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Opening Slide

Opening Slide. Proven Integration Strategies for Government. Larry Singer, Vice President, US State and Local Government and Education Sales. The IT Challenge. 32 Million. 2007 worldwide IT labor force. 65%. of IT budgets to operations.

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Opening Slide

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  1. Opening Slide

  2. Proven Integration Strategies for Government Larry Singer, Vice President, US State and Local Government and Education Sales

  3. The IT Challenge 32 Million 2007 worldwide IT labor force 65% of IT budgets to operations Not enough investment in innovation ; too much in maintaining legacy infrastructure Change is constant

  4. Change is the only constant • Change is constant • Everyday events that send ripples throughout the organization, and the IT that supports it • Change is unexpected • A new administration, a news headline, a sudden shift in citizen opinion, a new contract • Change is disruptive • The goal is to minimize the impact of disruptions with an IT environment that is synchronized with the gov’t goals and mission • Change presents opportunities • The ability to adapt to change is a key advantage in gov’t • To survive government must adapt

  5. Focus on IT Economics

  6. Adaptive Enterprise Defined Adaptive Enterprise architecture effectively supports the business of government, enables information sharing across traditional barriers, enhances government’s ability to deliver effective and timely services, and supports agencies in their efforts to improve government functions and services. National Assoc. of State CIOs (NASCIO) Enterprise Architecture Dev’t Tool-Kit

  7. Today’s “business of government” challenges require IT to adapt • The big shifts • All processes and content will be transformed from physical and static to digital, mobile and virtual • The demand for simplicity, manageability and adaptability will change how citizens work and interface with government • Government ROI justification for IT projects is the norm on almost all levels • Legislation and Mandates sometimes drive IT requirements

  8. Business Continuity & Availability IT Consolidation Management Information Lifecycle Management End-User Workplace Solutions Adaptive Enterprise Solutions Continuity Consolidation Control Compliance Collaboration

  9. Move from maintenance toinnovation IT future state IT current state Applicationmaintenance 15% Applicationmaintenance 30% Applicationinnovation45% Infrastructuremaintenance42% Infrastructuremaintenance30% Applicationinnovation23% Infrastructureinnovation10% Infrastructureinnovation5% Source: HP IT department

  10. The Bigger Picture

  11. 750+ data marts >1,200 active IT projects ~4,000 Applications 85+ data centers in 29 countries <50% of resources time dedicated to innovation 30% IT managed by IT 100+ HP IT sites in 53 countries ~19,000 IT professionals including contingent workforce IT 4+% of revenue Under-managed network HP IT 2005 Too many directions, not enough connections

  12. IT Transformation HP Top 5 IT initiatives Global Data Centers Portfolio Management Enterprise Data Warehouse IT Workforce Effectiveness World-Class IT

  13. 100% IT managed by IT ~500 active Business Projects at any given time 90% HP employees – 10% contractors ~1500 Applications Less than 30 HP IT core collaboration sites WW % of Revenue cut in half 80% of resources time dedicated to innovation Optimized,Cost effective, & secure network 6 NGDCs In 3 zones 1 EDW 2008 The right direction. The right connections.

  14. Can we share our experiences with you? What are your IT professionals working on? Can you consistently quantify business benefits for all projects? Can you report % of projects on time? Do you know the average age of servers and other costly assets? How many data marts do your servers feed? How many next generation switches are you running? Do you know if third party support is cost effective? We can help. Let’s get started.

  15. Government Business challenges Drive down costs Improve operational efficiency Control enterprise-wide costs Increase Return on IT Technical challenges Rationalize and standardize technology Replace disparate systems and technology Limit number of platforms and applications The CIO IT Consolidation challenge: run your Government IT “like a business” Need to break down functional IT silos to deliver positive business outcomes Infrastructure Optimization

  16. Many isolated, duplicated, hard to manage application environments Automated, end-to-end managed IT & application shared services IT Consolidation Solution Portfolio • Application Consolidation • Data Consolidation • Data Centre Consolidation • IT Management Consolidation • Infrastructure Consolidation • Workplace Consolidation Over-provisioned, unshared, distributed, inflexible infrastructure Virtualized, optimized, scale up/down, reliable infrastructure • Storage Consolidation • Network Consolidation • Server Consolidation Many dedicated, diverse, dispersed boxes (servers, storages, networks) Fewer simplified, standardized and centralized platforms

  17. ITConsolidationOptimize PlatformConsolidationSimplify • Goals • Controlled IT Costs • Improved utilization • Reduced risk • Fast Return (ROI) • Scope • Focused on existing IT infrastructure • People, process & technology • Attributes • Rationalized boxes, tools, applications • Streamlined operations • Disaster recovery • Partially virtualized • Prone to re-consolidation DedicatedSilos Costly, inefficient • Goals • Reduced costs (TCO) • Simplified infrastructure • Scope • Systems & storage • Application platforms • Attributes • Fewer servers • Shared storage • Standardized platforms • Limited virtualization • Prone to re-consolidation • Goals • Fast response • Ease of execution • Scope • Individual project • Attributes • Many isolated, diverse boxes, applications, tools • Hard to manage • Hard to change • Over-provisioned IT Consolidation journey Strategic IT ConsolidationAlign • Goals • Cost & business responsiveness • Central operation & distributed control • Rapid IT-enabled time-to- business value • Scope • Focused on innovation • Business & IT lifecycles • Transformation of IT to a service orientation • Attributes • Sustaining IT platforms • Virtualized, automated shared resources • Standardized infrastructure, applications, business processes • “Single pane” operations and management From tactical to strategic, transformational, consolidation

  18. IT Consolidation benefits • Improve business and IT operational linkage • Increase number of strategic projects & success rate • Increase IT spending on innovation (20-30%) • Reduce time to value, reduce application deployment (in hours) and reduce project backlog Enable competitive advantage Shared Services • Further increase utilization (40-60%) & improve operations efficiency (up to 1-200+ admin-to-server ratio) • Increase system availability & service levels • Improve responsiveness to business changes • Improve Riot (EVA/IT spending) to best-in-class Improve operational efficiency Flexible Infrastructure • Improve resource utilization (10-20% to 30-40%) & return on IT asset (reduce CAPEX) • Streamline operations & increase efficiency (reduce OPEX) • Lower TCO (average of 20%) & shift maintenance savings to innovation Do more with less Simplified Platforms Source: HP, IDC and McKinsey

  19. Strategic choices for IT transformation Transformational outsourcing In-house transformation Sourcing continuum • Transformation is part of an outsourcing engagement • Innovation elements for transformation through an innovation Council • Driving transformation to Next Generation Data Centers • Drive your own IT Transformation • Innovate your data centers • HP provides consulting, integration, support, education and program management • Who manages assets? • Who owns the service? • Where are the assets housed? • Who owns the assets? • What controls are needed for governance ? 19 12 February 2008

  20. Key transformation domains Application Transformation IT “Business” Transformation for Government ServiceManagement Data CenterFacility & Infrastructure Transformation InformationTransformation 20 12 February 2008

  21. Transformation methodology;simple, modular, proven Operate current Build and transition Sub-projects Current state Analyze Define strategy Objectives and metrics Build roadmap Maturity m +x ROI Desired state Architect -- meet your objectives Validate results Maturity m Plan, Design, Build, Migrate People-Process-Technology People-Process-Technology Operate new Manage project, change, quality, architecture, governance and value realization 21 12 February 2008

  22. Roadmapbased on priorities Maturity models play a key role in the transformation roadmap Current and desired state based on standard metrics Domains Culture & Staff (IT Personnel) Demand, Supply & IT Governance Management Tools & Processes Technology & Architecture Customer Stage 5: Adaptive, Shared Infrastructure Adaptive, Pooled, Automated Infrastructure Policy-Based, End-To-End, Management IT Processes Automated & Integrated with Business Processes Business Process Focused Real Time Alignment of Supply to Demand Desired State Service-Based Management. Service Centric, Integrated IT Processes SOA- Compliant Infrastructure Services Service Focused Supply Driven by Service Demand Forecast Stage 4: Service Oriented Integrated, Tools & Information Collection Consolidated, Rationalized, IT Processes Stage 3: Optimized Consolidated, Virtualized, Shared Infrastructure Cross Functional Expert Teams Centralized Governance Standardized Tools Standard IT Processes, ITIL Stage 2: Standardized Standardized Technology Departmental/ Teams Centralized Policies, Supply Constrained Current State Project-Based Management Tools & Information Ad Hoc IT Processes Manage to Project Resources & Budget Stage 1: Compart-mentalized Stage Dedicated, Project-Based Technology Focused 22 12 February 2008

  23. Timing is crucial – the time is right when IT is considered a strategic part of the business Transformation is about doing things differently – be open to new approaches Transformation requires investment – prepare the right business case Once you get the approval, it is all about execution – deliver the promised value while minimizing downtime Cross business and project governance are key Management of change for people, process and technology Determine the right scope, metrics and strategy early Best practices from our experiences 23 12 February 2008

  24. Key transformation domains Application Transformation IT “Business” Transformation for Government ServiceManagement Data CenterFacility & Infrastructure Transformation InformationTransformation 24 12 February 2008

  25. IT Business transformationareas for transformation • IT operating model • IT as a cost/technology center • Running IT as a Business • IT is the business • IT sourcing model • In-sourced • Service Brokering • Outsourced • IT governance • Enterprise architecture • Demand and portfolio management • Financial management • Understanding and compliance to regulations • Management of change 25 12 February 2008

  26. Making the shift to a business partner Techno-centric Service-centric Business-centric Business view of IT . . . a problem . . . a solution . . . a partnership IT as a COST center IT as a BUSINESSusing Shared SERVICES Model IT as a BUSINESS innovationenabler IT organizations are becoming like a “business” within the Enterprise, moving to an effective, value driven supplier/consumer modelwith the business to deliver shared services 26 12 February 2008

  27. Demand and portfolio management “Our IT activities are not based on business decisions” “We have no consolidated view of work, ‘a single instance of truth” “We are unable to adapt to changing business priorities” CIO “We are inefficient with our resources and budgets” “We have varying levels of project management maturity” “We are highly reactive in our approach to project and portfolio management” Planning and execution challenges The Operations Demand Lack of visibility and controls Lack of structuralflexibility Supply IT 27 12 February 2008

  28. Demand/portfolio management solution Demand and Portfolio Management Solution Align operations & IT Increase productivity Reduce project failure risk Integrated services and software Services Software • IT Governance and process design • Business analysis, Project Management and implementation best practices • Project and Portfolio Management Center • Service Management Center • $18.8 million in annual savings by canceling non-strategic projects -Large food retailer & Distributor • Project funding process reduced from 6 weeks to 1 week –Large commercial airline • 50% improvement in project manager productivity –Packaging & high performance materials • Increased project team productivity by30% –Birlasoft • Reduced risky projects from 50% to 14% -Autotrader.com • IT project scope changes dropped by 57% -Large food retailer & distributor 28 12 February 2008

  29. Service Management Application Transformation IT “Business” Transformation for Government ServiceManagement Data CenterFacility & Infrastructure Transformation InformationTransformation 29 12 February 2008

  30. Leveraging ITIL v3 Role of theIT Function Service Management ITIL v3 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 Serviceprovider ITIL v2 • Focus: Quality and Efficiency of IT Processes • IT is a service provider • IT is separable from business • IT budgets as expenses to control 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 30 12 February 2008

  31. Running a service-centric IT to match business priorities Operations/IT Strategy Service Consumer Project or Business Process Business Business critical processes Demand Supply The Service Business/Application Services IT Services Application/Infrastructure Services Core Infrastructure Shared Services (contain the physicalresources) Enterprise IT Outsourced IT 31 12 February 2008

  32. Demand & Portfolio Management Infrastructure Management Change & Configuration Management Asset & IT Financial Management The Service Business Service Management Consolidated Service Desk Service Management solutions Integrated software and services 32 12 February 2008

  33. Application Transformation Application Transformation IT “Business” Transformation for Government ServiceManagement Data CenterFacility & Infrastructure Transformation InformationTransformation 33 33 12 February 2008

  34. Apps became the business of government… but still fail to deliver the outcomes More than 50% of IT projects are completed late, over budget or lacking intended features. Almost 20% are cancelled before completion The Standish Group In the last 30 years, tools & processes have not kept up with the change AgilityGAP • Apps are still: • Monolithic • Legacy • Not well integrated ProcessGAP • Processes are still: • Manual • Inefficient • Siloed InfrastructureGAP • Infrastructure is still: • Monolithic • Under-utilized • Too complex 34 12 February 2008

  35. Taking a holistic approach Packaged Applications (SAP, Oracle) Application Development & Integration SOA Transformation Application Modernization Four major domains of expertise 35 12 February 2008

  36. A pragmatic approach to Application Modernization- achieving business outcomes • TSYS Call Center Application • Modernization • Rapid time-to-market (6 months) • 95% reduction in hardware costs • 80% reduction in software costs • 15% increase in call center productivity Retire Re-engineer Replace Rehost • Samsung Life Insurance • Rollout 12 Months, US $25M, roughly 1000 person months • Over 2000 DB tables, 53,000 SAM files, 40,000 tapes converted • US $22M cost savings over 4 years • Project cost break even point at 18 months Retain Different paths to Application Modernization 36 12 February 2008

  37. Solutions for application transformation Helping you with key application Initiatives across the lifecycle Development SOA Transformation QualityAssurance Planning Application Modernization Application Development & Integration Staging/ Deployment Change/ Retire Packaged Applications (SAP, Oracle) Application Operations Application Support Application Lifecycle Optimization IT Operations 37 12 February 2008

  38. Information Transformation Application Transformation IT “Business” Transformation for Government ServiceManagement Data CenterFacility & Infrastructure Transformation InformationTransformation 38 38 12 February 2008

  39. Information management transformation areas Business Intelligence Unified Information Management Content Management Data Management Information Management is all about capturing, managing, retaining, delivering, and/or analyzing information across its lifecycle for better business outcomes

  40. Information management challenges drive organizations to act Current information environment Business impact • Lost opportunity – revenue, service, profit • Lost productivity • Multiple “versions of the truth” • Poor data quality • Increased risk to the organization • Siloed data marts • Duplicate data and calculations • Limited access to shared data • Excessive effort spent pulling and massaging data • Few reporting standards • No data architecture or governance • Poor data quality • Too many obsolete reports Solutions • Risk and compliance • Supply chain intelligence • Customer intelligence • CIO analytics • BI consolidation • Enterprise data warehousing • Data marts • BI portfolio management 40 12 February 2008

  41. Business Intellegence “BI” as a journey: The Maturity Model 41 12 February 2008

  42. Data Center Facility & Infrastructure Transformation Application Transformation IT “Business“ Transformation for Government ServiceManagement Data CenterFacility & Infrastructure Transformation InformationTransformation 42 42 12 February 2008

  43. Data Center Transformation framework for better business outcomes Data Center Transformation Data Center Strategy Data Center Design Data Center Deployment & Transition Data Center Operation Data Center Continual Improvement Decrease Cost Mitigate Risk Accelerate Business Growth Business outcomes IT Outcomes Service lifecycle Energy and Space Efficient Always On Global and Virtual Service Oriented and Automated Automation Management Power & Cooling IT Systems & Services Security Virtualization Adaptive Infrastructure enabling the next generation Data Centers From HP. 43 12 February 2008

  44. The total power demand by servers WW in 2005 was equivalent to about fourteen 1000 MW power plants. (Jonathan G. Koomey, Ph.D. Staff Scientist, Lawrence Berkeley National Laboratory and Consulting Professor, Stanford University, February 15, 2007) IT’s energy woes: some scary numbers Servers in the United States and their attendant cooling systems consumed 45 billion kilowatt-hours of energy in 2005. That's more than Mississippi and 19 other states (“U.S. servers slurp more power than Mississippi”, Cnet News, February 14, 2007) A typical 10,000-square-foot data center consumes enough juice to turn on more than 8,000 60-watt light bulbs . . . companies that own them could end up paying millions of dollars this year just to keep their computers turned on. And it's getting more expensive. (CIO Magazine, April 15, 2006) “Beam me u …….ah……… Scotty …………….…..… Scotty?” 44 12 February 2008

  45. Hitting the spectrum Infrastructure integration Data center planning, design, optimization and management Integrating state-of-the-art mission critical facilities End-to-endcapabilities Concept to operations Global reach Spanning clients in all regions of the world Capitalizing on leading-edge intellectual property An industry-changing event: EYP Mission Critical Facilities Best-in-class Mission Critical Facilities consulting firm 45 45 12 February 2008 12 February 2008

  46. Performance Evaluation – Energy EfficiencyThe ‘Onion Approach’ fromCore to Source Electric performance Server performance IT Performance Primary energy performance HVAC performance EYP MCF project: First LEEDTM Data Center 120,000 sf data center for Fannie Mae in a 250,000 sf new building This facility consisted of 60,000 sf raised floor computer room, 30,000 sf of infrastructure space, 25,000 sf of equipment yard and a 120,000 sf, three-story plus basement office building 46 12 February 2008

  47. HP Thermal Zone Mapping Quantification of overlapping regions • Areas that are served by 3 or more CRAC units are be classified as “gold”— target that space for placement of business critical machines • Areas without redundancy are the highest risk areas 47 47 12 February 2008 12 February 2008

  48. Current state – 70 centers, 850K sqft. Future state – 52 centers 7 NGDC; high density power & cooling 16 global/regional 29 dedicated customer centers 1.1M+ sqft. projected Remote monitoring 90% off shored Costa Rica, KL, Bangalore, China… Platform & Process Standardization Adaptive Infrastructure Services Application migration & on boarding HP Services Customer Data Centers Driving global platform and process standardization Norway (2) Finland Sweden (2) Netherlands (3) United Kingdom (5) Toronto (2) Germany (7) Belgium (3) Switzerland (3) Columbus Littleton France (2) Denver Italy Seoul Cincinnati Spain Colorado Springs Sterling Alpharetta Suwanee Houston Tampa Monterrey Kuala Lumpur (2) Singapore (2) São Paulo Sydney(2) Perth Christchurch Melbourne Next-Generation Data Centers Global/Regional/Customer Dedicated 48 12 February 2008

  49. Adaptive Infrastructure as a Service Power andCooling IT Systemsand Services Management Security Virtualization Automation Optimized for Pre-defined environment 1 2 Adaptive Infrastructure as a Service • High-density datacenter optimized for demandingpower & cooling • Owned & secured by HP, managed using ITIL/ITSM tools & processes • Flexible dial up and down access to latest technology • Expert resources & methods to deliver fast application modernization • SAP • MS Exchange • Infrastructure: • Linux • Windows • HP-UX 3 based on Adaptive Infrastructure innovations 49 12 February 2008

  50. Standardization overview Platform standardization – Standards driven environment Technology and Standards Facility EnterpriseApplication(s) Operating Systems Architected Interfaces Unix MS Server Linux Compute Standards • Shared Services • Web Server • Middleware .Net – J2ee - LAMP Platform(HW & OS) Network Cooling Network Standards Power Thermodynamics Modeling 50 12 February 2008

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