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9/8/2006

Accenture BMC AllianceBringing Together the Power of ITSM

Migration to ITSM V7.0

9/8/2006 ©2006 BMC Software and Accenture All Rights Reserved2

Accenture and BMC

› Accenture and BMC Working together to support ITSM 7.0 Migration– Drawing on the successes of our eleven year relationship, Accenture and BMC Software are working together to deliver an implementation offering for ITSM 7.0 migration

– This offering combines BMC implementation recommendations with Accenture’s preferred practices in ITIL process improvement and project management methodology

› Accenture has deep experience in ITIL process improvement– As a Co-Author of the upcoming ITIL v3 Service Strategy Book, Accenture will bring its experience and thought leadership to ITSM 7.0 migrations

– Accenture has world-class methodologies that will provide a development framework for each key deliverable

– Accenture has the capability and expertise to deliver a complete migration solution spanning all areas of the ITIL framework.

› Accenture has a global delivery network – Ability to leverage resources world-wide and deliver anywhere


New ITSM 7.0 features drive the migration strategy

CMDB improvementsScalability and performance improvements – Increases the usability of the CMDB; Combined with feature enhancements will drive

additional CMDB Implementations

Federation enhancements –Increases the desirability of linking a number of data sources to the CMDB

OOB ITIL processesITIL process-compliant workflows – Allows companies to jump-start ITIL implementation or to further align existing

processes to ITIL standards

Reduced customization with built-in ITIL best practices – Existing processes and even organizational structures could change instead of creating customizations within the tool

Application enhancementMultiple Application Feature Set improvements – Increases the number of conversions from home grown ARS applications

to standardized modules

Increased integrationIntegration with forty products – Allows companies to reconsider their integrated architecture and potentially consolidate to

supported product family integrations

Closed loop and integrated processes- Increases the desirability and likelihood of implementing multiple ITSM modules

Simpler administration Multi-tenancy – Changes past approaches to multiple business entities


ITSM 7.0 Migration Planning Approach

Strategy

Technical

PeopleProcess

Financial

Migration Steps

1) Document your Business Case

2) Define your ITSM Strategy

3) Determine supporting processes

4) Establish the role and/or organizational changes to execute new process

5) Implement appropriate technical migration steps



Strategy Challenges/Considerations

• How does this fit into the overall IT Strategy

• How does this get you closer to BSM

• How does this jumpstart or further align ITIL Implementation

• How does this fit into or replace existing business processes

• What’s the decision criteria for implementation approach

Strategy

Technical

PeopleProcess

Financial



Process Challenges/Considerations

• Which ITIL processes / ITSM modules will be implemented

• Does it make more sense to keep customizations or to change process

• If you use OOTB processes, how will existing processes need to change

• What customizations will need to be made

• What other IT processes will be impacted

Strategy

Technical

PeopleProcess

Financial



People/Organization Challenges/Considerations

• What New roles and/or organization changes are

necessary to execute the new processes

• What are the responsibilities of each role

• Who will administer the new processes

• What End User Training is needed and how will it be

done

Strategy

Technical

PeopleProcess

Financial

Technical



Technical Challenges/Considerations

• What Implementation Approach will be used

• What are the necessary Hardware Upgrades

• What systems and applications will be integrated

• What customizations need to be made

• Which data will be federated and how will it be done

Strategy

Technical

PeopleProcess

Financial

Technical



Financial Challenges/Considerations

• Determine the business case for migration

• What are the costs of migration

• What resources are necessary

• How long will it take

• How will you measure and compare benefits and costs at each stage to

original business case

Strategy

Technical

PeopleProcess

Financial


CURRENT

ITSM VERSIONFUTURE

ITSM VERSION

ITSM v7Managed Service

Freeze current system

6.x6.x

5.55.65.55.6

5.XPrior5.XPrior

ARSCustomARSCustom

ThirdPartyThirdParty

Third Party + CMDB v2

ARS Custom + CMDB v2

Add-on BMC Atrium CMDB v2

Add-on BMC Atrium CMDB v2

ITSMe

Upgrade to v6

ITSM v7

Fresh start with ITSM v7

ITSM v6 + CMDB v2 + v2-compatible products

Upgrade BMC Atrium CMDB v2

Fresh start with ITSMe



Upgrade to v7

BMC Remedy ITSM | Upgrade Best Practices


ITSM 7.0 Migration Approaches

Heavily customized environment

Prefer to adopt v7 OOTB workflows instead of maintaining customizations

Large volume of historical data that should not be migrated and maintained going forward.

Freeze the old system & start afreshConfigure, customize, and integrate all applications

Create read only links to old data for reference

Train users including how to reference old data

Put the old system in read only mode and switch over to the new system

After specific time turn off the old system

Want to add new applications but prefer to not upgrade to the new Service Desk just now.

Phased implementationConfigure, customize, and integrate keystone application

Create live links to other applications

Migrate data for keystone application

Train users

Switch over to the new system

Gradually phase out old applications

Heavily customized environment

Prefer to adopt v7 OOTB workflows instead of maintaining customizations

Running a release older than version 5.05

Start afreshConfigure, customize, and integrate all applications

Migrate data from old system

Train users

Switch over to the new system

Currently on v6, v5.5, or 5.6

Little customization

Strict adherence to BMC API and best practices.

Migrate in place Use the migration tools to affect both data and application level upgrade.

Common ConditionsUpgrade Strategy


Decision Path Criteria for your Planning Approach

› Strategic– Do you want to leverage the migration opportunity?

• Move toward Business Service Management

• Greater automation and accuracy of operational processes

• Raise your IT Operations Maturity

• Standardize on ITIL

• What processes need to be integrated

› Tactical– Assessment of the gaps between product functionality and current/planned state

• Which Customization and Integrations are required

– How will historical data be utilized in the future• Open vs Closed cases

• Reporting

• Compliance

– What type of access is needed for historical data?

– Accuracy of existing asset/CMDB data


Decision Path Criteria for your Planning Approach

› Migration options– Migrate in Place

– Freeze old system and start fresh

– Start Fresh

– Phased Implementation

› Do it yourself or Third party– Number of available trained resources

– Level of impact to existing processes and current organization

› Financial– Cost of each alternate migration options

– Impact of additional hardware and software purchases

– Cost Savings from efficiency and productivity gains

– Direct Cost savings from individual modules and features


Motorola Experience

Rob Harper

9/8/2006

Migrating to ITSM V7.0


The Tool Challenge

› Existing Customization on AR Server “Monet”

– Incident, Problem, Change are custom

› Worldwide use of current customized tool

› Upgrading only means more customizations– Historical data in a DW

› Existing tools have the capabilities we need– Build vs. Buy is answered


The Process Challenge

› Common Processes and Tools across Motorola IT

– All CMMI and ITIL based processes

› Reduce IT COPQ by $38M› Reduce the MTTR (Mean Time To Repair) on average by 30%› 90% reduction in first line Helpdesks› Improve customer satisfaction rating› Improve End to End service


The Tool Selection Criteria

› It is a maturing industry!› Define processes before tool selection & implementation– Supports tool configuration not customization

› Do not Silo your tool selections– Minimize interfaces - TCO

› Find the Tool that follows ITIL and you– Use cases/requirements from process design


Critical Success Factors

› Fully integrated tool set › OOTB capability

– Follows ITIL

– Brings a mature tool set

› Support accelerated implementation


Why ITSM 7.0?

› “The 4 Pillars” Incident-Problem-Change-CMDB– Integration of processes are solid

– Foundation for service delivery

› Configurable tool set - “No coding please”– OOTB capability

– Supports acceleration


Why ITSM 7.0?

› Also brings support for the Pillars – Discovery, Knowledge Base, Flashboards

› Discovery for CMDB efforts– Version 2.0 Atrium and tool integration

›Web services for Knowledge Base

– Strong support for Self Help

› Improved communications– Flashboards


Our Project Environment

› SME’s - Incident/Problem(11) , Change (12), CMDB/Discovery(9) Knowledgebase(5)

› Team of 8-10 for configuration and development› 8 Interfaces› Customizations/Conversions Web entry of Incidents/Changes

› As much OOTB as possible


Our Environment and Approach

› Incident and Problem – 550 Users› Change – 150 Users› Support – 11 FTE that will drop over time› Installation of new environment HDW/SFTW on our leased equipment

› Pull in our control of processes and tools from our partners that is required to manage “ERP for IT”


Company Experience – Resource Industry

Company DemographicsPlanned Customization/Integrations

Project Duration and Team MakeupDecision Criteria

› Project underway› 12 month project plan› Project team:– Integration Team (2)

– Tool configuration (1)

– Process Changes (3)

– Training and Communications (2)

– Project Manager (1)

› Strong desire to adopt the OOTB processes› Older version of home grown ARS system› Leveraging the implementation to adapt to ITIL processes› Implementing using a fresh install

› Asset Management› CMDB

› Disparate asset silo's/asset databases.› Home grown inefficient Asset Management system› Service Desk built on older version of ARS› Other vendors providing Change, Release and Configuration Management

› 30K Employees› Estimating 70K Configuration Items

› Not had to do big customizations, small extensions only› Integrated data from 3rd parties (Change, Release and Configuration Management)

› Discovery will be a separate project

Planned ModulesCurrent Environment


Company Experience – Retail Industry

Company DemographicsPlanned Customization/Integrations

Project Duration and Team MakeupDecision Criteria

› Project proposed› 425 estimated project days› Project team:– Assessment and Process Redesign (2)

– Installation/Configuration Team (3)

– Project Manager (1)

› Adopt OOTB processes› Migrate open tickets and existing assets› Free upgrade while on maintenance› Focus on ITSM 7.0 integration prior to outside integrations› Implementing using fresh install

› Service Desk› Asset Management› Incident Management› Change Management› Service Level Management

› Using version 5.6 and modules for Help Desk, Asset Management

› Using Microsoft SMS and Tivoli monitoring

› 60K Employees› Estimating 45K tracked assets

› Migrate open tickets and existing assets› Plan to link SMS and Tivoli monitoring data in future

Planned ModulesCurrent Environment


Estimating your project Current Environment Assessment

› Broader Implementation Concerns (not considered as part of this estimate)– Organizational Changes

– Extensive Training

– ITIL process changes and implementation beyond ITSM 7.0

– Depth of experience with Remedy/ITSM

› Characterize your ITSM 7.0 Implementation– Current Version

– Relative complexity of customizations and integrations – How many and how complicated

– Modules to be implemented

– Additional BMC products to be implemented and integrated

– Maturity of CI and asset data

– Identified authoritative sources of data

– Impact on existing processes and tools in place

– Technology what new technologies will be used

– Size of existing environment

– Number of direct and indirect users


Sample Project Estimates

5 – 8 Months5 – 6 FTEs› Version 5.5/5.6 Migrate in place, Fresh Start› Minor Customizations and/or Integrations› Using OOTB functionality with moderate process redesign› 2-4 Modules› Using new hardware software/hardware infrastructure

Medium Implementation Effort

9 – 18 Months8 – 15 FTEs› Numerous Customizations and/or Integrations› Adapting software to existing or new processes› 3-5 Modules, Consolidation of several previous systems › Many disparate asset/CMDB data sources to integrate› Using pilot hardware software/hardware infrastructure (virtual computing, advanced database features)

Very Large Implementation Effort

› Fresh Start, Phased Implementation › Moderate Customizations and/or Integrations› Using OOTB functionality with significant process redesign› 3-5 Modules, First time Implementation of CMDB/Asset

› Version 6 Migrate in place, Fresh Start› Minimal Customizations and/or Integrations› Using OOTB functionality with minimal process redesign› 1-3 Modules› Using well-understood software/hardware infrastructure

Characterization

8 – 12 Months6 – 11 FTEsLarge Implementation Effort

2 – 4 Months3 – 5 FTEsSmall Implementation Effort

Estimated Project Time

Estimated ResourcesCategory

Every company situation is different. These estimates are guidelines based on BMC’s input and

Accenture’s internal analysis of ITSM 7.0 and previous experience with similar implementations


Why Use a Partner

› Resource constraints– Lack of Remedy Migration Experience

– Existing Resources needed to Maintain Current Environment

› Time to Implement– Resource Ramp-Up Timing

– Protracted implementation time

– Delays to achieving planned benefits

› ITIL Implementation – Current processes not documented or multiple processes exist

– Unclear on how to take advantage of ITIL

› Risk of Application Disruption– Due to improper planning and execution


Accenture Contacts

For Additional Information, please contact

› Bill McDonald – NA Sales Director [email protected]

› Maria Veyon – NA Senior Executive [email protected]

› Joe Young – ITSM Program Lead [email protected]

› Steve Nunn – EMEA Senior Executive [email protected]


Questions

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