Operational Excellence

2. Operational Excellence Adrian Renshaw & KarstenSmet

3. Agenda • Operations Excellence Solutions • Overview of OSR • Future Solutions • Q&A

4. Operations Excellence - Vision • Enable our customer’s to provide efficient and cost-effective IT services that are aligned with their business requirements: • Eliminates unnecessary cost and complexity of the management and delivery of IT services • Establishes a responsive and pro- active service focused infrastructure • Focuses on the “abilities” • Availability • Manageability • Supportability • Serviceability

5. Microsoft IT Experience …our journey to Health Service Level Management Problem & Incident Management With MOM Change& Release Configuration Clusters & SAN Continuous ProcessImprovement RESULTS: Microsoft Reduced Costs; Increased Availability

6. Operational Excellence Solution Family

7. Real Solutions Trained people Repeatable processes Tools and technologies

8. Risk Assessment Program

9. SLM – Measure what you Manage

10. DCM – Controlling the Environment • Change and Release Management • Configuration Management • 1,000+ settings from MSIT • Configuration Scorecard

11. Proactive Monitoring with MOM • Reduce operational costs by implementing an optimized monitoring process and tools • Process and tools to support Proactive Problem and Incident Management • Optimized Alerting • Customized Reports and Tuning Process • Reduce Ticket to Incident Ratio

12. SUM Implementation • Implementation Phases • Evaluate - The Evaluate phase identifies gaps in the current software update management process and provides prescriptive recommendations. • Create - The Create phase builds on the actions that were previously defined in the working sessions of the Evaluate phase. • Test and Optimize - Throughout the Test and Optimize phase, workshop participants will collaborate with the Microsoft Operations Consultant to test and optimize the actions that were taken during the Create phase.

13. Operations Strategy Review

14. Background • Our enterprise customers have made significant technology investments over the past five years in an effort to: • Control costs • Increase security / reduce risks • Adhere to regulatory compliance • Fix other IT-related problems • There has been a shift in IT awareness of operational management disciplines • Process and service driven organizations • Business alignment – IT as the enabler • Identify significant cost savings

15. Background • However, most organizations have struggled with developing an IT maturity strategy • Synergizing IT investment, processes and people • Realization of TCO and ROI

16. Meeting the Challenge:Operations Strategic Review • 3-day series of interactive discovery and planning workshops • Getting IT leaders and stakeholders together to focus on what are the critical business and IT challenges • Provides guidance and best practices for building an actionable roadmap for organizational maturation 16

17. 17 ITIL MOF Core Models • ITIL: the international standard for IT Service Management • No need to re-invent the wheel • Allows us to address processes for heterogeneous environments

18. Core Models Proactive OptimizingCosts and Quality Agile Self Assessingand ContinuousImprovement “Taking The Lead” Reactive Ad hoc Problem-Driven “AvoidingDowntime” Reactive Stable IT Request Driven Change Management and Planning “Keeping ItRunning” Proactive Accountable Increased Monitoring Formal ChangeManagement SLA’s Improvement Predictability “Quality Driven”

19. Instituting Continuous Improvement High level business objectives What is the vision? Assessments Where are we now? Measurable targets Continuous improvement… Where do we want to be? Process improvements How do we get there? Measurements and metrics How will we know we’ve arrived?

20. Specific OSR Objectives • Validate current maturity level (IOM), realigning the maturity action plan where necessary • Elicit Problem / Opportunity statements and align these with your business and IT goals • Establish a framework for long-term operational improvement by delivering a multi-phased “roadmap” of solutions • Create focus on core business improvement initiatives based on IOM • Engage and deliver across multiple IT stakeholder groups A B Help you over the lifecycle of your Microsoft investment

21. OSR Session Details Prioritization (1.5 hrs) • Create Qualified Opportunities • Set Priority and Plan Day 1 Day 2 Day 3

22. Deliverable Snapshots Qualified Proposals Maturity Assessment Improvement Program

23. Customer Example Organizational Challenges before the OSR: • No test lab • Incident and Problem Management was ineffective – high level of customer complaints • Significant server drift • CIO felt there was no synergy between his IT groups, too many silos

24. Customer Example Corrective Measures after the OSR: Defined holistic testing strategy – roles and responsibilities, resource planning and technology (configuration) management Developed strategic partnership to create additional value via Premier support agreement Assembled a focused, realistic project portfolio to instill strong service management disciplines: Platform stabilization SLA / OLA implementation Knowledge Base

25. The Future: Operations Portal

26. Customer Use of Operations Center • Remediation Integration • DCM Remediation • RAP Remediation • RKM Roles and Work Items • Risks / Mitigations • Workflows – SCCM, SCOM • Automated FSC • Reporting • Solution Trending • Solution Correlation • Management Dashboards • Webparts • Communication • Service Manager Reviews • TAM Reviews • Operations Team Sites • Webparts • Project Integration • PMOM • DCM • SLM • ADRAP • Collaboration • Calendaring • Role Knowledge • RSS, Wiki, Web 2.0 • Document Mgmt Collaboration Workflow Data Warehouse Reporting MOSS 2007 Knowledge ManagementHosted Knowledge Base Documentation Core Content Best Practice

27. Solution – RKM • The RKM solution provides the following benefits for The Customer: • Improved use of IT documentation • Increased clarity of role accountability and responsibility • Key work items understood by staff • Reduced overtime • Reduced staff turnover • Better understanding of work item completion Solution: Roles and Knowledge Management – Improve efficiency of IT staff. Allow people to work more effectively by optimizing distribution of responsibilities. Increase focus on preventative maintenance to improve availability. Understand how to assign tasks for effective execution. Improve knowledge sharing.

28. Operations Center and RKM • Communication • Service Manager Reviews • Operations Staff 1:1s • Operations Team Sites • Reporting • Roles and Work Items • Detailed work items in XML • Customized work items • Role Accountability • Collaboration • Calendaring • Role Knowledge • RSS, Wiki, Web 2.0 • Document Mgmt • Work Items • AD Specific • Remediation – DCM, RAP • PMOM • SLM Collaboration Workflow Data Warehouse Reporting MOSS 2007 Knowledge ManagementHosted Knowledge Base Documentation Core Content Best Practice

29. The Future: Expansion of Current Family

30. OpsRAP • The ProposedOpsRAP solution will be based upon the RAPID Platform • Will be used to measure Operational Health from a Process perspective • Utilizes using a mixture of Surveys and Diagnostics (prove what we hear) • Enable Customers to be assessed in a repeatable manner • Data will provide the ability to gather information and benchmark Customers on a series of areas. • Build upon the process elements of current RAPs by providing an Assessment of Service Management teams Process Survey ‘Tiers’ Technology VerificationDiagnostics Rapid Assessment Rules

31. DCM and SLM • Expanding products to cover: • Planning to cover a wider range of products • SLM feature updates • DCM Remediation • SMAP Automation

32. Questions? Discussion?

33. © 2006 Microsoft Corporation. All rights reserved. Microsoft, Windows, Windows Vista and other product names are or may be registered trademarks and/or trademarks in the U.S. and/or other countries. The information herein is for informational purposes only and represents the current view of Microsoft Corporation as of the date of this presentation. Because Microsoft must respond to changing market conditions, it should not be interpreted to be a commitment on the part of Microsoft, and Microsoft cannot guarantee the accuracy of any information provided after the date of this presentation. MICROSOFT MAKES NO WARRANTIES, EXPRESS, IMPLIED OR STATUTORY, AS TO THE INFORMATION IN THIS PRESENTATION.