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Bmc china presentation_workshop_chi
- 1. BMC 媒体及分析师沟通会 苏玉龙BMC 公司 北亚地区总经理
- 2. 业务行于 IT ，IT 行于 BMC 优势 成立于 1980 年 第九大独立软件公司 良好的财务报表 为全球 116 个国家 / 地区的 15 ， 000 家客户提供服务 标准普尔 500 指数成员 ; 在 NYSE 上市： BMC 创新和前景 创立和强化 BSM 理念 在过去一年中，投资超过 10 亿美元用于战略收购 支持大型机、分布式、物理和虚拟环境 行之有效的实施方法 BSM 专利技术 采取综合性方法和统一的平台， 通过 BSM 运行 IT 减少 IT 成本 提高业务影响力 改善服务质量 管理风险 提高透明度
- 3. BSM 是 IT 运营的一种综合性方法和统一平台 运用 BSM ，可根据业务需求高效地执行和管理技术与流程 管理 IT 的业务 管理基础架构以支持企业 管理 IT 支持职能和流程 财务管理 供应商 管理 项目和资源 管理 人力资本 管理 监控和法规遵从 服务桌面 服务请求 管理 变更和发布管理 资产管理 身份 管理 预测分析 表现、可用性、 恢复 应用问题 解决 事件和影响 管理 容量管理 企业日程规划 应用发布 管理 配置自动化 配置 监控和遵从
- 4. “ D éj à Vu All Over Again ” - 市场机遇 数据库 财务 账单 其他 整合 ERP 甲骨文 15 年 1988-2003 制造 /MRP 财务 账单 其他 整合 R2 和 R3 ERP SAP 14 年 1990-2004 IIc Macintosh iPod iPhone 苹果 1984 年， IBM 占有了 90% 的 PC 市场 IBM 在 1981 年发布了 PC…… 苹果专长 桌面发布 图片 教育市场 自从推出 iPod 和 iPhone 后， Mac 的销售增长三倍
- 5. 数据库工具 大型机监测 工作规划分布式环境监测 修复 分布式环境分析 (ProactiveNet) 流程自动化 (RealOps) 配置自动化和合规 桌面（ Marimba ） 网络 （ Emprisa ） 服务器 (BladeLogic) IT 财务管理 (ITM) 整合 /CMDB ERP “ D é j à Vu All Over Again ” - 市场机遇 未来五年可爆发式增长 数据库 财务 账单 其他 整合 ERP 甲骨文 制造 /MRP 账单 财务 其他 整合 R2 和 R3 ERP SAP IIc Macintosh iPod iPhone 苹果 BMC 如今为 150-200 亿美元 这些产品有 99% 的市场渗透力，曾经渴求这些产品的用户最终都购买了它们 这是我们的 “ iPod” 和 “ iPhone” 销售额 20 亿美元 这是我们的 “ iPod” 和 “ iPhone” … 这些新产品可有新的市场渗透力—有很多空间开发更新的产品
- 6. BSM 提供的价值 降低 IT 成本 员工效率提高 30% 支持成本降低 25% 提高业务影响力 IT 服务交付速度加快 50% 改善服务质量 宕机时间减少 75% 故障修复时间加快 70% 管理风险 完成核查任务的时间从几个月缩短到几分钟 合规性成本降低 30% 提高透明度 全面的 IT 开支和活动可见性
- 7. BSM 提供的价值 CARFAX 将停机时间减少一半，消除了不再使用的服务器的许可和维护， 实现了 285% 的投资回报率 ，并在 7 个月中收回投资 International Trucking 的作业处理能力提高了 500% ，每月管理 500,000 多个作业 ，而没有增加人员 Dresdner Kleinwort 集中了规划和预算，提高了 IT 开支的透明度，使成本中心减少 90% ，并在 第一年实现了 300 万欧元的节省 Mutual of Omaha 通过减少关键业务应用的停机时间 节省了 400 多万美元 ，在第一年就将影响客户的问题通知单减少 69% ，将停机时间减少 66% Cap Gemini 将服务器核查和打补丁工作的时间从 每月 45 小时减少至 1 小时 。 每个服务器的故障诊断只需 3 分钟 ，而原来是 37 分钟 E*Trade 通过利用事件优先级划分将计划外停机时间减少 75% ， 每年节省超过 400 万美元的收入 UBS 将大型机数据库变更的 停机时间减少了 97% Motorola 合并了一个公司范围的变更流程， 将故障修复时间缩短了 30% ，将影响用户的计划外停机时间减少了 60% ，并实现了 1100 万美元的节省
- 8. BSM 领导者 “BMC 是今天 BSM 的领导者 .” Forrester Research, “The BSM Bet Is Paying Off For BMC Software: SWOT Analysis: BMC Software, Q4 2007,” T. Mendel, December 2007 “ BMC 原创了 BSM 业务服务管理这一理念。作为企业和系统管理领域的老牌公司， BMC 勇于承担了开创一个新的领域并投入制造支撑这一理念的系列产品的风险。结果如何呢？ BMC 成功打造了一个坚实可行的 BSM 整体解决方案，并提供了达成 BSM 的逐步计划。” Forrester Research, “BMC Software Aligns IT With The Business To Lead In Business Service Management: The Forrester Wave™ Vendor Summary,” P. O’Neill and E. Hubbert, March 2007 BMC 的优势在于：“连续 20 个月领先其他供应商 （ BMC Atrium CMDB 2.0 改善了模型化和 Definitive Software Library—— 这有力奠定了 BMC 的领导地位）。” Gartner Research, “IT Service View: CMDB Vendor Landscape,” R. Colville and P. Adams, Jun e 2007 “ 通过提升 BSM 业务服务管理在业界的认知度、重要性和前瞻性， BMC 正在引领这一愿景的实现。” (IDC, Fred Broussard, Research Manager, PC and Device Management Software)
- 9. BMC Software isleading the evolution of IT Gartner, Inc., "Market Share: IT Operations Management Software, Worldwide, 2007", R. Millman, June 2008 Gartner, Inc., "Magic Quadrant for the IT Service Desk", D. Coyle, K. Brittain, November 2008 Gartner, Inc., “Magic Quadrant for IT Project and Portfolio Management”, M. Light, D. Stang, June 2008 Gartner, Inc., “Magic Quadrant for IT Event Correlation and Analysis, 2007”, D. Williams, D. Curtis, W. Cappelli, December 2007 Gartner, Inc., “Magic Quadrant for Job Scheduling, 2006”, M. Govekar, February 2007 Forrester Research, Inc., “The Forrester Wave™: Service Desk Management Tools, Q2 2008”, C. Gliedman, April 2008 Forrester Research, Inc., “The Forrester Wave™: Data Center Automation, Q2 2008”, E. Hubbert, April 2008 Forrester Research, Inc., “The Forrester Wave™: Business Service Management, Q1 2007”, P. O’Neill and E. Hubbert, March 2007 Forrester Research, Inc., “The Forrester Wave™: IT Asset Management, Q3 2006”, P. O’Neill, August 2006 Forrester Research, Inc., “The Forrester Wave™: Application Mapping For The CMDB, Q1 2006”, J. Garbani and T. Mendel, February 2006 IDC, “Worldwide Database Development and Management Tools 2007 Vendor Shares”, C. Olofson, October 2008 IDC, “Worldwide Problem Management Software 2007 Vendor Shares”, F. Broussard, September 2008 IDC, “Worldwide Performance and Availability Management Software 2007 Vendor Shares”, T. Grieser, October 2008 † The Magic Quadrant is copyrighted 2007 by Gartner, Inc. and is reused with permission. The Magic Quadrant is a graphical representation of a marketplace at and for a specific time period. It depicts Gartner's analysis of how certain vendors measure against criteria for that marketplace, as defined by Gartner. Gartner does not endorse any vendor, product or service depicted in the Magic Quadrant, and does not advise technology users to select only those vendors placed in the "Leaders" quadrant. The Magic Quadrant is intended solely as a research tool, and is not meant to be a specific guide to action. Gartner disclaims all warranties, express or implied, with respect to this research, including any warranties of merchantability or fitness for a particular purpose. Analyst Firm Market BMC Leadership Status IT Service Desk and Help Desk 1,2 † 2007 Market Share Leader – 1 st Positioned in Leaders Quadrant DBMS Management 1 2007 Market Share Leader – 1 st IT Project and Portfolio Management 3† Positioned in Visionaries Quadrant IT Event Correlation and Analysis 4† Positioned in Leaders Quadrant Job Scheduling 5† Positioned in Leaders Quadrant Service Desk Management Tools 6 Named a Leader for Both Large and Small Enterprise Service Desk Tools, Forrester Wave™ Q2 '08 Data Center Automation 7 Named a Leader in Data Center Automation, Forrester Wave™ Q2 '08 Business Service Management 8 Named a Leader in Business Service Management, Forrester Wave™ Q1 '07 IT Asset Management 9 Named a Leader in IT Asset Management, Forrester Wave™ Q3 '06 Application Dependency Mapping Tools 10 Named a Leader in Application Mapping For the CMDB, Forrester Wave™ Q1 '06 Database Development & Management Tools 11 2007 Market Share Leader – 1 st Problem Management 12 2007 Market Share Leader – 1 st Performance Management 13 2007 Market Share Leader – 2 nd
- 10. BMC 中国大事记 1999– BMC 软件（中国）有限公司成立， 总部设立在北京 . 2000 – 铁道部、建设银行等大型企业成为 BMC 的用户 2003 – 业务服务管理 (BSM) 的全新指导战略在中国正式发布 2004 – Remedy ITSM5.6 简体中文版在中国正式发布 , 2005 在北京举办了“ BMC 软件大中华区论坛“， BMC 软件首次向中国客户展示了其最新提出的“ Routes to Value” （成就价值之道） 发布了其针对中国市场的服务影响和事件管理解决方案中文版 发布 BMC 身份管理产品中文版 2006 发布专为中国中型企业用户设计全新的三套主要的服务台解决方案。 BMC Magic Service Desk Express 套件、 BMC Magic Desktop Automation Express 套件，以及 BMC Magic Service Desk Change Management Express 套件。 发布了 BMC Remedy IT 服务管理 (ITSM) 7.0 版应用软件套件，帮助 IT 部门快速实施 ITIL 最佳实践 2007 BMC 联合 ITIL 最佳实践权威机构—— Pink Elephant 公司联合举办的“ ITIL v3 研讨会”并诠释符合 ITILv3 标准的 BMC 解决方案。 2008 发布 BMC 服务自动化解决方案 发布 BMC Remedy IT 服务管理 (ITSM) 7.5 版应用软件套件 中国联通选择 BMC 作为 IT 管理供应商 BMC Remedy IT 服务管理套件成为首个获得 ITIL 官方组织认证的软件 2009 - 在中国大连开设新的客户支持中心，进一步强化了对中国市场和本地客户的承诺
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- 12. 遍布全球的 BMC 合作伙伴与行业顶尖 技术领导者的联盟 全球技术联盟 全球 450 多家 集成和提供合作伙伴 与其他 100 家 行业领导者的联盟 与顶尖系统 集成商的联盟 解决方案提供商 技术联盟 全球系统 集成商联盟
- 13. BMC 设于大连的亚太及日本地区客户支持中心 标准中国时间6:00am – 6:00pm 之间，支持亚太及日本地区的业务 客户联络中心 电话、邮件和网络 跟踪管理 翻译服务 中文、英语、日语和韩语 一般性要求 一级支持 属于全球客户联系中心 为客户和合作伙伴提供全天候、点到点的服务 二级支持 二级技术支持分析 中文、英语和日语 目前 20 名职员 于 2009 年底将超过 30 名职员
- 14. BSM 推动 BMC中国的成长 80% 的年增长率（ 09-10 财年） 19% 的服务管理领域年增长率 由于 BMC 最近收购了 BladeLogic 公司，预计 10-11 财年在服务自动化方面有 2 位数的增长 加大人员投入 – 销售，售前，渠道，市场，服务与支持 与系统集成商和联盟合作伙伴加强合作关系（如埃森哲、 VMWare 、思科 ) 继续投资于渠道
- 15. 市场热点 What ishot in the market and why BSM? Virtualization CISCO UCS Cloud Computing
- 16. 虚拟服务器日渐普及 新型管理挑战浮现…… 85%的 IT 机构已经将他们数据中心的服务器虚拟化 早期的成绩表明， 85% 的 CIO 认为虚拟化服务器可带来高 ROI 虚拟化的数据中心可带来广泛且具吸引力的受益 但是也必须面临新的管理挑战 Source: CIO Research, January 2, 2008 Virtualization in the Enterprise Survey: Your Virtualized State in 2008
- 17. Cisco 与 BMC的合作： 虚拟环境 + 智能化自动化管理 = 数据中心未来之路 INTERNAL USE ONLY © Copyright 07/02/11 BMC Software, Inc. BMC CISCO /Vmware Hypervisor Hypervisor 第一代 1998 – 2002 第二代 2003 – 2005 第三代 2006 – 2008 虚拟构架 管理和自动化 Hypervisor 虚拟构架 推动虚拟化向标准的演进 先行者 潮流 标准 测试开发 生产环境 关键应用 High Availability
- 18. 云计算 —— 下一轮风潮IT 架构和应用的新型资源调配和供给模型 基础架构作为服务（ IaaS ）——如服务器、存储和网络服务 平台作为服务（ PaaS ）——如开发、测试和运行时间 软件作为服务（ SaaS ）——如业务和客户应用 用于数据中心的一套设计、实施和运营原则 借助于虚拟化，企业机构经常使用“云”作为更新数据中心的模型 公共云——云服务提供商 计算基础架构和应用资源的自助式接入 快速供给，可扩展 基于使用量的收费 私有云——企业 容量类似于公开云，但只在内部数据中心运行 集中于业务灵活性、资源重复利用、标准化和颗粒状统计 混合云——综合体 混合企业私有云和公开云的资源 云计算——两种定义 云配置模型
- 19. 管理是云计算的关键 提供商 : 服务供应商 / 外包商、电信商、软件和平台供应商 以及企业 IT 客户 架构作为服务 (IaaS) 开发和运行时间 业务逻辑 平台作为服务 (PaaS) 软件作为服务 (SaaS) 核心架构 虚拟化 服务、应用和架构管理 IT 管理员 & 架构师 开发人员 企业用户 服务、应用和构管理 ( 企业 IT ) 远程管理 监管 / SLM
- 20. BMC 的云计算新发布 BMC把 BSM 引入云计算环境 业界领先的 BSM 平台让企业客户可以尽享云计算所带来的可扩展性、业务灵活性、服务定向和高性价比 大型企业机构在构架私有云环境 BMC 的 BSM 帮助客户构建和管理私有云环境 推动成功、减少风险、提高性价比 BMC 公司和亚马逊网络服务（ AWS ）合作简化混合云环境的管理 战略联盟让客户可以通过单一、统一的管理方案来控制私有云和公共云架构 集成的方案可大幅节省运营成本和资本支出，并带来高度灵活的业务运营能力 初始能力集中于亚马逊弹性云的资源供给、取消供给和服务变更
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Editor's Notes
- #4 Slide objective: demonstrate the breadth of BSM Key points: -- BSM encompasses key functions in the IT organization: plan, support, and operations -- BSM covers a broad range of capabilities within each of these departments -- equally important, BSM is about bringing these functions together, and overall, bringing IT closer to the business services that it supports Sample presentation: BSM is in part, about is the ability to bring together information and processes from across your IT organization. Implicit in this is the ability to cover a significant cross-section of functions within these organizations. BSM covers the key functions across your organization you rely on the most. Many IT organizations are building up planning and business operations organizations, sometimes characterized as a program management office, other times it's found in the business operations office. For these people we have seen the need to pull together information that has never been put together into a single view before. Therefore, our approach for the planning organization encompasses the five areas that you see on the slide. IT support is one of the areas that BMC has been supporting for some time. So much IT delivery in IT support workflow occurs in this organization, and therefore, in its ability to share information and processes is absolutely critical. BSM addresses these needs and providing a comprehensive workflow system as well as the ability to integrate this kind of information IT operations is in many respects the bedrock for IT organizations. It is where the majority of IT spend occurs, and the ability for this organization to do its job efficiently will make or break the success of many IT organizations. Therefore, it is more critical than ever to combine IT operations functions, moving away from "random acts of IT management" and pulling information together so that better decisions can be made, and that those decisions can be automated.
- #7 Slide objective: present the benefits of business service management Key points: -- BSM can simultaneously address multiple IT business objectives -- these are not theoretical arguments, these are statements based on actual customer successes Sample presentation With BSM, you can make breakthroughs against multiple IT business objectives. Although results may vary, we have seen some pretty consistent patterns of success with business service management, which you can see on the right-hand portion of the slide. Furthermore, we have a number of customers that it significantly exceeded these benchmarks for addressing these highly tangible objectives: IT costs is probably the most measurable metric, and one we have had tremendous success with. Customers will benefit across their planning, support, and operations functions in this area. At Dresdner Kleinwort: Eliminated 20 FTEs, First year savings: $3M Euro . Centralized planning and budgeting efficiency (1,500+ cost centers reduced to 150). Increased transparency resulted in improved governance, more strategically aligned IT decisions and increased credibility (BMC Service Resource Planning) Comcast : BMC Remedy Service Desk has driven Incident and Problem management improvements, allowing a 200% productivity increase for Customer Service staff, increasing first call resolution and MTTR, driving a $50K/day service improvement and overall $18.25M per year saving . AT&T achieved 30 percent savings on elapsed times for billing runs, consolidated monitoring of more than 100,000 jobs per day, reduced scheduling related headcount by 75 percent (BMC CONTROL-M) IT business impact has also been highly proven as result of business service management With BSM, a large European and Latin American bank has reduced the time to deploy new services by more than 50 percent . The bank now manages its infrastructure from a business perspective and has improved both quality of service and IT responsiveness. Further, it has met compliance goals for asset management, driven down third-party maintenance costs, and reduced the number of vendors used. A leading multinational aerospace manufacturer and advanced technology company saved more than $6.5 million dollars and increased customer satisfaction by more than 70 percent by adopting BSM. Quality of service is yet another metric that is very objective, and this is one that we have seen our customers deliver tremendous improvements as a result of applying business service management processes and technology A telecommunications company reduced the manual handling of exceptions from 147,000 on a quarterly basis down to 4,800 , improving its ability to complete jobs in a timely manner and achieve SLA deadlines. The company also reduced the headcount in the scheduling area from 180 down to 25 , resulting in a savings of more than $10M. An Institutional Securities Group achieved 99.9 percent availability , a key performance indicator for a critical business objectives. The customer estimates savings of 50 percent in administration time , and also estimates a savings of up to 30 percent in storage cost avoidance . IT organizations are also able to reduce risk on a number of fronts: A leading manufacturer consolidated multiple processes into a single companywide change process, providing 30 percent reduction in mean time to repair , 60 percent reduction in unplanned outage time impacting users, and an $11M “ savings ” in change management alone. A systems integrator reduced server auditing and patching effort from 45 hours per month to one hour . Fault diagnostics now take 3 minutes per server, down from 37 minutes. A global financial services company reduced outage time for mainframe database changes by 97 percent. U.S. Army Manages compliance and configuration control in a large, multi-vendor data center with BMC. Reduced man-hours by 75%, while improved change success rates from 35% to 95% And finally, through effective implementation of dashboards, and produce and portfolio management processes and technologies, IT has been able to provide transparency both inside the organization and outside the organization, replacing massive spreadsheet drills with management technologies that can immediately rollout resources required to deliver on IT and business objectives. In addition to saving costs, Dresdner Kleinwort demonstrated that with effective use of this technology, they were able to make very clear how the IT agenda aligned with the business agenda, and are even able to reduce the number of cost centers from 1500 down to 150. [sources used to prove speciifc stats above] A Specialized Financial Institution in California initiated a new Vendor Management Office (VMO) leveraging BMC Vendor Relationship Management and saved $350K in the first three months by rationalizing vendors and creating transparency into the vendor portfolio . By deploying Governance and Compliance Management, the CIO and his team eliminated silo-based compliance and automated manual processes, reducing the overall headcount required to manage compliance. (BMC Service Resource Planning) Reduce labor 25% - comes from Forrester Total Economic Impact study: http://www.bmc.com/USA/Corporate/attachments/TEI_CMDB_FINAL_version_2-21-08_V3.pdf Lockheed : Using BMC Remedy ITSM Service Desk Lockheed Martin has seen resolution matching of Incidents increase from 15% to 76% , allowing first call resolution to improve from 91.5% to 96.5% and Customer Satisfaction up from 96.2% to 98.5% … this has driven a $6.5M saving in the first year 1, $1.2M ongoing annual savings. (BMC Service Support) BellSouth : Using BMC Remedy Change Management, Bellsouth has been able to achieved a 55% reduction in cost per event , 91% reduction in manual efforts required for an Incident, and $200K in year 1 and $1.1M in year 2 saved in per event costs. (BMC Service Support) REDUCED FAILED CHANGES 50% reduced failed changes - Forrester Total Economic Impact survey - http://www.bmc.com/USA/Corporate/attachments/TEI_CMDB_FINAL_version_2-21-08_V3.pdf Motorola : Used BMC Remedy ITSM to consolidate Service Desks (25 into 1) handling 100k incidents per month. One companywide change process managing 5k changes per month all based on the CMDB . 30% reduction in MTTR . 60% reduction in unplanned outage time impacting users. $11m “savings” in Change Management alone (first project). $32m “savings” for ITSM when fully deployed. ( BMC Service Support) ACCELERATE ITIL INITIATIVES BBVA: Used BMC ITSM to meet compliance goals for Asset management . Drove down 3rd-party maintenance costs . Reduced number of vendors (CA, Topaz, Tivoli). Time to deploy new service improved more than 50%. (BMC Service Support) Also, this is estimate from implementing Service Management Process Model (SMPM) eTrade : Used BMC Application Performance and Analytics to underwrite its “ 2-second trade guarantee ” and realized 15% Y-Y IT cost reduction by automating event monitoring. The company also patch audited and remediated 2,660 servers automatically in 2 weeks vs. in months. (BMC Service Assurance) A telecommunications manufacturer consolidated to one company-wide change process, providing 30% reduction in MTTR , 60% reduction in unplanned outage time impacting users, and realized $11M in savings An international hospital group has reduced time to resolution for critical incidents by 68% and achieved $1.2M of annualized IT labor savings Mutual of Omaha reduced business application downtime by 66%, decreased customer-impact problem tickets by 70% and saved $4M through productivity gains. Chicago Mercantile Exchange used BMC BladeLogic Operations Manager to improve its administrator to server ratio from 45:1 to 112:1 , effectively handle 40,000 weekly changes and eliminate server configuration outages , and become fully compliant with SOX 404 . (BMC Service Automation) Telecom Italia standardized its policies, automated cross-platform patching and audit and remediation tasks to reduce time and effort by more than 90% . (BMC Service Automation) VirginMobile – reduced audit cycle time from 2 months to 5 days (BMC Service Automation) Intel – handled network security audits and remediation in 30 minutes vs. 60 days (BMC Service Autoamtion) International Trucking manages 500,000 more jobs per month — without adding staff, increased job processing by 500 percent , and realized 5 percent aggregated CPU resource savings (BMC CONTROL-M)
- #9 Slide objective: show industry validation for BMC and BSM Key points: -- industry analysts concur that BMC is a leader for business service management Sample delivery: Industry analysts have spent a lot of time looking at our approach to business service management and have concluded that it is extremely effective for customers, and furthermore, represents both thought leadership and the best current portfolio of business service management technology and services offerings in the industry
- #10 Slide objective: Demonstrate BMC’s leadership in various IT management categories/market segments.
- #11 Milestones in history
- #12 Remedy has a breadth of customers spanning the Fortune 500 and Global 100. Our products are used across many verticals, including: Financial Services, Telecommunications, Government/Public Sector (Education), High Technology, Healthcare, Energy, Automotive, Services. Remedy ’ s solutions meet the need of public and private sector customers across ALL verticals. Historically, our strength has been in Telco, high tech, financial services, and the public sector, but the unique adaptability of our solutions means that our products meet the needs of any organization in any vertical.
- #13 BMC Software 与其他领先公司建立合作关系，为客户提供全套解决方案 具有说服力的例子： IBM 、 Accenture 我们建立了 11 个全球技术联盟。除此处列举的联盟外，我们还与 Dell 、 Siebel Systems 、 Sun Microsystems 、 Sybase 、 Red Hat 等公司合作
- #22 This slide is designed to be an opening or closing slide. This will allow the presenter to have a presentation cued up in slideshow mode without being on the title slide. The audience can take their seats, leave, or have open discussion with this slide up.