The document discusses HP's IT Performance Suite, which includes Executive Scorecard (XS) and Enterprise Collaboration (EC). It focuses on using metrics to measure and improve IT performance across planning, building, and operating phases. The suite provides solutions for areas like financial management, security, application lifecycle management, and more to help organizations understand, execute systematically, and continuously improve business outcomes and IT.

1. IT PERFORMANCE SUITE
Focus on Executive Scorecard (XS) and
Enterprise Collaboration (EC)
Edvaldo Carmo
HPSW - IT Strategist LATAM
©2011 Hewlett-Packard Development Company, L.P.
The information contained herein is subject to change without notice

2. EXECUTIVE SCORECARD
(XS)

3. “To measure is to know”
"If you cannot measure it,
you cannot improve it”
Lord Kelvin
Peter Drucker

4. HP IT Performance Suite
Perform better.
UNDERSTAND
Execute Systematically
SEE ACT
IT performance data
Secure Proactively
Build Faster Operate Simply Store Efficiently
outcomes
Business
IT
Continuous improvement
IT
Analyze in real time
Plan >>>
>>>>>> Build >>>>>>>>>>>>>>> Operate >>>>>>>>>>>>

5. HP IT PERFORMANCE SUITE SOLUTIONS
IT Financial Management
Enterprise Security
Application Lifecycle Management
Configuration, Change and Release
Management
Closed Loop Incident Management
Automated Network Management
Service Asset and Configuration Management
Cloud Service Automation
FOUNDATION
PLAN BUILD OPERATE
5

6. HP IT PERFORMANCE SUITE PRODUCTS VIEW
STRATEGY, PLANNING, AND GOVERNANCE
Project and Portfolio Management Application Portfolio Management
IT Executive Scorecard Financial Planning and Analysis
Center Center
SECURITY INTELLIGENCE AND RISK MANAGEMENT
Fortify Software Security Center ArcSight Enterprise Threat and Risk Management Tipping Point Intrusion Prevention System
APPLICATION LIFECYCLE OPERATIONS INFORMATION
MANAGEMENT MANAGEMENT MANAGEMENT
Application Lifecycle Management Application Performance Datacenter Automation
Management Center Data Protector
Quality Center
Operations Management HP Integrated
Client Automation Center
Center Archiving Platform
Performance Center
Network Management Service Management TRIM Enterprise
SOA Systinet Center Center Records Management
IT PERFORMANCE SUITE FOUNDATION
Universal Configuration Management Database Center
6

7. HP IT Performance Suite – Drill Down
IT Dashboard CIO Office
Define IT goals, objectives and KPIs | Measure performance end-to-end
PMO Portfolio and Financial Management IT Finance
Manage investment decisions Manage applications, projects,
programs, cost and staff resources IT Governance
Manage enterprise portfolio
Application Security Operations Security
Network
Static code Dynamic code Security information and event management security
security security CISO
Correlation and logging Application audit
Service
Application Lifecycle Mgmt Service Desk Information
BSM Service Health
Management Management
CTO Agile Project Management Performance / Usage/
Service Intelligence Consolidated
Service model
Application Governance DevOps service desk SLA
Backup and
Requirements Management Application performance CAB Change management recovery
Go/ mgmt
Development NOC Self Service Catalog Archiving
No Go System Management
DESIGN BUILD
Asset Records management
Quality Management Network
Management Management
Functionality | Performance eDiscovery
Quality Orchestration
Security Assurance
Service Virtualization Service Automation IT Operations
Server | DB & middleware | Network | Storage
Test Data Management | Client
Configuration Management System (Federated & integrated
7 CMDB) | Automated discovery & dependency mapping

8. HP software approach
Bring order to the chaos
PMO Finance Project team A Project Team B Development QA Operations
Demand management Resource management
Project proposals Business Service & Asset Mgmt
Budgeting/Financial Management Investment portfolio management
Project scheduling/Time tracking HP ITPS Application lifecycle & Portfolio
Mgmt
Issues, risks, scope changes Service desk or 3rd party integrations
Operational Reporting Strategic & Analytics Reporting
Environment

9. Classification of Key Measures
Agile IT BALANCED
Strategic Key Goal Indicators SCORECARD
Optimized
Available, Responsive,
Secure Critical Success Factors
Impact
Efficient, Effective, Quality, Progress, Key Performance Indicators
Utilization, Compliant IT PROCESS HEALTH
DASHBOARDS
FCR Rate, MTTR, Failed RfC, Calls, Abandon, Key Performance Metrics
Cycle Times, MTBI, Cost per Call
RFC, FTEs, CIs, Incidents, Problem, Breaches, MAC, Wait Key Fact Metrics
Tactical Times, # of Calls, Down Time,
FUNCTIONAL &
PROCESS
Real time tickets –Monitoring Integrations, Incidents/Changes,…, Projects
Dashboards
Risk/Issues, processes running….
9 15 March 2012

10. Alignment of Key Measures
Key Goal Indicators
Strategic
Management
Executive
KGI
CSF
Process/Service
Impact
Critical Success Factors
Owner
Key Performance Metrics
KPI
Process/Service
Management
Key Performance Indicators
KPM
Key Fact Metrics
Tactical KFM
10 3/15/2012

11. Scorecard Perspective Example
• KPIs contributing to goals in the ‘Customer’ perspective

12. Out of the box KPIs LEGEND
PPM
FPA
BSM
SLM
AM SM
External
Partial List (BSM & SM)
% software Business
% projects % assets cost
Reduce cost licenses service cost
cost reduction reduction
in use reduction
IT Value
`
% unhealthy % actual vs. Avg. cost of IT % IT POR
Stewardship of IT
projects budget planned delivery per vs. total
investment risk costs customer revenue
% projects
Alignment with associated with CAPEX vs. Innovation
business strategy business OPEX delivery
objectives
Average % service
Improve service service performance MTTR MTBF
delivery performance availability not met
Customers
% of met
% of
Improve customer % of met SLOs for IT Incident
satisfied
satisfaction SLAs process outages
customers
activities
% of
% of project % of % projects with % of
Improve project deviation of
tasks on projects on unresolved healthy
execution time time urgent issues
planned
projects
hours
Time-to-market: % problems
Improve Avg. project % interactions % incident Avg. time to Problem
Excellence
Operation
new products / % of FCR resolved within
responsiveness services
initiation time in backlog aging procure
required time
queue rate
al
% unauthorized Avg. age of
Achieve process % reopened % escalated % urgent % outages due % SLA % assets in % problems
implemented % SLAs coverage hard-ware
excellence incidents incidents changes to changes expirations
changes
maintenance
assets
with RC
Improve staff Employee % satisfied
Orientatio
satisfaction turnover employees
Future
% project
n
% employees
Improve staff % employee exceeding effort by
% of FTE
effectiveness utilization rate leadership external
competency model resources

13. Leveraging HP Knowledge to Value
Driven by persona
business challenges
Based on industry standards
Aligning IT objectives
to persona business
challenges
Benchmarking
The HP IT Unified Dashboard
Data Model Pages
(f.k.a.BTO Data Model)

14. Executive Scorecard Architecture
Executive Scorecard
KPI Explorer and
Scorecards, KPIs, Analytics Dashboards Benchmarking
analytical processing
KPI Studio and Library KPI Engine Collaboration
BO Webi
Xcelsius
Cost Incident Customer Vendor SLA Service
Mobility
Project Asset HP Unified Data Model Change Contract
Deployment
Configuration Administration, ETL Data Warehouse ETL Metadata Studio,
Stewardship ETL Gen
Security
Data Integration and
HPLN BO Data Services
Consolidation
Security QC/ALM CMDB 3’rd Party BSA BSM AM PPM SM ERP

15. HP Executive Scorecard
• Your IT Performance Management single source of truth
KPI Architecture to support
continuous business
improvement
Extensible IT Data Warehouse
Open data model and studio
for KPI expansion and
customization
Out-of-box persona dashboard
views, scorecards, KPIs,
analytics and IT Data Model
Personalized and
customizable UI
Improve Collaboration in IT

16. Business Value Framework – Banking
ONGOING
BUSINESS GOAL SHAREHOLDER VALUE
MARKET POSITION EARNINGS PER SHARE CAPITAL ADEQUACY
EXECUTIVE KPIs
--------------------------- ---------------------------- ----------------------------
(Direction)
(Become #1 in Retail Revenues) (Increase 3 cents Yr-on-Yr) (Tier 1 Ratio > 13%)
CORE Financial REVENUE COST CAPITAL
KPIs ---------------- ---------------- ---------------
(Direction) (Non-Interest Income up 6% Yr on Yr) (Reduce Non-Interest Expense by $2bn) (Reduce Loan Loss Provisions by 15% YoY)
BUSINESS
INITIATIVES
(Strategy/Priority Repair Reputation & Focus on the Customer Improve Operational Efficiency Manage Risk
Language)
Increase Products/Customer from Decrease Efficiency Ratio from Reduce Data Center Unit Costs Reduce Non-performing Loans
5-8 50%-45% from 3.25c – 2.75c from 3.1%-2.7%,
OPERATING KPIs
Increase SoW from 30%-50% “One Point of Truth”
--------------------
------------------------------------- ------------------------------------- ------------------------------------- -------------------------------------
PROCESS/
Cross-selling/Up-selling Channels Retail Product Processing Infrastructure Management Customer Information , &
FUNCTION
Customer Information Mngt. Enterprise Risk Mngt.
Branch/ Channel Core Banking/ Converged Infrastructure Information Optimization
Transformation Applications Transformation Cloud Enterprise Security
IT Initiative
Supported by HP Software

17. Where to Start and how to get there
HP Software Strategic Services
Current state Build and transition Desired state
Sub-projects
Current state
Analyze
Maturity m +x
Define strategy
Objectives and metrics ROI
Build roadmap (supported by Desired state
business-cases/ROI)
Architect - meet your
objectives
Validate results/value
Maturity m Plan, Design, Build, Migrate
People-Process-Technology Value Realization People-Process-Technology
Project, change, quality, architecture,
governance and value realization

18. Comprehensive Analysis
Maturity & Pain Point Assessment for People, Process, Technology
Point of view charts
provide critical insight
into current and future
needs to achieve key
business and IT objectives
18 HP Confidential

19. Detailed Recommendations
Roadmap, End to End Solution Blueprint, Business Case Analysis
Complete roadmap with
documented initiatives and
solution blueprints provide
step by step planning
recommendations with
value proposition and ROI
HP Confidential

20. Better IT performance means better outcomes
• Actual results from HP Software customers
Improve service to Realize cost
customers efficiencies
Over $1.2 million in recurring tangible
30% increased productivity (project team) savings per year in audit costs
3x improvement in first call resolution rates 57% reduction in IT project scope changes
66% reduction in unplanned failure rates $5M/yr saved by cutting mean time to
resolution
900% faster recovery from business critical to seconds
outages $19M/yr saved through 50% lower
software testing costs
95% reduction of Sarbanes-Oxley audit
sample points $32M/yr saved in
change management labor costs
HP Confidential

21. END RESULTS
Common vision and Plan
Alignment across the organization
Consensus on current and future maturity
levels
Clear path forward to achieve critical
goals
Quantified value proposition
Partnership with HP
21

22. ©2012 HP Confidential

23. Today in IT management
Many formal IT processes
incident event management
management
built around very structured data
…but surrounded by unstructured,
disconnected communications
defect requirements
management management

24. Today in IT management
As a result…
• Accumulated knowledge is isolated
or lost
• Time to resolution is long
• The same issues arise repeatedly
• Customer satisfaction suffers

25. Bringing order to chaos
discussions
The conversation processes
requirement incident
Context!
defect event

26. Knowledge
management
Suggested Multiple
people access points
Context
based
conversations
EC Workflow
integration

27. Context based conversations
• Embeds all relevant
details
• Easy to catch up for
new participants
• Attach facets to posts –
snapshots of data at a
given time

28. Integrated people finder
• Find the right people, with
the right knowledge,
right now
• Reduces resolution times
• Aids dispersed teams and
new team members

29. KNOWLEDGE Management
• All conversations and
objects are automatically
archived
• Builds a rich
knowledgebase from
multiple sources
• Find knowledge fast with
advanced search
capabilities

30. Multiple access points
• Users choose how to
participate
• Reply via EC interface,
email or Office
Communicator chat

31. Workflow integration
• Work in familiar environments HP SM
• Seamless integration and HP BSM HP ALM
collaboration across HP and non- HP
EC
HP products
3rd
HP CLIP
party
• Open development platform HP
Config.
Mgr
• Enables unstructured integrations
between products

32. Enterprise Collaboration
– Collaborate across organizations
– Attach incidents, defects, and events for
added context
– Conversation facets provide snapshots
into application data
– Search past archived conversations
– Flag urgent participants
– Participate via Outlook and Office – Native integration with ALM, BSM, SM
Communicator and CLIP
BSM
ALM
SM
Enterprise
Collaboratio
n
32

33. Additional Information
www.hp.com/go/HPEC

34. USE CASES
©2012 HP Confidential

35. use case
Ease of initiation
• John is a Systems
Operator
• Receives an event
notification in BSM/Omi
• Instantly starts a
conversation in EC

36. use case
Context Based Conversations
• EC presents the
relevant conversation
object, the event in
this case.
• Automatic import of
all the relevant details
• Clear context to the
conversation

37. use case
Multiple access points
• John pings Rachel for
the server log details
• Rachel isn’t logged into
HP EC or OMi
• She receives this
message in an urgent
email

38. use case
Integrated Product ecosystem
• John creates an
incident in SM
• Ethan, new Support
engineer is assigned
the ticket
• Whom does he
contact for help?

39. use case
Integrated People finder
• EC’s People finder feature
immediately suggests Mary,
who has been involved in
several similar conversations
previously.
• Mary receives an urgent
message in her IM window.
• With Mary’s help Ethan is
able to quickly resolve this
issue

40. use case
Knowledge Management
• Next month, Mark is
assigned a similar
ticket from different
customer.
• Mark quickly finds the
conversation in the
knowledgebase.
• Customer issue
resolved in a matter of
minutes.

41. HP Enterprise collaboration for SM
Sample Screenshot

42. HP Enterprise collaboration for CLIP

43. HP Enterprise collaboration for QC/ALM

45. THANK YOU