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©2011 Hewlett-Packard Development Company, L.P. The information contained herein is subject to change without notice
IT PERFORMANCE SUITE
Focus on Executive Scorecard (XS) and
Enterprise Collaboration (EC)
Edvaldo Carmo
HPSW - IT Strategist LATAM
EXECUTIVE SCORECARD (XS)
“To measure is to know”
"If you cannot measure it, you cannot improve it”
Lord Kelvin Peter Drucker
IT
Busin
ess
outco
mes
IT
IT performance data
HP IT Performance Suite Perform better.
SEE
UNDERSTAND
>>>>>>>>>>>> Operate >>>>>>>>>>>> >>>>>> Build >>> Plan >>>
Continuous improvement
ACT
Execute Systematically
Secure Proactively
Build Faster Operate Simply Store Efficiently
Analyze in real time
5
BUILD OPERATE PLAN
FOUNDATION
IT Financial Management
Enterprise Security
Application Lifecycle Management
Configuration, Change and Release Management
Cloud Service Automation
Service Asset and Configuration Management
Automated Network Management
Closed Loop Incident Management
HP IT PERFORMANCE SUITE SOLUTIONS
6
HP IT PERFORMANCE SUITE PRODUCTS VIEW
IT PERFORMANCE SUITE FOUNDATION
Universal Configuration Management Database Center
STRATEGY, PLANNING, AND GOVERNANCE
IT Executive Scorecard Project and Portfolio Management
Center Application Portfolio Management
Center Financial Planning and Analysis
APPLICATION LIFECYCLE MANAGEMENT
OPERATIONS MANAGEMENT
INFORMATION MANAGEMENT
HP Integrated Archiving Platform
TRIM Enterprise Records Management
Application Lifecycle Management Data Protector
Fortify Software Security Center ArcSight Enterprise Threat and Risk Management Tipping Point Intrusion Prevention System
SECURITY INTELLIGENCE AND RISK MANAGEMENT
Quality Center
Performance Center
SOA Systinet
Application Performance Management
Operations Management Center
Network Management Center
Datacenter Automation Center
Client Automation Center
Service Management Center
HP IT Performance Suite – Drill Down
7
Server | DB & middleware | Network | Storage | Client
Security information and event management
Correlation and logging
Application audit
Network security
Orchestration
Configuration Management System (Federated & integrated
CMDB) | Automated discovery & dependency mapping
Go/
No Go
Agile Project Management
Application Lifecycle Mgmt
DESIGN BUILD Development
Service Intelligence
Consolidated service desk
Service Management
Change management
Asset Management
Self Service Catalog
Service Automation
Information Management
Define IT goals, objectives and KPIs | Measure performance end-to-end
IT Dashboard CIO Office
Manage applications, projects, programs, cost and staff resources IT Governance
Static code
security
Dynamic code
security
Operations Security Application Security
CISO
Manage investment decisions
Manage enterprise portfolio
PMO IT Finance
Requirements Management
Quality Management
Functionality | Performance
Security Service Virtualization
Test Data Management
Application performance mgmt
System Management
Network Management
Service Desk
CAB
NOC
Application Governance
CTO
Quality Assurance
IT Operations
Serv
ice m
odel
DevOps
Performance / Usage/ SLA
Backup and recovery
Archiving
Records management
eDiscovery
Portfolio and Financial Management
Service Health BSM
HP software approach
Finance PMO Project team A Project Team B Development QA Operations
Bring order to the chaos
Environment
Resource management
Business Service & Asset Mgmt
Investment portfolio management
Application lifecycle & Portfolio Mgmt
Service desk or 3rd party integrations
Project proposals
Demand management
Budgeting/Financial Management
Project scheduling/Time tracking
Issues, risks, scope changes
Operational Reporting Strategic & Analytics Reporting
HP ITPS
FUNCTIONAL & PROCESS
Dashboards
9 15 March 2012
Classification of Key Measures
Agile
Optimized
Available, Responsive, Secure
Efficient, Effective, Quality, Progress, Utilization, Compliant
FCR Rate, MTTR, Failed RfC, Calls, Abandon, Cycle Times, MTBI, Cost per Call
RFC, FTEs, CIs, Incidents, Problem, Breaches, MAC, Wait Times, # of Calls, Down Time,
Real time tickets –Monitoring Integrations, Incidents/Changes,…, Projects Risk/Issues, processes running….
Key Goal Indicators
Critical Success Factors
Key Performance Indicators
Key Performance Metrics
Strategic
Tactical
Impact
Key Fact Metrics
IT BALANCED SCORECARD
IT PROCESS HEALTH DASHBOARDS
Alignment of Key Measures
KGI
CSF
KPI
KPM
KFM
10 3/15/2012
Key Goal Indicators
Critical Success Factors
Key Performance Indicators
Key Performance Metrics
Strategic
Tactical
Impact
Key Fact Metrics
Execu
tive
M
anagem
ent
Pro
cess
/Serv
ice
Ow
ner
Pro
cess
/Serv
ice
Managem
ent
Scorecard Perspective Example • KPIs contributing to goals in the ‘Customer’ perspective
Out of the box KPIs Partial List
FPA
PPM
AM
BSM
SM
SLM (BSM & SM)
External
LEGEND C
ust
om
ers
Improve service delivery performance
% service performance
not met MTTR MTBF
Improve customer satisfaction
% of met SLOs for IT
process activities
Incident outages
% of satisfied
customers
Improve project execution
Average service
availability
% of met SLAs
% of project tasks on
time
% of projects on
time
% of healthy projects
% projects with unresolved
urgent issues
% of deviation of
planned hours
Opera
tion
al
Exce
llence
Improve responsiveness
Achieve process excellence
% reopened incidents
% escalated incidents
% urgent changes
% outages due to changes
% SLA expirations
% unauthorized implemented
changes % SLAs coverage
% assets in maintenance
Avg. age of hard-ware
assets
% problems with RC
Time-to-market: new products /
services
Avg. project initiation time
% interactions in backlog
% incident aging
Avg. time to procure
% of FCR % problems
resolved within required time
Problem queue rate
Futu
re
Ori
enta
tio
n
Improve staff satisfaction
Improve staff effectiveness % of FTE
% employees exceeding leadership
competency model
% project effort by external resources
% employee utilization rate
Employee turnover
% satisfied employees
`
IT V
alu
e
Reduce cost Business
service cost reduction
% projects cost reduction
Stewardship of IT investment
% unhealthy projects budget
risk
% actual vs. planned
costs
Avg. cost of IT delivery per
customer
% IT POR vs. total revenue
Alignment with business strategy
% projects associated with
business objectives
CAPEX vs. OPEX
Innovation delivery
% software licenses in use
% assets cost reduction
Driven by persona business challenges
Aligning IT objectives to persona business
challenges
Based on industry standards
Benchmarking
The HP IT Unified Data Model (f.k.a.BTO Data Model)
Dashboard Pages
Leveraging HP Knowledge to Value
Cost
Project Asset
Executive Scorecard Architecture
AM PPM SM
Executive Scorecard
KPI Engine
BSM BSA 3’rd Party QC/ALM CMDB
Incident
Change
SLA
Contract
Service
KPI Studio and Library
Mobility
Deployment
Configuration
BO Webi Xcelsius
Data Integration and Consolidation
Administration, ETL Stewardship
ETL Metadata Studio, ETL Gen
BO Data Services
Scorecards, KPIs, Analytics Dashboards
Security
HP Unified Data Model
Customer Vendor
HPLN
Security ERP
Benchmarking
Collaboration
KPI Explorer and
analytical processing
Data Warehouse
Out-of-box persona dashboard
views, scorecards, KPIs, analytics and IT Data Model
Extensible IT Data Warehouse Open data model and studio
for KPI expansion and customization
KPI Architecture to support continuous business
improvement
HP Executive Scorecard • Your IT Performance Management single source of truth
Personalized and customizable UI
Improve Collaboration in IT
Business Value Framework – Banking
IT Initiative
SHAREHOLDER VALUE ONGOING BUSINESS GOAL
EXECUTIVE KPIs (Direction)
CORE Financial KPIs (Direction)
MARKET POSITION ---------------------------
(Become #1 in Retail Revenues)
CAPITAL ADEQUACY ----------------------------
(Tier 1 Ratio > 13%)
EARNINGS PER SHARE ----------------------------
(Increase 3 cents Yr-on-Yr)
REVENUE ----------------
(Non-Interest Income up 6% Yr on Yr)
COST ----------------
(Reduce Non-Interest Expense by $2bn)
CAPITAL ---------------
(Reduce Loan Loss Provisions by 15% YoY)
OPERATING KPIs -------------------- PROCESS/ FUNCTION
BUSINESS INITIATIVES (Strategy/Priority Language)
Repair Reputation & Focus on the Customer Manage Risk Improve Operational Efficiency
Increase Products/Customer from 5-8
Increase SoW from 30%-50% -------------------------------------
Cross-selling/Up-selling Channels
Reduce Non-performing Loans from 3.1%-2.7%,
“One Point of Truth” -------------------------------------
Customer Information , & Enterprise Risk Mngt.
Reduce Data Center Unit Costs from 3.25c – 2.75c
-------------------------------------
Infrastructure Management
Decrease Efficiency Ratio from 50%-45%
-------------------------------------
Retail Product Processing Customer Information Mngt.
Branch/ Channel Transformation
Information Optimization
Enterprise Security
Converged Infrastructure
Cloud
Core Banking/ Applications Transformation
Supported by HP Software
Current state Analyze Define strategy Objectives and metrics Build roadmap (supported by
business-cases/ROI)
People-Process-Technology
Current state
Maturity m
Desired state
Architect - meet your objectives
Validate results/value
People-Process-Technology
Maturity m +x
Desired state
Project, change, quality, architecture, governance and value realization
Sub-projects
Plan, Design, Build, Migrate Value Realization
Build and transition
ROI
HP Software Strategic Services Where to Start and how to get there
Comprehensive Analysis
HP Confidential 18
Maturity & Pain Point Assessment for People, Process, Technology
Point of view charts provide critical insight into current and future needs to achieve key business and IT objectives
Detailed Recommendations
HP Confidential
Roadmap, End to End Solution Blueprint, Business Case Analysis
Complete roadmap with documented initiatives and solution blueprints provide step by step planning recommendations with value proposition and ROI
Better IT performance means better outcomes
HP Confidential
• Actual results from HP Software customers
Over $1.2 million in recurring tangible
savings per year in audit costs
57% reduction in IT project scope changes
$5M/yr saved by cutting mean time to
resolution
to seconds
$19M/yr saved through 50% lower
software testing costs
$32M/yr saved in
change management labor costs
Realize cost efficiencies
Improve service to customers
30% increased productivity (project team)
3x improvement in first call resolution rates
66% reduction in unplanned failure rates
900% faster recovery from business critical
outages
95% reduction of Sarbanes-Oxley audit
sample points
END RESULTS
21
Common vision and Plan
Alignment across the organization
Consensus on current and future maturity
levels
Clear path forward to achieve critical
goals
Quantified value proposition
Partnership with HP
©2012 HP Confidential
Today in IT management
Many formal IT processes
incident management
defect management
event management
requirements management
built around very structured data …but surrounded by unstructured,
disconnected communications
Today in IT management
As a result… • Accumulated knowledge is isolated
or lost
• Time to resolution is long
• The same issues arise repeatedly
• Customer satisfaction suffers
Bringing order to chaos
The conversation
incident
defect
requirement
event
discussions processes
Context!
EC Context based
conversations
Suggested people
Knowledge management
Multiple access points
Workflow integration
Context based conversations
• Embeds all relevant details
• Easy to catch up for new participants
• Attach facets to posts – snapshots of data at a given time
Integrated people finder
• Find the right people, with
the right knowledge,
right now
• Reduces resolution times
• Aids dispersed teams and
new team members
KNOWLEDGE Management
• All conversations and objects are automatically archived
• Builds a rich knowledgebase from multiple sources
• Find knowledge fast with advanced search capabilities
Multiple access points
• Users choose how to
participate
• Reply via EC interface,
email or Office
Communicator chat
Workflow integration
• Work in familiar environments
• Seamless integration and
collaboration across HP and non-
HP products
• Open development platform
• Enables unstructured integrations
between products
HP EC
HP SM
HP ALM
HP CLIP
HP Config.
Mgr
3rd party
HP BSM
Enterprise Collaboration
32
– Collaborate across organizations
– Attach incidents, defects, and events for added context
– Conversation facets provide snapshots into application data
– Search past archived conversations
– Flag urgent participants
– Participate via Outlook and Office Communicator
ALM BSM
SM
– Native integration with ALM, BSM, SM and CLIP
Enterprise Collaboratio
n
©2012 HP Confidential
USE CASES
Ease of initiation
use case
• John is a Systems
Operator
• Receives an event
notification in BSM/Omi
• Instantly starts a
conversation in EC
Context Based Conversations
use case
• EC presents the
relevant conversation
object, the event in
this case.
• Automatic import of
all the relevant details
• Clear context to the
conversation
Multiple access points
use case
• John pings Rachel for
the server log details
• Rachel isn’t logged into
HP EC or OMi
• She receives this
message in an urgent
Integrated Product ecosystem
use case
• John creates an
incident in SM
• Ethan, new Support
engineer is assigned
the ticket
• Whom does he
contact for help?
Integrated People finder
use case
• EC’s People finder feature
immediately suggests Mary,
who has been involved in
several similar conversations
previously.
• Mary receives an urgent
message in her IM window.
• With Mary’s help Ethan is
able to quickly resolve this
issue
Knowledge Management
use case
• Next month, Mark is assigned a similar ticket from different customer.
• Mark quickly finds the conversation in the knowledgebase.
• Customer issue resolved in a matter of minutes.
Sample Screenshot HP Enterprise collaboration for SM
HP Enterprise collaboration for CLIP
HP Enterprise collaboration for QC/ALM
THANK YOU