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Page 1: Marrying cloud computing and IT service management

1 ©2010 Hewlett-Packard Development Company, L.P. The information contained herein is subject to change without notice

Cloud computing: Is ITIL still relevant?

Mitch KenfieldCloud Computing and ITSM Director, Deloitte Consulting

Nicholas ClarkeSenior Consultant, Deloitte Consulting

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Your time is valuable, and you’ve chosen to spend it with us.

THANK YOU!

Thank you for being here!

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

‒12 Years experience in Enterprise Architecture and Program Management

‒Certified TOGAF, SAP EAF, ITIL v3 Foundation, and PMP

‒Lead of ITSM and Cloud Computing Working Group

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Table of contents

Cloud Computing Impact On IT Delivery 4

Cloud Computing and ITIL Relevancy 5

Two Case Studies 12

Service Strategy Considerations 13

Service Design Considerations 19

Service Transition Considerations 24

Service Operation Considerations 30

Continual Service Improvement Considerations 35

Takeaways and Questions 39

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Cloud computing represents a major shift in information technology

architecture, altering the way services are sourced and delivered

“X-as-a-Service”

Cloud

Software

Platform

Process

Testing

Platforms

DatabaseManagement/Governance

Security

Storage

Information

Integration

Software and information are

provided to computers and other

devices on-demand, like a public

utility

Services accessed via single point

of access

Consumption billed on a utility or

subscription basis with little or no

upfront cost creating a low barrier

to entry

Reduces upfront capital

expenditures but may pay more for

operating expenses

Some argue that the cloud is a

paradigm shift, similar to the

displacement of electricity

generators by electricity grids early

in the 20th century

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Operating

Platform

Application

Network Security

Storage

Database

Infrastructure

EmailOther

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

with service providers who

provide access to

capabilities and resources

otherwise not available

IT is devolving into

services that are delivered

through patterns of

collaborative exchanges

IT is rapidly becoming a service provider operating

as a value chain network of services

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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 value

Service

Strategy

ITIL and IT Service

Management are well

positioned for this

The Service Lifecycle can

be leveraged to build this

value chain

Lack of a service

approach will expose end

users and the business to

further complexities with

no accountability for the

end services being

delivered

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ITIL can be seen as supporting the Service Management layer within the HP

Cloud Assure architecture, where its processes cover the entire value chain

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HP Cloud Assure Reference Architecture

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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 controls

Locked into arrangements with suppliers that can’t deliver

needed performance or meet business demand volumes

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Core IT management disciplines have not changed – just shifted from the IT

organization to the cloud service provider

Service Strategy

Service Design

Service Transition

Service Operation

Continual Service Improvement

ITIL for the Cloud VendorITIL for the IT Organization

Architect service solutions by piecing

together Cloud service providers and their

service offerings

Focus on integrating and securing

services from suppliers

Manage and control a complex mix of

releases / changes across a wide range of

suppliers’ varying schedules and priorities

Ensure expected value is being delivered,

and service disruptions responses are

coordinated across suppliers

Provide the needed transparency of

results and coordinated improvement

efforts across many providers

Identify services provided, their value and

costs; demand management is key for

providing on-demand services

Bundle service packages for consumption

– capacity management key to disruption-

free, on-demand delivery

Provide customers with easy, smooth

and safe ways to transition and access

provided services

Ensure that expected value is being

delivered and that services are not

disrupted

Provide a means for staying ahead of

competition and gauging customer

satisfaction or business will be lost

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The ITIL v3 Library Lifecycle Books

ITIL is well positioned help – nearly all the ITIL disciplines are used when

pulling services delivered via the cloud together

IT organizations must clearly understand:

The services they operate with (Service Portfolio

Mgmt, Service Catalog Mgmt)

How services are networked and bundled to

deliver value (Configuration Mgmt, Knowledge

Mgmt, Service Level Mgmt, Supplier Mgmt)

Service costs (IT Financial Mgmt)

Service Demand (Demand Mgmt, Capacity Mgmt)

How services will be put on the cloud operating

model (Service Strategy, Capacity Mgmt,

Availability Mgmt, Information Security Mgmt, IT

Service Continuity Mgmt)

Managing transitions as service providers (or their

offerings) move in and out of the network (Change

Mgmt, Release and Deployment Mgmt,

Configuration Mgmt, Service Testing, Evaluation)

Delivering services on the cloud operating model

(Incident Mgmt, Problem Mgmt, Access Mgmt,

Event Mgmt, Request Fulfillment)

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The current set of HP IT Service Management Tools can support your cloud

services program when looking at either vendor, internal or hybrid solutions

Demand Mgt.

HP PPM

Business

Outcomes

(desired /

realized)

Value

Users

Strategy

Mgt.

Service Strategy

Financial Mgt

HP PPM

HP Asset Mgr

Service Portfolio

Mgt.

HP PPM

Access

Mgt.

Request

Fulfillment

HP Svc Mgr

Incident Mgt

HP Svc Mgr

Event Mgt.

HP Ops Mgr

HP BAC

HP NNM

Operational

Activities

Problem

Mgt.

HP Svc Mgr

Service

Evaluation

Release &

Deployment.

HP DCA Center

HP Client Automation

Release Control (RC)

Validation & Testing

HP QC/PC

HP Application

Security Center

Transition

Planning&Support

HP Svc Mgr

uCMDB

Asset/Config. Mgt

HP uCMDB/DDMae

HP Asset Mgr/DDMi

(Federated)

Knowledge Mgt.

HP Svc Mgr

Change Mgt.

HP Svc Mgr

Bus. Impact Anal.

IT Perf. Analytics

Supplier

Mgt

HP Asset Mgr

Availability

Mgt.

Capacity

Mgt.

IT Service

Continuity

Mgt.

Information

Security

Mgt.

Service

Level Mgt.

HP Svc Mgr

Svc Catalog

Mgt

HP Svc Mgr

Service

MeasurementService

ReportingService

Improvement

Service Transition

Service Operation

Continual Service Improvement

Service DesignCustomer/

Business

Projects

Business IT

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Case #1

Large Healthcare CompanyCase #2

Applications Management Provider

Unsuccessful Cloud Experience Successful Cloud Experience

Needed social networking site to

support M&A integration activities

Circumvented IT group to launch it

leveraging Cloud services

Handed off to IT when done

User volume brought the site down

Site was cut off – bad press and

embarrassment for company senior

executives

Set strategy to leverage Cloud

delivery as a way to lower

development costs, increase

delivery speed and gain

competitive advantage

Underpinned current service

offerings with Cloud-based delivery

services

Was able to slash delivery costs by

almost 90%

Was able to provision infrastructure

in days versus weeks

No Service Management Service Management

Considered From The Start

Two cloud computing case studies demonstrate the sharp difference

between using a service management approach versus not

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Process Purpose

Strategy

GenerationIdentify the IT services,

investments, partners and delivery

channels to meet customer needs

and outcomes

Service

Portfolio

Management

Manage the investment portfolio

of all the services available to

customers and users

Demand

ManagementIdentify patterns of business

activity that consume services and

manage activities to influence

demand

IT Financial

ManagementManage the provider’s budgeting,

accounting and chargeback for IT

services

Service Strategy – considerations for Cloud Delivery Solutions

Key Questions To Be Answered

What Cloud Operating Model(s) will be used?

What elements of services will be placed in the

Cloud?

Which service partners will we utilize?

Who are my customers and what are their

needs?

What services will need to be provided?

How will business demand consume services?

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Cloud computing will not change the strategic objectives or the market

spaces of a service, it provides new avenues to reach those objectives

Strategic AssetOrganizational Capability

Define Market Space Drive Business Value

Cloud Services

Input Output

Strategic

Objectives

Additional

Enterprise

Stakeholders

Service

Strategy

Closely evaluating the strategy generation process, and verifying

its alignment with the needs of your organization is a critical step.

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The nature of cloud computing may require changes in how services are

charged, and how IT organizations allocate cloud services costs

Pay Per Use

Provider

Input Output

Service

Portfolio

Service Cost

Examine

Demand

Factors

Develop

Meaningful

Unit Charge

Apply Charge

Based on Usage

Financial management in ITIL terms requires you to identify the

bundles of services being delivered, the delivery costs for each

service, and how demand consumes those services.

Allocations

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Input Output

Existing Service

Portfolio

Provider

Service

Offerings

Examine

Services

Bundle

Services

Integrate Into Existing Delivery Chain

Updated

Service

Portfolio

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

A service portfolio must be augmented to include Cloud services being

provided, what level of investment is being made in these services, how

they are being sourced, bundled, and providing value to the business.

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Service Strategy – case summary

Case #2 - Successful

Cloud was seen as a strategic choice

matched to business goals for lower

costs, faster delivery and competitive

advantage

IT saw a distinct advantage in quickly

embracing Cloud technologies to gain

competitive advantage

Distinct Cloud delivery solutions put into

place for specific customer sets (demos,

development, research, etc.)

Strategic choices in partners set from the

start to handle ongoing management and

support of the solution

Case #1 - Unsuccessful

Cloud was used as a way to bypass the IT

organization

IT was reacting to current capabilities

versus considering what the business was

looking for

No consideration for the demand of

business volumes that needed to be

supported

Little consideration for partners to provide

ongoing support and management of the

solution post deployment

Service Strategy Not In Place Service Strategy In Place

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Project & Portfolio Management (PPM) Center [fka Kintana & Mercury ITG]

Resource Management

Demand Management

Deployment Management

Time Management

Universal CMDB (UCMDB) and Discovery & Dependency Mapping ae (DDMae)

HP Project & Portfolio Management (PPM) Software Solution Suite

Software-as-a-Service

Portfolio Management

Program Management

Project Management

Financial Management

PPM –

ITILv3 Service StrategyDemand, Portfolio, and Financial Management Processes

Once an effective process is defined to support your cloud computing

program, select ITSM tools to realize the capabilities and processes

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Process Purpose

Service Catalog

ManagementPublish , manage and

communicate which services are

available to customers and users

Service Level

ManagementNegotiate, monitor, report and

measure SLAs and OLAs

Availability

ManagementDefine, measure, analyze and

improve the availability of services

Capacity

ManagementEnsure appropriate infrastructure

capacity in place to meet service

demand volumes

Information

Security

Management

Protect the confidentiality, integrity

and availability of services

IT Service

Continuity

Management

Ensure services can be recovered

in the event of a major business

disruption

Supplier

ManagementEnsure suppliers support the

needs of the business and meet

their contractual obligations

Service Design - considerations for Cloud Delivery Solutions

Key Cloud Questions To Be Answered

How will services be bundled and packaged

for consumption?

What SLAs and OLAs will be needed to meet

business objectives?

How will we ensure availability of services in

the event of a major business disruption?

How will we secure our services and data

across the Cloud?

What supplier agreements and contracts need

to be in place?

How will we communicate available services

to the business?

What capacity needs to be in place to meet

business demand?

How will services integrate and sit on the

Cloud Operating Model?

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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 Requirements

Service Catalog

Management

Service Level

Management

Capacity

Management

Business

Needs

Cloud

Solution

Effective coordinated execution of these customer-facing processes will

help to define design requirements to build the stable Cloud solution that

will benefit the business in the long term.

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Input Output

Supplier Management is the critical process necessary to strengthen

relationships between the business and vendor Cloud computing

service providers

Cloud

Vendors

Valued

Business

Partner

Provide

Understanding

of Business

Needs

Measure and

Compare

Supplier

Performance

Align Contracts

with Business

Needs

Maximize Return On Investment (ROI) By

Selecting the Right Provider Partner

100+ Cloud

Computing

Vendors

Cloud computing requires a renewed effort in supplier management

processes to ensure meeting terms, conditions, and target of agreements

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Service Design – case summary

Case #2 - Successful

Capacity is built into the solutions as they

are offered and tailored for customers

Offerings described in a Service Catalog

that also sets operating levels to be

delivered – each service in the catalog

has a Service Owner accountable for the

successful delivery of that service

Cloud operating model was part of a

comprehensive delivery architecture that

supported the Service Catalog

Recovery considerations for major

failures were a strategic part of the

design and agreements with key

suppliers

Case #1 - Unsuccessful

Solution not scaled for capacity to handle

business volumes

No agreements in place for levels of

service, operating roles and

responsibilities

Cloud operating model was considered

only for the specific solution being

deployed

Little or no consideration for recovery in

the event of major failures

Service Design Not In Place Service Design In Place

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Software-as-a-Service

Business Availability Center (BAC) [fka Mercury]²

Operations Center [fka Openview]¹

Network Management Center [fka Openview]¹

HP Business Service Management (BSM) Software Solution Suite

BAC Dashboard Diagnostics¹ SiteScope¹

Operations Manager (OM) OMi Smart Plugins (SPI)

Network Node Manager (NNMi) Smart Plugins (SPI)

Real User Monitor (RUM) Business Process Monitor (BPM) TransactionVision

Performance Manager/Agent² Reporter² GlancePlus Pak²

Universal CMDB (UCMDB) and Discovery & Dependency Mapping ae (DDMae)

ITILv3 Service Operation¹ ITILv3 Service Design²Event, Problem Management Processes Availability, Capacity Mgmt Processes

Selecting the correct tools to support a well-defined Service Design program

can dramatically improve the maturity level of your cloud services capability

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Process Purpose

Transition Planning

and SupportPlan and coordinate activities for

transitioning services to the live

production environment

Change

ManagementProtect services while changes are

being made

Release and

Deployment

Management

Manage releases and their

deployment to live production

Service Asset &

Configuration

Management

Maintain information about

configuration items used to support

services and their relationships

Service Validation

and TestingValidate that new services and

changes will match design and

business objectives

Knowledge

ManagementGather, analyze, store and share

knowledge to reduce the need for

rediscovery of information

Evaluation Ensure a service will meet intended

business objectives when it is

transitioned

Service Transition – considerations for Cloud Delivery Solutions

Key Questions To Be Answered

How will services be transitioned to a live

production state?

How will changes be managed across

providers?

How will releases and deployments be

coordinated across providers?

How will we test services across

providers?

What operating information should we

retain across providers?

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Transition Planning And Support Activities

Deployment

Plan

Input Output

Planned

Changes

Cloud

Services

Since a vendor Cloud is a shared responsibility environment, having an

inclusive, structured Transition Planning and Support process and a

responsible Project Planer is a critical success factor

Initiate

Project

Management

Methodology Project Documentation

Project Planner

Transition planning and support processes plan and coordinate resources

to deploy a cloud service within predicted cost, time, and quality estimates

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Change Management Activities

R = Responsible

A = Accountable

C = Consulted

I = Informed

Cloud Vendor Organization

Change management support R A, C

Request for Change (RFC)

logging and preevaluationA R

RFC classification C R

Assessment of urgent RFC by the Enterprise

Change Advisory Board (ECAB)I R

Change assessment by the change manager C R

Change assessment by the CAB I R

Change scheduling R C

Change evaluation A R

Planned

Changes

Input Output

Change

Requests

Cloud

Services

To achieve successful change management in a vendor Cloud services

environment, the organization and Cloud computing provider must agree on

roles and responsibilities as they both participate in major changes.

Coordination between IT and cloud vendors is critical to ensure that

beneficial changes can be made minimum disruption to IT services

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Cloud vendors need to be integrated with release/deployment processes to

protect the integrity of the live environment when releasing components

Service Management Activities

Change

Release

Input Output

Deployment

Plan

Cloud

Services

Collaboration between the Cloud computing services vendor and

the organization is key to successful release management during

deployments to an operating environment

Agreed Maintenance WindowsJoint Release

Planning

Release

Documentation

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Service Transition – case summary

Case #2 - Successful

Cloud solutions were carefully planned

and transitioned with IT staff handling

ongoing operations

Change and release management

procedures were agreed and contracted

for between IT and suppliers

Consistent testing and pilots conducted

prior to releasing Cloud solutions to

clients

Case #1 - Unsuccessful

Cloud solution was “tossed over the wall”

to the IT organization for ongoing support

Little or no consideration for handling

changes and releases between IT and

the Cloud Vendor

Little or no consideration for testing the

Cloud solution to ensure it was

operationally ready

Service Transition Not In Place Service Transition In Place

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HP IT Service Management (ITSM) Software Solution Suite

Software-as-a-Service

Service Management Center [fka Peregrine & Openview]

Asset Manager 5.x³ Discovery & Dependency Mapping Inventory (DDMi) IT Financial Management (ITFM) Contract Management Chargeback Procurement Software Asset Management (SAM) Portfolio Management Connect-it¹,²,³ DecisionCenter¹,²,³ Business Impact Analytics IT Performance Analytics Optimization Module Planning and Analysis Module

Service Manager 7.1xServiceDesk¹Incident Management (OGC Gold)¹Problem Management (OGC Gold)¹Change Management (OGC Gold)³Asset/Configuration Mgmt (OGC Gold)³Knowledge Management (OGC Gold)³Service Catalog (OGC Gold)²Service Level Management (OGC Gold)²Request (Fulfillment) Mgmt (OGC Gold)¹Service Portfolio Management (OGC Gold)2

Universal CMDB (UCMDB) and Discovery & Dependency Mapping ae (DDMae)³

ITILv3 Service Operation¹ ITILv3 Service Design² ITIlv3 Service Transition³Incident, Problem, Request SLM, Service Catalog Change, Asset/Config, KM

Management Processes Processes Management Processes

Tools can provide the capabilities required to support the core ITIL processes

to support your transition to operating a unified cloud computing program

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Process Purpose

Incident

ManagementRestore an IT service to normal

state operations as quickly as

possible

Problem

ManagementPrevent incidents from happening

or minimize their impacts by

identifying their root causes

Event

ManagementManage operational events and

communicate them to appropriate

parties for further action

Access

ManagementEnsure only authorized users are

allowed access to services

Request

FulfillmentManage the lifecycle of all service

requests

Service Operation – considerations for Cloud Delivery Solutions

Key Questions To Be Answered

How will incidents and problems be

managed across providers?

What events need to be generated and

visible across and between providers?

How do we ensure only authorized users

have access to services?

How will we prioritize and coordinate user

service requests that may need provider

involvement?

How will we coordinate operational control

activities across providers?

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Monitoring for security compliance, privacy and access, reliability, and

availability of IT services and components pose increased challenges

32

Internal IT Cloud Vendor

Service Desk • Visibility of the components

• Impact assessment

• Provider failure awareness

• Define scope of Cloud Vendor

support

• Provide access to visibility tools

Technical

Management

• Increased focus on areas of

technical responsibility

• Accountability and handoffs

between the provider and IT

• Oversee the management of

hardware and network assets

• Own infrastructure and operations

staff

Application

Management

• Accurate application portfolio

• Managing application changes

• Monitoring performance

• Managing application suppliers

• Multiple application servers

• Collections of virtual machines

• Multiple nodes

• Multiple locations

IT Operations

Management

• Certain operational activities may

need to remain within IT

• Holistic services thinking view

• Adherence to service levels

• No visibility at component level

• Execute and monitor operational

activities

• Manage physical environment

• No linkages back to business

services affected by Cloud services

Service Operations Cloud computing delivery traits from an Internal IT and Cloud Vendor perspective

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Sharing the high number of nodes in vendor clouds sees failed

configuration components as the norm rather than the exception

Internal IT Cloud Vendor

Incident / Problem

Management

• Must leverage new problem

diagnosis and testing tools

• New contract details, such as scope

and support are required

• Defines scope of Cloud Vendor

support

• Provides access to visibility tools

Event Management • Creative monitoring solutions, such

as use of synthetic transaction

• Escalates events that have meaning

for IT management

Request

Fulfillment

• Communications and understanding

between organizations

• Consistent internal process

• Clearly defined roles and

responsibilities

Access

Management

• Access control schemes will have to

accommodate global user bases by

securing service access methods

throughout the Cloud

• Visibility into security and access

policies

• Audit these policies

Service Operations Cloud computing delivery traits from an Internal IT and Cloud Vendor perspective

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HP Business Service Automation (BSA) Software Solution Suite

Software-as-a-Service

Data Center Automation Center [fka Opsware]²

Operations Orchestrations (OO) Runbook Automation¹,² Server Automation (SA) Network Automation (NA) Storage Essentials (SE/SRM)

Client Automation Center [fka Novadigm Radia]²

Universal CMDB (UCMDB) and Discovery & Dependency Mapping ae (DDMae)

Services Automation Visualization (SAV) Services Automation Reporter (SAR) BSA Essentials (fka Live Network) Release Control (RC)

Client Automation Enterprise (CAE)

ITILv3 Service Operation¹ ITIlv3 Service Transition²Incident, Problem, Event Mgmt Processes Release/Deploy, Asset/Configuration Mgmt

Processes

As you refine your and integrate cloud delivery with your overall service

management capability, look to improve operations through automation

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Service Operation – case summary

Case #2 - Successful

Incidents occur from time to time but

minimally impact ongoing operations

No occurrence of incidents related to how

services are used and consumed

Clear ownership over operational control

of services and who is responsible

Case #1 - Unsuccessful

Multiple incidents occurred that shut

down operation of the site

IT blindsided by incidents related to

business volumes

Unclear responsibilities and finger

pointing when outages occurred

Service Operation Not In Place Service Operation In Place

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Process Purpose

7-Step

Improvement

Process

Measure services to proactively

identify opportunities for

improvement

Service Reporting Produce and communicate reports

for achievements and trends

against service levels

Service

MeasurementPut appropriate metrics into place

that provide information for

proactive decision making

Continual Service Improvement - considerations for Cloud Solutions

Key Questions To Be Answered

What key measurements will be needed

to ensure services are working across the

Cloud?

What measurements should be taken by

suppliers to ensure service objectives will

be met?

What information and reports will we

require from our providers?

How do we ensure that our providers

implement key improvements on a timely

basis in line with our business needs?

How will we work with our providers to

proactively improve services?

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The melding of cloud centric approaches with CSI by IT can dramatically

speed up realignment and improvement processes

• IT more dynamic and responsive to

the needs of the business

• Cutting edge applications are rolled

out and adopted by the end user at

a much higher rate

• Additional users and teams will find

applications that better meet their

requirements

Traditional CSI outputs

• Introduce new service offerings

• Improve existing offerings

• Connects IT with customers

• Improvement space restricted by

rigid systems

Cloud and CSI outputs

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The nature of cloud computing may lead to challenges for CSI such as

misalignment between business needs and technical solution

Public, Private, and Hybrid Clouds

User Requirements

Outspoken change advocates

Limited product influence

Delegation of content

Existing AlignmentCloud Vendor

Business

Needs

Provider Policies

Establishing KPIs and SLAs with Cloud Vendors helps communicate

the expectation that change requests will be acted upon in an

acceptable manner and time frame

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Continual Service Improvement – Case Summary

Case #2 - Successful

Key measurements for availability and

customer satisfaction are in place and

monitored over time

Service offerings and number of clients

using those services are continuing to

expand

Senior management is receiving

accolades for the successful solution

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Case #1 - Unsuccessful

No provision for CSI activities was in

place and IT was reacting to events

versus controlling them

Management made the determination

that reasonable improvements could not

be made and the site was shut down

Senior management was embarrassed

by the failed solution

CSI Not In Place CSI In Place

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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

Key takeaways

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The ITIL Service Lifecycle and HP software supporting its processes

can be leveraged as a design, build, deploy and operate vehicle for

constructing Cloud-based solutions!

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Q&A

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42 ©2010 Hewlett-Packard Development Company, L.P.

To learn more on this topic, and to connect with your peers after

the conference, visit the HP Software Solutions Community:

www.hp.com/go/swcommunity

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