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Realize ITIL v3 with HP Software

Realize ITIL v3 with HP Software. Torbjörn Edman Solution Architect, HP Software 26 September 2008. Agenda. Introduction. ITIL v3 and HP Software BTO. BTO examples. Questions. Managing the expectations of the business. Business demands Agility, alignment and availability

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Realize ITIL v3 with HP Software

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  1. Realize ITIL v3 with HP Software Torbjörn Edman Solution Architect, HP Software 26 September 2008

  2. Agenda Introduction ITIL v3 and HP Software BTO BTO examples Questions

  3. Managing the expectations of the business • Business demands • Agility, alignment and availability • Business intelligence • Mergers and acquisitions • Regulatory compliance Expectations on IT • Technology demands • Modern, flexible architecture • Service migrations and upgrades • IT automation and consolidation • Security Versus • IT’s capability to deliver • Flat to modest increase in budget • Manual processes • Disparate tools/point solutions • Siloed organizations Time There’s a growing gap between the demands placed on IT and IT’s ability to deliver

  4. The problem Business analysts Development QA FinanceProcurement PMO CAB Support HR/Legal Enterprise architects Compliance & security Operations The IT value chain is broken Business outcomes 41% of IT professionals surveyed said that Half or fewer IT initiatives had a positive impact on the business1 STRATEGY APPLICATIONS OPERATIONS • Lack of visibility into demand • Inability to prioritize projects based on business value and risk • Manual, incomplete quality assurance • Inability to align business, quality and operational requirements • Inability to align service quality with business demand • No change governance and compliance management 74% of large, high priority projects are deemed to be challenged or failed2 80% of issues in production are self-inflicted3 75% of IT spend is on maintenance and support4 1 Survey by the Economist Intelligence Unit of 1,125 IT professionals based in the Americas, Europe, the Middle East and Asia-Pacific June 2008 (Q: Approximately what percentage of IT initiatives undertaken in your company over the past three years has had a positive impact on the business?) 2 Standish Group, Chaos Chronicles Online: 2-0: Executive Support, 2007. 3 Gartner, From Concept to Production, Software Changes and Configuration Management, April 2008 4 Forrester, Data Center Automation Defined, February 2008 4 15 November 2014

  5. Business capability Servers Storage Business capability Help desk Suppliers Customers Business capability Applications Business capability Data center Business capability Network Most IT shops suffer from too many functional silos, each serving too many disparate business needs. This is the capabilities-centric model.

  6. Business capability Servers Storage Business capability Help desk Suppliers Customers Business capability Applications Business capability Data center Business capability Network When IT is capabilities-centric, it tends to stay locked in a build-to-order mentality. IT projects are largely one-offs, which leads to very high maintenance spending patterns. IT Project IT Project Ad-hoc Request IT Project IT Project IT Project IT Project IT Project Ad-hoc Request IT Project IT Project

  7. Business Technology Optimization— BTO unifying the IT value chain Portfolio priorities Financial plan Architecture governance Requirements Quality and securityassurance Performance validation End-to-end business service health Consolidated service desk Change and compliance automation Alignment through integration and automation Business outcomes Controlpoints Controlpoints STRATEGY APPLICATIONS OPERATIONS FinanceProcurement PMO BusinessAnalysts CAB Operations Support QUALITY ASSURANCE/SECURITY OPERATE/CHANGE/SECURE PLAN/PRIORITIZE/FUND ALLOCATE RESOURCES REQUIREMENTS/DESIGN ASSEMBLE/BUILD RELEASE PROVISION RETIRE HR/Legal EnterpriseArchitects Development Q/A ComplianceSecurity 7 15 November 2014

  8. HP Software BTO portfolio The industry’s most comprehensive IT management portfolio Business outcomes STRATEGY APPLICATIONS OPERATIONS Application lifecycle Business servicemanagement Business service automation IT service management Project & PortfolioManagement Center QualityCenter Operations Orchestration Business Availability Center Client Automation Center Service Management Center PerformanceCenter CIO Office Operations Center SOACenter Data Center Automation Center Application Security Center Network Management Center CTO Office SAP, Oracle, SOA, J2EE, .Net Universal CMDB 8 15 November 2014

  9. ITIL evolution Role of the IT Function Service Management ITIL v3 Business-centric Strategic partner • Focus: Business-IT Alignment & Integration • Service Mgmt for Business & Technology • Automated and Integrated Operations • Strategy and Portfolio Governance • Continuous Improvement IT Service Management IT-centric ITIL v2 Serviceprovider • Focus: Quality and Efficiency of IT Processes • IT is a service provider • IT is separable from business • IT budgets as expenses to control Techno-centric IT Infrastructure Management GITIM (ITIL v1) Technologyprovider • Focus: Stability and Control of the Infrastructure • IT are technical experts • IT concerned with minimizing business disruption • IT budgets are driven by external benchmarks Time ITIL v3 extends beyond ITIL v2’s focus on IT operation efficiency to align Business and IT, thus providing fundamental differentiator for business growth

  10. ITIL v3 processes CONTINUAL SERVICE IMPROVEMENT STRATEGY DESIGN TRANSITION OPERATIONS ITIL v3 emphasizes the importance of service lifecycle from strategy proposals to production operations From ITIL v2 Service improvement Service reporting Service measurement New in ITIL v3 Strategy generation Service catalog management Change management Event management Demand management Service level management Availability management Service asset & config Transition planning support Incident management Access management Service portfolio mgmt. Supplier management Capacity management Knowledge management Service testing & validation Problem management Request fulfillment Financial management IT service continuity management Release & deploy mgmt. Service evaluation Information security management

  11. The BTO solution BTO for ITIL v3 STRATEGY APPLICATIONS OPERATIONS Strategic planning Application lifecycle Business service management Business service automation IT service management Service Strategy Project and portfolio planning to align IT with the business using service performance and cost metrics Service Design Automate quality ensures servicesare built to the requirements and standards set by the business Service Transition Automated change processes and provisioning used to transition services from pre-production to production Service Operations Out-of-the-box ITIL processes integrated with services and infra-structure performance monitoring Continual Service Improvement Service analysis and optimization based on service availability and performance metrics Automated and integrated processes accelerate ITIL adoption 11 15 November 2014

  12. ITIL v3 mapping for BTO software CONTINUAL SERVICE IMPROVEMENT TRANSITION OPERATIONS STRATEGY DESIGN Project & Portfolio Management Center SOA Center Quality Center Performance Center Application Security Center Business Availability Center Operations Center Network Management Center Client Automation Center Data Center Automation Center Service Management Center

  13. ITIL v3 service lifecycle example in BTO CONTINUAL SERVICE IMPROVEMENT STRATEGY DESIGN TRANSITION OPERATIONS IT APPLICATIONS IT OPERATIONS IT STRATEGY ITIL service desk Application support STRATEGIC + OPERATIONALDEMAND Business CAB Business service management IT service management CIO/Biz/IT steering committee Portfolio and financial management Quality management QA FederatedCMDB • Manage service lifecycle • Continually improve services • Self-service • Manage business transactions and end-user experience • Manage infrastructure across domains Manage enterprise portfolio Manage projects and programs Manage requirements Verify functional quality Ensureapplicationsecurity Validate performance Operations CAB PMO NOC DESIGN ASSEMBLE/BUILD CTO office Run book automation Business service automation SOAgovernance Development • Automate change and config(client, server, network, storage) • Automate audit and compliance Compliance/security

  14. Agenda Introduction ITIL v3 and HP Software, BTO BTO examples Questions

  15. 6. Analyze/Optimize 1. Initiate/Design • Reporting and Analytics • Usage / Chargeback • Service Optimization • Aggregate Demand • Prioritize Investments • Build and Test 5. Support 2. Define/Discover • Incident Management • Change Management • Problem Management • Business Service Modeling • Discovery • Service Level Definition 3. Publish/Deliver 4. Monitor • Service Catalog • Service Selection • Value/Cost Statements • Health Check • Service Level Monitoring • Event Generation HP Service Lifecycle Management

  16. POC/Demo for a Swedish Customer CONTINUAL SERVICE IMPROVEMENT STRATEGY DESIGN TRANSITION OPERATIONS IT APPLICATIONS IT OPERATIONS IT STRATEGY ITIL service desk Application support STRATEGIC + OPERATIONALDEMAND Business CAB Business service management IT service management CIO/Biz/IT steering committee Portfolio and financial management Quality management QA FederatedCMDB • Manage service lifecycle • Continually improve services • Self-service • Manage business transactions and end-user experience • Manage infrastructure across domains Manage enterprise portfolio Manage projects and programs Manage requirements Verify functional quality Ensureapplicationsecurity Validate performance Operations CAB PMO NOC DESIGN ASSEMBLE/BUILD CTO office Run book automation Business service automation SOAgovernance Development • Automate change and config(client, server, network, storage) • Automate audit and compliance Compliance/security

  17. Understanding the full lifecycle approach HP’s Project and Portfolio Management Business need Demand Objectives and priorities Scorecards, KPIs, Status Demand Side Service Catalog Portfolio management Deliverables Demand Management Maintain Investment Idea Project Asset Proposal Program/project Strategic demand Timemanagement Resource management Financial management Supply Side Application demand Application lifecycle management Operational demand Service desk

  18. Service Mgmt Center PPM Demand Mgmt Opens App Enhancement Application RFC Service Catalog

  19. Service Mgmt Center PPM Demand Mgmt Opens App Enhancement Application RFC Service Catalog

  20. Service Mgmt Center PPM Demand Mgmt Opens App Enhancement Application RFC Service Catalog

  21. Select CI button launches uCMDB RFC CI’s PPM Project Mgmt Universal Application RFC CMDB Impacted Business Service, Hosts & Apps CI selection • Select CI’s from the RFC • Run analysis against other potential CI’s impacted based on relationships • View report in PPM Center

  22. PPM Project Mgmt ITIL Service Portfolio Management Application RFC

  23. Bi-directional synchronization of shared fields Quality Center PPM Project Mgmt Creates Test Project With assoc requirements Requirements Application RFC Create Test Requirements • Closes the loop between the application request for enhancement and the testing requirements • Creates a Test Project based on enhancement in PPM • Creates Test Requirement(s) for the enhancement • As the status is changed in each system, both systems are in sync Click launches Quality Center

  24. Quality Center PPM Project Mgmt Provides project With quality information Requirements Application RFC

  25. Service Mgmt Center PPM Project Mgmt RFC Release Change Mgmt Release Management Open RFC

  26. Service Mgmt Center PPM Project Mgmt RFC Release Change Mgmt Release Management Open RFC

  27. HP Software BTO portfolio The industry’s most comprehensive IT management portfolio Business outcomes STRATEGY APPLICATIONS OPERATIONS Application lifecycle Business servicemanagement Business service automation IT service management Project & PortfolioManagement Center QualityCenter Operations Orchestration Business Availability Center Client Automation Center Service Management Center PerformanceCenter CIO Office Operations Center SOACenter Data Center Automation Center Application Security Center Network Management Center CTO Office SAP, Oracle, SOA, J2EE, .Net Universal CMDB 27 15 November 2014

  28. Why HP BTO Software Automate and integrate your IT value chain 28 15 November 2014

  29. Why HP?

  30. Questions?

  31. Appendix slides

  32. Business service management HP Software comprehensive approach Integration with key ITSM processes Top-down business view • Business availability • Business transaction management • Business service level management • End-user experience • Diagnostics and guided problem isolation Event UCMDB Service dependency mapping Service level management Incident • Consolidated infrastructure operations • Service impact analysis • Cross-domain correlation and root cause • Consolidated event and performance • Infrastructure lifecycle management Problem Change Configuration Discovery services Release Bottom-up infrastructure view

  33. BAC SLM Reporting on Services KPIs

  34. Service delivery requires knowledge of the composition of the Service Business Service Users and Business Processes Quote Management Financials Web Service B Business Services Domino Oracle J2EE MQ / AMTRIX .NET Applications Windows Unix Mainframe AS400 Linux Systems/Servers Network/Infrastructure Federated CMDB

  35. Drill Down From BAC to Service Manager ‘Email A’ Service: Open Incidents

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