Marrying cloud computing and IT service management

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IT executives have been taking a serious look at cloud computing as a way to operate and deliver IT services at significantly lower costs, speed up delivery, and increase reliability. This session explores the increasing relevance of ITIL and ITSM tools that comes about when services are put into the cloud. We’ll show you why a service management view is not only more important than ever, but actually critical to successfully supporting cloud-based solutions and minimizing their risks. We’ll explore specific case studies of effective and ineffective application of the ITIL disciplines needed when services are moved to the cloud. Our presenters will cover topics such as key processes of the ITIL framework and their application to cloud computing; HP BTO offerings for service management that you should consider; and the impact of cloud computing on implementations of these products. We’ll also walk you through a cloud service-management reference architecture that leverages the ITIL framework, highlighting the role of the HP service management software suite.

Transcript of Marrying cloud computing and IT service management

  • 1. Cloud computing: Is ITIL still relevant? Mitch Kenfield Cloud Computing and ITSM Director, Deloitte Consulting Nicholas Clarke Senior Consultant, Deloitte Consulting 1 2010 Hewlett-Packard Development Company, L.P. The information contained herein is subject to change without notice

2. Thank you for being here! Your time is valuable, and youve chosen to spend it with us.THANK YOU! Mitch Kenfield, Cloud Computing and IT Service Management Director, Technology Strategy & Architecture, Deloitte Consulting 16 years experience in assessment, planning, design, implementation and operation of IT applications and solutions B.A. Computer Science from the University of Virginia, M.S., Systems Engineering from George Mason University Certified ITIL Service Manager Nicholas Clarke, Senior Consultant, Technology Strategy & Architecture, Deloitte Consulting 12Years experience in Enterprise Architecture and Program Management US Consulting On-screen S WHT_R1.5V_043008 Certified TOGAF, SAP EAF, ITIL v3 Foundation, and PMP Leadof ITSM and Cloud Computing Working Group-2- 3. Table of contentsCloud Computing Impact On IT Delivery4Cloud Computing and ITIL Relevancy 5Two Case Studies 12Service Strategy Considerations13Service Design Considerations19Service Transition Considerations24Service Operation Considerations 30Continual Service Improvement Considerations 35 US Consulting On-screen S WHT_R1.5V_043008 Takeaways and Questions39-3- 4. Cloud computing represents a major shift in information technology architecture, altering the way services are sourced and delivered Software and information are provided to computers and otherSoftware devices on-demand, like a public utility IntegrationPlatform Services accessed via single point of access Consumption billed on a utility orInformation Process subscription basis with little or no upfront cost creating a low barrier to entryX-as-a- Reduces upfront capital Service expenditures but may pay more for StorageCloudTesting operating expenses Some argue that the cloud is a paradigm shift, similar to the displacement of electricitySecurity Platforms generators by electricity grids early in the 20th century Management US Consulting On-screen S WHT_R1.5V_043008 /GovernanceDatabase-4- 5. Cloud computing represents a growing evolution in IT in which core IT services are getting sliced and diced across many providers Organizations can now rent what they were earlier forced to make or own This translates into collaborative relationships Other EmailApplication with service providers who provide access to capabilities and resources otherwise not availableNetwork Security Database IT is devolving into services that are delivered through patterns ofOperatingStorageInfrastructure collaborative exchangesPlatformIT is rapidly becoming a service provider operatingUS Consulting On-screen S WHT_R1.5V_043008as a value chain network of services -5- 6. A capability to abstract this value chain in the form of services is critical to the future success of IT and its mission of delivering business valueITIL and IT ServiceManagement are wellpositioned for this The Service Lifecycle can be leveraged to build thisvalue chainServiceStrategy Lack of a serviceapproach will expose endusers and the business to further complexities with no accountability for theend services being deliveredCost Effective ITSM Transformation_24.pptx-6- 7. ITIL can be seen as supporting the Service Management layer within the HP Cloud Assure architecture, where its processes cover the entire value chain US Consulting On-screen S WHT_R1.5V_043008 -7- 8. -8-HP Cloud Assure Reference Architecture US Consulting On-screen S WHT_R1.5V_043008 9. Operating as bundles of technologies and capabilities could pose serious risks for any IT organization migrating to cloud solutions Overall loss of control as services are managed and controlled elsewhere Operating complexity as external providers change platforms, services and versions of software based on their schedules and priorities not yours Security exposures for services working with sensitive data across the cloud Poor user/customer satisfaction related to confusion over how to handle service outages and finger pointing between suppliers Key service features that get dropped or fall through the cracks between providers Risks of getting locked into poor supplier arrangements over paying for services or under providing for actual business demand Legal exposures and regulatory compliance risks with suppliers that use differing sets of controlsUS Consulting On-screen S WHT_R1.5V_043008 Locked into arrangements with suppliers that cant deliver needed performance or meet business demand volumes-9- 10. Core IT management disciplines have not changed just shifted from the IT organization to the cloud service providerITIL for the IT OrganizationITIL for the Cloud Vendor Architect service solutions by piecingIdentify services provided, their value andService together Cloud service providers and theircosts; demand management is key forStrategyservice offerings providing on-demand servicesFocus on integrating and securing Bundle service packages for consumptionService services from suppliers capacity management key to disruption-Designfree, on-demand deliveryManage and control a complex mix of Provide customers with easy, smoothService releases / changes across a wide range of and safe ways to transition and accessTransitionsuppliers varying schedules and priorities provided servicesEnsure expected value is being delivered, Ensure that expected value is beingService and service disruptions responses are delivered and that services are notOperation coordinated across suppliersdisruptedContinual Provide the needed transparency ofProvide a means for staying ahead ofresults and coordinated improvement competition and gauging customerUS Consulting On-screen S WHT_R1.5V_043008ServiceImprovement efforts across many providers satisfaction or business will be lost - 10 - 11. ITIL is well positioned help nearly all the ITIL disciplines are used when pulling services delivered via the cloud togetherIT organizations must clearly understand: The services they operate with (Service PortfolioMgmt, Service Catalog Mgmt) How services are networked and bundled todeliver value (Configuration Mgmt, KnowledgeMgmt, Service Level Mgmt, Supplier Mgmt) Service costs (IT Financial Mgmt) Service Demand (Demand Mgmt, Capacity Mgmt) How services will be put on the cloud operatingmodel (Service Strategy, Capacity Mgmt,Availability Mgmt, Information Security Mgmt, ITService Continuity Mgmt) Managing transitions as service providers (or theirofferings) move in and out of the network (ChangeMgmt, Release and Deployment Mgmt,Configuration Mgmt, Service Testing, Evaluation) Delivering services on the cloud operating modelThe ITIL v3 Library Lifecycle Books(Incident Mgmt, Problem Mgmt, Access Mgmt,US Consulting On-screen S WHT_R1.5V_043008Event Mgmt, Request Fulfillment)- 11 - 12. The current set of HP IT Service Management Tools can support your cloud services program when looking at either vendor, internal or hybrid solutionsBusinessIT Customer/ Service Strategy Service DesignBusinessDemand Mgt. InformationHP PPMSecurity Financial MgtMgt. HP PPM HP Asset MgrProjects Service Portfolio Mgt.HP PPM IT Service Continuity Service Transition Mgt. TransitionBusiness Planning&SupportOutcomes StrategyHP Svc Mgr(desired / Mgt.uCMDB realized) Capacity Change Mgt.Mgt.HP Svc Mgr Bus. Impact Anal. Validation & Testing Service OperationHP QC/PC IT Perf. Analytics Event Mgt.HP Application Availability HP Ops MgrSecurity CenterMgt.Value HP BAC Asset/Config. MgtHP NNM ProblemHP uCMDB/DDMae Mgt. HP Asset Mgr/DDMi Release &HP Svc Mgr (Federated) Deployment. ServiceIncident MgtHP Svc Mgr HP DCA CenterLevel Mgt. HP Client Automation HP Svc Mgr Request Release Control (RC)FulfillmentKnowledge Mgt.UsersHP Svc MgrOperationalHP Svc MgrActivitiesServiceSvc CatalogSupplier EvaluationMgtMgtAccessHP Asset Mgr HP Svc Mgr Mgt.Cost Effective ITSM Transformation_24.pptx Continual Service ImprovementService ServiceService Improvement ReportingMeasurement - 12 - 13. Two cloud computing case studies demonstrate the sharp difference between using a service management approach versus not Unsuccessful Cloud ExperienceSuccessful Cloud ExperienceCase #1Case #2Large Healthcare CompanyApplications Management Provider Needed social networking site to Set strategy to leverage Cloudsupport M&A integration activities delivery as a way to lower development costs, increase Circumvented IT group to launch it delivery speed and gainleveraging Cloud servicescompetitive advantage Handed off to IT when done Underpinned current service offerings with Cloud-based delivery User volume brought the site down services Site was cut off bad press and Was able to slash delivery costs byembarrassment for company senior almost 90%executives Was able to provision infrastructure in days versus weeks No Service Management Service ManagementCost Effective ITSM Transformation_24.pptx Considered From The Start - 13 - 14. Service Strategy considerations for Cloud Delivery SolutionsProcessPurpose Strategy Identify the IT services,Generation investments, partners and delivery channels to meet customer needs and outcomesServiceManage the investment portfolioPortfolioof all the services available toKey Questions To Be AnsweredManagement customers and users What Cloud Operating Model(s) will be used? Demand Identify patterns of business What elements of services will be placed in theManagement activity that consume services andCloud? manage activities to influence demandWhich service partners will we utilize?IT Financial Manage the providers budgeting,Management accounting and chargeback for ITWho are my customers and what are their servicesneeds?What services will need to be provided? US Consulting On-screen S WHT_R1.5V_043008 How will business demand consume services?- 14 - 15. Cloud computing will not change the strategic objectives or the market spaces of a service, it provides new avenues to reach those objectivesInput OutputOrganizational CapabilityStrategic Asset Strategic Service ObjectivesStrategyDefine Market SpaceDrive Business Value Additional Cloud Services EnterpriseStakeholders Closely evaluating the strategy generation process, and verifyingCost Effective ITSM Transformation_24.pptx its alignment with the needs of your organization is a critical step.- 15 - 16. The nature of cloud computing may require changes in how services are charged, and how IT organizations allocate cloud services costs InputOutputServicePortfolio Examine DevelopApply Charge Demand Meaningful Based on Usage Allocations FactorsUnit Charge Service CostPay Per Use Provider Financial management in ITIL terms requires you to identify thebundles of services being delivered, the delivery costs for eachservice, and how demand consumes those services. Cost Effective ITSM Transformation_24.pptx - 16 - 17. Cloud computing forces IT to take a hard look at the services they deliver, and how these are bundled to add value for varying stakeholders InputOutputProvider UpdatedExamineBundleService ServiceServicesServices OfferingsPortfolio Existing Service Portfolio Integrate Into Existing Delivery ChainA service portfolio must be augmented to include Cloud services beingprovided, what level of investment is being made in these services, how they are being sourced, bundled, and providing value to the business.Cost Effective ITSM Transformation_24.pptx - 17 - 18. Service Strategy case summary Service Strategy Not In Place Service Strategy In PlaceCase #1 - UnsuccessfulCase #2 - Successful Cloud was seen as a strategic choiceCloud was used as a way to bypass the ITmatched to business goals for lowerorganizationcosts, faster delivery and competitiveadvantage IT was reacting to current capabilities IT saw a distinct advantage in quicklyversus considering what the business wasembracing Cloud technologies to gainlooking for competitive advantage No consideration for the demand ofDistinct Cloud delivery solutions put intobusiness volumes that needed to beplace for specific customer sets (demos,supported development, research, etc.) Little consideration for partners to provideStrategic choices in partners set from the US Consulting On-screen S WHT_R1.5V_043008ongoing support and management of the start to handle ongoing management andsolution post deploymentsupport of the solution - 18 - 19. Once an effective process is defined to support your cloud computing program, select ITSM tools to realize the capabilities and processesITILv3 Service StrategyDemand, Portfolio, and Financial Management Processes HP Project & Portfolio Management (PPM) Software Solution SuiteProject & Portfolio Management (PPM) Center [fka Kintana & Mercury ITG] PPM Portfolio ManagementResource ManagementProgram ManagementDemand ManagementProject ManagementDeployment ManagementFinancial ManagementTime Management Universal CMDB (UCMDB) and Discovery & Dependency Mapping ae (DDMae) Cost Effective ITSM Transformation_24.pptxSoftware-as-a-Service- 19 - 20. Service Design - considerations for Cloud Delivery SolutionsProcess PurposeService Catalog Publish , manage andManagementcommunicate which services areavailable to customers and usersService Level Negotiate, monitor, report and Key Cloud Questions To Be AnsweredManagementmeasure SLAs and OLAs How will services be bundled and packagedAvailabilityDefine, measure, analyze and for consumption?Managementimprove the availability of services What SLAs and OLAs will be needed to meetCapacityEnsure appropriate infrastructurebusiness objectives?Managementcapacity in place to meet service How will we ensure availability of services indemand volumes the event of a major business disruption?Information Protect the confidentiality, integritySecurity How will we secure our services and dataand availability of servicesManagement across the Cloud? IT Service What supplier agreements and contracts needEnsure services can be recoveredContinuity to be in place?in the event of a major businessManagementdisruption How will we communicate available servicesSupplier to the business?Ensure suppliers support theManagementneeds of the business and meet What capacity needs to be in place to meetUS Consulting On-screen S WHT_R1.5V_043008their contractual obligationsbusiness demand? How will services integrate and sit on the Cloud Operating Model? - 20 - 21. Design the cloud computing solution to provide maximum benefits to business instead of treating it solely as technology innovation Service catalog management, service level management, and capacity management processes are necessary to achieve an integrated Cloud computing solution to complement business needs Business Requirements Technical RequirementsService CatalogBusiness Management Needs Service Level ManagementCloud Solution CapacityManagement Effective coordinated execution of these customer-facing processes will help to define design requirements to build the stable Cloud solution that Cost Effective ITSM Transformation_24.pptx will benefit the business in the long term. - 21 - 22. Cloud computing requires a renewed effort in supplier management processes to ensure meeting terms, conditions, and target of agreementsInput OutputProvide Measure andCloud Align ContractsValuedUnderstanding Compare Vendors with BusinessBusiness of Business Supplier Needs PartnerNeedsPerformance100+ CloudMaximize Return On Investment (ROI) ByComputingSelecting the Right Provider Partner Vendors Supplier Management is the critical process necessary to strengthen relationships between the business and vendor Cloud computing service providers US Consulting On-screen S WHT_R1.5V_043008 - 22 - 23. Service Design case summary Service Design Not In PlaceService Design In Place Case #1 - UnsuccessfulCase #2 - Successful Solution not scaled for capacity to handleCapacity is built into the solutions as theybusiness volumesare offered and tailored for customers No agreements in place for levels ofOfferings described in a Service Catalogservice, operating roles andthat also sets operating levels to beresponsibilitiesdelivered each service in the cataloghas a Service Owner accountable for thesuccessful delivery of that serviceCloud operating model was consideredonly for the specific solution beingCloud operating model was part of adeployedcomprehensive delivery architecture thatsupported the Service CatalogLittle or no consideration for recovery inRecovery considerations for majorthe event of major failuresfailures were a strategic part of the US Consulting On-screen S WHT_R1.5V_043008design and agreements with keysuppliers - 23 - 24. Selecting the correct tools to support a well-defined Service Design program can dramatically improve the maturity level of your cloud services capabilityITILv3 Service Operation ITILv3 Service Design Event, Problem Management ProcessesAvailability, Capacity Mgmt Processes HP Business Service Management (BSM) Software Solution Suite Business Availability Center (BAC) [fka Mercury] BAC Dashboard Real User Monitor (RUM) Diagnostics Business Process Monitor (BPM) SiteScope TransactionVision Operations Center [fka Openview] Operations Manager (OM) Performance Manager/Agent OMi Reporter Smart Plugins (SPI) GlancePlus Pak Network Management Center [fka Openview] Network Node Manager (NNMi) Smart Plugins (SPI) Universal CMDB (UCMDB) and Discovery & Dependency Mapping ae (DDMae)Cost Effective ITSM Transformation_24.pptx Software-as-a-Service- 24 - 25. Service Transition considerations for Cloud Delivery SolutionsProcess Purpose Transition Planning Plan and coordinate activities for and Support transitioning services to the live production environment ChangeProtect services while changes are Managementbeing made Key Questions To Be Answered Release and Manage releases and their Deploymentdeployment to live productionHow will services be transitioned to a live Management production state? Service Asset & Maintain information about Configuration configuration items used to supportHow will changes be managed across Management services and their relationships providers? Service ValidationValidate that new services and and Testing changes will match design andHow will releases and deployments be business objectivescoordinated across providers? Knowledge Gather, analyze, store and share Managementknowledge to reduce the need for How will we test services across rediscovery of information providers? EvaluationEnsure a service will meet intendedUS Consulting On-screen S WHT_R1.5V_043008 business objectives when it is What operating information should we transitioned retain across providers? - 25 - 26. Transition planning and support processes plan and coordinate resources to deploy a cloud service within predicted cost, time, and quality estimates Input Transition Planning And Support Activities OutputInitiate PlannedDeploymentChanges PlanProject Management MethodologyProject Documentation Cloud Services Project Planner Since a vendor Cloud is a shared responsibility environment, having aninclusive, structured Transition Planning and Support process and a responsible Project Planer is a critical success factorCost Effective ITSM Transformation_24.pptx - 26 - 27. Coordination between IT and cloud vendors is critical to ensure that beneficial changes can be made minimum disruption to IT services InputChange Management ActivitiesOutput Cloud Vendor OrganizationChange management supportR A, CChange Planned RequestsRequest for Change (RFC)ChangesAR logging and preevaluationRFC classification CRAssessment of urgent RFC by the EnterpriseIR Change Advisory Board (ECAB)Change assessment by the change managerCRChange assessment by the CAB IRChange schedulingRCCloud Services Change evaluationARR = Responsible C = ConsultedA = AccountableI = Informed To achieve successful change management in a vendor Cloud servicesenvironment, the organization and Cloud computing provider must agree onCost Effective ITSM Transformation_24.pptxroles and responsibilities as they both participate in major changes. - 27 - 28. Cloud vendors need to be integrated with release/deployment processes to protect the integrity of the live environment when releasing components Input Service Management ActivitiesOutputDeploymentChange Plan ReleaseJoint Release Agreed Maintenance WindowsPlanningCloud Services Release Documentation Collaboration between the Cloud computing services vendor and the organization is key to successful release management duringCost Effective ITSM Transformation_24.pptxdeployments to an operating environment - 28 - 29. Service Transition case summary Service Transition Not In PlaceService Transition In PlaceCase #1 - Unsuccessful Case #2 - Successful Cloud solutions were carefully plannedCloud solution was tossed over the wall and transitioned with IT staff handlingto the IT organization for ongoing supportongoing operationsLittle or no consideration for handling Change and release managementchanges and releases between IT and procedures were agreed and contractedthe Cloud Vendorfor between IT and suppliersLittle or no consideration for testing theConsistent testing and pilots conductedCloud solution to ensure it was prior to releasing Cloud solutions tooperationally ready clientsUS Consulting On-screen S WHT_R1.5V_043008 - 29 - 30. Tools can provide the capabilities required to support the core ITIL processes to support your transition to operating a unified cloud computing program ITILv3 Service Operation ITILv3 Service Design ITIlv3 Service TransitionIncident, Problem, RequestSLM, Service Catalog Change, Asset/Config, KMManagement Processes ProcessesManagement Processes HP IT Service Management (ITSM) Software Solution SuiteService Management Center [fka Peregrine & Openview] Service Manager 7.1x Asset Manager 5.x ServiceDesk Discovery & Dependency Mapping Inventory Incident Management (OGC Gold)(DDMi) Problem Management (OGC Gold) IT Financial Management (ITFM) Change Management (OGC Gold) Contract Management Asset/Configuration Mgmt (OGC Gold) Chargeback Knowledge Management (OGC Gold) Procurement Service Catalog (OGC Gold) Software Asset Management (SAM) Service Level Management (OGC Gold) Portfolio Management Request (Fulfillment) Mgmt (OGC Gold) Connect-it,, Service Portfolio Management (OGC Gold)2 DecisionCenter,, Business Impact Analytics IT Performance Analytics Optimization Module Planning and Analysis Module Universal CMDB (UCMDB) and Discovery & Dependency Mapping ae (DDMae)Cost Effective ITSM Transformation_24.pptx Software-as-a-Service - 30 - 31. Service Operation considerations for Cloud Delivery Solutions Process Purpose IncidentRestore an IT service to normal Managementstate operations as quickly as possibleProblem Prevent incidents from happeningKey Questions To Be Answered Managementor minimize their impacts by How will incidents and problems be identifying their root causes managed across providers?Event Manage operational events and What events need to be generated and Managementcommunicate them to appropriate visible across and between providers? parties for further action How do we ensure only authorized users have access to services? AccessEnsure only authorized users are Managementallowed access to servicesHow will we prioritize and coordinate user service requests that may need provider Request Manage the lifecycle of all service involvement? Fulfillment requests How will we coordinate operational controlUS Consulting On-screen S WHT_R1.5V_043008 activities across providers?- 31 - 32. Monitoring for security compliance, privacy and access, reliability, and availability of IT services and components pose increased challenges Service Operations Cloud computing delivery traits from an Internal IT and Cloud Vendor perspective Internal ITCloud Vendor Service Desk Visibility of the components Define scope of Cloud Vendor Impact assessmentsupport Provider failure awareness Provide access to visibility toolsTechnical Increased focus on areas of Oversee the management of Management technical responsibility hardware and network assets Accountability and handoffs Own infrastructure and operationsbetween the provider and ITstaffApplication Accurate application portfolio Multiple application servers Management Managing application changes Collections of virtual machines Monitoring performance Multiple nodes Managing application suppliers Multiple locationsIT Operations Certain operational activities may Execute and monitor operational Management need to remain within IT activities Holistic services thinking view Manage physical environment Adherence to service levels No linkages back to business Cost Effective ITSM Transformation_24.pptx No visibility at component level services affected by Cloud services32- 32 - 33. Sharing the high number of nodes in vendor clouds sees failed configuration components as the norm rather than the exception Service Operations Cloud computing delivery traits from an Internal IT and Cloud Vendor perspective Internal ITCloud VendorIncident / Problem Must leverage new problem Defines scope of Cloud Vendor Management diagnosis and testing toolssupport New contract details, such as scope Provides access to visibility toolsand support are required Event Management Creative monitoring solutions, such Escalates events that have meaningas use of synthetic transactionfor IT management Request Communications and understanding Clearly defined roles and Fulfillmentbetween organizationsresponsibilities Consistent internal process Access Access control schemes will have to Visibility into security and access Management accommodate global user bases by policiessecuring service access methods Audit these policies US Consulting On-screen S WHT_R1.5V_043008throughout the Cloud - 33 - 34. As you refine your and integrate cloud delivery with your overall service management capability, look to improve operations through automationITILv3 Service Operation ITIlv3 Service TransitionIncident, Problem, Event Mgmt ProcessesRelease/Deploy, Asset/Configuration MgmtProcesses HP Business Service Automation (BSA) Software Solution SuiteClient Automation Center [fka Novadigm Radia] Client Automation Enterprise (CAE) Data Center Automation Center [fka Opsware] Operations Orchestrations (OO) Services Automation Visualization (SAV) Runbook Automation, Services Automation Reporter (SAR) Server Automation (SA) BSA Essentials (fka Live Network) Network Automation (NA) Release Control (RC) Storage Essentials (SE/SRM) Universal CMDB (UCMDB) and Discovery & Dependency Mapping ae (DDMae) Cost Effective ITSM Transformation_24.pptx Software-as-a-Service - 34 - 35. Service Operation case summaryService Operation Not In Place Service Operation In Place Case #1 - UnsuccessfulCase #2 - SuccessfulMultiple incidents occurred that shutIncidents occur from time to time but down operation of the site minimally impact ongoing operationsIT blindsided by incidents related toNo occurrence of incidents related to how business volumes services are used and consumedUnclear responsibilities and fingerClear ownership over operational control pointing when outages occurred of services and who is responsibleUS Consulting On-screen S WHT_R1.5V_043008 - 35 - 36. Continual Service Improvement - considerations for Cloud Solutions Process Purpose 7-StepMeasure services to proactively Improvement identify opportunities for Process improvement Key Questions To Be Answered Service Reporting Produce and communicate reportsWhat key measurements will be needed for achievements and trendsto ensure services are working across the against service levels Cloud? What measurements should be taken by Service Put appropriate metrics into place suppliers to ensure service objectives will Measurement that provide information for be met? proactive decision makingWhat information and reports will werequire from our providers?How do we ensure that our providersimplement key improvements on a timelybasis in line with our business needs?US Consulting On-screen S WHT_R1.5V_043008How will we work with our providers toproactively improve services? - 36 - 37. The melding of cloud centric approaches with CSI by IT can dramatically speed up realignment and improvement processesTraditional CSI outputsCloud and CSI outputs Introduce new service offerings IT more dynamic and responsive tothe needs of the business Improve existing offerings Cutting edge applications are rolled Connects IT with customersout and adopted by the end user at Improvement space restricted bya much higher rate rigid systems Additional users and teams will findapplications that better meet theirrequirements US Consulting On-screen S WHT_R1.5V_043008 - 37 - 38. The nature of cloud computing may lead to challenges for CSI such as misalignment between business needs and technical solution Public, Private, andHybrid CloudsProvider Policies User Requirements Cloud VendorExisting AlignmentDelegation of content Limited product influence BusinessNeedsOutspoken change advocates Establishing KPIs and SLAs with Cloud Vendors helps communicatethe expectation that change requests will be acted upon in anUS Consulting On-screen S WHT_R1.5V_043008 acceptable manner and time frame 38- 38 - 39. Continual Service Improvement Case Summary CSI Not In Place CSI In PlaceCase #1 - Unsuccessful Case #2 - Successful No provision for CSI activities was inKey measurements for availability andplace and IT was reacting to events customer satisfaction are in place andversus controlling them monitored over timeManagement made the determination Service offerings and number of clientsthat reasonable improvements could notusing those services are continuing tobe made and the site was shut downexpandSenior management was embarrassed Senior management is receivingby the failed solutionaccolades for the successful solutionUS Consulting On-screen S WHT_R1.5V_043008 39 - 39 - 40. Key takeaways IT is devolving into a network of services that can be provided from anywhere aided and abetted by advancements in Cloud computing technology The service mindset that ITIL brings is key to operating in a Cloud world the disciplines still exist but may have shifted emphasis from the IT Organization to the Cloud Vendor Continuing to operate as bundles of technologies and capabilities might lead to serious operational risk The ITIL Service Lifecycle and HP software supporting its processescan be leveraged as a design, build, deploy and operate vehicle forconstructing Cloud-based solutions! US Consulting On-screen S WHT_R1.5V_04300840 - 40 - 41. Q&A 42. To learn more on this topic, and to connect with your peers afterthe conference, visit the HP Software Solutions Community: www.hp.com/go/swcommunity 42 2010 Hewlett-Packard Development Company, L.P. 43. 43