The document discusses HP's software strategy and portfolio from 2010-2012. It provides an overview of HP's acquisition strategy between 2005-2008 where it acquired 12 companies to expand its portfolio. It then discusses the Business Technology Optimization (BTO) portfolio and how HP's focus is on managing demand and directing effort to maximize focus on strategic programs through project, portfolio and financial management.

1. SPOR 3: PROGRAMVARE
Fornebu Park Hotel
21.Juni 2010
1 2009 HP Confidential
© ©2009 HP Confidential

2. AGENDA
14.45 HP Software & Solutions 2010-2012
Strategi, fokus, samarbeid – Anita Krohn Traaseth
Kundetilfredshet – Kirsten Oeding
15.15 – 16.45 Teknologi
Innledning – Aleksander Gjerde
Hvor ble det av merkevaren HP Openview?
Hva inneholder egentlig BTO porteføljen?
Hva har skjedd med HP sin programvaresatsning etter alle oppkjøpene?
Diverse oppdateringer
• Fra Openview til HP BSM 9.0 – Are Sjøflot
• Nytt i SM 9.2 – Stine Sandvik
• Ytelsestesting i skyen – Kjell Lillemoen
• Ny satsning fra Information Management teamet – TRIM – Tom Nordby
2 ©2009 HP Confidential

3. HVORDAN DEKKER VI DET NORSKE MARKEDET? HVORDAN OG HVOR
SKAL VI SATSE OG FOKUSERE I FREMTIDEN? HVORDAN SKAL VI
LEVERE LØSNINGER BEDRE SAMMEN MED PARTNERE? TAR VI GODT
VARE PÅ KUNDENE VÅRE? HVORDAN VIRKER PARTNERSTRATEGIEN
VÅR? HVORDAN KOMMUNISERER VI TIL MARKEDET? HVORDAN ER
HELE VÅRT ”ØKOSYSTEM” ORGANISERT FOR Å LEVERE PÅ
UTFORDRINGENE OG MULIGHETENE FREMOVER?
HVOR SKAL VI VÆRE SOM SW HUS I 2012 OG HVORDAN SKAL VI
DIFFERENSIERE OSS SETT FRA KUNDENS PERSPEKTIV?
3 ©2009 HP Confidential

4. VI HAR EN JOBB Å GJØRE
Fra Burson – Marsteller Norway:
Det er et inntrykk i markedet at HP Software og Solutions har
solgt mer enn de kan levere og at flere kunder ikke opplever
produktenes potensial – og at SW ligger på ”hylla”...
Kunnskap om og synligheten til HP Software & Solutions er lav og
blir assosiert med å være kompleks og dyr...
Nøkkelutfordringene er å følge opp kundene etter et lisenssalg og
sørge for en bedre supporthåndtering...
”HP Software og Solutions er markedsledere i Norge, med svært
gode produkter, men det er fortsatt en godt bevart hemmelighet i
det norske markedet...
4 ©2009 HP Confidential

5. STORT VEKSTPOTENSIAL - STRATEGI
– 2002-2010
– Markedsledere
– Mange fornøyde, lojale kunder
– BTO porteføljen
– PARTNERstrategi
– NY ”go2market” modell
5 ©2009 HP Confidential

6. FOKUS
– KUNDETILFREDSHET
– SUPPORT
– KOMMUNIKASJON
– SYNLIGHET & TILSTEDEVÆRELSE
6 ©2009 HP Confidential

7. SAMARBEID
– NY ORGANISERING
– ”DEN EKSTRA MILEN”
– MER TYDELIG
– LYTTE til DERE
– KUNDETILFREDSHET=DNA
7 ©2009 HP Confidential

8. KIRSTEN OEDING
KVALITETSSJEF I HP
8 ©2009 HP Confidential
©2009 HP Confidential

9. THE CUSTOMER
DEFINES
A JOB
WELL DONE
HP RulesConfidential Garage
9 ©2009 HP of the

10. "I WANT HP TO BE KNOWN AS THE COMPANY
CUSTOMERS CAN TRUST TO DELIVER — THAT ONCE
WE MAKE A COMMITMENT, THEY CAN BANK ON US
TO LIVE UP TO IT. IF WE DO THAT, HP WILL BE
SUCCESSFUL, BUT MOST IMPORTANT, OUR
CUSTOMERS WILL BE SUCCESSFUL"
chief executive officer and president
Mark Hurd
Chief executive officer and president
Hewlett-Packard Company
10 ©2009 HP Confidential

11. LEADERSHIP MEANS FLAWLESS EXECUTION
Best financial Best customer
& operational Best talent
experience
results
11 ©2009 HP Confidential

12. LEADERSHIP MEANS FLAWLESS
EXECUTION
Best financial Best
& operational customer Best talent
results experience
12 ©2009 HP Confidential

13. HEALTHY ACCOUNTS = SHARE OF WALLET
 51% of our “Loyal” customers plan to
increase the HP share of their overall
spend
 31% of our “At risk” customers plan to
decrease HP’s share of their IT spend.
 “Image and Relationship” is a leading
loyalty driver. Top 4 components of
“Image and Relationship”:
 Integrity
 Understanding business needs
 Superior customer experiences
 Development of strong relationships
13 ©2009 HP Confidential

14. TOTAL CUSTOMER EXPERIENCE (TCE)
DEFINED
Overall customer impression
of HP based on perceptions
and experiences with
Aware
Dispose
• HP people and/or Choose
upgrade
• Partners
Order
• Products Support and/or
purchase
• Services
Use Install
• Solutions
Learn
… at every touch point
Relationship
14 ©2009 HP Confidential

15. TCE & QUALITY 2010 STRATEGY
Be the industry benchmark for customer satisfaction & loyalty
TCE Leadership
Transform
customer
relationships –
be proactive
Make it easy
Execute
fundamentals
Deliver great customer experiences
15 ©2009 HP Confidential

16. HP CUSTOMER MEASUREMENT
SYSTEM
LEVEL 1 - End-to-end Customer Experience
Measuring the Total Customer Experience by customer segment
“How do we compare to the competition?”
LEVEL 2 - Category/Lifecycle Phase Experiences
Measuring lifecycle phase or product/service category experiences
“Are we doing the right things?”
LEVEL 3 - Event/Transaction Experiences
Measuring customer satisfaction at a touchpoint
“Are we doing things right ?”
LEVEL 4 – Internal Process Metrics
Measuring key value delivery system processes (leading indicators of TCE)
“What do our internal metrics show us?”
16 ©2009 HP Confidential

17. HP S&S NORWAY
CUSTOMER SATISFACTION PROCESS
Objectives
– To ensure that existing customers perceive value from the
SW they have already purchased
– To introduce a customer satisfaction culture
– Make basis/fundament for a Deployment Plan for key
customers
Method:
Face-to-face interview with prime client contacts for HP S&S
17 ©2009 HP Confidential
17 6/23/2010 HP Confidential

18. The Closed Loop Process
A process to improve long term customer satisfaction and loyalty by
acknowledging customer feedback, and proactively engaging
customers in the action planning and follow-up resulting from their
feedback.
Objectives:
• Increase customer loyalty by
demonstrating that inputs are taken into
account
• Documented account level action plan,
reviewed and agreed
• Full visibility of action plans and their
status
• Escalation/Elevation of systematic
issues
18 ©2009 HP Confidential

19. THE CUSTOMER
DEFINES
A JOB
WELL DONE
HP RulesConfidential Garage
19 ©2009 HP of the

20. HP Software & Solutions
Hva skjedde med OpenView?
Hva inneholder BTO?
21. JUNI 2010
Aleksander Gjerde
Aleksander.gjerde@hp.com
HP Software & Solutions
20 ©2009 HP Confidential

21. AGENDA
• Historikk. Hvor ble det av OpenView?
• BTO overblikk
• Q&A
21 ©2009 HP Confidential

22. Historikk
Kjøpt i alt 12 selskaper 2005-2008;
– ledd i en rettet, publisert strategi for å øke
bredden i vår portefølje
22 ©2009 HP Confidential

23. HP Software & Solutions
$3.5B
Systinet
Kintana
Appilog
Freshwater
Novadigm
NNM
OVO
OVSD
23
2004
©2009 HP Confidential
2005 2006 2007 2008 2009

24. 24 ©2009 HP Confidential

25. 25 ©2009 HP Confidential

26. 26 ©2009 HP Confidential

27. 27 ©2009 HP Confidential

28. STRATEGY: manage demand and direct effort
Business Portfolio Financial Architecture Application Service SLAs
requirements choice plan governance projects catalog
STRATEGY APPLICATIONS OPERATIONS
Demand,
policies
Maximize focus/budget on only the most strategic programs
Manage projects, programs and business requirements
Optimize financial and resource plan
CIO office
Establish governance: architecture, policies and re-use
Best-in-class*
strategy #1 Project, Portfolio Management
automation #1 SOA Governance
products
28
* Based on industry analyst publications - market share and/or capabilities assessment

29. APPLICATIONS:
enable application modernization
Functional Complete system End user management Business impact
Policies Demand Portfolio requirements validation application mapping change management
STRATEGY APPLICATIONS OPERATIONS
Plan Define/ Develop/ Launch • From demand, approval to change
design test
• Enforce quality processes
Full • Identify security vulnerabilities
Application • Scale from single projects to
global deployments
Lifecycle
Management New deployment
Fix/
patch
Fix/
patch
Fix/
patch
Minor release Minor release
Best-in-class* #1 Quality Management
applications #1 Performance Management
products #2 Application Security
29
* Based on industry analyst publications - market share and/or capabilities assessment

30. OPERATIONS:
improve delivery and agility
Decision Controlled release End-to-end business Consolidated Change control Release mgmt. & Compliance/
support to production service health service desk & impact mgmt. change execution security audit
STRATEGY APPLICATIONS OPERATIONS
Unified Operations Orchestration – automate across operations
• Drive application efficiency, Service Health Service Automation Service Management
availability and performance Manage services from Automate datacenters Manage ITIL – based
• Manage virtualized servers, business process and clients service lifecycle
down to infrastructure processes
storage, networks, and
virtualized services BSM BSA ITSM
• Automate configuration
Release control – change decision support
management and deployment
CMS (CMDB) – provide a single discovered version of the truth
Best-in-class* #1 Application Management #1 Client Automation #1 Service/helpdesk
#1 Event Management #1 Data Center Automation #1 Asset Management
operations #2 Network Management
products
30
* Based on industry analyst publications - market share and/or capabilities assessment

31. Q&A
aleksander.gjerde@hp.com
31 ©2009 HP Confidential

32. Fra OpenView til BSM 9.0
Are Sjøflot
HPSS
June 21st 2010
©2009 HP Confidential

33. IT Service Management
A service is the Services
result of a process
performed by
people and
Technology
supported by Process
technology
People

34. Ett konsoll for status
service management
management information portal
Operations console
applications performance
customer backup &
experience restore
server network storage

35. HP Business Service Management 9
Unlocking the innovation value of IT
Agility
Quality
Transparency
Optimization

36. It’s all about 9
BSM 9.0
OMi 9.0
APM 9.0
NNMi 9.0
SM 9.20
uCMDB 9.0
Sitescope 11

37. What is BSM9?
HP solution that redefines IT operations to
become strategy broker of business services
for complex and dynamic application to
infrastructure environments
• NEW Application Performance Management
• NEW Consolidated Operations bridge
• Improved integration with Network Management
• Improved Closed Loop Incident Process use case.
Business aligned, fully integrated, highly automated
37

38. This is a Statement of Direction and is subject to change without notice.
BSM9 Top features that make the difference
Rationalized BSM platform
1 Shared components, services and reduced footprint / TCO
BSM Web 2.0 Mashup Dashboard
2 Role-based for operations and executives
Open Extendible Platform
3 Integration, extendible, federated
Consolidated Operations Bridge
4 Cross domain operations bridge with topology based event correlation
Business Transaction Monitoring
5 Transaction monitoring and tracing across RUM, TV and Diagnostics and topology
Enterprise Readiness End User Monitoring
6 Admin, configuration, reporting, data model
7 Next Generation Network Management Center

39. This is a Statement of Direction and is subject to change without notice.
Rationalized BSM platform 1
Shared components, services and reduced footprint
Operations Bridge BSM Benefits
Service Event
myBTO Mobile BSM BSM Apps
Health Console • Increased Business + IT alignment
Centralized Services • Business impact scores
User Alerting and Deployment • Reduced MTTR via unified operations
Downtime HA / DR
Permissions Notification Manager
and single source of truth
Consolidation and Calculation • Improved operator efficiency and
productivity
Event Correlation Service Impact • Standardized BSM services (e.g.
downtime) for efficient ops
Events ODB • Collaboration, personalization and
(600K CIs,
(1300 EPS)
10K locations) mobility
• Reduced cost of ownership
• Full support virtualized enterprise
Metrics Events Topologies
deployment
Data Collection • Deployment manager for
EUM Application Server Storage Network
optimizing resource utilization
• Standardized platform support
LOW TCO | Performance | Flexibility | Breadth
matrix
HP Confidential

40. The Business Challenge
When there’s a problem, the business needs to know which customers, users, and businesses are being impacted.
How much is this
Are premium customers
incident costing the
being well served?
business?
How many customers
How long has this
are active or stopped
been happening?
using services?
BUSINESS CUSTOMERS
How many/what
Which customers and What does “slow”
transactions
users were affected? mean?
succeeded/failed?
Apps Backend
Web SAP, Siebel,
Firewall Oracle, Middleware
servers
J2EE,.Net
JMS MQS CICS
Internet Mainframe
/ intranet
Database

41. What makes an ideal Application Performance
Management (APM) solution?
2
User defined Transaction Profiling
Apps
Web SAP, Siebel, Backend
Firewall Oracle, Middleware
servers
J2EE,.NET
JMS MQS CICS
Internet
Mainframe
/ intranet
1
4
End-user Experience Monitoring Application component deep diveDatabase
monitoring
3
Application Component Discovery and Modeling
5
Application Performance Management Database

42. HP APM Diagnose
Quickly diagnose to lower IT costs and reduce mean time to repair
.
We can locate the slow
application sub-component with
the call profile details kept for
each synthetic transaction
Supports J2EE, .net, SOA, Siebel,
SAP
 Supports Composite applications  Detail call profiles of server requests
 Single unified tool  Correlate back to BPM transaction

43. HP Application Performance Management
Improve customer satisfaction, revenue and employee productivity
End user
Management
Service Level
Management
HP Application
Lifecycle
Management
Runtime
service
model
Modeling,
collaborative
views, EUM
reporting
HP Operations HP
Orchestration Diagnostics

44. Draft content from EMEA BSM 9 train the trainer event. Paris, France June 8-9

45. STINE SANDVIK
Speaker Name
Job Title
Date
47
©2009 HP Confidential
©2009 HP Confidential

46. WHAT’S NEW IN
HP SERVICE MANAGER
9.20
Stine Sandvik, stine@hp.com
©2009 HP Confidential
48 ©2009 HP Confidential

47. HP SERVICE MANAGER 9.20
A fresh new look for enterprise tough IT Service Management
49 ©2009 HP Confidential

48. SERVICE MANAGER 9.20 RELEASE THEMES
Improved User Experience
•Web 2.0 UI update for key processes
•MySM Dashboard leveraging BTO UI Mashup
•Enhanced change management including new change
calendar
•Localization enhancements
•New Documentation
Performance and Quality
•10% - 30% improvement in web client
•Enhanced Server Resiliency
•COST program with customer data
BTO Solution Supporting Integrations
•Enhanced support for CLIP & CCRM
•Operation Orchestration integration with KM and Change
51 ©2009 HP Confidential

49. HP SERVICE MANAGER 9.20
Form Modernization
55 ©2009 HP Confidential

50. HP SERVICE MANAGER 9.20
Record lists
57 ©2009 HP Confidential

51. HP SERVICE MANAGER 9.20
Change Management embedded functionality
60 ©2009 HP Confidential

52. CHANGE CALENDAR
61 ©2009 HP Confidential

53. HP SERVICE MANAGER CERTIFIED GOLD IN
ITIL V3
More OGC-certified ITIL processes than any other vendor
– U.K.'s Office of Government Commerce (OGC), the creator of the
Information Technology Infrastructure Library (ITIL), has certified
HP Service Manager 7.1/9.20 for NINE ITIL v3 processes at the Gold Level
• Incident Management, Problem Management, Change Management
• Service Asset and Configuration Management
• Request Fulfillment, Service Catalog Management
• Service Level Management, Knowledge Management
• Service Portfolio Management
– Gold Level indicates that multiple customers
have provided written verification of using HP Service Manager
to automate these ITIL processes
– HP has more Gold-Level certified processes than any other vendor
67 ©2009 HP Confidential

54. Q&A
©2009 HP Confidential
68 ©2009 HP Confidential

55. LOADRUNNER I SKYEN
Kjell Lillemoen
Løsningsarkitekt
21.juni 2010
70
©2009 HP Confidential
©2009 HP Confidential

56. HVA GJØR LOADRUNNER
Simulated Internet/ Web server App. server Database
Controller
users WAN
• Erstatter virkelige bruke med tusenvis av virtuelle brukere
• Genererer nøyaktig, målbar og repeterbar last mot systemet
Fra ett enkelt kontrollpunkt
• Peker på flaskehalser i systemet
71 ©2009 HP Confidential

57. HP TRIM SOFTWARE
FASTER, TRANSPARENT
RECORDS MANAGEMENT
Tom Nordby
Presale, Information Management
HP Software & Solutions
©2009 HP Confidential
72 ©2009 HP Confidential

58. HOW WE COMMUNICATE
20 Years Ago
73 ©2009 HP Confidential

59. HOW WE COMMUNICATE
Today
74 ©2009 HP Confidential

60. WHAT CUSTOMERS ARE TELLING US…
I need to gain control of My last document and records
my SharePoint sites management project took
and content forever to implement
There are new regulations I am faced with
I need to comply with e-discovery requests
Employees spend too much I have to secure more
time searching for information information than ever before
75 ©2009 HP Confidential

61. Ask yourselves
How many different ways can people in
my company create information?
How much of that content is “WE” fully
aware of ?
How would you feel about handing
over your inbox or “home drive” to
a group of lawyers who are suing
your company?
76 ©2009 HP Confidential

62. THE “ANSWER” TO THESE PROBLEMS
Proactive records
management:
• Keep what you need and get rid of
everything else
• Do it consistently and systematically
• Have an audit record of what you did and
when
• Establish “Intent” and “good faith”
77 ©2009 HP Confidential

63. COMPLIANCE… IT’S EVERYWHERE
Canadian Electronic Basel II Capital Electronic Ledger Storage Law
SEC 17a-4 (USA)
Evidence Act Accord (Japan)
HIPAA (USA) 11MEDIS-DC (Japan)
AIPA (Italy)
ISO
18501/18509
GDPdU & GoBS
(Germany)
FDA 21 CRF
Part 11 NF Z 42-013
(France)
Sarbanes-Oxley Act (USA) Public Records Financial Services BSI PD0008 (UK)
Office (UK) Authority (UK)
These are just a few If your company isn’t directly affected by
examples as there are over compliance, think about your suppliers and
20,000 compliance partners; they may be and may pass down
requirements worldwide the request directly to you
78 ©2009 HP Confidential

64. INFORMATION GOVERNANCE
THE PROCESS
Paper docs E-docs/email SharePoint Applications
Capture
Classify
Reduce
Retain and Protect
Discover
Dispose
79 ©2009 HP Confidential

65. INFORMATION GOVERNANCE
THE SOLUTION
Paper docs E-docs/email SharePoint Applications
Capture
TRIM 7.0
Classify
Reduce
Retain and Protect
Discover
Dispose
80 ©2009 HP Confidential

66. HP TRIM 7.0
Lower your business risk
Faster, more transparent
records management
for your enterprise,
SharePoint and
all your information.
81 ©2009 HP Confidential

67. HP TRIM SOFTWARE
Capture, manage and secure information in business context
CAPTURE MANAGE & SHARE INTEGRATE
 Information sharing
Enterprise
SharePoint  Collaboration Applications
 Check in/out, versioning
(ERP, CRM)
Email
 Lifecycle workflow
 Automated processes
 Renditions/transformation DELIVER/ARCHIVE
Desktop applications
 Simple contextual search
 Security and audit trails
Business applications  Classification & file plans Email CD-Rom Fax
 Retention and disposal
Scanned images Paper Portals Wireless
Structured data Archival /
storage
HP TRIM
82 ©2009 HP Confidential

68. Q&A
www.hp.com/go/hptrim
©2009 HP Confidential
83 ©2009 HP Confidential

69. UNIVERSAL RECORDS MANAGEMENT
WITH HP TRIM
Mitigate risk Improve efficiency Lower costs
• Securely manage all • Manage information in • Quickly find and
electronic and physical context with the present all relevant
records from creation business process to information
through ultimate make more informed, • Drastically reduce the
disposal timely decisions cost of responding to
• Seamlessly integrate • Streamline business litigation
applications for a processes to improve • Enable regulatory
single source of the productivity and compliance to avoid
truth customer service fines and penalties
84 ©2009 HP Confidential

70. NÅ: GRILLFEST 
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21.Juni 2010
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©2009 HP Confidential
©2009 HP Confidential