The second was countries using HP Client Automation had less operational staff than the others.It was mainly one to two full-time employees fewer than in countries that operated with othertools.Gardner: And Michael Schroeder, any other thoughts about the HP solutions and why they seemwork well for you?
  4. 4. Policy-based technologySchroeder: If were talking about the Client Automation Suite from HP, were talking aboutpolicy-based or a desired state technology. That is one of the criteria. Everything is done everyday. For example, if youre trying to deploy applications to clients, this is done every day. Itscontrolled every day, managed every day, and without any admin or user interaction. That’s agreat point for us.Gardner: Okay, Michael Janssen, tell me what you might recommend, having done this now 80percent through, for those other organizations that might be considering more of a managedclient and an automated client management capability. What lessons did you learn that you mightshare with them?Janssen: What I can recommend is that there are two main issues that you need to overcome.First, you only can deploy what you receive from the business. We already were experienced inthe Vodafone-Germany organization, where we did the same exercise five years ago. You need tohave a strict software standardization process in place. There is one main rule for that.Also, in the global environment, that means that if there is a business application, then thebusiness needs to have an application owner for that. Otherwise, the application does not exist inthe whole company.The application owner is responsible for the whole application lifecycle, including describing theapplication installation documents, doing the final testing and approval after packaging, hisresponsibility is to look after security issues of the application, look after upgrades or version orrelease changes, and so on.Its not not the packaging team, the client team, or the central IT team that is responsible for allthe applications and their functionality. We gave that function or that responsibility back to thebusiness, and now theyre all responsible and they finally approve before application goes live.Gardner: It sounds as if there are both benefits of centralization vis-à-vis standards and policy,but also some benefits of decentralization in terms of how self-use, self-help can work. Maybeyou could share, Michael Schroeder, a little bit about that self-use from the end-user, when theycould get applications and manage them on their own. How effective was that?Schroeder: Very effective. We got a thing in place called self-service, which is a webapplication. You can go to a store and choose different applications to install on your machine,depending on your needs. You can choose an application, just click a box, and the applicationrequest goes to your line manager who has to approve the license costs, if there are any. Then,the policy will go back to your machine and the installation of this specific application goesstraight to your machine. The user experience with it is very good.
  5. 5. Gardner: So, there are workflow and business process benefits that you can now exploit orleverage as a result of having this baseline set of client automation and management capabilities.Would you agree with that, Michael?Janssen: The self-service web shop is not only for software. We use that also for other userneeds, like access rights, permissions on some projects, mobile device management and so on.This is a global web shop solution, but very effective. It avoids any helpdesk calls for newapplications, paperwork to approve licenses, and so on. It’s very efficient and, of course, one ofour main parts of this new global solution.Gardner: Wonderful. Weve been hearing about client management and automation through theexperiences of Vodafone. I want to thank our speakers. Weve been joined by Michael Janssen,Manager of Deployment Automation with Vodafone Group in Düsseldorf. Thank you, sir.Janssen: Thank you very much. It was a pleasure.Gardner: And also Michael Schroeder, also a Manager of Deployment Automation at VodafoneGroup too. Thank you.Schroeder: Yeah, thanks.Gardner: Great. I want to thank also our listeners for joining the special BriefingsDirectpodcast, coming to you from the HP Software Universe 2010 Conference in Barcelona.Look for other podcasts from this event on the website, as well as via the BriefingsDirectnetwork.Im Dana Gardner, Principal Analyst at Interarbor Solutions, your host for this series of SoftwareUniverse Live discussions. Thanks again for listening, and come back next time.Listen to the podcast. Find it on iTunes/iPod and Download the transcript. Sponsor:HPTranscript of a sponsored BriefingsDirect podcast, part of a series on application lifecyclemanagement and HP ALM 11 from the HP Software Universe 2010 conference in Barcelona,Spain. Copyright Interarbor Solutions, LLC, 2005-2010. All rights reserved.You may also be interested in: • HP rolls out ALM 11 in Barcelona to expand managed automation for modern applications • HPs new ALM 11 helps guide IT through shifting landscape of modern application development • Dave Shirk details how HPs Instant-On Enterprise initiative takes aim at shifting demands on business and governments
  6. 6. • New book explores automating the managed applications lifecycle to accelerate delivery of business applications