hp project and portfolio management cfd
TRANSCRIPT
© 2007 Hewlett-Packard Development Company, L.P. The information contained herein is subject to change without notice
Optimize the business outcome of IT
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
Time
IT’s capability to deliver• Flat to modest increase in budget• Manual processes• Disparate tools/point solutions• Siloed organizations
Expectations on IT
Technology demands• Modern, flexible architecture• Service migrations and upgrades• IT automation and consolidation• Security
Business demands• Agility, alignment and
availability• Business intelligence• Mergers and acquisitions• Regulatory compliance
There’s a growing gap between the demands placed on IT and IT’s ability to deliver
Versus
41% of IT professionals surveyed said that
Half or fewer IT initiatives had a positive impact on the business1
4 April 12, 2023
The problemThe IT value chain is broken
Business outcomes
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
FinanceProcurement
HR/Legal
PMO
Enterprise architects
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 20084 Forrester, Data Center Automation Defined, February 2008
Most IT shops suffer from too many functional silos, each serving too many disparate business needs. This is the capabilities-centric model.
Servers
Storage
Help desk
Applications
Data center
Network
Su
pplie
rs
Business capability
Business capability
Business capability
Business capability
Business capability
Cust
om
ers
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
IT Project
IT Project
IT Project
IT Project
Ad-hoc Reques
t
IT Project
IT Project
IT Project
Ad-hoc Reques
t
Servers
Storage
Help desk
Applications
Data center
Network
Su
pplie
rs
Business capability
Business capability
Business capability
Business capability
Business capability
Cust
om
ers
7 April 12, 2023
End-to-end business service health
Consolidated service deskChange and compliance
automation
RequirementsQuality and security
assurancePerformance validation
Portfolio prioritiesFinancial plan
Architecture governance
Business Technology Optimization— BTO unifying the IT value chain
Business outcomes
Alignment through integration and automation
Control
points
Control
points
STRATEGY APPLICATIONS OPERATIONS
HR/Legal
PMO
EnterpriseArchitects
BusinessAnalysts
Development Q/A
CAB Operations
ComplianceSecurity
SupportFinanceProcurement
ALLOCATE RESOURCES
REQUIREMENTS/DESIGN
ASSEMBLE/BUILD
QUALITY ASSURANCE/
SECURITYRELEASE PROVISION
OPERATE/CHANGE/SECURE
RETIREPLAN/
PRIORITIZE/FUND
Business outcomes
8 April 12, 2023
HP Software BTO portfolio
Project & Portfolio
Management Center
CIO Office
CTO Office
SOACenter
SAP, Oracle, SOA, J2EE, .Net
QualityCenter
PerformanceCenter
Application Security Center
Application lifecycle
Business service
managementIT service
management
Business Availability
Center
Operations Center
Network Managemen
t Center
Service Managemen
t Center
Client Automation
Center
Data Center Automation
Center
Business service
automation
Universal CMDB
Operations Orchestration
The industry’s most comprehensive IT management portfolio
STRATEGY APPLICATIONS OPERATIONS
Role of the IT Function
ITIL evolutionS
trate
gic
p
art
ner
Serv
ice
pro
vid
er
Tech
nolo
gy
pro
vid
er
Time
Focus: Quality and Efficiency of IT Processes• IT is a service provider• IT is separable from business• IT budgets as expenses to control
Focus: Business-IT Alignment & Integration• Service Mgmt for Business & Technology • Automated and Integrated Operations• Strategy and Portfolio Governance• Continuous Improvement
IT ServiceManagement
IT InfrastructureManagement
Service Management
Focus: Stability and Control of the Infrastructure• IT are technical experts• IT concerned with minimizing business disruption• IT budgets are driven by external benchmarks
ITIL v2
ITIL v3
GITIM (ITIL v1) Techno-centric
IT-centric
Business-centric
ITIL v3 extends beyond ITIL v2’s focus on IT operation efficiency to align Business and IT, thus providing fundamental differentiator for business growth
Service improveme
nt
Service reporting
Service measurem
ent
Access management
Request fulfillment
Event management
Problem management
Incident management
Release & deploy mgmt.
Transition planning support
Service testing & validation
Service evaluation
Change management
Knowledge management
IT service continuity
management
Capacity manageme
nt
Availability manageme
nt
Information security
management
Service catalog
management
Service level management
Supplier management
Strategy generation
Demand management
Service portfolio mgmt.
Financial management
STRATEGY DESIGN TRANSITION OPERATIONS
CONTINUAL SERVICE IMPROVEMENT
ITIL v3 processes
New in ITIL v3
From ITIL v2
Service asset & config
ITIL v3 emphasizes the importance of service lifecycle from strategy proposals to production operations
The BTO solution
11 April 12, 2023
BTO for ITIL v3
STRATEGY APPLICATIONS OPERATIONS
Automated and integrated processes accelerate ITIL adoption
Strategic planning
Application lifecycle
Business service
management
Business service
automation
IT service managemen
t
Service Design
Automate quality ensures services
are 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
Service StrategyProject and portfolio planning to align IT with the business using service performance
and cost metrics
Continual Service ImprovementService analysis and optimization based on service availability and performance
metrics
OPERATIONS
ITIL v3 mapping for BTO software
Project & Portfolio Management Center
SOA Center
Quality Center
Performance Center
Application Security Center
Business Availability
Center
Network Management
Center
Client Automation Center
Data Center Automation Center
Service Management Center
Operations Center
STRATEGY DESIGN TRANSITION
CONTINUAL SERVICE IMPROVEMENT
ITIL v3 service lifecycle example in BTO
IT OPERATIONSIT APPLICATIONSIT STRATEGY
• Manage business transactions and end-user experience
• Manage infrastructure across domains
• Manage service lifecycle
• Continually improve services
• Self-service
Manage requiremen
ts
Verify functional
quality
Ensureapplicatio
nsecurity
Validate performanc
e
DESIGN ASSEMBLE/
BUILDDevelopme
nt
Manage enterpris
e portfolio
Manage projects
and programs
PMO
SOAgovernance
CTO office
Quality management
QA
Business
CABBusiness service management
IT service managemen
t
ITIL service desk
Operations CAB
Portfolio and financial
management
CIO/Biz/IT steering
committee
Application support
Federated
CMDB
Run book automation
• Automate change and config(client, server, network, storage)
• Automate audit and compliance
Compliance/security
NOC
Business serviceautomation
STRATEGY DESIGN TRANSITION OPERATIONS
CONTINUAL SERVICE IMPROVEMENT
Agenda
Introduction
ITIL v3 and HP Software, BTO
BTO examples
Questions
HP Service Lifecycle Management
2. Define/Discover
• Business Service Modeling• Discovery• Service Level Definition
3. Publish/Deliver
• Service Catalog• Service Selection• Value/Cost Statements
4. Monitor
• Health Check• Service Level Monitoring• Event Generation
5. Support
• Incident Management• Change Management• Problem Management
1. Initiate/Design
• Aggregate Demand• Prioritize Investments• Build and Test
6. Analyze/Optimize
• Reporting and Analytics• Usage / Chargeback• Service Optimization
POC/Demo for a Swedish Customer
IT OPERATIONSIT APPLICATIONSIT STRATEGY
• Manage business transactions and end-user experience
• Manage infrastructure across domains
• Manage service lifecycle
• Continually improve services
• Self-service
Manage requiremen
ts
Verify functional
quality
Ensureapplicatio
nsecurity
Validate performanc
e
DESIGN ASSEMBLE/
BUILDDevelopme
nt
Manage enterpris
e portfolio
Manage projects
and programs
PMO
SOAgovernance
CTO office
Quality management
QA
Business
CABBusiness service management
IT service managemen
t
ITIL service desk
Operations CAB
Portfolio and financial
management
CIO/Biz/IT steering
committee
Application support
Federated
CMDB
Run book automation
• Automate change and config(client, server, network, storage)
• Automate audit and compliance
Compliance/security
NOC
Business serviceautomation
STRATEGY DESIGN TRANSITION OPERATIONS
CONTINUAL SERVICE IMPROVEMENT
AssetIdea ProjectMaintain
InvestmentProposalProgram/project
Dem
and
Sid
e
Service desk
Deliverables
Operationaldemand
Time management
Resource management
Financial management
Portfolio management
Application lifecycle management Application demandS
upply
Sid
e
Demand
Service Catalog
Business need
DemandManagement
Strategicdemand
Understanding the full lifecycle approachHP’s Project and Portfolio Management
Scorecards, KPIs, Status
Objectives and priorities
Service Catalog
Service Mgmt Center Application RFC
PPM Demand MgmtOpens App Enhancement
Service Catalog
Service Mgmt Center Application RFC
PPM Demand MgmtOpens App Enhancement
Service Catalog
Service Mgmt Center Application RFC
PPM Demand MgmtOpens App Enhancement
CMDB
Universal
Select CI’s from the RFC Run analysis against other potential CI’s impacted based on relationships
View report in PPM Center
RFC CI’s
Impacted Business Service, Hosts & Apps
CI selection
Application RFC
PPM Project Mgmt
Select CI button launches uCMDB
Application RFC
PPM Project Mgmt ITIL Service Portfolio Management
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
Create Test Requirements
Bi-directional
synchronization of shared fields
Click launches Quality Center
Requirements
Quality Center
Application RFC
PPM Project Mgmt
Creates Test Project
With assoc
requirements
Requirements
Quality Center
Application RFCProvides project
With quality information
PPM Project Mgmt
Change Mgmt
Service Mgmt CenterRFC Release
PPM Project MgmtRelease Management
Open RFC
Change Mgmt
Service Mgmt CenterRFC Release
PPM Project MgmtRelease Management
Open RFC
Business outcomes
27 April 12, 2023
HP Software BTO portfolio
Project & Portfolio
Management Center
CIO Office
CTO Office
SOACenter
SAP, Oracle, SOA, J2EE, .Net
QualityCenter
PerformanceCenter
Application Security Center
Application lifecycle
Business service
managementIT service
management
Business Availability
Center
Operations Center
Network Managemen
t Center
Service Managemen
t Center
Client Automation
Center
Data Center Automation
Center
Business service
automation
Universal CMDB
Operations Orchestration
The industry’s most comprehensive IT management portfolio
STRATEGY APPLICATIONS OPERATIONS
1 Align IT with the business while reducing costs
2 Make IT predictable, repeatable, accountable
3 Demonstrate IT’s value through measurable results
4 Leverage the power of the largest IT provider—HP
Why HP BTO Software
28
Automate and integrate your IT value chain
April 12, 2023
Why HP?People• Experience in more than 1000 successful
implementation/transformation projects
• 2,500 employees engaged in business service and infrastructure management solutions
• Over 80 education centers worldwide that are authorized ITIL examination centers
• Experience in training over 100,000 IT professionals in ITIL/ITSM and HP Software
• Robust ITIL/ITSM education solutions covering ITIL certifications and more
Technology• HP Software installations in all Fortune 50
enterprises
• Highest customer satisfaction ratings
• Build on ITIL and pre-configured with ITIL-based HP ITSM Reference Model processes
• Acquisitions of Mercury, Novadign and Peregrine, further enhance HP leadership in management software
Process• HP ITSM Reference Model based on ITIL• More than 7,000 ITIL-certified/500 ITIL master
certified IT service professionals• ITIL-certified business-critical consultants, with
more than15 years’ IT experience, specializing in ITSM level support
• Service Improvement Plans based on ITIL• Mission-critical support services• HP conducts business in more than 170 countries
and has helped more than 45,000 companies drive positive business results from their IT initiatives.
Industry• HP is the largest technology company in the
world, and the sixth largest software company in the world.
• Current authors of ITIL V3 refresh: Service Operations book and ITIL glossary
• Participation in process model development team
• Highly respected ITIL experts
• Membership/board of directors, founders of itSMF chapters worldwide
• Involvement with development of BS15000/ISO20000
Questions?
Appendix slides
Consolidated infrastructure operations
• Service impact analysis• Cross-domain correlation and root
cause• Consolidated event and performance• Infrastructure lifecycle management
Business service management
Business availability
• Business transaction management• Business service level management• End-user experience• Diagnostics and guided problem isolation
HP Software comprehensive approach
UCMDBService
dependency mapping
Discovery services
Incident
Problem
Change
Configuration
Release
Service level
management
Event
Top-down business view
Bottom-up infrastructure view
Integration with key ITSM processes
BAC SLM Reporting on Services KPIs
Network/Infrastructure
Systems/Servers
Applications OracleMQ /
AMTRIX.NET
Service BBusiness Services
Domino J2EE
Financials Web
Federated CMDB
Service delivery requires knowledge of the composition of the Service
Users and Business ProcessesBusiness Service
QuoteManagement
Windows Unix Mainframe AS400 Linux
Drill Down From BAC to Service Manager
‘Email A’ Service: Open Incidents