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1、,ITSM&the Impact on ToolSelection&Deployment,Paul Muller,South Pacific Marketing Manager,SGBU,Real World ITSM WorkshopApril,2003,Topics,IT,drivers,Business expectations Technology changes People,ITSM,&Tools,Why tools?Approach to selection,OpenView Highlights ROI,-HPs ITSM tool,CIO Challenges:What th
2、e analysts aresayingCIOs top 10 issues for 2002cutting/stabilizing costs,aligning IT investments withbusiness directionsbuilding strong IT service deliverysourcingresource managementsecurity in all its aspectsenterprise architectureintegration,controllingcosts improvevalue tothe business,building cr
3、edibility for the value ofIT servicesplanning:prioritizing IT investmentsSource:Giga Group,November 2001,Adding value to the business,Aligning IT services with business objectives,Putting effective processes behind IT services,Automating IT services,Demonstrating value of IT services to business,inc
4、reasingbusinessagility,nd,ogy a en,tech wor,ion,at,Internet,om en,aut riv,n,-d,iness,The Next Wave:the industry is moving to a new model of computing,nol k driv-netcomputingd client servercomputingpersonalcomputingmainframecomputing,rivebusutilitycomputing,adaptivecomputingtime,Technology versus pro
5、cess,Gartner:“Processes form a big part of IT service management.,Availability in a complex computing environmentdoes not happen on its own or automaticallyby acquiring high-availability technology.,It takes strategy,planning,policyand implementation to achieve it.,These are people and process issue
6、s,not technology issues.,People:Job skill and attitude transition,FromUsersInward LookingTechnology FocusAd Hod ProcessesBest EffortsEntirely In-HouseFragmented,SilosReactiveOperations ManagerSystem Skills,ToCustomerOutward LookingProcess FocusRationalized,Streamlined ProcessesMeasured,Accountable P
7、rocessesBalanced In/OutsourcingIntegrated,End-to-EndProactiveService Management“Listening”Skill,John Stelzers“Fool with a tool”rules,RuleRule,#1 Never choose the tool first#2 Start with the result you want to produce,Rule#3-Identify the cause of the problem beforetrying to define the solutionRule#4
8、Identify why and how something shouldchange before choosing the toolRule#5 Always make sure the proposed approachwill produce the desired resultsIf you make something fool-proof,someone will just invent abetter fool,However,without tools,IT internal experience unclear what affects what changes cause
9、 bad surprises unclear priorities&confusion little overview bad workflow&informationflow many manual reactive efforts lack of resources creates timepressure little knowledge reuse,IT customer experience“why cant IT provide a betterlevel of service?”“why are IT costs so high?”“why is IT so inflexible
10、?”“why is there no service&support information on theweb?”,ITIL inside,Service Desk pre-defined settings,are based on the ITIL industrystandard,ITIL is a set of books whichdescribe best practices for ITservice management processes,used by over 10 000 largeindustry leading companies.,can be used to o
11、btain an ISO,certification.,hps IT service managementreference model is based on ITIL,Pink Certified,Complete SLA Lifecycle Management,document complianceto SLOs,SLAsSLAassessment,create SLAs,SLOsSLAdefinition,service models combinewith historical fault andperformance information toprovide infrastru
12、cture andservice reportsSLAassurancemeasure&manageSLOs,SLAs compliance,customerSLAservice provider,enterprise ITservice model is usedto correlate fault andperformance informationwith service/customerimpacted,XML-based serviceDefinitions automaticallyInstrument OV and buildmodelSLAconfigurationbuild
13、service model,instrumentationsupporting SLOs,making sense of the infrastructure bytaking a business perspective,what are yourcustomers delivering?what do those servicesdependent on?how critical are they/who is dependent onthose services?,servicesinfrastructure elementsend users/other services,making
14、 sense of the infrastructure bytaking a business perspective,what are yourcustomers delivering?,email,what do those servicesdependent on?,appsexchange,networkrouter xyz,systemsserver 123,also:storage,how critical are they/who is dependent onthose services?,customersstaff,other servicesorderprocessin
15、g,outside entitiessupport,what happens whenthings go wrong?,logically connect howthe infrastructurerelates to the business,Email,whats the problem?who is effected?does it need to befixed immediately?,ExchangeStaff,Router xyzorderprocessing,Server 123support,Rapidly determine root cause,whats the,imp
16、act to the business?,IT is made more efficient by being able,to quickly prioritize based on information&business objectives,SLA Definition,service quality,priority,responsibility,customer classificationcontract,updates/verification,SLA Configuration,SLO translation into,infrastructure configuration,
17、manage changing,environments,SLA Assurance,SLO compliance monitoringimmediately assess impactof infrastructure on servicesand customers,Filter,graph,sort eventsbased on the criteria youchoose,Drill down through,integrated tools to quickly,resolve problems,SLA Assurance,Paris,Brisbane,determine root
18、cause of service orperformance degradationlaunch from OV Operations,display current path and all pathsbetween endpointsNicedrill-down on one path,SLA Assessment,service compliance reportingfuture service planningusage metering,Complete SLA Lifecycle Management,document complianceto SLOs,SLAsSLAasses
19、smentOpenViewReporter,SIP,Internet Servicesmeasure&manageSLOs,SLAs complianceSLAassuranceOpenViewOperations,Performance,Problem Diagnosis,Internet Services,SPIs,customerSLAservice provider,enterprise IT,create SLAs,SLOsSLAdefinitionOpenViewService Deskbuild service model,instrumentationsupporting SL
20、OsSLAconfigurationOpenViewService Navigator,Internet Services,The results on costs,cost reduction IT efficiency improved 26%IT travel costs reduced 41%IT productivity improved 54%IT travel time costs reduced 53%user productivity 21%reduction for operations 31%reduction in downtimeimpact,#servers per
21、 administrator 47 to 61 after OpenView 30%improvementLANs per administrator 8 to 25 after OpenView 300%improvementnetwork segments per administrator 16 to 28 after OpenView75%improvement#of help desk calls handled/week 1,700 to 4,200 after OpenView,drive ROIa total 3 year investment of$12,800(per 10
22、0 users)can deliverannual savings of$74,500 over three yearsfor a total of$223,585,NetROI,Present Value of$166,200(at 12%)=1296%,79%,reduction in server downtime,“hp Openview provides the tools to enable the IT staff to be proactive,is highly scalable,integrates with a wide range of the leading soft
23、wareplatforms and has high out-of-box value”Randy Perry IDC analyst in April 30 webinar,Providing value to the business“IT costs decreased by 10%because we havefewer problems and we can restore services 40%faster than before”“we successfully consolidated our serviceinfrastructure in only 9 weeks,OSL
24、O STOCKEXCHANGE,“100%uptime since 1999”“successfully managed over 1 million service calls”“introduced a consistent global servicemanagement process”“now we manage services rather than just networkelements”,Your opportunity,Aligning people,processes,and technology,requires a coach,Integrate operations and the service desk,Enable effective operations across networks,systems,applications,and storage,
