White Paper |Business Service Management viaRemote Infrastructure Management:Gateway to Business Service AvailabilityJanua...
Business Service Management via Remote Infrastructure                                              Management: Gateway to ...
Business Service Management via Remote Infrastructure                                                        Management: G...
Business Service Management via Remote Infrastructure                                                       Management: Ga...
Business Service Management via Remote Infrastructure                                                        Management: G...
Business Service Management via Remote Infrastructure                                                          Management:...
Business Service Management via Remote Infrastructure                                                      Management: Gat...
Business Service Management via Remote Infrastructure                                                      Management: Gat...
Business Service Management via Remote Infrastructure                                                         Management: ...
Business Service Management via Remote Infrastructure                                                        Management: G...
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HCLT Whitepaper : Business Service Management via Remote Infrastructure Management: Gateway to Business Service Availability

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Today's IT environments are a complex landscape, nearly always encompassing multiple technologies and providers. The key to effective
IT management is to see beyond individual devices and connections to get a true picture of how each resource affects the applications and business processes it supports.
When resources go out of service and downtime
occurs, IT departments find themselves deviating from established processes as they race to restore networks, performing ad hoc fixes and expending time, energy and resources on problems that
could probably wait while leaving more pressing [read: business-impacting] issues unattended.

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HCLT Whitepaper : Business Service Management via Remote Infrastructure Management: Gateway to Business Service Availability

  1. 1. White Paper |Business Service Management viaRemote Infrastructure Management:Gateway to Business Service AvailabilityJanuary 2008 MarketPOWER ™
  2. 2. Business Service Management via Remote Infrastructure Management: Gateway to Business Service AvailabilityTable of ContentsSECTION PAGEThe Problem 3Path to a Solution: Business Service Management 4BSM Benefits 5The Road to BSM 5BSM + RIM = BSA 6BSA in Action: Customer Case Briefs 8page 2 of 10 ©2008 MarketPOWER, LLC. All rights reserved. MarketPOWER ™
  3. 3. Business Service Management via Remote Infrastructure Management: Gateway to Business Service Availability core competency, leave it to us.” However…let’sThe Problem have a look, together, at the way IT for the mostTodays IT environments are a complex part has been running itself: with manual, labor-landscape, nearly always encompassing multiple intensive processes. Siloed operations, definitelytechnologies and providers. The key to effective between telecom and LAN/systems groups butIT management is to see beyond individual also, between regions, buildings and evendevices and connections to get a true picture of departments.how each resource affects the applications and MarketPOWER’s research indicates that onlybusiness processes it supports. 40% of software buyers are using management tools to manage outsourcing.When resources go out of service and downtime The reasons why the other 60% are not usingoccurs, IT departments find themselves deviating such tools or are having negative experiencesfrom established processes as they race to restore with those they are attempting to deploy rangenetworks, performing ad hoc fixes and expending from staffing shortages and lack of technicaltime, energy and resources on problems that expertise among the staff they do have to workaday issues such as project backlogs,could probably wait while leaving more pressing which prevent or delay their adoption of new[read: business-impacting] issues unattended. toolsets; and the fact that these deployment exercises are driving support costs throughYet even beyond the realm of problems and fixes, the roof. However, fully 40% of those surveyedon any given day you’ll increasingly find top cited the fact that these tools are simply notexecutives demanding that their IT leaders prove aligned with their businesses.the value of IT to the business, “support, notdisrupt” the business and explain it all in Wakeup call: it’s time to run IT like a business.business, not technology terms. Worse, topmanagement is increasingly accusing IT leaders It is IT’s new business imperative: you must alignof aligning with their own technology agendas or IT to your organization’s business. If you run ITthe latest buzzwords, not aligning with the like a technology shop, it’s a cost center, andbusiness. especially these days that is no way to be. On the other hand, if you run IT like a business, you canTo those of us charged with leading, align it to your business.implementing and managing our companies’ ITenvironments, it sounds pretty tough and a bit The market offers clues and some pretty clearunfair, right? precedent for this in the form of next-generation asset management (NGAM), which, to put it in itsNot so fast. There’s a reason why IT seems to simplest form, is the intersection of traditionalfind itself in the crosshairs today: the cobbler’s asset management with IT service managementchildren have no shoes. (ITSM). In this brave new NGAM world, assets are no longer simply devices and other resources“Huh?” tucked away in static databases; they are living, dynamic entities in the business environment.I’ll make it clearer: IT practitioner, heal thyself. Like NGAM and the assets it manages, IT is not a cost to be minimized but an asset to be optimized.“I still don’t understand.” IT as cost center is being replaced by a new equation: IT = business/revenue/retention driver.OK: for a long time now IT has been the businessof automating everyone else’s processes in OK, so we know where we’re headed. Yet ifwhatever organization(s) it happens to serve. we’re not careful, our journey may be delayed orWhile we’re at it we tell them, “IT is not your even derailed by some time-honored fallacies still on the loose in the corporate IT world, chiefpage 3 of 10 ©2008 MarketPOWER, LLC. All rights reserved. MarketPOWER ™
  4. 4. Business Service Management via Remote Infrastructure Management: Gateway to Business Service Availabilityamong them: “Outsource and forget it.”Outsourcing will do magical wonders for the Path to a Solution: Businessorganization and we no longer have to give it Service Managementanother thought. Business service management (BSM) takes intoTime again to separate fact from fiction. True, we account people, processes and tools, mappingcan outsource functions, tasks and processes, but business processes to the IT Infrastructure Librarywe cannot “outsource thinking;” Like it or not, I (ITIL) and, as you have probably guessed,as the customer cannot (or should not) wash my trending away from device-oriented views towardhands of my IT and let my outsourcer do all the business- and service-oriented views.thinking for me from this point forward. What weneed is not “outsourcing” in the old-line, hand- BSM tools are aimed at helping networkoff-network-to-outsourcer, turn-off-brain sense; executives prioritize IT projects and developit’s a new approach we term collaborative solutions based on policies that align IT withsourcing. Creating an IT automation platform (IT business goals, processes and services. WithERP framework) for IT management tools and IT existing network management systems alreadyprocesses, where the IT automation platform collecting volumes of data on network, systemserves as an engine for running IT like a business: and application health and performance, the nextan actionable IT service management framework. step is to correlate IT data and processes with business performance.Now let’s take a moment and make sure we areclear about the three key actors in the IT drama: BSM empowers IT to focus its software and systems on the IT applications, services and • Functional processes, such as the IT asset processes that are the most important to the lifecycle process, portfolio management, business, so IT can ensure the health of those change management business processes regardless of where they are in • Domain and people: everything from the IT landscape. In the event of network outages, human resources to networks and servers. BSM can help IT rapidly restore the most critical • Tools, which are what the framework we systems first, and if performance degradations want is built around; here we define tools as may impact crucial business systems, BSM can reusable components including software, not only alert IT to the problem but shape its processes, best practices and policy recommendations based on business goals. templates…light-years beyond simply “software.” In one sense, BSM may simply be a long-awaited manifestation in the realm of corporate enterpriseWe will implement this framework in three steps: computing of a battle that has been long sincefirst get a handle on day-to-day operations. Next fought and in many cases won in the telecomget far more granular and specific in order to market: moving up the stack from mere physicaloptimize those operations. Finally, transform our device management and reporting to logicalIT operations such that we have fully aligned management of networks and systems based onthem with the business. The realization of that the hierarchy of “the greater (or higher-revenue)transformation is best described as the practice of good.” In this way it is reminiscent of how thebusiness service management (BSM). enterprise market, in conjunction with its recognition of “living, breathing” assets in NGAM, is now on a headlong love affair with the concept of the configuration management database (CMDB)…which to some of us looks a lot like the centralized, automated inventory management systems we were beginning topage 4 of 10 ©2008 MarketPOWER, LLC. All rights reserved. MarketPOWER ™
  5. 5. Business Service Management via Remote Infrastructure Management: Gateway to Business Service Availabilityprovide to service providers around the turn of the not just the latest problem that crops up.century. Revenue-generating activities such as order processing are prioritized in the event of anYet while the concepts behind BSM may not be outage ahead of internally-focused systems suchearth-shaking in all adjacent industries, they do as HR. Correlation capabilities inherent in BSMprovide a pathway to crystal-clear understanding compare IT metrics such as network latency,of how technology impacts our business, server utilization and application availabilityregardless of which industry that business is in. against business metrics like orders taken duringBSM directly ties everything we do in the course certain measured time periods.of managing networks, systems and applicationsto the business we are supporting. It changes the The Road to BSMdata we seek, the way we present that data and to Implementing BSM in your operations starts withwhom it is presented. what is still a quantum leap to many of us: linkingBSM Benefits IT components to IT/communications services. You then follow that great first step by in turnAchieving BSM means managing IT from the linking those IT and communications services toperspective of the business and sharing the same business processes and services. Taking this allgoals (and concerns) as the business: growing the way is crucial. In IT, we need to know howrevenue, lowering cost and reducing risk. With components are connected and configured toBSM you can link customer experiences and deliver the service, e.g., the servers and contentbusiness processes to the underlying components, delivery systems that ensure the flow of corporateprovide end-to-end management of business e-mail. You need to integrate performancetransactions, manage complexity and rapidly monitoring, analysis, configuration and processresolve performance issues. tools into a working whole. What the business needs is simple: “I turned to IT and IT deliveredBSM enables IT to align its daily activities, me an e-mail service.”prioritize the distribution of IT resources andguide future investments according to business- BSM software typically resides on a dedicatedimpact metrics. BSM can also reduce service server which is used to identify businessdisruptions by improving your visibility into the processes, model services and set policies basedperformance of your networks, systems, and on business needs. All business services (orrelated components. It is as if rather than simply sometimes just the most crucial ones) are“watching everything to manage the network”— modeled in software, and from there the modelalthough any good IT manager will do that, too— helps to specify the network, server, storage,with BSM you will be watching with more of a database and application elements that combine tofocused purpose: to try to assure that nothing deliver the service. BSM systems may collectthreatens your company’s crucial services and data from managed devices via agents embeddedapplications, and reacting appropriately if it does. in the network or simply by polling (pinging) devices using SNMP GET commands to monitorWhile BSM can help IT do better, it can also help network health and availability. The BSM systemIT do a better job letting others know how it is will send fault or performance events to IT when,doing. It can help you understand, and for example, a slow server threatens to affect ademonstrate to top management, how what IT is business service or a link is cut that causes adoing is delivering measurable improvements in service outage.key business processes. BSM tools must include advanced correlation andBSM helps you prioritize your IT systems around analysis capabilities scalable to handle highprocesses that carry the highest business values, volumes of events across multiple domains andpage 5 of 10 ©2008 MarketPOWER, LLC. All rights reserved. MarketPOWER ™
  6. 6. Business Service Management via Remote Infrastructure Management: Gateway to Business Service Availabilityhave built-in intelligence (or at least policies) that associated with that older model. Unlikerecommend ready solutions; the best tools take traditional outsourcing arrangements, RIM doesthis a step further by also providing automated not entail the transfer of an enterprises assets orevent resolution. personnel to the solution provider or data center. Instead, a solution provider continuouslyBSM is not a single, standalone tool; it is an monitors the customer’s networks and systemsapproach, methodology or best practice that can (and often its applications/services), identifybe achieved through a total solution incorporating potential problems and resolve problems from asoftware, hardware, improved processes and other remote location.human factors. You cannot (at least truthfully)cobble together a tool or two and say, “I’m Delivering true BSM via the RIM deliverydelivering BSM.” mechanism would create an ideal solution for most business today, and we believe those bestIt may seem obvious, but BSM is not business equipped to provide these solutions to the marketimpact management, where systems would react are managed service providers (MSPs). In ourto network faults/outages or degrading ideal scenario the MSP owns the software licenseperformance conditions by merely isolating the and offers the customer several delivery options,affected applications and users/customers. BSM the most important of which is software as ais proactive; if you have deployed a true BSM service (SaaS); the customer does not have to buysolution it will alert IT to things like congested a single software license unless it insists (as somelinks and overloaded servers before a slowdown companies do in the interest of maintainingrenders your key business apps useless. internal software asset control).BSM + RIM = BSA MarketPOWER research indicates that companiesBSM can deliver game-changing benefits to your of all types—even in the operations/businessbusiness, but it is not for the faint of heart. It support systems (OSS/BSS) market, whereinvolves a massive amount of data collection multimillion-dollar, multi-year custom softwareacross network and business systems, as well as development and integration contracts have beenthe ability to maintain, manage and make sense of as predictable as the sun coming up in theit as measured against business processes. morning—are increasingly telling us, “I do not want one more company to sell me another pieceMany customers do not know “BSM” by name of software.” Instead they want to buy softwarebut want the results it can deliver. Some vendors via SaaS or as part of a long-term managed“sell BSM” but do not truly deliver it. Most are in services contract.a hurry to “develop something” (and reapmillions through multi-year contracts before the So an MSP’s engagement model gives it ancustomer ever sees a penny of benefit). advantage over many competitors, particularly the “develop first, ask questions later” crowd.As BSM is on the rise, another trend is MarketPOWER is projecting that applicationsdeveloping around IT service management delivered via the SaaS model will commanddelivery mechanisms. As CIOs become 30% of the software market by 2010.comfortable with remote management ofinfrastructure planning, administration, Some of the leading providers of SaaS aremonitoring and problem-solving, a new model— currently doubling their year-over-year revenues,remote infrastructure management outsourcing, or mostly because they are delivering not just SaaSRIM—is emerging to help buyers gain the hoped- but customer cost savings verging on 80-90%for benefits of asset ownership transfer without over previous deployed solutions. Morethe sometimes nightmarish costs and risks importantly in the long run, those customers arepage 6 of 10 ©2008 MarketPOWER, LLC. All rights reserved. MarketPOWER ™
  7. 7. Business Service Management via Remote Infrastructure Management: Gateway to Business Service Availabilityenjoying a 50% higher deployment success rate a. End-user computingthan companies deploying operations and b. Platform operations and data centermanagement systems via the traditional route c. Network services(upfront software purchase, installation and d. IT security servicesintegration). e. Application operations f. Technology consulting/IT transformationAn MSP with a good working knowledge ofdelivering BSM over RIM leverages a customer’s Figure BSA-1: Four-layer business processembedded technologies and platforms to deliver modelsolutions, and the software it does develop cantake the form of dashboards and analytics that laythe foundation for what we term “co-sourcing”collaboration with the customer andpartnership/coopetition with software and ITinfrastructure companies.So as we continue our journey, most of you willhave grasped the concept that this new disruptivetrend toward outsourcing RIM transcends allprevious simplistic notions of “managing SLAs.”In fact, MarketPOWER asserts that in so doing,the industry is creating an entirely new categorythat we term business service availability (BSA).A typical BSA customer engagement in wouldconsist of these components: 1. Functional consulting using a Process Reference Model built on Industry Standards such as ITILv3, CoBIT, ISO2000 and ISO27001. 2. An automation framework is a must, as are solution accelerators, which means fast As reflected in Figure BSA-1, provided by HCL, deployment of a solution that from day one a leading MSP, infrastructure practices drive provides a rapidly-reconfigurable solution service automation and solution accelerators via so businesses can make changes “on the functional consulting to drive true lifecycle fly” as business conditions change. management that delivers a business process; 3. IT event automation, where all monitoring components of that process include business tools are sourced and assimilated. launch, operations, performance optimization, 4. IT process automation, which is where all strategy & planning. The BSA solution would be “human workflows” reside. provided through one of three management center 5. IT task automation, which encompasses all models: management, task and administrative processes and activities. • Dedicated resources: the MSP provides 6. IT business automation, which encapsulates management center, tools and resources business-facing reporting and workflows. dedicated to the customer 7. IT technology domain practices and • Dedicated people, shared tools: MSP consulting to make sure BSM practices are provides a dedicated team of people to the flowed through: customer but tools (primarily managementpage 7 of 10 ©2008 MarketPOWER, LLC. All rights reserved. MarketPOWER ™
  8. 8. Business Service Management via Remote Infrastructure Management: Gateway to Business Service Availability software applications) are provided on a A global leader in the semiconductor industry has shared basis, usually through a hosted SaaS deployed event, process and task automation to or application service provider (ASP) reap benefits including: arrangement • Shared resources: MSP provides both tools • Shorter mean time to repair (MTTR) and people on a shared basis • 1,000:1 reduction in “false positives” in its network testing and reconciliationBSA customer engagements are occurring today processesin three phases: • Integration of its infrastructure and application operations, which paved the 1. Phase one, assessment, leverages co- way for its achievement of certification in sourcing assessment methodology (CSAM) ISO 20000 to perform a detailed assessment of the • Massive reductions in the time it takes to client’s current IT environment as the provision applications, services and foundation for a detailed roadmap for network devices potential transition of services. Each service’s transition characteristics are MarketPOWER note: ISO 20000 is the worlds assessed against parameters such as ease of first standard for IT service management, transition, risk and savings available from formerly known as BS 15000; the standard offshore delivery. specifies a set of interrelated management processes and is based on ITIL. 2. Phase two, transition, focuses on speed of transition for service support, stability and A Fortune 200 financial services company has continuity of service delivery, minimizing implemented a combination of event and business risk and establishing service delivery SLAs automation strategies and as a result: with a process documentation foundation. 3. Phase three, transformation, is designed to • It is benefiting from business service maximize the benefits of RIM and upgrade impact measurement and analysis that have service capability in areas such as support, given the organization at long last a often via more efficient processes, better business process view of IT documentation and/or event correlation to • Its IT team has slashed network and improve problem identification. application problem resolution times acrossBSA in Action: the enterpriseCustomer Case Briefs This document has extensively described theThe ROI/ROA benefits of BSA will vary from benefits of running IT as a business,customer to customer, but here are two real-world implementing BSM and taking BSM a stepexamples of business results currently being further by deploying it via BSMoR to arrive atachieved by customers who have followed this BSA. Industry theory is beginning to be replacedstrategy to align their IT operations with their by enterprises, service providers and governmentbusinesses. entities with the vision and commitment to implement these beneficial models to serve their organizations. If your organization is not yet among them, the time is right and the time is now. For more information contact MarketPOWER, LLC at +1 760 643 0921 or action@marketpowerLLC.com .page 8 of 10 ©2008 MarketPOWER, LLC. All rights reserved. MarketPOWER ™
  9. 9. Business Service Management via Remote Infrastructure Management: Gateway to Business Service AvailabilityAbout the Authors Jeffrey Paul Cotrupe is CEO of MarketPOWER, LLC http://marketpowerLLC.com which he founded in 2003. Cotrupe is a former practice leader at Gartner and director at ADC Telecommunications (Nasdaq: ADCT) who helped relaunch a research practice at RHK (now Ovum); alumni of that RHK service are the founding partners of research firm OSS Observer. Cotrupe has provided analyst services to Yankee Group and strategic consulting services from the Silicon Valley to a spinoff of Telecom Italia; relaunched companies and helped others win tens of millions in Series A-B-C venture capital funding; and conceived, designed, named and launched products/features/companies including Stratecast (a division of Frost & Sullivan). Cotrupe earned his B.A. at Auburn University and a Radiotelephone license with Broadcast certification from the Federal Communications Commission (FCC). Kalyan Kumar is Practice Head, IT Service Assurance for HCL http://www.hclisd.com with more than 11 years of IT experience in IT infrastructure and carrier network technologies across professional services, architecture and product management specializing in systems engineering, platform architecture, network management, BSM and ITIL. Kumar leads HCL’s practice for IT Service Assurance managing key initiatives in its Infrastructure Management and Transformation Services business and is responsible for product management, business development, strategy and P&L for its IT Service Assurance Practice (IT management tools and ITSM process consulting), Shared Services (managed services for IT infrastructure) and Partnerships/Alliances.About HCLHCL’s Infrastructure Services Division (ISD) is Indias leading IT services provider and one of the world’s leadingmanaged service providers (MSPs) delivering remote infrastructure management (RIM) services. A focused player inthe IT services arena, HCL ISD seeks to provide simplified infrastructure solutions through delivering high-performance management services for complex, distributed infrastructure environments encompassing the Internet,client and legacy based infrastructures. HCL addresses the growing demand for the cost-effective management oftechnology infrastructure across geographically dispersed locations. With a mission to develop innovative solutionsfor enterprises worldwide, the company has developed and pioneered a unique model for RIM that enables customerorganizations to achieve superior infrastructure performance and significantly reduced costs. HCL providesinfrastructure management services to more than 145 clients worldwide, including more than 60 Global 1000 (G1000)companies. Founded in 1993, HCL ISD today has a highly experienced and established leadership and delivery teamacross key geographies with 27 offices in 17 countries. HCL has nine global delivery centers in India with one each inPoland, Malaysia, China, Ireland, Singapore and Saudi Arabia, and has alliances with more than 30 prominenttechnology providers, institutes and consulting firms. HCL ISD is a wholly-owned subsidiary of HCL Technologies, the$1.7B international unit of HCL Group (the latter a technology giant in India with annual revenues of US$4.3 billion).HCL leverages its “offshore + near shore” outsourcing model to provide extremely competitive pricing, but while lowcost is undoubtedly a factor in its customer wins, we believe its aggressive stance to build itself into the world’spremier MSP delivering RIM services—and the fact that it is one of the few major technology players that can say “wedeliver BSM solutions” with a straight face—are greater contributors to its success than price alone. The flexibleownership and engagement terms it offers its customers are a decided advantage in a market where competitorsoften tout their wide-ranging product and service lineups but in actual practice tend to place the same arrow in theirquiver every time. The company refers to its services model as “co-sourcing,” reflecting a true partnership in whichthe customer can outsource discrete activities in stages that meet its business requirements while HCL managesday-to-day IT operations and adds value by applying technology and process expertise and best practices. Under thehood, HCL has also developed a global reputation as a company that is willing to undertake remote management of acustomer’s IT infrastructure regardless of where the infrastructure is located. The main reason is that the companyhas done the heavy lifting to establish a jaw-dropping nine delivery centers in India alone and another half-dozenacross EMEA and APAC, including a center in Poland that opened in 2007.page 9 of 10 ©2008 MarketPOWER, LLC. All rights reserved. MarketPOWER ™
  10. 10. Business Service Management via Remote Infrastructure Management: Gateway to Business Service AvailabilityAbout MarketPOWER™, LLCMarketPOWER™, LLC has been helping clients win market share, boost customer retention and build thoughtleadership since 2003, unlocking areas of innovation and synergy to help companies achieve their financialobjectives. MarketPOWER provides expert insight in these areas and more: Managed service providers (MSPs) andremote infrastructure management (RIM) | Operations and business support systems (OSS/BSS) | Wirelessservices/infrastructure/management | Virtual and mobile virtual network operators (VNOs/MVNOs) | Enterprisemanagement including SMB, mid-tier and large enterprises | Next-generation asset management (NGAM).NOTICESThis document may not be duplicated, reproduced, stored in a retrieval system or retransmitted, in whole or in part,without prior written permission of MarketPOWER, LLC. All opinions, estimates and related content herein constituteMarketPOWER’s judgement as of this date and are subject to change without notice. MarketPOWER name and logoare trademarks of MarketPOWER, LLC. Other trademarks property of their respective owners. ©2007MarketPOWER, LLC. All rights reserved.MarketPOWER, LLC | http://marketpowerLLC.com | +1 760 643 0921 | action@marketpowerLLC.compage 10 of 10 ©2008 MarketPOWER, LLC. All rights reserved. MarketPOWER ™

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