This document discusses infrastructure management versus business management. It outlines IIRUC Service's setup, unique advantages, business service management approach, partnerships, and clients. IIRUC Service provides infrastructure management services nationally in Romania with over 70,000 pieces of equipment serviced, 350 employees, and various certifications and locations. The document emphasizes standardization, consolidation, and centralization to improve IT service costs in a sustainable way.

1. Infrastructure
Management vs.
Business
Management
Calin Rangu
09.09.2009
Bucharest

2. Agenda
 Our Set-up
Unique Advantages
Business Service Management
Partnerships
Clients

3. Unique Advantages (w/o subcontractors)
 Services Integrator
 National coverage for Infrastructure Management
 Client Management Services –
 Maximum 2 hour for reaching the client anywhere
over Romania
 Between 4 and 12 hours solving time, depending
on agreed SLA-s
 Just-in-time answer - thanks to a centralized Call
Center
 Prime – Contractor
 Professional IT&C Service

4. IIRUC Service means:
 Over 70,000 equipment in
service
 Over 20,000 customers
 350 employees
 120 cars fleet
 60 nationwide locations
 50 service laboratories
 47 nationwide stores
 1 national training center
 Multiple certifications
 East-Europe competence
hub
 Running international
projects (Ukraina, CEE)

5. RI-T Offered IT Services,
strategical vision for Romanian market
 3.000 Server
 20.000 Corporate Clients
 All highway system in Austria
IT Operations Software Solutions
 320 local communities
 27 hospitals
 25 banks
Outsourcing Client Management
 40.000 km Network
 520 TB Storage
 1 Billion Transactions p.a.
Security Services Output Services  300 Mio. printed Pages p.a.
 Several Data Centers

6. Business Service Management
1. IT Asset 2. ITIL Processes 3. Service Level 6. Business Image
Management Management
Asset Capacity Incident & Change & Service Level Service Infrastructure
Management Mgmt. & Problem Configuration Management Impact&Event & Application
& Discovery Provisioning Management Management Management Management
Integrated & Linkage of IT Bi-directional
Processes
Asset Prediction & Pre-Incident Asset
automated predictive servcie connection to
Lifecycle Problem Lifecycle
provisioning Service Level delivery to business
Management Resolution Management
Agreements business priorities
Multi level Event Centralized
Capacity End-to-end
Basic Asset Problem & Basic Asset correlation & automated
Planing user based
Management root cause Management operational batch &
Agreements
Analysis automation online Mgmt.
Historical Component
Inventory Inventory Technical
trending and Incident Event Availability,
Discovery & Discovery & Service Level
usage Handling Monitoring Scheduling,
Identification Identification Agreements
reporting Performance
4. Automatically detects
Service Event
Technology
Topology Discovery Service Desk
Level Mgmt Manager
Syncronisation Service Desk Order Impact Manager
Business
Asset Management Solve Direct Incident & Problem Control
Availability Center
Configuration Management Database (CMDB)
5.Implementation CMDB

7. Methodology - IT Service Costs
Budget/Cost Information Client Service
Qualification of Actions
1 Überarbeitung Datensicherungskonzept
KPI Region1
Wirkungsbereich: SAN, TSM
Kurzfristpotenzial 2008:
Potenzial 2009:
50
100
Laufende Kosten 2008
IT Service Definition
Client Service
SAN TSM SUMME
Dienstl. RI laufend
Dienstl. S& T laufend
Hardware (exkl. Wartung)
Hardware (Wartung)
Software (inkl. Wartung)
Leitungskosten
RZ-Kosten
Nicht aufgeteilt
Summe Kosten
Anteil %
927
927
64% 36%
515
515
Potenzialaufteilung
1442
1442
100%
KPI Region2
…..
Potenzial 2008 in TEUR 32 18 50
Plan
Potenzialtracking: kumuliert
SAN TSM Summe
Q1 3 2 5
Q2 13 7 20
Q3 23 13 35
Q4 32 18 50
Comparision /
Summe in TEUR 32 18 50
9 Reduktion Stundensatz "Consulting extern" (IBM, etc.)
Client Service
Wirkungsbereich:
Consulting extern
Kurzfristpotenzial 2008:
Potenzial 2009:
Laufende Kosten 2008
0
0
Benchmarking /
KPI Regionn
Consulting
extern
Dienstl. RI laufend
Dienstl. S& T laufend
Hardware (exkl. Wartung)
Hardware (Wartung)
Software (inkl. Wartung)
+/- Impression
Leitungskosten
RZ-Kosten
Nicht aufgeteilt
Summe Kosten 0
Potenzialaufteilung
Anteil % 100%
Potenzial 2008 in TEUR 0
Q1
Q2
Potenzialtracking: kumuliert
Plan
Consulting ext.
0
0
7 Architekturkonsolidierung
Wirkungsbereich:
Middleware
Kurzfristpotenzial 2008: 29
xxx KPI R1….
…..
Potenzial 2009: 0
Q3 0
Q4 0
Summe in TEUR 0,00 Laufende Kosten 2008
Middleware
inkl.
e-learning
Dienstl. RI laufend 784
Dienstl. S& T laufend
Hardware (exkl. Wartung) 429
Hardware (Wartung) 60
Software (inkl. Wartung) 284
Leitungskosten 71
RZ-Kosten 412
Nicht aufgeteilt
Summe Kosten 2.040
Potenzialaufteilung
Anteil % 100%
Potenzial 2008 in TEUR 29
Q1
Q2
Q3
Q4
Potenzialtracking: kumuliert
Plan
Middleware
inkl.
e-learning
2,9
11,6
20,3
29
xxx KPI Rn….
Summe in TEUR 29,00
Ist
Potenzialtracking: kumuliert Middleware
inkl.
e-learning
Q1
Q2
Q3
Q4
Summe in TEUR
Quantification of Actions
Business Case 1
…..
Business Case n
Service Optimisation
Measures / Actions

8. Service Optimization Overview
Standardization  Consolidation 
Centralisation is the chain of
Centralization sustainable service cost improvement!
Data center
Client Backbone Core Apps IT Governance
centralization
Field Service Backup Consolidation Data center
consolidation IT Controlling
organization
Life cycle
Support management Virtualization &
Server Standardization Service view
Automation
Type reduction
Supplier Management /
Storage
Standardization contract renegotiation
Automation
Standardization
SW distribution Network / Centralization
Wide Area
Network

9. Partners

10. Clients

11. Thank you for your attention!
SC IIRUC SERVICE SA
7th “Fabrica de Glucoza” Street Tel.: +40-21-232.25.21
Sector 2 Fax: +40-21-232.25.26
020331 Bucharest Mail: office@iirucservice.ro
Romania www.iirucservice.ro