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Edison: A Review of the Operational Application Elements and a Look at It's Expected Evolution

Edison: A Review of the Operational Application Elements and a Look at It's Expected Evolution . Implementation. I mplementation Time F rame 2006 Through 2009 Size based on employee count of 45,000 and budget size of 32 billion

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Edison: A Review of the Operational Application Elements and a Look at It's Expected Evolution

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  1. Edison: A Review of the Operational Application Elements and a Look at It's Expected Evolution

  2. Implementation • Implementation Time Frame 2006 Through 2009 • Size based on employee count of 45,000 and budget size of 32 billion • System Elements are PeopleSoft HCM, Financials, Projects, Spend/Procurement Enterprise Learning, Data Warehouse and Portal • Supporting Business Applications: Facilities, Fleet, Cash Management, Asset/ Inventory Bar Coding and Data Warehouse • Rapid Deployment/ Project Management • Consulting Support

  3. Architecture • Move From Multiple Platforms to Distributed Systems Format • Staffing • Infrastructure Design • Virtual Servers and Storage Area Networks • Load Testing • Instances Supported : Production, Test, Training, Development and Disaster Recovery • Security Provisions

  4. User Impact • Advisor Committee • Steering Committee • Key User/Data Owners • Subject Matter Experts • End User Employees • End User Non-Employees • Vendor/ Bidders

  5. Operational Next Steps • Identify/ Change Business Process as Needed • Establish System Interface Concept • Develop Audit Application Awareness • Load Historical Data as Needed • Configure Disaster Recovery • Application Performance to the Desktop • Infrastructure Performance Web, Application and Database • Develop an Application Upgrade Strategy

  6. Additional Applications to Improve Service and Control Support Cost • Compuware Application Monitor • Quest Stat to Track Change Control • Oracle Enterprise Service Bus • AutoSys Application Scheduling • Remedy Problem Tracking for Helpdesk Issues • Finalist Address Correction • Entrust and PGP Token Based Encryption for Files and SSL • FileNet for Document Storage

  7. Applications and Enhancements In The Wings • Database Partitioning • Advanced Compression • Audit Vault • Advanced Security • Identity Management • Real Application Testing • Project Portfolio Management • Service Oriented Architecture • Using Appliance Strategy in the Infrastructure

  8. Lessons Learned • Make Sure Everyone Knows and Understands the Deployment Strategy • Over Communicate Everything • Create a Plan and Work the Plan • Make Sure Everyone understands and Agrees to the Operational Plan • T he Work Plan Will Increase in Complexity and Volume After Implementation • Forecast Three Year Rolling Information Systems Plan to Communicate Future Needs to leadership

  9. Value Proposition • Eliminated Multiple Applications That Were Not Integrated • Established Departmental and Interdepartmental Workflow • Consolidated Financial Systems • Established Accounts Receivable • Improved Integration With Agency Program Systems • Created Electronic Repositories for Numerous Documents

  10. More Value • Moved Procurement to the Internet and a Electronic format • Opened Up Numerous Improved Business Process Opportunities • Improved Data Availability and Administration • Opened Application to Browser Based Internet Access and Handicapped Accessibility • Presented Opportunities to Increase Security for Application Operations and Data • Employee Growth

  11. Value For The Future • Improved Opportunities to Share Information • Consolidate Purchasing Power to Benefit All That Participate • More Easily Adapt to Legal Requirements • Leverage Vendor Improvements to All Applications

  12. A Project Approach Creating a Project Driven Organization

  13. What is a Project Driven Business Group? • Has a well defined project office • Group leadership is supportive and references project activities • The office is well funded and administrative tools are used • All major group activities are defined as projects • Projects are detailed in design and a collaborative group has contributed • Project ownership is well defined and participatory • Evaluations and quality reviews are conducted to establish value

  14. What is the Value of a Project Driven Group? • Group efforts are documented and visibility created • Responsibilities are defined • Projects are prioritized and assigned • Efforts can be measured • Leadership can better understand commitments • Expectations can be shaped from a view of the big picture • Concurrent and dependent activities are more easily identified • Team work can be better coordinated • Activities are increased and value identified for the organization

  15. What are the Pitfalls? • Understanding and feeling good about the work load • Identifying the correct project team members • Creating working relationships with the project leads • Establishing communication and keeping it alive • Partnering when you would like to blame • Knowing when and how to congratulate and celebrate • Establishing the requirements • Evaluating, documenting and selling a need to change business process • Always improve business time and motion while remaining accountable

  16. Selling Project Management • What is it and how would you explain it to leadership • Why is it needed past the change management steps • Can you do the return on investment for project leadership and the associated tools • Can you identify a phased-in approach • Who would the champions for the project approach be in your business group • What tools would be needed • How many projects can a PM support • What support is required for the PM to have a good result

  17. Project Evolution at Edison • Creation of the group • Transition from implementation to operations • How the project approach changed • Improvements in administration and support • Group training and assignment change • Procuring and implementing tools • Improving the discipline increasing the documentation • Enhancing the business value and celebrating it

  18. Edison Leadership Project Map

  19. Introduction • Monitoring Approach • Tools • Server Vantage • Client Vantage Agentless • Current Monitoring Status • Areas of Improvement

  20. Monitoring Approach • Three primary monitoring areas: • Usage • Who is using resources and when? • Performance • How much resources are being consumed? • How well are resources performing? • Availability • How often are resources unavailable?

  21. Monitoring Approach (cont’d) • Two methods of monitoring: • Agent Based Monitoring • Software local to the monitored device which operates independently and reports back to a central unit • Provides greater variety, intelligence, and customization over agentless methods • Agentless Monitoring • The remote collection of data from a monitored device • Often this is done utilizing pre-existing software on the device, such as the Operating System • May also capture data passively

  22. Tools: ServerVantage • ServerVantage • Provides server-specific performance monitoring • CPU, Memory, Network Rates, etc. • Agent based solution utilized for Production monitoring • Agentless methods to be used for Dev / Test

  23. Database CPU Report

  24. App Server CPU Report

  25. Alerts Chart

  26. Tools: ClientVantage Agentless • ClientVantage Agentless • Provides End User Experience (usage and availability) monitoring by measuring the network timings between “fault domains” of actual end user activity

  27. Portal Level 1 Dashboard

  28. Portal Level 1 Dashboard w/Benchmark

  29. Portal Level 2 Dashboard

  30. Slow Page Report

  31. Slow Page Report Cont’d

  32. Daily System Performance Report

  33. Website Scorecard: All Fault Domains

  34. ClientVantage Alarms

  35. Current Monitoring Status • Performed basic implementation of ServerVantage and Client Vantage with Compuware • Developed additional custom monitoring views and reports as well as distribution methods • Increased the Vantage server infrastructure to mitigate initial performance issues • Upgraded Vantage software from v10.1 to 10.2 and are in the process of upgrading to v10.3

  36. Areas of Improvement • Implement automatic alerting • Implement Development and Test Segment agentless monitoring • Implement VM Ware ESX Host agentless monitoring • Upgrade Vantage software to v11.1 • Develop additional custom counters for JOLT / Tuxedo monitoring • Implement additional proactive monitoring practices • Implement Business Service Monitor / Integrate Vantage with other toolsets (Remedy, AutoSys, OEM, etc.)

  37. Recap • Monitoring Approach • Tools • Server Vantage • Client Vantage Agentless • Current Monitoring Status • Areas of Improvement

  38. Changing Landscape for Applications How Applications are Implemented Accessibility / Presentation of the Application (Cloud Computing) Security of the Data Application Support Tools Mobile Computing Support New Social Needs A Constant Move Toward Self-Service Understanding and Using Analytic Data

  39. Questions? ?

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