cloud client reference guide

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Rethink IT. Reinvent Business.

Cloud Computing

IBM Client Success Stories



Rethink IT. Reinvent Business. Cloud Computing



Cloud Computing:

Rethink IT.Reinvent Business.Accelerating the Value of Cloud with IBM

The world is changing. A new reality is emerging for organizations of every size from

every part of the planet. It’s called the cloud—a profound evolution of IT with

revolutionary implications for business and society, creating new possibilities and

enabling more efficient, flexible and collaborative computing models.

Implementing a cloud computing model means encouraging innovation by simplifying

and standardizing underlying infrastructure. It entails the creation of efficient yet flexibleIT foundations that can support the development of new services and the consistent

delivery of quality user experiences. And it demands a focus on ensuring interoperability,

resiliency and security in an integrated fashion.

IBM is not a newcomer to the cloud world: with more than two thousand cloud

engagements in the first six months of 2011, 4.5 million daily client transactions through

public cloud and a million managed virtual machines hosted on our own cloud services,

we have the proven credentials to meet the most demanding situations – and we can

meet your needs as well.

As cloud computing becomes pervasive, clear and well-defined approaches that

consistently deliver tangible results are emerging. These “patterns of adoption” meet the

most pressing priorities of organizations today and can be grouped into the following

four categories:

Cloud-enabled Data Center

Cloud Platform Services

Business Solutions on Cloud

Cloud Service Provider

Read on to see how IBM is working with clients in each of these areas to help them

achieve real business value.

For more information about IBM cloud solutions, visit ibm.com/smartcloud

http://www.ibm.com/cloud-computing/us/en/






Case Study, Create a Cloud Strategy and Roadmap

City and County Healthcare Group……………………………………………………………………... 11

Case Study, Consolidate and Virtualize Your Infrastructure

Admiral Group……………………………………………………………………........................................... 15

Group Credit Agricole of Morocco (GCAM)…………………………………………………………. 19

Technische Universität München………………………………………………………………………... 23

Bilbao Bizkaia Kutxa (BBK)…………………………………………………………………………….... . 31 UPMC (University of Pittsburgh Medical Center)………………………………………………… 35

Lego………………………………………………………………………………………………………………….. 39

Case Study, Image and Virtual Environment Management

Haddon Hill Group………………………………………………………………………………………………43

Getronics………………………………………………………………………………………………………….... 47

Call & Call Holding…………………………………………………………………………………………...... 49

Siemens Energy………………………………………………………………………………………………..... 53

Wuxi Lake Tai………………………………………………………………………………………………….... 55

Case Study, Access Compute and Storage as a Service

Servimatica S.A………………………………………………………………………………………………….. 59

Adoption Pattern: Cloud-enabled Data Center

The cloud-enabled data center enables organizations to leverage the flexibility,

speed and economy of cloud computing by expanding beyond infrastructurevirtualization, providing disciplined service delivery with security, resiliency,

scalability and integrated service management. This adoption pattern addresses

immediate needs for cutting IT expense and complexity while improving efficiency

of service delivery. Projects typically include the following:

Create a Cloud Strategy and Roadmap

Consolidate and Virtualize Your Infrastructure

Image and Virtual Environment Management

Access Compute and Storage as a Service

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Case Study, Application on Private Cloud

Major Financial Services Company…………………………………………………………………….. 65

Case Study, Develop and Deploy Cloud Applications A Healthcare Company………………………………………………………………………………………. 71

Case Study, Delivering Development and Test Environments

Sogeti………………………………………………………………………………………………………………… 77

Adoption Pattern: Cloud Platform Services

Cloud platform services enable organizations to define and leverage pre-built,

pre-integrated optimized workloads, tuned to application-specific needs.

Organizations can accelerate time to market for new services and increase

profitability and competitive advantage. Typically projects in this adoption pattern

are characterized by standardized and automated provisioning of topologies for

pre-defined workloads and include these projects

Application on Private Cloud

Develop and Deploy Cloud Applications

Delivering Development and Test Environments

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Case Study, Business Process Redesign

Presbyterian Healthcare Services……………………………………………………………………..... 83

Case Study, Enable Global Supply Chain and Inventory

Dal-Tile Corporation……………………………………………………………………………………… ..... 87

Sauer-Danfoss……………………………………………………………………………………… .................. 89

True Value Company………………………………………………………………………………………..... 93

Seneca Foods Corporation………………………………………………………………………………..... 97

Case Study, Social Business

Signature Mortgage………………………………………………………………………………………....... 99

Case Study, Reducing the Total Cost of Ownership of B2B Integration

Bonnie Plants…………………………………………………………………………………………………. 101

Case Study, Digital Marketing Optimization

Ace Mart………………………………………………………………………………………………………… 105

Orvis……………………………………………………………………………………………………………… 109

Seton Hall University……………………………………………………………………………………… 113

Case Study, Monitoring as a Service

IBM Software Group, United Kingdom IT Department in Hursley………………………119

Case Study, Desktop Cloud

Pike County Schools………………………………………………………………………………………… 123

Adoption Pattern: Business Solutions on Cloud

Business solutions on cloud help organizations gain immediate access to enterprise-

class business solutions while minimizing risk and capital expense. Software as a

service in this adoption pattern may include collaboration, business process

management, analytics, application management, email, integration, order-to-cash,

B2B, dev/test, service desk and marketing. Projects include

Business Process Redesign

Enable Global Supply Chain and Inventory

Social Business

Reducing the Total Cost of Ownership of B2B Integration

Digital Marketing Optimization

Monitoring as a Service

Desktop Cloud

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Adoption Pattern: Cloud Service Provider

Cloud service providers deliver reliable, highly secure and scalable cloud-based

platforms and then capitalize on these business models by offering them to others.

Examples of this adoption pattern range from core cloud service delivery toindustry-specific integrated service management with storage, networking and

security. Projects in this area include the following:

Build the Cloud Infrastructure

Enable Applications in the Cloud

Extend Applications in the Cloud

Case Study, Build the Cloud InfrastructureStar Technology……………………………………………………………………………………………… 127

VNTT……………………………………………………………………………………………………………… 129

Case Study, Enable Applications in the Cloud

University of Bari…………………………………………………………………………………………… 133

Case Study, Extend Applications in the Cloud

Chilean Red Cross…………………………………………………………………………………………… 137

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Cloud Computing:


Adoption Pattern: Cloud-enabled Data Center

The cloud-enabled data center enables organizations to leverage the flexibility,

speed and economy of cloud computing by expanding beyond infrastructure

virtualization, providing disciplined service delivery with security, resiliency,

scalability and integrated service management. This adoption pattern addresses

immediate needs for cutting IT expense and complexity while improving efficiency

of service delivery. Projects typically include the following:

Create a Cloud Strategy and Roadmap

Consolidate and Virtualize Your Infrastructure

Image and Virtual Environment Management

Access Compute and Storage as a Service

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Case study

Systems and Technology Group Healthcar

City and County Healthcare Group (CCH) is one o the UK’s largest

and astest growing providers o community-based care, providing

support services that help people live independently in their ownhomes. The company (trading as London Care, Sterling Homecare,

Guardian Homecare, Quality Care Services, Custom Care and

Careline) generates revenues o approximately £50 million per year.

CCH initially operated in and around the London area, but ollowing

a number o major corporate acquisitions, it has recently extended

its geographical reach across England and Northern Ireland. This

expansion is already opening up signicant opportunities or the

business – as well as creating a number o challenges rom the IT

perspective.

“Our IT strategy was based on our original business model, whichinvolved a relatively small number o branch oces all located close to

each other in the London area,” explains Clement Solis, IT Manager at

CCH. “We had a variety o servers at each oce, running an Oracle-

based application or care management, as well as Novell NetWare

and GroupWise email. These servers all connected to central systems

at head oce. The benet o this architecture was that it allowed us to

operate with a relatively low-cost network inrastructure, but it had a

very high management overhead.”

“However, as the business grew, we ound we were maintaining a

large number o aging, unreliable servers across an increasingly largegeographical area. We try to keep our IT team as lean as possible, but

achieving an acceptable level o uptime was impossible – the team was

spending almost all its time travelling rom one site to another just to

keep the servers up and running. We wanted to nd a better solution

that would be more scalable as the business expanded, and decided to

rethink our entire IT landscape.”

City and County

Healthcare Groupconsolidates serversBuilding a cloud-ready infrastructure with IBM System x and System Storage technologies

Overview

Business challenge

With rapid business expansion through

acquisitions and organic growth, City

and County Healthcare Group wanted to

redesign its IT infrastructure. Local servers

at branch ofces were becoming harder to

manage as the company’s geographical

reach expanded, so the lean IT team

wanted to nd an easier way to maintain

availability and performance for core

business applications by developing on a

robust and scalable centralised platform.

Solution

Great Benet, an IBM®

Business Partner,helped the IT team consolidate more than

30 HP production servers onto just seven

IBM System x3650 servers, hosted at a

Virtustream data centre. These servers

provide central and branch ofces with

web-based access to the company’s

Microsoft® based systems, such as

Exchange for email, and support the new

care management system, PeoplePlanner.

Three System x3400 servers and an IBM

System Storage® DS3300 disk system

were also implemented as a disaster

recovery platform.



Case study


Moving to web-based systems The company decided to replace its Oracle and Novell sotware

with a set o Microsot solutions: Windows or le and print

services, Exchange or email, and SQL Server as the basis or anew web-based care management application, PeoplePlanner

(www.peopleplanner.biz).

“The choice o an application that could be accessed over the internet

was important, because it enabled us to remodel our inrastructure,”

comments Clement Solis. “We wouldn’t need servers at each oce,

and we would be able to centralise everything at a single data centre –

making it much easier to manage and support.”

To help with the design and implementation o the new inrastructure,

CCH turned to Great Benet, an IBM Business Partner.

“The Great Benet team proposed an IBM server and storage

architecture that promised to meet all o our requirements, and

they were highly recommended by other companies with similar

implementations,” says Mark Harrison, Group Finance Director.

“Their close relationship with IBM also meant that we would be able

to access some o the top IBM hardware experts i we ran into any

problems. As a result, we were very condent that they would be the

right partner or this project.”

Cloud computing on System x

Great Benet worked closely with the in-house IT team to implementseven new IBM System x3650 M3 servers to run the company’s

production systems. Each server has two Intel® Xeon® 5600 processors

and memory ranging rom 32 to 64 GB, depending on the applications

it is running. The main applications run on dedicated servers, while

Microsot HyperV is used to run a number o virtual environments that

support monitoring applications, a BlackBerry server, some web servers

including Microsot SharePoint Foundation, and other smaller systems

Business Benets

Reduces the total number of production•

servers by more than 75 percent,delivering proportionate savings on

software licensing and hosting costs

Standardises and centralises the server•

estate, simplifying maintenance and

reducing the need for busy IT staff to

travel from site to site

Provides a much more scalable•

architecture for future business growth,

with the ability to take advantage of

Virtustream cloud hosting services for

additional capacity

http://www.peopleplanner.biz/

http://www.peopleplanner.biz/



Case study


All seven machines are hosted at a central Virtustream data centre, and

the old local servers are now in the process o being decommissioned.

As a result, the company’s IT team no longer needs to travel between

locations to manage the server estate – in act, most maintenanceoperations can be carried out remotely rom corporate headquarters.

“We have installed IBM Systems Director on all the servers and

this helps us to be ar more proactive as a team in terms o remote

management,” says Mark Harrison. “Moreover, the Virtustream

data centre is a top-class acility, and gives us condence that our

systems and data are secure. Another advantage is Virtustream’s cloud

computing services: i we need to expand the environment in uture,

the ability to grow into the cloud is a very attractive option. The staf

rom both Great Benet and Virtustream worked seamlessly together

as an extension o our internal IT department, making the launch o the

new systems extremely efective.”

Resilient and efcientGreat Benet has also helped CCH build a disaster recovery solution,

which replicates data rom the Virtustream site to three System x3400

servers and a System Storage DS3300 disk system based at head oce.

In the event o an outage on one o the main servers, the company

can ail over temporarily to these systems to maintain availability until

repairs are completed.

“Overall, the resilience o our inrastructure has been dramatically

improved,” comments Mark Harrison. “We used to have servers ailingalmost daily. Now we’re seeing perpetual uptime o virtually 100

percent. Perormance is excellent too, so we should be able to grow

considerably in the near uture without any need or urther investment

in hardware.”

When all the old servers have been retired, CCH will have reduced

its total server estate by more than 75 percent – even though it will be

supporting more than twice the number o users ater the acquisitions

are incorporated into the new group inrastructure. Fewer servers

equates to lower electricity and air conditioning requirements, and less

rack space in the hosting centre – all adding up to lower operationalexpenditure or the business. Equally, or sotware that is licensed

on a per-server or per-processor basis, the costs will be reduced

proportionately.

“IBM and Great Benet have helped us create an inrastructure that is

more manageable, more cost-efective, and signicantly more scalable,”

concludes Mark Harrison. “For a ast-growing company like CCH, this

delivers vital advantages in terms o business agility: whether we make

urther acquisitions or simply continue growing organically, we will

be able to extend our IT systems seamlessly and sustainably, without

increasing operational costs. Most importantly though, by having these

efective back oce systems in place, we can dedicate more resourcesto supporting our staf on the ront line who are providing the care

services Our ocus is now to be proactive with technology and we are

“Overall, the resilience

of our infrastructurehas been dramaticallyimproved. We’re seeing

perpetual uptime of virtually 100 percent.

Performance is excellent too, so we should be ableto grow considerably inthe near future without

any need for further investment in hardware.”

— Mark Harrison, Group Finance Director, City

and County Healthcare Group

Solution Components

Software

IBM• ® Systems Director

Servers

IBM System x3650 M3•

IBM System x3400•

IBM System Storage• ® DS3300

IBM Business Partner

Great Benet•



For more inormation To learn more about IBM System x servers, contact your IBM sales

representative or visit: ibm.com /systems/uk/ x

To learn more about products, services and solutions rom Great

Benet, visit: greatbeneft.com

To learn more about City and County Healthcare Group, visit:

www.candchealthcare.co.uk

© Copyright IBM Corporation 2011

IBM United Kingdom LimitedPO Box 41North HarbourPortsmouthHampshirePO6 3AU

Produced in the United Kingdom April 2011 All Rights Reserved

IBM, the IBM logo, ibm.com, System x and System Storage are trademarks o International Business Machines Corporation, registered in many jurisdictions

worldwide. A current list o other IBM trademarks is available on the Web at“Copyright and trademark inormation” at: ibm.com/legal/copytrade.shtml .

Intel, the Intel logo, Xeon, and Xeon Inside are trademarks or registered trademarkso Intel Corporation in the U.S. and/or other countries.

Microsot, Windows, Windows NT, and the Windows logo are trademarks o Microsot Corporation in the United States, other countries, or both.

IBM and Great Benet are separate companies and each is responsible or its ownproducts. Neither IBM nor Great Benet makes any warranties, express or implied,concerning the other’s products.

Reerences in this publication to IBM products, programs or services do not imply that IBM intends to make these available in all countries in which IBM operates. Any reerence to an IBM product, program or service is not intended to imply that only IBM’s product, program or service may be used. Any unctionally equivalent product,program or service may be used instead.

All customer examples cited represent how some customers have used IBM productsand the results they may have achieved. Actual environmental costs and perormancecharacteristics will vary depending on individual customer congurations andconditions.

IBM hardware products are manuactured rom new parts, or new and used parts.In some cases, the hardware product may not be new and may have been previously installed. Regardless, IBM warranty terms apply.

This publication is or general guidance only.

Photographs may show design models.

Please Recycle

http://www.ibm.com/systems/uk/x



http://www.greatbenefit.com/


http://www.candchealthcare.co.uk/

http://www.ibm.com/

http://www.ibm.com/legal/copytrade.shtml


http://www.ibm.com/

http://www.candchealthcare.co.uk/





Smarter Computing

IBM Systems & Technology Group Insuranc

Admiral Group specializes in oering direct motor insurance to

traditionally higher-risk customers, such as the younger motorists

and those living in cities. Founded in 1993, the company now servesapproximately 2.4 million customers, around a tenth o the UK market

through its Admiral, Bell, Diamond and elephant.co.uk brands. It

also owns the price comparison site Conused.com. Employing 4,500

people, Admiral Group is headquartered in Cardi, Wales, with other

company sites in Swansea and Newport (Wales) and Haliax (Canada).

Managing rapid growth Admiral Group is a ast-growth business, with the number o

online quotations it provides increasing continually. The existing

IT inrastructure was approaching end o lie, and the company’s

aggressive growth plans predicted continually increasing demands or

capacity, perormance and scalability. With the company’s web servers

bringing in an estimated 95 percent o sales, the technology decision

could not be taken lightly. Transitioning to new systems presented very

large business risks, and Admiral wanted to increase capacity, cut costs

and introduce long-term inrastructure that would enable the next

decade o growth.

Boosting perormance with IBM POWER7Initially, Admiral Group leveraged micro-partitioning virtualization

techniques to extract maximum capacity rom its existing IBM System i

595 servers. The release o the latest generation o IBM processors led

IBM Premier Business Partner Applied Technologies to suggest thatthe company deploy POWER7® processor-based systems to transorm

its web server architecture.

Following due diligence and extensive testing, Admiral Group was

impressed by the huge cost savings and boost in power promised by

re-architecting its web server landscape and moving to IBM POWER7

technology.

Admiral Group ensuressuperb performance andscalability With smarter computing from IBM

Overview

The need

Admiral Group’s aggressive growth plans

predicted ever-increasing demands for

capacity, performance and scalability.

It needed a new solution that would

increase capacity, cut costs and introduce

long-term infrastructure to enable the next

decade of growth.

The solution

Working with Applied Technologies, an

IBM Premier Business Partner, Admiral

Group commissioned and implemented

four IBM Power 720 Express servers,

provided bundled with IBM PowerVMsoftware used to create virtualized

partitions on each server.

The beneft

System performance was boosted by

six-fold at just over double the price – a

price-performance gain of 300 percent.

Response times were cut by 20 percent

and web servers can be provisioned in

just four hours, compared to the previous

time of four days.

http://elephant.co.uk/

http://confused.com/

http://confused.com/

http://elephant.co.uk/



Smarter Computing


Working with Applied Technologies, Admiral Group commissioned

and implemented our IBM Power 720 Express servers, two in each

o its Cardi and Swansea locations. The company’s IT department

upgraded the IBM i operating system rom version 5.4 to 7.1, andIBM WebSphere Application Server 5.4 to 7.1. The IBM Power 720

servers were provided bundled with IBM PowerVM Standard Edition,

which provides a secure and scalable virtualization environment or the

company’s web servers.

One host and two guest partitions, containing the web servers, have

been created on each o the 16 POWER7 processors. When the

business demands more capacity, rather than building a web server

rom scratch each time, Admiral Group clones an existing web server

partition and deploys it to a new partition. This simple and largely

automated process enables Admiral Group to respond quickly to

demands or more capacity during peaks in online trac.

With IBM WebSphere Application Server as the core web

environment, Admiral Group balances workload across all its web

servers with minimal eort and complexity, ensuring the lowest possible

response times or customers working online.

Web workload was then removed rom the existing IBM System i 595

servers, which previously handled both web and back-oce workload,

making it possible or Admiral Group to maintain its web server

environment completely separate rom other processes. This ensures

that any issues aecting the web servers do not disrupt businessoperations. The IBM Power 720 solution also has a large degree o

inbuilt redundancy, with up to our web servers able to ail at any one

time with no eect on perormance.

Admiral is planning to introduce the IBM Optim™ solution to manage

enterprise application data through every stage o its liecycle. This

will enable a comprehensive data warehouse solution, to be used to

analyze, sit and explore millions o transactions or new customer

opportunities.

The new solution oers three times as much capacity as the previous

inrastructure. Deploying IBM Power 720 enables easy scalability,equipping Admiral Group to handle uture expansion.

Benefting rom superb price-perormance A single Admiral Group POWER7 processor-based web server,

running on hal a processor on the IBM Power 720 inrastructure,

can handle the same throughput as three processors on the previous

servers – a six-old boost in capacity. This is achieved at a cost increase

o just over double, a price-perormance gain o 300 percent. The

perormance increase can be seen in the major improvement in

response times, with more than a second shaved o the time taken to

generate a quote online, a reduction o approximately 20 percent.

Designed for Data

• Admiral Group plans to introduce

the IBM Optim solution as part of a

comprehensive data warehouse solution,to be used to analyze, sift and explore

millions of transactions for new customer

opportunities.

Tuned to the Task

• Moved customer-facing web services

to the IBM Power 720 Express

servers, which offer exceptional price-

performance and scalability, ideal for

Admiral Group’s needs. Workload

forbusiness-criticalback-ofceand

administration processes was allocated to

existing high-performance IBM System i

595 servers.

Managed in the Cloud

• Leveraging unique IBM PowerVM

virtualization technology, Admiral Group

can provision and allocate capacity to

meet peaks and troughs in demand

without being constrained by the

underlying physical resources. IBM

WebSphere Application Server balances

workload across its global web servers

with minimal effort and complexity.

Driving Innovation

• The IBM solution offers the scalability and

exibilitytosupportAdmiralGroup’srapid

growth. By re-engineering the way IT

staff provision new capacity the solution

makes it possible for Admiral Group to

respondmorequicklyandefcientlyto

uctuatingdemand,deliveringbetter

response times to website users.



Smarter Computing


Provisioning o web servers is now considerably easier, and can be

completed in just our hours, compared to two man-days on the

previous inrastructure.

Both the IBM Power 720 servers and IBM i operating system include

integrated security eatures that guarantee a resilient and virus-

resistant environment or the company’s business critical web servers.

This makes it easier or Admiral Group to meet compliance targets,

and specifcally PCI DSS certifcation, which helps its customers eel

comortable making payments online. Since implementation, Admiral

Group has experienced no downtime.

With separate web and back-oce environments running on the most

appropriate processor inrastructure, the new solution has simplifed

management signifcantly, enabling Admiral Group to move away

rom more expensive monitoring tools and boosting IT employeeproductivity.

By choosing to work with IBM Premier Business Partner Applied

Technologies, Admiral Group ound a partner that was committed

to developing a long-term relationship, recommending solutions

that could oer the ideal price-perormance ratio to suit the client.

Highly responsive and with extensive engineering expertise, Applied

Technologies played a key role in this project.

For more inormation

To learn more about smarter computing rom IBM and how we canhelp you integrate, automate, protect and transorm your IT, contact

your IBM sales representative or IBM business partner, or visit:

ibm.com /smartercomputing

Solution Components

Software

• IBM® WebSphere® Application Server

• IBM PowerVM™

• IBM i

Servers

• IBM Power® 720 Express


• Applied Technologies.

http://ibm.com/smartercomputing






IBM United Kingdom LimitedPO Box 41North HarbourPortsmouthHampshirePO6 3AU

Produced in the United Kingdom June 2011 All Rights Reserved

IBM, the IBM logo, ibm.com, POWER7, Optim, WebSphere, PowerVM and Powerare trademarks o International Business Machines Corporation, registered in many

jurisdictions worldwide. A current list o other IBM trademarks is available on the Web at “Copyright and trademark inormation” at: ibm.com/legal/copytrade.shtml .


All customer examples cited represent how some customers have used IBM productsand the results they may have achieved. Actual environmental costs and perormancecharacteristics will vary depending on individual customer confgurations andconditions.




Pl R l

http://www.ibm.com/



http://www.ibm.com/



Group Credit Agricole

of Morocco bankson IBM XIVCounts on XIV storage for core banking and efficient disaster recovery

IBM XIV Storage Systems Banking

Case Study

The state-owned Group Credit Agricole of Morocco (GCAM) is a uni-

versal bank originally founded to finance agricultural activity and the

social and economic development of rural Morocco. Today the fourth

largest bank in Morocco, GCAM continues to strongly support theagricultural and food sectors through financing, advice and technical

expertise. Equally, it operates a network of more than 400 retail and

commercial branches throughout the country, with 50 new branches

opening annually.

As GCAM continued to grow, it naturally needed additional information

technology resources to support the expanded business requirements.

The bank also recognized that adding proven enterprise virtualized tech-

nology would help differentiate its services and offerings from those of its

competitors. Seeking greater agility and flexibility, GCAM decided to

completely refresh its applications and infrastructure.

Abdelmounaim Dinia, Director of Operations, explains: “The bank

requires rapid-response capabilities, and our existing systems simply

didn’t offer enough speed. We planned a new approach based on

consolidation and virtualization, using proven dynamic technologies that

would improve our efficiency, speed and reliability. Data storage was a

key element—we needed it to be just as sophisticated, reliable and secure

as the rest of the infrastructure, which is why we chose the IBM XIV

Storage System.”

Setting up for end-to-end virtualizationGCAM’s previous storage environment lacked performance and required

significant maintenance, making it difficult for the bank to support high-

speed services for its external clients. When the bank deployed new cen-

tralized business applications, it needed to ensure excellent performance

both for real-time transactions and for overnight batch jobs.

Overview

The need

To support business growth and drive

competitive differentiation, GCAM

needed a more resilient, efficient and

flexible storage infrastructure offering

greater performance and easier

administration.

The solution

Implemented two IBM® XIV® Storage

Systems, synchronously mirrored using

the included IBM XIV Remote Mirroring,

providing high-performance, cost-

effective storage for all of GCAM’s

business applications.

The benefit

High-speed data migration; database

response times halved; six-hour batch

runs cut down to 3.25 hours; reduced

electricity consumption; easier adminis-

tration; faster response to business

requests.

of 142




Case Study

“Part of the reason for choosing the XIV Storage System was to create an

infrastructure that was virtualized from end to end,” says Dinia. “Today,

our entire application landscape—core banking systems, branch opera-

tions, front-office, credit management, accounting, disbursements—is on

the XIV Storage System.”

To support its applications, which run on IBM AIX® on IBM Power

Systems™ servers, GCAM installed two XIV storage systems in its Rabat

data center, adding to an existing IBM System Storage® DS4800 in its

Casablanca data center 100 km away. The two XIV systems in Rabat

synchronously replicate to each other using the built-in XIV mirroring

software. GCAM uses the built-in XIV snapshot functionality for high-

speed backups from the primary XIV environment.

GCAM has two IBM TS7650G ProtecTIER® Deduplication Gateways

to cut the volume of data that needs to be sent to the backup site in

Casablanca, and uses IBM Tivoli® Storage Manager to manage the back-

ups. The bank uses clustered instances of IBM WebSphere® Application

Server Extended Deployment to run third-party and in-house applica-

tions, with IBM Tivoli Monitoring and IBM Systems Director providing

tools to manage the entire infrastructure from a single point of control.

Previously, the bank had five distinct storage environments, each with two

arrays on the production side for resilience and its own dedicated admin-

istrator. Each environment was duplicated at the backup data center,

adding up to a total of 20 disk arrays. Today, leveraging the XIV system’s

capacity and management efficiencies, GCAM has just two XIV systems

in Rabat and one DS4800 in Casablanca for all its storage needs, while

achieving far greater performance and resilience at much less overall cost.

First-mover advantage The migration of the bank’s data to the XIV systems ran smoothly and

extremely fast. Using the built-in XIV migration tools, the entire process

was completed within a week: two days for preparation and three days for

the actual migration, all while the bank was still in production.

“With the XIV systems, the migration couldn’t have been simpler,”

says Dinia. “We completed the process in record time, and needed just

10 minutes of downtime to re-map the servers to the new volumes. The

bank has very strict SLAs around availability, so that was an enormousbenefit. IBM Consulting Services and Forum International, our

IBM Business Partner, provided excellent advice and technical support,

and have helped us to build our skills in both AIX and XIV technologies.”

“Today, our entireapplication landscape— core banking systems,branch operations, front-office, credit manage-ment, accounting,disbursements—is on the

XIV Storage System.”

—Abdelmounaim Dinia, Director of Operations,

Group Credit Agricole of Morocco

IBM Solution Components

Hardware

● IBM® XIV® Storage System

– Features in use: Migration tool, thin

provisioning, remote mirroring

● IBM TS7650G ProtecTIER®

Deduplication Gateway● IBM System Storage® DS4800● IBM System Storage DS5020● IBM Power® 570● IBM Power 550● IBM Power 520

Software

● IBM AIX®● IBM Live Partition Mobility● IBM PowerHA®● IBM PowerVM™● IBM Tivoli® Storage Manager

Extended Edition V5.5● IBM Tivoli Monitoring● IBM Tivoli Monitoring/IBM Tivoli

Composite Application Manager● IBM Websphere® Application Server

Extended Deployment

Business Partner

● Forum International

of 142




Case Study

Banking on high performanceDeploying the XIV systems gave GCAM immediate and dramatic per-

formance improvements: response times for database requests were cut in

half, and batch runs that previously took six hours now take 3.25 hours.

“The performance gains with the XIV systems were immediately notice-

able,” says Dinia. “We have also made great efficiency gains in adminis-

tration, so we can spend more time responding to business requests and

less time on technical issues. The XIV management console is incredibly

powerful and easy to use. Creating and allocating storage volumes used to

take a long time. Now, it takes just five minutes, so we can respond

rapidly to new business requirements.”

In addition to providing simple management tools, the XIV systems

include advanced monitoring and reporting software as standard, helping

GCAM view its storage usage and easily carry out capacity planning.

“The XIV systems are easy to administer without compromising on

performance or data safety,” says Dinia. “We’ve had three power cuts, but

zero loss of data on the XIV systems—which was not the case with our

other storage devices. All the data is spread across all the systems, so we’re

less exposed to risk, and there are no hotspots—performance remains

high even when multiple servers are concurrently accessing data.”

The XIV systems are also far more efficient than the bank’s previous plat-

forms, consuming less electricity and requiring less cooling. This makes

them a perfect fit for GCAM, which places a strong emphasis on sustain-

able development in business.

Clouds for new businessGCAM also plans to use its new virtualized infrastructure as a platform

for offering cloud-based IT services to its many subsidiaries. To support

this, the bank will build up a new VMware and Microsoft HyperV envi-

ronment to enable it to deliver virtual Microsoft Windows servers.

Whether the subsidiaries choose virtual Windows or AIX servers, all stor-

age will be on the XIV systems. Native integration between

VMware/HyperV and the XIV systems will enable unified management

of storage and virtual servers, and simplify replication of entire virtual

machines to the backup data center for disaster recovery purposes.

“The XIV systems will enable us to get the maximum value from

VMware and HyperV,” says Dinia. “With all our servers virtualized and

stored on the XIV systems, GCAM has an efficient, flexible, high-

performance infrastructure that also provides superb protection for

mission-critical banking data.”

“The XIV management console is incredibly pow-erful and easy to use.Creating and allocating

storage volumes used totake a long time. Now,it takes just five minutes,

so we can respond rapidlyto new business requirements.”

—Abdelmounaim Dinia, Director of Operations,

Group Credit Agricole of Morocco

IT Environment

Databases

● Oracle 10g

Applications

● Oracle Application Server 9i● Oracle Financials●

HR Access

of 142



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Produced in the United States of America May 2011 All Rights Reserved

IBM, the IBM logo, ibm.com, AIX, Power Systems, PowerVM, ProtecTIER, SystemStorage, Tivoli, WebSphere and XIV are trademarks of International Business Machines Corporation in the United States, other countries or both. If these and other

IBM trademarked terms are marked on their first occurrence in this information with atrademark symbol (® or ™), these symbols indicate U.S. registered or common lawtrademarks owned by IBM at the time this information was published. Such trademarksmay also be registered or common law trademarks in other countries. A current list of IBM trademarks is available on the web at “Copyright and trademark information” atibm.com /legal/copytrade.shtml

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Other company, product and service names may be trademarks or service marksof others.

IBM and Forum are separate companies and each is responsible for its own products.Neither IBM nor Forum makes any warranties, express or implied, concerning theother’s products.

References in this publication to IBM products or services do not imply thatIBM intends to make them available in all countries in which IBM operates. Offeringsare subject to change, extension or withdrawal without notice. All client examplescited represent how some clients have used IBM products and the results they may have achieved.

The information in this document is provided “as-is” without any warranty, eitherexpressed or implied.

For more informationContact your IBM sales representative or IBM Business Partner,

or visit us at: ibm.com /storage/disk/xiv

For more information on Credit Agricole Morocco, please visit:

www.creditagricole.ma [French and Arabic versions only]

Business Partner

IBM Premier Business Partner and IT services provider

Forum International was the first Moroccan systems integratorto successfully deliver solutions for IBM XIV Storage System,

IBM System Storage SAN Volume Controller, IBM TS7650G

ProtectTIER, and IBM Websphere Virtual Enterprise. Forum

International is renowned for its experienced and technically

skilled engineers, and was a finalist in the IBM Beacon Awards

2010 in the category of Outstanding Consolidation and

Virtualization solution. Visit: www.forumin.co.ma for

more information.

of 142



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Technische Universität München

(TU München) is one o the leading

technical universities in Europe, ocusing

on engineering sciences, natural

sciences, lie sciences, medicine and

economics. The university employs

around 7,500 academic and non-

academic sta, and is attended by more

than 26,000 students.

TU München is member o the global

SAP University Alliances Program – a

global initiative covering more than

1,000 universities and educational

institutions in more than 50 countries,helping to introduce students to modern

sotware applications headed by Elena

Maria Ordóñez del Campo, Senior

Vice President, SAP AG.

As one o two SAP University

Competence Centers (UCC) in Europe,

TU München provides educational

services, hosting, backup and recovery

services or about 100 SAP instances


enables cloud-ready SAP Business

Suite 7 on IBM Power Systems

Overview

Challenge


struggled to complete its systems

conguration work cost-eectively,

with immense pressure on time and

computing resources.

Solution

The University implemented a ully

cloud-enabled inrastructure based

on the IBM Power Systems platorm

that automates many administratio

tasks and greatly accelerates

preparation or the new semester.

Key benets

TU München can provision a newserver in 30 minutes (a 90 percent

reduction) and provision a new

SAP instance in less than hal a

day. The University replaced 150

Sun servers with two IBM Power

servers and two IBM BladeCenter

systems, cutting 13 ull racks to our

hal-racks, a saving o 85 percent,

and cut energy usage by around 80

percent Migration to DB2 resulted

and size to real-world production

systems, used by around 150 aliated

educational institutions.

To support the university, SAP donates

the latest sotware releases o its

Business Suite 7 and organizes ree

training courses. TU München maintains

close relationships with the International

IBM SAP Competence Center in

Walldor and the IBM Solution Sales or

SAP team within IBM Germany, which

both provide support or TU München.

IBM supports TU München’sSAP projects by providing the IT

inrastructure, based on the IBM Power

Systems (POWER7) platorm and XIV

storage, including operating systems,

database and virtualization technology,

managed with the IBM Tivoli suite

o applications. IBM oers intensive

knowledge transer and ongoing

support through the regular presence

o highly qualied IT architects and IT



Based on this support, TU München

provides the SAP systems supporting

its education courses and research

projects at relatively low costs, on an

ultra-modern systems landscape.

The virtualization solution allows or

a ast and fexible deployment o new

SAP systems and sotware on POWER7

and Intel processor-based systems

accessing IBM XIV storage systems.

The new releases can be evaluated and

tested under well-dened conditions,

without aecting the production

installation. TU München, SAP and

IBM all benet rom the results o this

intensive cooperation.

“Thanks to IBM’s generous support,

the University Competence Center at

TU München will be able to continue

providing excellent services to our

higher education partners in Europe,”

explains Proessor Helmut Krcmar,Academic Director o the UCC and

Chair or Inormation Systems at the

Department o Inormatics at TU

München.

“The IBM Solution Sales or SAP

team Germany provides excellent

migration, integration and conguration

services or the UCC and we look

orward to achieving energy savings

in business and inormation systems

engineering.”

“Cloud Readiness or SAP

Business Suite 7” is born

The current objective is to dene and

develop a highly automated hosting

center or SAP applications based on

standardized IBM POWER7 systems.

Such “Cloud Readiness” enables TU

München to oer a huge variety o

dierent SAP systems and components

or its education and training programs

Business Challenge

At the start of every semester,

TU München needs to provide more

than 100 operating system images

and associated SAP software such

as SAP Business Suite 7 systems

for student coursework and

academic research.

Each dedicated Sun server took

up to ve hours to congure, and

a further three days to provision

with the relevant SAP landscape,

resulting in an enormous manual

workload that had to be completed

within a specic timeframe.

Could TU München complete the

task more eciently and release its

valuable IT sta or additional, more

productive work?

“Thanks to IBM’sgenerous support,the UniversityCompetence Centerat TU München willbe able to continueproviding excellentservices to our highereducation partners inEurope.”

Proessor Helmut Krcmar

Academic Director o the UCC and

Chair or Inormation Systems at

the Department o Inormatics at

TU München



Cloud Readiness being tested here also

oers completely new possibilities or

uture use in the business world.

Dealing with blocked resources

Prior to the introduction o IBM Power

Systems, TU München used a mixture

o about 96 blades and 60 Sun servers

database. The resources needed or

each SAP system had to be assembled

individually and installed rom scratch

out o this system pool o discrete

servers and blades. The computing

and storage systems assigned to each

SAP system were reserved or the

duration o the course. In some cases,

the systems were under very high load

during the course, and perormance

suered as a result.

On the other hand, capacity was sitting

idle when a course nished, waiting to

be released. As a result, many courses

suered rom poor inrastructure

perormance while other systems

were not used or days. No workload

balancing was possible.

Flexibility and perormance

improvements

The rst ambition was to consolidate

the existing server landscape, byreplacing the previous hardware pool

o multiple separate servers with

virtual servers hosted on two high-

perormance IBM Power 750 Express

servers with 32 POWER7 cores, and

with two IBM BladeCenter H systems.

Although the total capacity o all the

ormer Sun servers was higher than

the total capacity o the new IBM

Solution

Working closely with IBM and SAP,

TU München consolidated more than

150 Sun servers to two IBM POWER7

processor-based servers and two

IBM BladeCenter systems equipped

with six POWER7 blades and two

blades powered by Intel Xeon series

processors.

The Power Systems servers host

more than 100 SAP Business Suite 7

instances powered by IBM DB2

databases in virtual environments on

these systems.

By deploying advanced IBM

PowerVM virtualization and IBM best

practices or data center automation

using scripting and AIX Network

Installation Manager, TU München

has enabled ar-reaching automation

o the provisioning o individual SAP

Business Suite 7 installations.

“The IBM SolutionSales or SAPteam Germanyprovides excellentmigration, integrationand congurationservices or theUCC, and we look orward to achievingenergy savings andexpanded researchopportunitiesin business and

inormation systemsengineering.”

Proessor Helmut Krcmar

Academic Director o the UCC and

Chair or Inormation Systems at

the Department o Inormatics at

TU München



landscape means that the new solution

can be used more eectively.

Each IBM Power 750 Express, shipped

with our 8-core POWER7 processor

modules and 512GB main memory, is

considerably more powerul than any

individual Sun server, and any virtual

server or application can be allocated

almost all o this enormous capacity

i required – much more than it was

possible within the Sun landscape.

Using IBM virtualization technology,

TU München will map some 100 SAP

systems to individual logical partitions

(LPARs) on the IBM systems. At times o

peak workload, any individual LPAR can

be assigned much more processing,

memory and storage capacity than

would have been available rom a single

Sun server, and scaled back when no

longer needed.

Each BladeCenter is equipped withtwo POWER processor-based IBM

BladeCenter PS701 Express, one

PS700 Express, as well as two HX5

blade servers powered by Intel Xeon

series processors.

IBM XIV Storage System

The advanced end-to-end virtualization

solution implemented at TU München

includes two IBM XIV storage systems

capacity. Data was migrated to the XIV

storage systems, resulting in balanced

perormance and capacity utilization as

well as simplied management.

TU München uses IBM XIV advanced

snapshot capabilities to rapidly restore

systems in a matter o seconds.

Cloning existing systems can even

be completed during runtime. IBM

XIV snapshots also help to cut down

the time or system backup, without

aecting the production landscape.

Through server virtualization, both

automatic load balancing and resource

management can be enabled very

easily and the IBM XIV technology

used or storage virtualization allows

automatic load balancing o the storage

systems.

In the past, it was requently the case

that some disk systems experiencedvery high loads while others were

almost idle. All the servers have access

to the new IBM XIV storage system,

which intelligently manages data

access to increase overall perormance.

With virtualization, it is possible to utiliz

all o the existing computing power

or those who actually work on the

system At TU München all users enjoy

Key Solution Components

Industry

Higher education/University

Applications

SAP® Business Suite 7, SAP

NetWeaver Business Warehouse,

SAP BusinessObjects.

Hardware

IBM® Power® 750, IBM

BladeCenter® H, IBM BladeCenter

PS701 Express, PS700 Express and

HX5 servers, IBM XIV® Storage

System.

SotwareIBM AIX®, IBM DB2®, IBM Tivoli®

Storage Manager, IBM Tivoli

Monitoring, IBM Tivoli Service

Automation Manager, IBM Tivoli

Storage Manager.

Services

IBM SAP Competence Center in

Walldor and the IBM Solution Sales

or SAP team Germany



system perormance and the IT team

even receives many grateul emails rom

customers, as the systems are now

substantially aster than beore.

In the process, TU München has

replaced thirteen ull racks and

cabling with just our hal-ull racks,

and estimates that it has cut energy

consumption or the SAP hardware

pool by 80 percent.

Benets o Active Memory

Expansion (AME)

TU München also exploits the Active

Memory Expansion (AME) eature o the

POWER7 processors in the IBM Power

750 servers. AME compresses the

data in main memory, allowing better

utilization o physical resources and, in

many cases, increasing the processing

perormance by enabling aster access

to data.

By using AME a partition o 13 GB may

reside in 10 GB o main memory. AME

runs transparently in the background,

and typically oers time and resource

savings o about 30 percent.

TU München completed the migration

o the SAP databases rom MaxDB

to IBM DB2 smoothly and easily. DB2

oered storage space reductions o

Business Benets

TU München is able to provision

a new server in 30 minutes, a 90

percent reduction in time, and

provision a new SAP instance in

less than half a day.

TU München has taken the

rst steps towards full cloud-

enablement of SAP Business

Suite 7, making it faster and easier

for the university to deliver on its

educational commitments.

• Server virtualization has enabled

TU München to replace 150 Sun

servers with just two IBM Powerservers combined with two IBM

BladeCenter systems, cutting

13 ull racks to just our hal-ull

racks, a saving o 85 percent, with

energy consumption reduced by

approximately 80 percent, resulting

in signicant cost savings as well

as leveraging the idea o Green IT.

data very eciently by using highly

advanced compression algorithms. For

example, one o the MaxDB databases

o 500 GB was cut to 360 GB, a 28

percent saving.

The lower storage consumption also

reduces the load and store times or

copy and backup processes, increasing

IT productivity. IBM DB2 oers

both table compression and index

compression to improve database

perormance and resource usage even

urther. For another MaxDB database

o 104 GB, migration to DB2 resulted in

a database size o 63 GB, a 40 percent

reduction.

Automated systems cut manual

work

With the virtualized landscape in

place on the Power Systems, TU

München developed script-controlled

mechanisms or automated installationo complete virtual machines, including

operating systems and databases.

Using manual processes, it took up to

ve hours to provision the blank server

necessary or the start o every new

course. With some 100 system entities

to create or the start o each semester,

the total eort added up considerably,

resulting in very high workload or the



Based on the script-controlled process,

TU München is able to provision a new,

ully-congured server in a separate

LPAR in just 30 minutes, a 90 percent

reduction. Sta members are able to

create multiple new system entities in

just a couple o days, reeing them or

more valuable course assistance tasks.

TU München also uses IBM PowerVM

Live Partition Mobility (LPM) to

automate live system installation and

replication. With LPM it is possible to

move individual virtual systems rom

one physical server to another during

runtime, without interruption or users.

LPM can also be used to replicate

existing or precongured systems

quickly, by copying, rather than moving,

the system rom source to target virtual

machine.

TU München uses LPM extensivelyto reduce the time needed or the

installation o resh duplicate systems

by around 80 percent. Server

administrators need just a ew mouse-

clicks at the beginning o the process,

and LPM handles the partition creation.

SAP Business Suite 7 cloud-

ready on IBM POWER platorm

In addition to the requirement or basic

aced with an enormous work and time

challenge at the start o each semester,

creating around 100 new SAP systems.

To create an individual SAP instance,

including all relevant sotware modules

data conguration, users, monitoring

and provisioning, usually took up to

three days.

For the uture, TU München, SAP,

and IBM thereore set themselves the

objective o providing complete SAP

installations on POWER7 processor-

based servers as ast as possible with

little or no manual intervention.

Tivoli Service Automation Manager

captures the workfows and user

dialogs o an SAP installation, and

directly enables a largely automated

SAP installation process or the majority

o applications, dramatically reducing

the manual workload.

The automation and management

capabilities oered by Tivoli Service

Automation Manager are essential

or delivering cloud solutions or

applications like SAP. Standardized

provisioning and delivery models or

cloud services save time and costs,

improve service quality, and ensure

consistent conguration even in



The template-based deployment

approach embedded in Tivoli Service

Automation Manager hides the

complexity o setting up new systems,

and reduces the skills needed or

deploying and managing services.

IT sta members are released

conguration data, and can ocus on

advanced, business-related tasks. This

process is the nal stage in the cloud

enablement o SAP Business Suite 7

on the Power platorm. Virtual server

provisioning is ully automated and SAP

instance creation requires only custom

user decisions.

Dr. Holger Wittges, UCC Manager at

TU München, says, “The IBM solution

makes it possible to assemble a

selection o precongured SAP systems

and modules to create customized

solutions with just a ew mouse clicks,

almost like an online shop. Ater the

selection process and input o user

inormation, then provisioning o the

SAP solution, allocation o resources

needed, installation o virtual system

partitions and virtual disk drives as well

as setup o the monitoring system, are

completed, mostly automatically.”

“This innovative and highly ecient SAP

and IBM inrastructure oers a great

opportunity or TU München to conduct

ambitious projects in the important and

competitive eld o cloud computing

research. With a ocus on enterprise

systems we can oer an attractive

research environment unlike any other

university in Germany ” concludes Dr

“This innovativeand highly ecientSAP and IBMinrastructure oers

a great opportunityor TU München toconduct ambitiousprojects in theimportant andcompetitive eld o cloud computingresearch. With a

ocus on enterprisesystems we can oeran attractive researchenvironment unlikeany other university inGermany.”

Dr. Holger Wittges

UCC Manager, TU München



IBM Deutschland GmbH

D-70548 Stuttgart

ibm.com/solutions/sap

IBM, the IBM logo, and ibm.com are trademarks o

International Business Machines Corporation,

registered in many jurisdictions worldwide. A

current list o other IBM trademarks i s available on

the Web at “Copyright and trademark inormation”

at http://www.ibm.com/legal/copytrade.shtml

Intel, the Intel logo, Intel Xeon and the Intel Xeon

logo are trademarks or registered trademarks o

Intel Corporation or its subsidiaries in the United

States and other countries. UNIX is a registered

trademark o The Open Group in the United States

and other countries. Linux is a trademark o Linus

Torvalds in the United States, other countries, or

both. Microsot, Windows, Windows NT, and the

Windows logo are trademarks o Microsot

Corporation in the United States, other countries,

or both.

Other company, product or service names may be

trademarks, or service marks o others.

This case study illustrates how one IBM customer

uses IBM and/or IBM Business Partner

technologies/services. Many actors have

contributed to the results and beneits described.

IBM does not guarantee comparable results. All

inormation contained herein was provided by the

eatured customer and/or IBM Business Partner.

IBM does not attest to its accuracy. All customer

examples cited represent how some customers

have used IBM products and the results they may

have achieved. Actual environmental costs and

perormance characteristics will vary depending

on individual customer conigurations andconditions.



© Copyright IBM Corp. 2011. All rights reserved.

© Copyright 2011 SAP AG

SAP AG

Dietmar-Hopp-Allee 16

D-69190 Walldor

SAP, the SAP logo, SAP and all other SAP products

and services mentioned herein are trademarks or

registered trademarks o SAP AG in Germany and

several other countries.





Smarter Computing

IBM Systems & Technology Group Bankin

Bilbao Bizkaia Kutxa (BBK) is one o the largest banks in the Basque

region o Spain. It is the third-largest savings and equity bank in Spain,

as well as the sixth-largest administered-unds savings bank in thecountry.

Handling business growthLeading Spanish bank Bilbao Bizkaia Kutxa (BBK) recently acquired

CajaSur, another Spanish banking institution that is almost as large as

BBK. The scale o the acquisition meant that developing an integrated

IT inrastructure presented a major challenge.

BBK has been growing steadily or some time, and had experienced

issues with handling expanding data volumes as a result. Consequently,

the impending merger with CajaSur represented the ideal opportunity

to re-engineer its systems, maximize eciency while boosting exibility

and openness in its IT landscape.

As a banking institution, securing sensitive inormation is always

a priority, and BBK was seeking to guarantee system resiliency by

enabling automated backups. Lacking the in-house skills to carry out

such a large-scale project, BBK began looking or an implementation

partner with the expertise and resources to advise and assist with these

goals.

Choosing IBM Global Technology Services

BBK turned to technology specialists rom IBM Global Technology Services or help in perorming an overall evaluation o its existing IT

environment as well as assessing the best way to handle the acquisition

o CajaSur.

The main goal o the project was to re-use the existing inrastructure

as much as possible, while ensuring optimal perormance or the

company’s workloads. Specically, CajaSur relied heavily on a custom

built Java-based application. IBM proposed leveraging innovative cloud

computing techniques to run both the CajaSur application and BBK

banking systems side-by-side. This was achieved using a virtualization

layer running across all servers supporting BBK and CajaSur’s desktop

computers, enabling BBK to avoid the signicant cost o purchasing

new PCs and increasing the administrative burden o managing this

i

Bilbao Bizkaia Kutxamanages a majoracquisitionWith smarter computing rom IBM

Overview

The need

Leading Spanish savings and equity

bank Bilbao Bizkaia Kutxa (BBK) recently

acquired CajaSur, a similar institution of

almost the same size as BBK. Managing

the merger of the two IT systems

represented a signicant challenge, with

the focus on maximizing use of existing

investments while ensuring infrastructure

resiliency was maintained.

The solution

In an ongoing project with IBM and the IT

company owned by BBK, the company

embarked on a journey towards smartercomputing. Leveraging sophisticated

virtualization technology and highly reliable

backup techniques, BBK has ensured

that the process of merging CajaSur’s

infrastructure is painless and cost-efcient.

The beneft

Exploited existing hardware investments

to the full, avoiding the cost of purchasing

approximately 3,000 desktop computers

for new staff, saving over 1 million EURO.

The IBM technology has contributed to a

20 percent reduction in IT costs, a saving

which is expected to increase as further

application development is undertaken.



Smarter Computing


BBK chose to replace its existing two IBM System z9 Enterprise Class

servers with two latest generation IBM zEnterprise 196 mainrame

systems, with a number o specialty engines deployed, including

IBM System z Integrated Inormation Processors (zIIPs), IntegratedFacility or Linux (IFL) processors and Internal Coupling Facility

(ECF) processors. The IBM zIIPs are designed to help ree-up general

computing capacity and lower overall total cost o computing or select

data and transaction processing workloads or business intelligence

(BI), ERP and CRM, and select network encryption workloads on

the mainrame. By choosing to activate specialty engines, BBK is able

to optimize perormance or specic workloads, ensuring the right

processor characteristics are applied to the appropriate jobs.

Maximizing business resiliency The IBM Global Technology Services team was also able to work

with BBK to design and implement a comprehensive backup and

recovery solution, based on a suite o IBM Tivoli sotware, high-end

IBM System Storage DS8800 disk systems and the IBM Virtualization

Engine TS7720. Featuring IBM Tivoli Storage Manager, the solution

automatically backs up the company’s critical business data, ensuring

that even in the event o a disaster, BBK can bounce back rapidly and

easily.

BBK also leverages IBM Geographically Dispersed Parallel Sysplex

(GDPS), an end to end application availability solution that provides

the capability to manage remote copy conguration and storage

subsystems to perorm ailure recovery rom a single point o control.In addition, the innovative latest generation Hyperswap eature has

been activated, enabling BBK to minimize impact to application

availability with disruptions measured in seconds rather than hours.

The HyperSwap unction may be perormed even i BBK’s primary

IBM System Storage disk subsystem is not operational, so can survive

such a ailure without continuous access to data. Overall, this allows the

BBK IT teams to manage the company’s two data processing centers as

a single resource, despite the 25 km distance between them.

IBM DB2 or z/OS ofers data warehousing capabilities, which

integrates seamlessly with BBK’s analytics sotware. Using the

inormation gathered by IBM DB2, BBK is able to carry out analysis

o customer habits and track perormance by branch and location –

insights that lead to better business decisions.

Designed for Data

• Leveraging IBM DB2 for data

warehousing, BBK uses the information

gathered as a basis for analysis ofcustomer habits and branch performance,

designed to optimize the performance

of the combined group by exploiting

synergies and customer opportunities.

Tuned to the Task

• The IBM System zEnterprise 196

offers superb scalability and exibility

to accommodate the new workloads

introduced by the merger with CajaSur.

Virtualized IBM BladeCenter HS22 servers

can be customized and rolled out quickly

to meet growth, optimized for BBK’s

different workloads.


• BBK has developed a private cloud

solution for employee desktops based

on IBM BladeCenter technology with a

Microsoft Hyper-V virtualization layer. This

enables the company to effectively and

efciently run the CajaSur infrastructure

in parallel with its own, ensuring that

the acquisition process is handled non-

disruptively, while exploiting existing

investments to the maximum.

Driving Innovation

• Smarter computing from IBM has made

it possible for BBK to manage a large-

scale acquisition with minimal disruption

to ongoing operation. The new solution

supports ongoing growth and ensures

that BBK is in the ideal position to explore

untapped opportunities.



Smarter Computing


Optimizing resource utilization with smarter

computing from IBM The solution has made it possible or BBK to exploit existing hardware

investments to the ull, avoiding the cost o purchasing approximately 3,000 desktop computers or new staf, translating into a saving over

1 million EURO. Furthermore, the IBM technology has contributed

to a 20 percent reduction in IT costs, a saving which is expected to

increase as urther application development is undertaken. Despite

the expansion in the IT inrastructure necessitated by the acquisition

o CajaSur, the streamlined and easy-to-manage IBM solution has

meant BBK has not needed to boost IT staf numbers. Indeed, BBK

estimates that the new inrastructure has boosted staf productivity by

approximately 30 percent, leading to better service or customers.

The merger with CajaSur has been undertaken with as little disruption

to everyday business operations as possible. The IBM solution ofers

the in-built scalability that enables BBK to approach uture growth

opportunities with condence it has the resources in place to handle

them.

The IBM backup solution ofers superb availability and resiliency or

BBK, which results in better service to clients. The company is able to

backup double the amount o data in hal the time, as compared with

the previous solution.

For more information

To learn more about smarter computing rom IBM and how we canhelp you integrate, automate, protect and transorm your IT, contact



“This project aims tointegrate and optimizeBBK management systems ollowing theintegration o Cajasur, inorder to be more efcient and better serve our

customers.” —Juan Miguel Abendaño, IT Director, Bilbao

Bizkaia Kutxa (BBK)

Solution Components

Software

• IBM® Tivoli® System Automation

• IBM Tivoli Storage Manager

• IBM Tivoli Provisioning Manager

• IBM Tivoli Monitoring

• IBM Tivoli Composite Application

Manager

• IBM WebSphere® Enterprise Service

Bus

• IBM WebSphere Application Server

• IBM Information Management System

(IMS™)

• IBM DB2®

• IBM Metro Mirror

• IBM z/OS®

• IBM z/VM®

• VMware

• Microsoft Hyper-V

Servers

• IBM zEnterprise™ 196

• IBM BladeCenter® HS22

• IBM System Storage® DS8800

• IBM System Storage TS7720

Virtualization Tape Server

Services

• IBM Global Technology Services

• IBM Software Services







IBM España S. A.Santa Hortensia 26-2828002 MadridSpain

Produced in Spain June 2011

All Rights Reserved

IBM, the IBM logo, ibm.com, Tivoli, WebSphere, IMS, DB2, z/OS, z/VM,zEnterprise, BladeCenter and System Storage are trademarks o InternationalBusiness Machines Corporation, registered in many jurisdictions worldwide. A current list o other IBM trademarks is available on the Web at “Copyright andtrademark inormation” at: ibm.com/legal/copytrade.shtml .

Linux is a registered trademark o Linus Torvalds in the United States, othercountries, or both.

Microsot, Windows, Windows NT, and the Windows logo are trademarks o Microsot Corporation in the United States, other countries, or both.

Java and all Java-based trademarks and logos are trademarks o Sun Microsystems,Inc. in the United States, other countries, or both.






Pl R l

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http://www.ibm.com/



IBM Systems and Technology Group

Case Study

Healthcare

University of Pittsburgh Medical Center (UPMC; www.UPMC.com) is

one of the leading non-prot health systems in the United States.

Headquartered in Pittsburgh, Pennsylvania, this USD$8 billion global

health enterprise currently employs almost 50,000 employees.

Creating the opportunity or next-generation

healthcareUPMC, an integrated global health enterprise, was looking to lower

cost and complexity of its IT infrastructure to enable the continued

investment in next-generation clinical systems. UPMC had pioneered a

new way of working based on the e-record, a group of systems where

every bit of patient information—tests, procedures, radiology images,

assessments, recommendations and medications—travels with the

patient and is always available to the medical team.

Unless it could nd a way to decouple the linear relationship between

data and processing power, UPMC faced the creation of a new USD

$80M data center to augment its existing IT processing capability. The

prospect of the new data center would not only have required

signicant capital investment, it would have also resulted in

permanently elevated management and operating costs, an increased

energy footprint, and diversion of time, money and resources that could

have otherwise been used to fuel continued innovation in improving

patient outcomes.

UPMC worked with IBM to help it lower cost and complexity of the

IT infrastructure capable of storing, managing, processing and securingits rapidly growing patient and clinical data. UPMC had also acquired

several hospitals along with numerous other care facilities, complicating

the IT picture.

Building an IT architectureor improved healthcaredelivery

Overview

The needUPMC wanted to lower the cost andcomplexity of its IT infrastructure toenable the continued investment innext-generation clinical systems,resulting in improved patienthealthcare delivery.

The solution

UPMC engaged in a phased, ITtransformation with IBM, leveragingconsolidation, standardization andvirtualization technologies toimplement a dynamic, virtualizedinfrastructure.

The beneft

UPMC achieved signicant IT costsavings and eliminated the need tocreate a new USD$80M data center,enabling the organization to invest inlife-saving healthcare innovations.During the last ve years, UPMC hasdoubled data center capacity with aat budget. UPMC reduced Unixservers from 162 to 14 and reducedWintel servers from 1200 to 16, whichreduced power and spacerequirements.

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Case Study

Healthcare

UPMC had to address surging storage demands that had increased

328% over the last three years. Resource efciency was another huge

driver for the project. UPMC leaders saw that rising IT costs were

ultimately at odds with its long-term goals around innovation and

patient care, a dynamic likely to intensify given the ongoing tightening

of resources in the U.S. healthcare market.

Transorming IT to exceed all expectations o

perormanceUPMC initiated a large scale, USD$402 million partnership with IBM,

developing an IT transformation strategy carefully designed to

effectively uncouple growth from cost by leveraging consolidation and

standardization through virtualization technologies. Taking a phased

approach, IBM has worked with UPMC to design a dynamic,

virtualized infrastructure, consolidate and migrate mission-critical

applications to the new system, and optimize those applications tomaximize performance. Since the project was initiated, the demand for

information processing volume has grown even faster than the plan’s

initial aggressive expectations.

Leveraging a holistic approach to integration

UPMC worked with IBM to implement architectural changes that

allowed the healthcare organization to fully integrate their environment

in a holistic manner. The solution employs a common toolset based on

IBM Tivoli software, enabling UPMC to centrally manage the

infrastructure. UPMC combined this advanced infrastructure with a

portfolio of applications that delivers a modular, standardized solution

set for the health care environment. As a result, UPMC is able toquickly integrate new acquisitions into the network faster, enabling a

rapid realization of the operational and clinical goals.

Securing the promise o a transormed approach to IT

One important aspect of the overall strategy was empowering UPMC

to maintain control over the entire infrastructure, helping ensure the

sustainability of the IT transformation. IBM worked with UPMC to

achieve the appropriate level of governance, implementing a process

where a central IT Architecture Board reviews new workload

deployment requests. This helps ensure that these deployments meet

the established IT architectural requirements.

Designed or Data

• Implemented tiered storage for optimalaccess and efciency

• Master data management enabledintegration of patient data from electronicpatient medical records to create a single,secure “version of the truth”

• Enterprise data governance improved thesecurity and quality of trusted data

Tuned to the Task

• Designed a dynamic, virtualizedinfrastructure to transform workloadprocessing economics

• Consolidated and migratedmission-critical applications to the newsystem

• Optimized applications to ne-tune

performance• Achieve and maintain the appropriatelevel of governance via a process where acentral IT Architecture Board reviews newworkload deployment requests


• Implemented a common toolset based onIBM Tivoli software that enables UPMC tocentrally and efciently manage theinfrastructure

• Designed and implemented an advancedIntegrated Operations Center to provide7X24 monitoring of all systems

• System resources are dynamicallyre-allocated to meet user demands andwith complete transparency.

Driving Innovation

• Implemented a multi-year strategy todecouple data growth from IT costs,enabling UPCM to pursue breakthroughmedical transformation

• Higher quality, more accessible patientinformation results in fewer mistakes,faster response times, and improvedpatient outcomes.

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Case Study

Healthcare

An inrastructure primed and ready or the shit to private cloud

IBM designed and implemented a comprehensive virtualization

framework for UPMC, ensuring that the redesigned infrastructure

would be optimized for the eventual move to a true private cloud

environment. Once this transition to private cloud is complete, UPMC will be in a position to fully realize the positive shift in IT economics

that this new sourcing model will potentially deliver.

Achieving healthcare innovation through IT

efciency Today, with the project past the halfway mark, the collaboration between

UPMC and IBM has already met the original expectations—and in

many ways, exceeded them. As a result of their IT transformation,

UPMC achieved IT cost savings of over $160 million over 5 years.

Storage technology has shortened backup times by 20 percent and

recovery times by 50 percent. And consolidation efforts have eliminatedthe need for UPMC to create a new data center, enabling the

organization to invest in life-saving healthcare innovations.

“Today most of our servers are virtual, not physical,” explains Paul

Sikora, UPMC VP of IT Transformation. “The virtualized

infrastructure exes to meet processing peaks; the staff can respond to

the demands of UPMC faster. We are more productive, more agile, and

more reliable, at a lower cost point. I can not imagine servicing the

needs of UPMC without this kind of technology and infrastructure.”

For more inormation

To learn more about smarter computing from IBM and how we canhelp you integrate, automate, protect and transform your IT, contact

your IBM sales representative or IBM Business Partner, or visit:


Solution Components:

Sotware

• IBM® AIX®

• IBM Tivoli® Storage Manager• IBM Tivoli Monitoring software• IBM Tivoli Composite Application

Manager for Response Time Trackingsoftware

• IBM Tivoli Netcool software

• IBM TotalStorage Productivity Center forData software

• IBM WebSphere® Message Broker

• IBM WebSphere Application Server

• Cognos® Business Intelligence

Hardware

• IBM Power® 595• IBM Power 770

• IBM XIV® Storage Systems• IBM BladeCenter® HS21• IBM System Storage® TS7650

ProtecTIER®

Services

• IBM GTS ITS IT Strategy and Architecture• IBM GTS ITS Middleware: Service

Management Implementation Services

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IBM CorporationSystems and Technology GroupRoute 100Somers, NY 10589U.S.A.

Produced in the United States of America May 2011 All Rights Reserved

IBM, the IBM logo, ibm.com, Power Systems, ProtecTIER, System Storage, Tivoli, WebSphere, and XIV are trademarks of International Business Machines Corp.,registered in many jurisdictions worldwide. Other product and service names might

be trademarks of IBM or other companies. A current list of IBM trademarks isavailable on the web at “Copyright and trademark information” atibm.com/legal/copytrade.shtml

Intel is a trademark or registered trademark of Intel Corporation or its subsidiaries inthe United States and other countries.

Microsoft and Windows are trademarks of Microsoft Corporation in the UnitedStates, other countries, or both.

Linux is a registered trademark of Linus Torvalds in the United States, othercountries, or both.

References in this publication to IBM products or services do not imply that IBMintends to make them available in all countries in which IBM operates.

Each IBM customer is responsible for ensuring its own compliance with legal

requirements. It is the customer’s sole responsibility to obtain advice of competentlegal counsel as to the identication and interpretation of any relevant laws andregulatory requirements that may affect the customer’s business and any actions thecustomer may need to take to comply with such laws. IBM does not provide legaladvice or represent or warrant that its services or products will ensure that thecustomer is in compliance with any law.

This customer story is based on information provided by UPMC and illustrates howone organization uses IBM products and services. Many factors may have contributedto the results and benets described; IBM does not guarantee comparable resultselsewhere.

POC03063-USEN-03

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Smarter Computing

IBM Systems & Technology Group Consumer Product

LEGO Company ( www.LEGO.com) is one o the world’s leading

manuacturers o play materials or children. With revenues o

USD1.57 billion, the company employs an estimated 8,000 peoplearound the world.

Securing the foundation for innovation and

growth When increased competition rom online and similar digital toys and

games combined with already erce competition in its more traditional

retail markets, LEGO—a privately owned and amily-run business—

boldly reshaped its corporate strategy and transormed its culture to

ocus aggressively on innovation. Following this strategy, the company

has rapidly introduced new products, LEGO Games Systems, and

signed agreements with Lucaslm® or LEGO Star Wars® characters,

as well as new channels to market. Among LEGO’s business needs

were rapid product development, scalable operations or new retail

stores and manuacturing plants and always-on logistics to manage

international manuacturing and distribution.

Designing the building blocks of an integrated

infrastructure To support this new business strategy, LEGO turned to IBM or help

in transorming its IT inrastructure rom a mix o legacy systems and

applications to an integrated, agile platorm or supporting business

growth. Working with IBM on a multi-year, phased approach, LEGO

consolidated its enterprise inrastructure to dual datacenters that now

support all the company’s business applications, across all its global

locations, through a matrix o server, operating system, network and

storage services.

Esben Viskum, Senior Director, LEGO Service Center, says,

“Integration really makes a dierence to the way we can go to market.

We have one copy o the data, one system, running in the background.

All prices, costs and manuacturing, and all campaigns and initiatives

are driven the same way rom the same data or all countries.”

LEGO: Building the ITblueprints for businessgrowth

Overview

The need

Staying relevant in the retail toy

market requires rapid development

and deployment of new products and

markets. To support this, LEGO needed a

exible IT infrastructure that could quickly

scale.

The solution

Working with IBM, LEGO has engaged

in a phased, multi-year IT transformation

that has used consolidation, virtualization

and standardization technologies to

create a dynamic infrastructure.

The beneft

LEGO estimates business benets

worth USD150 million on technology

investments of approximately USD45

million that have been made to simplify

and streamline its applications and

infrastructure.

http://www.lego.com/

http://www.lego.com/



Smarter Computing


Increasing market velocity through automation

technologyConsolidation and standardization in the data center also enabled

LEGO to automate critical business processes. For example, nowdata rom dierent company locations, as well as rom the company’s

suppliers and retailers, is automatically transerred to the company’s

main system and analyzed, signicantly improving production planning

and orecasting across its manuacturing sites in Denmark, Czech

Republic, Hungary and Mexico.

Securing the alignment of business and IT

strategy Making sure LEGO was empowered to manage and control its new

inrastructure was vital to the success and sustainability o its IT

transormation. To create an appropriate level o governance, LEGOestablished clear processes to document its business strategy and

requirements through relationship managers who read unit business

plans and convert them into an IT business case. Once implemented,

the IT department provides the services and measures the results,

enabling LEGO to rapidly respond to changing requirements.

Additionally, all LEGO data is secured with advanced high availability,

backup, archive and disaster recovery technology, meeting internationa

regulatory standards and controlling business risk.

Making private cloud fully operationalLEGO’s IT inrastructure has reed IT rom becoming a bottleneck

to business growth. Using IBM and third-party solutions, LEGO has

created a private cloud platorm on which each application is allocated

the processor, memory, network and storage resources required to

deliver the necessary business service levels. Individual physical servers

can be added, upgraded or retired without interrupting the service

delivery.

For example, during peak seasonal sales periods, web applications are

allocated additional application servers rom the cloud resources with

no procurement, conguration or deployment delay. Ater the peak has

passed, the resources are released and made available or use as needed

by other workloads, optimizing efciency and increasing operationalagility.

Putting IT at the service of business Transorming its IT inrastructure to support an agile business strategy

is reaping signicant rewards or LEGO, helping uel a 22 percent

increase in business. LEGO estimates that, based on its technology

investments o USD45 million, made to simpliy and streamline

applications and inrastructure, it will realize business benets worth

some USD150 million.

Designed for Data

Sales data from multiple channels around•

the world are consolidated and analyzed

to improve production planning andforecasting.

Tuned to the Task

All LEGO data is secured with advanced•

high availability, backup, archive and

disaster recovery technology, meeting

international regulatory standards and

controlling business risk.


Designed and built an IT infrastructure•

that enables rapid development of

new markets and products. Employs a

cookbook approach to rapidly deploying

new workloads.

Driving Innovation

Worked with IBM to design and•

implement a private cloud platform

based on consolidation, virtualization

and standardization technologies.

Transformed IT from an inhibitor of

business to an accelerator of growth and

innovation.



Smarter Computing


By consolidating and integrating, LEGO has simplied and

streamlined data and processes across its operations around the world.

Consolidation has also enabled investment in areas such as data

governance, security, management and control. LEGO is also achieving very high resource utilization through virtualization technologies. And

a template approach is enabling IT to deploy new workloads quickly,

starting small and growing ast.

According to Viskum, “Due to the architecture and design o the

cloud-based LEGO Matrix, IT is not a bottleneck on growth. When

the executives make the decision to open a new ofce or shop, we have

a template or rollout that we can apply to the solution, ensuring that

we have the right total cloud capacity, and the IT services are ready and

waiting.”

For more information To learn more about smarter computing rom IBM and how we can

help you integrate, automate, protect and transorm your IT, contact



“Due to the architectureand design of the cloud-based LEGO Matrix,

IT is not a bottleneck on growth.”

— Esben Viskum, Senior Director, LEGO Service

Center

Solution Components

Software

IBM• ® AIX®

IBM PowerHA • ®

BM Tivoli• ® Storage Manager

IBM Tivoli Netcool• ® /Webtop

IBM Tivoli Netcool/OMNIbus Probe•

IBM Tivoli Composite Application•

Manager

IBM Tivoli Monitoring•

IBM Tivoli Enterprise Console•

IBM Tivoli Network Manager•

IBM Tivoli Performance Analyzer•

IBM System Storage• ® SAN Volume

Controller

IBM TotalStorage Productivity Center•

Servers

IBM Power• ® 570

IBM BladeCenter• ® HS22 blade servers

IBM System x3650 servers•

IBM System Storage DS4800•


IBM Tape Library•

Services

IBM Global Financing•

IBM Global Technology Services –•

Maintenance and Technical Support






© Copyright IBM Corporation 2011IBM Danmark ApSNymoellevej 912800 Kgs. Lyngby Denmark

Produced in Denmark June 2011 All Rights Reserved

IBM, the IBM logo, ibm.com, AIX, PowerHA, Tivoli, Netcool, Power,BladeCenter and System Storage are trademarks o International Business MachinesCorporation, registered in many jurisdictions worldwide. A current list o other IBMtrademarks is available on the Web at “Copyright and trademark inormation” at:ibm.com/legal/copytrade.shtml .






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http://www.ibm.com/



Haddon Hill cuts millionsoff IBM WebSpheredeployments

IBM Software Case Study

Overview

The need

Organizations need a faster, less cost-

intensive method of implementing large

IBM® WebSphere® environments than

manually deploying the software to indi-

vidual servers and managing constantly

changing configurations.

The solution

IBM Business Partner Haddon Hill Group

can help companies reduce the cost

of maintaining large deployments of

IBM WebSphere environments by imple-

menting IBM WebSphere CloudBurst™

Appliance.

The benefit

● Projected 7-figure savings for large

WebSphere implementations● 100 times faster time to market

(hours versus 40 - 60 days)● Elimination of errors resulting from

incorrect server configurations

With high operating costs and underused servers consuming space and

power, enterprise data center staffs feel increasing pressure to better

use existing resources and reduce costs.

Over the last 12 years, new hardware expenditures have been roughly

flat against inflation. Despite this relatively slow growth in hardware,

power and cooling costs have grown at roughly four times the rate of

inflation. But this is still a relatively small percentage of total spend.

Server management and administrative costs are growing at eight times

the rate of inflation, and at roughly 70 percent, comprise the majority

of all data center costs.

IT environments, particularly development and test environments,

often total many different servers, all running at low utilization. In

addition to consolidating servers to reduce power and space costs,

reducing operational costs is critical to reducing growing datacenter costs.

Much of the administrative cost is driven by the number of steps and

decisions involved in designing, installing, configuring and maintaining

solutions comprised of different software components. For example,

administration of an application server environment solution includes

installing, configuring and applying patches to the operating systems,

middleware and application software across multiple servers. What’s

needed is a faster, easily repeatable process to get IT environments up

and running for development and test uses and for designing, configur-

ing and maintaining highly available, robust production environments.

Haddon Hill Group helps save millionsOn the forefront of the effort to help customers reduce cost and gain

efficiencies in deploying their enterprise IBM WebSphere environ-

ments is IBM Business Partner Haddon Hill Group, based in

Oakland, California.

Haddon Hill Group was founded in 2003 to address the growing need

to link IT investment to business value in organizations that rely on

complex computer systems.

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“The important thing about the

IBM WebSphereCloudBurst Appliance is that it will dispense aWebSphere ApplicationServer image onto your WebSphere ApplicationServer environment or

private cloud, and that

application server will beready in a few minutes.”

—Phil Schaadt, President and CTO,

Haddon Hill Group

“Leaders of large IT operations must deliver highly reliable services

across a growing array of applications despite tightly constrained budg-

ets,” says Phil Schaadt, president and CTO of the Haddon Hill Group.

“For managers of high-volume, high-complexity, business-critical IT

infrastructures, Haddon Hill Group can help improve financial controland performance, governance, reliability and service support using con-

sulting, analysis, hands-on engineering and facilitation methodologies.”

Haddon Hill Group helps its clients to produce measurable and finan-

cially justified returns by solving difficult problems that call for a small

group of experienced senior professionals, not commodity staff aug-

mentation. Most of its projects involve leading and assisting client

teams. The group also has experience managing onshore/offshore

teams for multiple clients and projects.

Managing computing resources cost-effectivelyFor managing complex IBM WebSphere Application Server environ-

ments, the Haddon Hill Group chooses IBM WebSphere CloudBurst

Appliance with IBM WebSphere Application Server Hypervisor

Edition for 6.1 and 7.0.

IBM has introduced a set of WebSphere cloud computing technologies

that enable organizations to rapidly assemble and deploy applications

into a private cloud. New additions include a family of Hypervisor

Edition products, each configured and tuned for use in virtualized

environments. This growing family of products currently includes:

IBM WebSphere Application Server Hypervisor Edition for 6.1 and

for 7.0, IBM WebSphere Process Server Hypervisor Edition,IBM WebSphere Portal Server Hypervisor Edition, and the newly

announced IBM WebSphere Business Monitor Hypervisor Edition and

IBM WebSphere Message Broker Hypervisor Edition.

The second cloud computing technology is the IBM WebSphere

CloudBurst Appliance. The WebSphere CloudBurst Appliance lever-

ages pre-configured Hypervisor Edition products to rapidly and

securely dispense virtual images into the cloud.

Seven-figure savings The WebSphere CloudBurst Appliance provides high business value

through increased efficiency, cost-effectiveness and usability of WebSphere topologies in a data center.

“The important thing about the IBM WebSphere CloudBurst

Appliance is that it will dispense a WebSphere Application Server

image onto your WebSphere Application Server environment or pri-

vate cloud along with other products within the WebSphere stack, and

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Solution components:

Hardware

●

IBM® WebSphere® CloudBurst™ Appliance

Software

● IBM WebSphere Application Server

Hypervisor Edition for 7.0 and 6.1● IBM WebSphere Message Broker

Hypervisor Edition● IBM WebSphere Process Server

Hypervisor Edition for 7.0 and 6.2

that application server will be ready in a few minutes,” says Schaadt.

“You can do it in a clustered environment. And you can even roll out

IBM WebSphere Process Server and get it right in a fully clustered

environment with a database connection, in about 90 minutes. You can

also easily manage all the configurations of IBM WebSphere ProcessServer that you need. All the steps that took up so much time and

effort on the part of IT staff have been removed. The savings for com-

panies with large WebSphere implementations can be in the millions.”

Haddon Hill Group performs demonstrations in its customers’ confer-

ence rooms that show how fast WebSphere implementations can

be performed with WebSphere CloudBurst Appliance. “We show

deployments that currently take 40 to 60 days taking place in a

couple of hours,” says Schaadt. “That comes as jaw-dropping news to

management.”

More agile use of WebSphere environmentsIBM WebSphere Application Server Hypervisor Edition is optimized

for using WebSphere Application Server in virtualized environments

on top of select hypervisors.

The Hypervisor Edition facilitates a more agile use of WebSphere

Application Server by providing a rapid setup or tear down of the

WebSphere Application Server environments. It contains a pre-

installed, preconfigured, OS-included binary image of WebSphere

Application Server from which virtual machines can be created and

deployed on hypervisors.

Bring your own cloud The customers’ own hardware is used to create the cloud or the envi-

ronment into which WebSphere virtual images are dispensed and

managed by the appliance. In addition to x86 machines, WebSphere

CloudBurst Appliance can be implemented with IBM Power Systems™

and PowerVM™-based deployments of WebSphere Application

Server, as well as on IBM z/VM® environments.

“The WebSphere CloudBurst Appliance represents savings in power,

hardware and floor space, but mostly it is the consolidation and opera-

tional cost savings that companies will appreciate,” says Schaadt. “This

is a configuration and optimization offering, and represents significantopportunities for companies to consolidate servers on a much lower

number of machines with the correct, repeatable configuration that can

be managed and maintained with much less effort. It’s making sure that

your middleware is provisioned properly and your application runs on

it. You can reduce your cycle time, your error rate, the overhead of

managing it, and the server and license expenses.”

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Please Recycle

For more informationContact your IBM sales representative or IBM Business Partner, or

visit us at: ibm.com /software/webservers/cloudburst

For more information about the Haddon Hill Group, visit:

www.haddonhillgroup.com

Additionally, financing solutions from IBM Global Financing can

enable effective cash management, protection from technology obso-

lescence, improved total cost of ownership and return on investment.

Also, our Global Asset Recovery Services help address environmental

concerns with new, more energy-efficient solutions. For more informa-

tion on IBM Global Financing, visit: ibm.com /financing

WSC14248-USEN-00


IBM CorporationSoftware GroupRoute 100Somers, New York 10589U.S.A.

Produced in the United States of AmericaDecember 2010 All Rights Reserved

IBM, the IBM logo, ibm.com, CloudBurst, Power Systems, PowerVM, WebSphereand z/VM are trademarks or registered trademarks of International Business Machines Corporation in the United States, other countries, or both. If these andother IBM trademarked terms are marked on their first occurrence in thisinformation with a trademark symbol (® or ™), these symbols indicate U.S.registered or common law trademarks owned by IBM at the time this information was published. Such trademarks may also be registered or common law trademarksin other countries. A current list of IBM trademarks is available on the web atibm.com /legal/copytrade.shtml

Other product, company or service names may be trademarks or service marks of

others.

This case study is an example of how one customer uses IBM products. There is noguarantee of comparable results.

References in this publication to IBM products and services do not imply thatIBM intends to make them available in all countries in which IBM operates.

For further information on Haddon Hill Group, visit: www.haddonhillgroup.com

of 142

http://www.ibm.com/software/webservers/cloudburst



http://www.haddonhillgroup.com/

http://www.ibm.com/financing












Overview

Getronics

Zoetermeer, The Netherlands

www.getronics.com

Industry

Computer Services•

ProductsIBM•

® BladeCenter® LS41,

LS21, HS21

IBM System Storage•™ DS8300


IBM System Storage SAN•

Volume Controller

IBM System x•®3850 and

System x3250 with IBM Director

IBM Tivoli•® Provisioning Manager

IBM Tivoli Storage Manager•

IBM Tivoli Storage Productivity•

Center

IBM XIV•® Storage System

Services

IBM Software Group Services•

For more information, visit:

ibm.com /tivoli

Case Study QuickView

Getronics reduces time to market from as long as four weeks

to a few hours with IBM software

With worldwide revenue of €1.9 billion, Getronics is a leading ICT

service-provider, delivering workspace management services,

connectivity, datacenters and consultancy to help organizations

and their employees to improve performance.

Challenge

Getronics’ success is based on its ability to deploy new client services quickly and

cost-effectively while maintaining high-quality service. However, as its infrastructuregrew and number of clients increased, Getronics IT staff found it increasingly difficult

to build new hosted services for its clients. Each environment was individualized

and used a wide variety of domains and infrastructure components. It could take up

to four weeks from design through implementation and require several IT support

groups to manage service levels. As a result, executives found that the cost of

service del ivery was exceeding market standards and the delays were preventing

the company from moving to a new pay-per-use service model.

Solution

Getronics’ new Utility Hosting service is built on a dynamic infrastructure that

employs IBM® Integrated Service Management solutions for provisioning and

storage management to help staff rapidly switch on and off cloud environments and

proactively increase capacity as needed. Now, as customers request new services,

Getronics IT staff use an internally developed portal to input the technologies and

capacity needed, number of users to be supported, service-level requirements

and other key information. The portal communicates the information directly to IBM

Tivoli® Provisioning Manager, which then directs IBM Tivoli software and third-party

tools to dynamically provision the necessary server, network, operating system and

storage resources. For example, Tivoli Provisioning Manager communicates with

IBM Tivoli Storage Productivity Center and IBM Tivoli Storage Manager to provi-

sion the required storage resources and set up the appropriate backup schedules.

Between 40 and 60 new services are provisioned each week and about 40 terabytes

of new or changed client data is backed up each night. In total, IBM System Storage™

disks maintain about 9 petabytes of client data. IBM Software Group Services

worked closely with Getronics staff to develop the Tivoli Provisioning Manager

workflows so that the company could support multiple customers simultaneously.

“IBM Tivoli Provisioning

Manager helped us reduce

time to market for new

services from weeks to hours

and substantially lower TCO.”

—Harold Nelissen, Global Practice

Manager, Getronics

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http://www.getronics.com/

http://www.ibm.com/tivoli


http://www.ibm.com/us/


http://www.getronics.com/




IBM Corporation

Software Group

Route 100

Somers, NY 10589

U.S.A.

Produced in the United States of America

January 2010

All Rights Reserved

IBM, the IBM logo, ibm.com and Tivoli are

trademarks of International Business Machines

Corporation, registered in many jurisdictions

worldwide. A current list of IBM trademarks is

available on the Web at “Copyright and trademark

information” at ibm.com /legal/copytrade.shtml.

Other company, product or service names may be

trademarks or service marks of others.

The information contained in this documentation

is provided for informational purposes only. Whileefforts were made to verify the completeness

and accuracy of the information contained in

this documentation, it is provided “as is” without

warranty of any kind, express or implied. In addition,

this information is based on IBM’s current product

plans and strategy, which are subject to change by

IBM without notice. IBM shall not be responsible

for any damages arising out of the use of, or

otherwise related to, this documentation or any

other documentation. Nothing contained in this

documentation is intended to, nor shall have the

effect of, creating any warranties or representations

from IBM (or its suppliers or licensors), or altering

the terms and conditions of the applicable license

agreement governing the use of IBM software.

TIC14093-NLEN-00

Automating provisioning processes has enabled the company to reduce implemen-

tation times from as long as four weeks to just a few hours. As a result, Getronics

can cost-effectively expand existing service contracts and rapidly add new clients

for increased revenue. What’s more, executives credit the reduced implementation

times as essential in enabling the company’s launch of pay-per-use services that

advance its competitive position. According to staff, a credible pay-per-use offering

depends on an agile environment that can scale up or down in hours—not weeks.

The environment also standardizes technologies to reduce the number of variables

support staff must deal with. This has helped improve the quality of service delivered

and cut the time required to manage a customer’s environment from 56 hours perserver per year to 12 hours per server per year—a substantial savings given the

nearly 800 servers, including more than 400 IBM BladeCenter® systems and IBM

System x® servers, currently under management via the Utility Hosting offering.

By the end of 2009, the company will more than triple the number of servers

under management.

Benefts

Enables company to launch new pay-per-use service model that differentiates•

it from other hosting providers

Nearly 80 percent reduction in management costs per server per year•

Reduced time to market for new services from as long as four weeks to just a•

few hours

“Getronics sets an example for how a dynamic infrastructure

from IBM can help companies gain competitive advantages

and deliver new services that would otherwise not be possible.”

—Johan Arts, Tivoli Sales Leader – Benelux, IBM

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http://www.ibm.com/



Smarter Computing

Based in Cinisello Balsamo, Italy, Call & Call Holding is the parent com-

pany of a network of call and contact centers distributed throughout Italy.

With around 2,800 operators and 1,600 workstations, it outsources ser-

vices to companies centered on customer service and telemarketing.

Setting the pace in a fast-moving, competitive

industry The call center industry is an increasingly competitive marketplace. To

keep up with customer demands and provide quality customer service,

Call & Call needed to regularly upgrade PCs in each call center and fre-

quently recongure systems to support customer applications. Call &

Call had an outdated end user IT infrastructure and needed to increase

eciency in order to reduce IT costs and speed workstation provision-

ing. The company also wanted to centrally manage all of its distributed

end users and provide simplied and secure access to information.

Improved IT management and increased com-

puting power With an increasing number of resources required to manage and main-

tain thousands of desktop PCs, Call & Call teamed with IBM Global

Technology Services to architect an IBM Smart Business Desktop Cloud

solution. This new IT solution was based on Wyse full streaming client

technology and aimed to simplify IT operations and manage all appli-

cations from a single, central location. Call & Call wanted to use virtu-

alized desktops to eliminate the need for desk-side maintenance, deliver

energy cost savings and provide Call & Call employees with access to

better computing power for use with the most intensive multimedia appli-cations and comprehensive customer data.

Improving global callcenter operations throughIT transormation

Overview

The need

Call & Call had an outdated end user IT inra-

structure and needed to increase efciency

in order to reduce IT costs and speed work-

station provisioning.

The solution

The company worked with IBM to engage

in an IT transormation, architecting an

IBM Smart Business Desktop Cloud solu-

tion based on Wyse ull streaming client

technology.

The beneft

Call & Call reduced management rom 1,200

computers to one single operating system

image and one application image per appli-

cation, and it projected operational savings

o up to 50 percent and energy cost savings

o €100,000.

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Smarter Computing

“The combination of IBM and Wyse cloud client computing solutions

has strengthened the continued success of delivering a new level of ex-

ibility to support our joint customers’ business demands and adapt for

change,” says Mark Jordan, vice president, EMEA, Wyse.

Centralizing management and data storage through eective

integration

As part of the transformation, Call & Call is migrating workstations from

ve sites across Italy to a centralized location. IBM Global Technology

Services installed one IBM BladeCenter E Chassis housing four IBM

BladeCenter HS22 servers running VMware technology in Settimo

Milanese, Italy. Additionally, one IBM BladeCenter HS22 server run-

ning the Microsoft® Windows® operating system with Wyse Streaming

Manager technology was installed at each call center site.

Automating the tedium o user updates

The desktop cloud environment provides automatic updates to all end

devices when an application needs to be upgraded or new software is con-

gured, easing IT management and minimizing employee downtime.

Leveraging the desktop cloud environment, Call & Call can simply

update the virtual desktop environment via the server. Additionally, data

is managed over the security-rich data center servers and is no longer

stored on the client side.

Improved security and sotware license management

The IBM Smart Business Desktop Cloud and Wyse thin-client solu-

tions provide vastly improved security for Call & Call, with the added

benet of increasing operational eciency through centrally managed

workstations. In addition, the new solution is expected to reduce the need

for device management, simplify software license management and lower

overall energy consumption for the organization, resulting in signicant

cost savings.

Expanding the desktop cloud into the uture

Call & Call has achieved signicant success by virtualizing desktops and

implementing the cloud environment. In the future, Call & Call plans to

further expand its desktop cloud environment. “The savings in virtualizing

our desktops allowed us to improve the capacity of each system and pro-

vided a 90 percent reduction in energy savings, but the most important

benet has been our savings in personnel costs for deploying, upgrad-ing and managing software and systems,” says Fabio Mattaboni CIO,

Call & Call.

Integrated

• Migrated workstations rom among fve

sites across Italy to a centralized location

using IBM Smart Business DesktopCloud and technology rom Wyse

• Installed our IBM BladeCenter® HS22

servers running VMware technology at

the central server arm located in Settimo

Milanese, Italy

Automated

• Enabled automatic updates to all end

devices when an application needs to

be upgraded or new sotware is confg-

ured, easing IT management and mini-

mizing employee downtime

• Gained the ability to update the virtual

desktop environment via the server, while

data is managed over the security-richdata center servers and is no longer

stored on the client side

Secured

• Leveraged the IBM Smart Business

Desktop Cloud and Wyse thin-client

solutions to vastly improve security and

simpliy sotware license management

Transormed

• Architected a Smart Business Desktop

Cloud solution based on Wyse ull

streaming client technology

• Streamlined IT operations and gained

the ability to manage applications roma single, central location

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Smarter Computing

Achieving increased efficiency, scalability and

return on investment With the new Smart Business Desktop Cloud solution from IBM Global

Technology Services, Call & Call was able to reduce management frommore than 1,200 geographically distributed computers to one single oper-

ating system image and one application image per application typology.

The drastic management improvement directly resulted in a cost reduc-

tion for the company. Additionally, the new solution allowed Call & Call

to dramatically reduce the eort of end user device management, reduce

software management and signicantly reduce power consumption.

The IBM BladeCenter infrastructure provides advantages like ease of

scalability and ease of integrated management of storage and network-

ing. In addition, the user experience is not aected because each user con-

tinues to have an individual desktop environment. The organization is

projecting to cut support and operational costs by up to 50 percent whenthe project is completed, thanks to the reduction in user help desk calls

and almost complete avoidance of onsite services. It also expects energy

savings of almost €100,000 in three years.

“IBM’s experience in services and our expertise in creating a cloud com-

puting infrastructure has allowed us to help clients simplify their entire

enterprise and become more exible to adapt to changing market needs.

Together, IBM and Call & Call have created a solution to make desk-

tops more exible and ecient while cutting energy and IT costs with

the use of IBM’s Smart Business Desktop Cloud,” says Rich Esposito,

vice president, workplace services, IT strategy services, IBM.

For more information To learn more about smarter computing from IBM and how we can

help you integrate, automate, secure and transform your IT, contact

your IBM sales representative or IBM Business Partner, or visit:


For more information about Call & Call Holding, visit:

www.callecall.it

Solution Components

Sotware

• VMware• Microsot Windows

Servers

• IBM System Storage® DS3400

• IBM BladeCenter E Chassis housing our

IBM BladeCenter HS22 servers

• Wyse ull streaming client

Services


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IBM Systems and Technology GroupRoute 100Somers, NY 10589U.S.A.

Produced in the United States of AmericaFebruary 2011 All Rights Reserved

IBM, the IBM logo, and ibm.com are trademarks or registered trademarks of Interna-tional Business Machines Corporation in the United States, other countries, or both.If these and other IBM trademarked terms are marked on their rst occurrence in thisinformation with a trademark symbol (® or ™), these symbols indicate U.S. registeredor common law trademarks owned by IBM at the time this information was published.Such trademarks may also be registered or common law trademarks in other countries. A current list of IBM trademarks is available on the web at “Copyright and trademark information” at ibm.com /legal/copytrade.shtml

Microsoft and Windows are trademarks of Microsoft Corporation in the United States,other countries, or both.


References in this publication to IBM products, programs or services do not imply that IBM intends to make these available in all countries in which IBM operates.Oerings are subject to change, extension or withdrawal without notice. All clientexamples cited represent how some clients have used IBM products and the resultsthey may have achieved.

THE INFORMATION IN THIS DOCUMENT IS PROVIDED “AS-IS” WITHOUT ANY WARRANTY, EITHER EXPRESSED OR IMPLIED.

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Case Study

IBM Software Group Energy and Utilities

Siemens Energy, part o the Siemens Group in India, oers

power generation, transmission and distribution or the growing

world economy. Headquartered in Mumbai, the company provides

comprehensive services or complete power plants and or rotatingmachines such as gas and steam turbines, generators and compressors.

ChallengeFor salespeople to do their jobs eectively, they need visibility

into the latest inormation and processes involving their customers.

This requires harmonizing disparate applications such as Enterprise

Resource Planning (ERP) and Customer Relationship Management

(CRM). I such systems are incompatible, they must be integrated.

The integration can be complicated i one application resides

on-premises and the other in the cloud.

Siemens Energy, a division o the company’s global manuacturing

organization, aced this challenge when it needed to integrate its SAP

sotware or ERP with Salesorce.com, the cloud-based CRM service.

Data rom SAP was not being updated in Salesorce.com on a timely

basis, impeding the sales cycle because sales sta was denied access to

the latest inormation about customers.

Criteria or the integration project included a platorm that could

handle complex integrations or a global enterprise and scale or uture

growth. With sales and customer service hanging in the balance,

Siemens Energy needed to accomplish the integration without delay.

SolutionSiemens Energy implemented the IBM WebSphere® Cast Iron®

Cloud solution, which provides preconfgured integrations or

hundreds o leading enterprise and cloud applications, including

Salesorce.com and SAP. The product simplifes complex integration

projects by using uses a “confguration, not coding” approach with

Siemens Energy improves

sales productivity withclient data integration IBM WebSphere Cast Iron Cloud solution’s easy-to-use templates enable project completionin just two weeks

Overview

www.siemens.co.inMumbai, India

Industry

Energy and Utilities

Solution Components:

Software

• IBM WebSphere® Cast Iron® Cloud

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http://www.siemens.com/entry/in/en/




IBM CorporationSotware GroupRoute 100Somers, NY 10589U.S.A.

Produced in the United States o America July 2011 All Rights Reserved

IBM, the IBM logo, ibm.com, Cast Iron and WebSphere are trademarks o International Business Machines Corp., registered in many jurisdictions worldwide. Other product and service names might be trademarks o IBM

or other companies. A current list o IBM trademarks is available on the Web at “Copyright and trademark inormation” atibm.com /legal/copytrade.shtml

Other company, product, or service names may be trademarks or servicemarks o others. The inormation contained in this documentation isprovided or inormational purposes only. While eorts were made to veriy the completeness and accuracy o the inormation contained in thisdocumentation, it is provided “as is” without warranty o any kind, expressor implied.

In addition, this inormation is based on IBM’s current product plans andstrategy, which are subject to change by IBM without notice. IBM shall notbe responsible or any damages arising out o the use o, or otherwise relatedto, this documentation or any other documentation.

Nothing contained in this documentation is intended to, nor shall have theeect o, creating any warranties or representations rom IBM (or itssuppliers or licensors), or altering the terms and conditions o the applicablelicense agreement governing the use o IBM sotware.

Reerences in this publication to IBM products or services do not imply thatIBM intends to make them available in all countries in which IBM operates.

All customer examples described are presented as illustrations o how thosecustomers have used IBM products and the results they may have achieved. Actual environmental costs and perormance characteristics may vary by customer.

EUC03013-USEN-00

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easy-to-use templates. It oers mashups to present a single

unifed view o data rom dierent applications; process

integration to orchestrate business processes across cloud

and on-premise applications; and data cleansing and migration

rom existing systems to cloud-based applications in real time.

These capabilities helped Siemens Energy complete its initial

SAP-to-Salesorce.com integration in just two weeks. The

project delivered bidirectional connectivity or data on invoices

and orders, enabling sales sta to view customer data within

Salesorce.com in real time. The project was used as a template

or subsequent projects involving synchronization o customer

and project master data in SAP with Salesorce.com. The ease

o use and reusable templates led Siemens to capitalize on the

WebSphere platorm or other projects and within other

divisions as well, including Siemens Communications.

Benefts• Achieved ast time to value thanks to “confguration, not

coding” approach to integration

• Accelerated adoption o Salesorce.com by sales sta as a

result o improved user interace

• Increased sales productivity, reduced cycle times and

enhanced customer credibility rom real-time visibility

into needed inormation

For more inormation

To learn more about WebSphere Cast Iron Cloud technology,please contact your IBM representative or IBM Business

Partner, or visit:

ibm.com /software/integration/cast-iron-cloud-integration/

“By harmonizing inormation and processes between SAP and Salesorce.com, weincreased adoption o Salesorce.com by our

sales team and improved the efectiveness o

our sales process.”

— CIO, Siemens Energy

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IBM Case Study

Wuxi builds engine for economic

growth with cloud computing solution

from IBM

Overview

■ Challenge

Create flexible, shared computing

resources for local government

projects and for software develop-

ment start-ups; provide completevirtual infrastructure precisely

sized for each requirement; lower

barriers to market entry for new

companies by eliminating need to

commit capital to in-house

infrastructure.

■ Solution

Worked with IBM to deploy the

Wuxi Cloud Center, based on

IBM Blue Cloud™ technology and

featuring both x86 and IBM Power

Architecture® servers. The cloud

hosts the full IBM Rational Suite®

of software development and test-

ing tools, and will later provide

other IBM software on a pay-as-

you-use model.

■ Benefits

Shared infrastructure enables

high utilization of available

resources, delivering excellent

cost-efficiency; each company’s

virtual resources can be flexed up

and down as required, and priced

according to usage; cloud para-

digm offers almost instant set-up

and total flexibility, with zero

requirement for customers to own

or even understand the underlying

infrastructure.

Located in Jiangsu Province in south-

eastern China, Wuxi is a major center

for industry and commerce, ranked in

the top 15 cities in China. Among its

other responsibilities, the municipal

government must balance the need for

economic development with the

requirement to preserve its natural

resources and safeguard the wellbeing

of its population of more than four mil-

lion people.

When a combination of factors pro-

duced an unprecedented algal bloom in

Lake Tai, the large body of fresh water

on which Wuxi is situated, the municipal

government embarked on an ambitious

program of environmental developmentand relocation of industries. By shutting

down or relocating heavily polluting fac-

tories and creating more environmen-

tally friendly business parks, the

government aimed not only to reverse

the damage to the local ecosystem but

also to move towards a more sustain-

able, services-led economy.

With a large number of highly educated

software engineers and business grad-

uates in its population, Wuxi had the

opportunity to take a leading position in

both the local and international markets

for software. Recognizing that start-up

companies did not always have the

financial capital required to invest in

enterprise-class IT infrastructure, the

municipal government decided to cre-

ate a hi-tech business park offering

shared resources on a pay-as-you-use

basis. The government’s aim was simul-

taneously to meet its own internal ITrequirements in the most flexible and

cost-effective manner possible.

“ The combination of the

IBM Smart Business

cloud portfolio and

IBM Blue Cloud

technology enabled us

to create a highly

flexible platform for

delivering rich services

via the Internet.”

— Paul Lu, CEO of Wuxi

Cloud Center

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To ensure that shared services would be available not just inside the business park

but across the whole municipal area, Wuxi opted for a cloud computing solution.

“We recognized that IBM is a global leader in cloud services, and we were also

attracted by the company’s strong presence and support network in China,” said

Paul Lu, CEO of Wuxi Cloud Center. “The combination of the IBM Smart Business

cloud portfolio and IBM Blue Cloud technology enabled us to create a highly flexi-

ble platform for delivering rich services via the Internet.”

Flexible resources

In the initial phase of its cloud deployment, Wuxi created a set of shared, virtualized

resources to meet the requirements of internal development teams within the

municipal government. Running on IBM Power Systems™ servers with

IBM POWER6® processors, and also on IBM BladeCenter® and IBM System x®

servers, the cloud provides the full IBM Rational Suite of software development and

testing tools. There are currently 12 separate government projects using the cloud,

which provides securely isolated environments that can flex up and down to meet

the changing demands of each project.

“A key benefit of the IBM cloud is that the individual departments do not need to

know anything about the underlying infrastructure—they simply get precisely the

computing resources they need at any given time,” said Paul Lu. “The solution

includes services running on both Intel® Xeon® and POWER6 processors, but

from the end-user’s point of view, there’s no complexity and no concerns about

integration.”

Rapid, right-sized deployment

In the second phase, Wuxi has opened the cloud to the 150 companies registered

in the New Town Science and Education Industrial Park. The IBM cloud effectively

enables new software development businesses to gain a virtual enterprise-class

data center, complete with all the Rational tools they need, sized perfectly for their

requirements. Creating a new private environment for each business takes a matter

of minutes—compared with the weeks or months it would take for a business to

build its own physical data center and deploy its own software—so new busi-

nesses can hit the ground running.

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“The IBM cloud reduces the significant barrier to entry for start-up companies in

the software development businesses,” said Paul Lu. “In the past, a new company

would not typically have the time or the financial capital to invest in building up an

enterprise-class data center. With the IBM cloud, we can rapidly deliver a secure

set of virtual resources, providing all the performance and availability of a world-

class data center, sized and priced to fit each company’s profile.”

Rather than having capital tied up in an inflexible physical infrastructure, start-up

companies using the Wuxi cloud pay a variable fee according to the amount of

compute resources they consume. In addition to the IBM Rational tools, they can

also use IBM WebSphere® Application Server and IBM DB2® information manage-

ment software. The cloud resources are managed and orchestrated using

IBM Tivoli® systems management software. Wuxi plans to introduce new software

and services, including Lotus® Domino® collaborative software, CRM and

eCommerce applications, enabling the delivery of a full range of software-as-a-

service solutions.

Pre-integrated solutions

The Wuxi cloud is built on IBM Blue Cloud technologies, which have become the

foundation for IBM CloudBurst™ and IBM Tivoli Service Automation Manager.

IBM CloudBurst is a family of pre-integrated service delivery platforms that include

the hardware, storage, networking, virtualization and service management software

to create a private cloud environment, transform data centers, and build dynamic

infrastructures that deliver new levels of service at reduced cost.

The base hardware configuration for IBM CloudBurst includes an IBM BladeCenter

chassis with a management blade and three further HS22 blades, an attached

IBM System Storage™ DS3400 fibre channel disk array. On the software side, the

solution is delivered with IBM Tivoli Provisioning Manager, IBM Tivoli Monitoring,

IBM Systems Director Active Energy Manager™, and VMware VirtualCenter.

IBM offers a range of services to help clients get up and running quickly, including

the IBM CloudBurst QuickStart implementation and configuration service.

Depending on eligibility, businesses that want to preserve capital, improve cashflow and extend their purchasing power can use IBM Global Financing to structure

payments for their IBM CloudBurst solution.

Solution Components

Hardware

● IBM Power Systems™

● IBM BladeCenter® HS22

● IBM System x®

● IBM System Storage™ DS4300

Software

● IBM Rational Suite®

● IBM WebSphere® Application Server

● IBM DB2®

● IBM Tivoli® Provisioning Manager

● IBM Systems Directory

● IBM Tivoli Active Energy Manager

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Seeding clouds for growth

By transforming an industrial zone into a state-of-the-art business park offering

IBM cloud computing, Wuxi has created a true engine for growth. The Wuxi cloud

has the capacity to provide services to hundreds of small and midsized softwaredevelopment companies, providing powerful tools and flexible resources that help

lower the barriers to market entry.

“The IBM Blue Cloud technologies enabled us to provide cost-effective computing

resources on demand to software start-ups,” said Paul Lu. “The completely flexible,

pay-as-you-use model allows start-ups to bring new high-quality software to mar-

ket faster and without requiring large amounts of capital investment. Effectively, the

IBM cloud gives each company the right-sized virtual infrastructure, ready to flex up

or down as their needs change.”


Contact your IBM sales representative or IBM Business Partner. Visit us at:

ibm.com /cloud



Route 100

Somers, NY 10589

U.S.A.


October 2009

All Rights Reserved

IBM, the IBM logo, ibm.com and Blue Cloud are

trademarks or registered trademarks of

International Business Machines Corporation in

the United States, other countries, or both. If

these and other IBM trademarked terms are

marked on their first occurrence in this

information with a trademark symbol (® or ™),

these symbols indicate U.S. registered or

common law trademarks owned by IBM at the

time this information was published. Such

trademarks may also be registered or common

law trademarks in other countries. A current list

of IBM trademarks is available on the Web at

“Copyright and trademark information” at

ibm.com /legal/copytrade.shtml.

Intel and Intel Xeon are trademarks or registered

trademarks of Intel Corporation or its

subsidiaries in the United States and other

countries.

Other product, company or service names may

be trademarks or service marks of others.

References in this publication to IBM products,

programs or services do not imply that

IBM intends to make these available in all

countries in which IBM operates. Any reference

to an IBM product, program or service is not

intended to imply that only IBM’s product,

program or service may be used. Any

functionally equivalent product, program or

service may be used instead. Offerings are

subject to change, extension or withdrawal

without notice.

All client examples cited represent how some

clients have used IBM products and the results

they may have achieved. Performance data for

IBM and non-IBM products and services

contained in this document was derived under

specific operating and environmental conditions.

The actual results obtained by any party

implementing such products or services will

depend on a large number of factors specific to

such party’s operating environment and may

vary significantly. IBM makes no representation

that these results can be expected or obtained

in any implementation of any such products or

services.

THE INFORMATION IN THIS DOCUMENT IS

PROVIDED “AS-IS” WITHOUT ANY

WARRANTY, EITHER EXPRESSED OR

IMPLIED.

DIC03005-USEN-00

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Smarter Computing

IBM Systems & Technology Group Computer Service

Servimatica S.A., a subsidiary o Ibermática S.A., is an IT services

company that caters predominately or three banking customers –

Kutxa, Caja Vital and Banco de Madrid. The organization oersoutsourced IT support services as well as production and system

services. Incorporated in 1996, the company has its headquarters in San

Sebastian, Spain, and employs 37 people.

Servimatica manages and operates the IT inrastructures or its three

main banking customers rom a single data processing center. To meet

international regulations concerning bank data security, Servimatica

needed to enhance its existing business continuity and resiliency

solution, or risk being unable to meet nancial services customers’

demands.

The company used a continuity and resiliency service provided by IBMbased on tape backup and restore procedures that could recover system

within two days o an outage. Satised with the overall IBM solution,

Servimatica wanted to augment its existing contract to improve system

restore times and to increase overall business resiliency. At the same

time, the company saw an opportunity to upgrade many o its existing

IT inrastructure with more reliable and stable IBM technology.

Servimatica engaged IBM Global Technology Services and IBM

Business Partner Open Norte to build and implement a new business

resiliency plan. IBM began by installing two IBM System Storage

DS8100 storage systems, one at each o the company’s data centers, which are separated by a distance o 500 miles.

The IBM System Storage disk arrays are integrated with IBM Global

Mirror and IBM TotalStorage Productivity Center or Replication V3.3

sotware. IBM Global Mirror provides data replication over extended

distances between two sites or business continuity and disaster

recovery, with just a ew seconds delay in transmission o data between

the two sites.

Servimatica boostsresiliency with smartercomputing from IBM

Overview

The need

IT hosting provider Servimatica needed

to update its business continuity and

recovery solution to meet the level of

resiliency expected by its clients and

recent government regulations to comply

with the Basel II Accord.

The solution

Engaged IBM® Global Technology

Services and IBM Business Partner Open

Norte to deploy a new BCRS solution

consisting of IBM System Storage™ and

IBM TotalStorage® hardware, IBM Global

Mirror and IBM TotalStorage ProductivityCenter for Replication software, IBM

System z® servers and IBM z/OS®

software.

The beneft

The solution meets the requirements

of Basel II Accord and offers increased

performance and reliability. Batch

processing time has been cut by more

than 50 percent, system restore time

typically by over 80 percent. The time

improvements help Servimatica to

meet agreed service levels with clients

and boost IT department productivity,

contributing to IT savings of 10 percentand overall increased protability.

servimáticasociedad de servicios informáticos, S.A.



Smarter Computing


IBM TotalStorage Productivity Center or Replication simplies

replication conguration or the complex environments hosted by

Servimatica, helping reduce replication errors between the two data

centers. The sotware provides a simple graphical user interace(GUI) or conguring automation, managing ongoing activities and

monitoring the progress o key tasks. This is combined with IBM

Tivoli Workload Scheduler, which provides a backbone or automated

workload management and monitoring. Servimatica’s storage

environment also includes an IBM TotalStorage 3494 Enterprise Tape

Library device and ve IBM TotalStorage 3590 Tape Drives.

To improve the reliability o Servimatica’s server environment, IBM

implemented an IBM System z9 Enterprise Class server running the

IBM z/OS V1.7 operating system and, or backup, and upgraded

its IBM zSeries 990 server to an IBM zEnterprise 196 (z196). The

servers support core banking applications and IBM DB2 V7.2 databasesotware.

The IBM System Storage technology provides the perormance and

reliability that Servimatica needs to back up and store business-critical

data or its customers. The IBM System z servers provide leading-edge

reliability, providing consistent uptime or core banking applications

and databases. The System z servers oer the perect platorm or the

banks’ main applications, based on IBM Customer Inormation Contro

System (CICS) and IBM DB2 inormation management sotware.

Based on IBM System Storage and IBM System z technology,Servimatica’s new server and storage inrastructure oers improved

system resiliency, a benet that can be passed onto clients, translating

into greater uptime and aster recovery rom disaster. Highly reliable,

stable and secure IBM System z servers run the company’s banking

applications, keeping sensitive client data sae at all times.

Using the Global Mirror and TotalStorage Productivity Center or

Replication sotware, Servimatica has cut system and services restore

times rom two days to our hours – even i all o the systems at its

main data center go down. This capability has improved the client’s

ability to help its customers address increasingly stringent data security

regulations, such as the Basel II Accord.

Batch processing time has been cut rom one day to our hours, saving

more than 50 percent, and system restore time has been cut rom two

days to a matter o hours, typically a better than 80 percent saving.

The time improvements help Servimatica to meet agreed service levels

with clients and boost IT department productivity, contributing to IT

savings o 10 percent and overall increased protability.

Designed for Data

• IBM technology including IBM Global

Mirror and IBM Tivoli Productivity Center

for Replication software facilitates reliablecontinuous replication of business-critical

data between the company’s two data

center locations. The solution helps

Servimatica meet the Basel II Accord

covering business continuity, security,

resilience and data governance.

Tuned to the Task

• IBM System z mainframe servers

offer leading-edge reliability, ideal for

Servimatica’s core banking applications

and databases. IBM System Storage

hardware enables the company to

consolidate enterprise data and exploit

integrated virtualization capabilities.


• The solution allows Servimatica to offer

reliable, exible hosting services to

customers, carving up capacity on its

IBM System z mainframe to suit business

requirements. IBM Tivoli software,

including IBM Tivoli Workload Scheduler,

enables the company to benet from

automated back-up capabilities and

optimize the workload across the

available processing capacity.

Driving Innovation

• Through enhanced performance,

scalability and security, Servimatica

has cut internal costs and improved

productivity, enabling the company to

add new clients and develop business

services without increasing its operational

expenses.



Smarter Computing


The improved resilience and reduced restore time also helps

Servimatica consistently and efciently meet agreed service levels.

This enhanced business perormance helps ensure that the key existing

clients are retained, and that new customers are attracted. With ascalable, high-perormance inrastructure in place, adding new clients

does not add signicant new costs, helping Servimatica benet rom the

economies o scale and leading to improved prot margins.

By oering a single point o control or ast, eective storage

management, the TotalStorage Productivity Center or Replication

application simplies control o a complex environment, saving

administrative time and eort and helping Servimatica maintain

exceptional data and business continuity in a cost-eective manner.

IBM Tivoli Workload Scheduler provides real-time alerts, reports and

sel-healing capabilities, enabling automation o numerous workload

management capabilities that were previously handled as a manualservice by Servimatica employees.


To learn more about smarter computing rom IBM and how we can

help you integrate, automate, protect and transorm your IT, contact



Solution Components

Software

• IBM DB2®

• IBM Tivoli® Storage Productivity Center

for Replication

• IBM Tivoli Workload Scheduler

• IBM Global Mirror

• IBM z/OS®

Servers

• IBM System z9®

• IBM zEnterprise™ 196

• IBM System Storage DS8100

• IBM TotalStorage TS3494

• IBM 3590 Tape Drive

Services








IBM España S. A.Santa Hortensia 26-2828002 MadridSpain

Produced in Spain June 2011 All Rights Reserved

IBM, the IBM logo, ibm.com, DB2, Tivoli, z/OS, z9, zEnterprise and System Storageare trademarks o International Business Machines Corporation, registered in many

jurisdictions worldwide. A current list o other IBM trademarks is available on the Web at “Copyright and trademark inormation” at: ibm.com/legal/copytrade.shtml .






Pl R l

http://www.ibm.com/



http://www.ibm.com/



Cloud Computing:


Adoption Pattern: Cloud Platform Services

Application on Private Cloud

Develop and Deploy Cloud Applications

Delivering Development and Test Environments

Cloud platform services enable organizations to define and leverage pre-built,

pre-integrated optimized workloads, tuned to application-specific needs.

Organizations can accelerate time to market for new services and increase

profitability and competitive advantage. Typically projects in this adoption pattern

are characterized by standardized and automated provisioning of topologies for

pre-defined workloads and include these projects

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Company saves millionswith IBM WebSphereCloudBurst Appliance

Overview

The need

Major financial services company

wanted to consolidate large, complex

IBM WebSphere product environments

in two data centers and manage config-

urations efficiently.

The solution

IBM Business Partner Haddon Hill

Group used IBM WebSphere

CloudBurst™ Appliance to roll out

and roll back configurations for the

WebSphere stack, reduce the complex-

ity of large environments and maintain

consistency of server configurations.

The benefit

● Projected 7-figure savings for enter-

prise WebSphere implementations● 13 - 15x times faster time to market

(3 - 4 days versus 40 - 60 days)● Six months to one year from go-live

for investment payback

IBM® WebSphere® Application Server powers the day-to-day opera-

tions of many of the largest companies. Many large financial services

companies, in particular, are in essence software companies that build

their custom applications that create their products on IBM operatingsystems and IBM middleware.

The result can be WebSphere product environments with hundreds

and even thousands of servers that have to be maintained to keep them

configured consistently across environments. Provisioning large envi-

ronments can be labor-intensive, and administrative costs can be

pushed upward by the number of steps and decisions involved in

designing, installing, configuring and maintaining solutions comprised

of different software components.

For example, a major financial services company wanted to consolidate

500 servers across two data centers with 48 blade servers virtualized with VMware. The company needed to be able to respond to its cus-

tomers by quickly and efficiently building temporary development

environments for the holiday sales seasons and taking them down when

they were no longer needed. The company also wanted to be able to

recreate in one data center its six security zones with complex firewall

rules without spending significant man hours on the project.

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“The important thing about the

IBM WebSphereCloudBurst Appliance is that it will dispense aWebSphere ApplicationServer image onto your WebSphere ApplicationServer environment or

private cloud, and that

application server will beready in a few minutes.”

—Phil Schaadt, President and CTO,

Haddon Hill Group

The company turned to an IBM Business Partner on the forefront of

the effort to help customers reduce cost and gain efficiencies in deploy-

ing and maintaining their enterprise WebSphere Application Server

environments. The Haddon Hill Group (HHG), based in Oakland,

California, was founded in 2003 to address the growing need to link ITinvestment to business value in organizations that rely on complex

computer systems.

“Leaders of large IT operations must deliver highly reliable services

across a growing array of applications despite constrained budgets,”

says Phil Schaadt, president and CTO of the Haddon Hill Group.

“For managers of high-volume, high-complexity, business-critical IT

infrastructures, Haddon Hill Group can help improve financial control

and performance, governance, reliability and service support using con-

sulting, analysis, hands-on engineering and facilitation methodologies.”

Managing computing resources cost-effectivelyFor managing complex IBM WebSphere Application Server

environments, the Haddon Hill Group chooses IBM WebSphere

CloudBurst™ Appliance. WebSphere CloudBurst Appliance is

delivered with a new addition to the WebSphere Application Server

family, IBM WebSphere Application Server Hypervisor Edition for

6.1 and 7.0.

The WebSphere CloudBurst Appliance dispenses WebSphere

Application Server Hypervisor Edition, a virtual image of WebSphere

Application Server, into the server environment.

“The important thing about the IBM WebSphere CloudBurst

Appliance is that it will dispense a WebSphere product image onto

your server environment or private cloud, and that virtual server will

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Hardware

●

IBM® WebSphere® CloudBurst™ Appliance

Software

● IBM WebSphere Application Server

Hypervisor Edition for 7.0 and 6.2● IBM WebSphere Lombardi Edition● IBM WebSphere Process Server

Hypervisor Edition for 7.0 and 6.2

be ready in a few minutes,” says Schaadt. “You can do it in a clustered

environment. And you can even roll out IBM WebSphere Process

Server and get all the settings right in a fully clustered environment

with a database connection, in about 90 minutes. And you can also eas-

ily manage all the configurations of IBM WebSphere Process Serverthat you need. All the steps that took up so much time and effort on

the part of IT staff have been removed. The savings for companies

with large WebSphere implementations can be in the millions.”

More choices in designing WebSphereenvironmentIn the initial stages of the project for the financial services company,

Haddon Hill Group focused on changing the way the company went

about provisioning to make it more efficient. “Our HHG QuickStart

Program asks basic work process and design questions about the envi-

ronment that the company has never had the luxury of addressing,”says Schaadt. “These are questions like ‘When do you go about assign-

ing TCP/IP addresses—before or after you do your security tests?’

‘Do you want to use VMotion on Virtual Center?’ ‘Do you want one

or two environments?’ ‘Do you want to be able to exchange environ-

ments between IBM Power Systems™ and x86?’ With WebSphere

environments so much easier to provision and maintain, companies

have more choice in designing their environment.”

HHG began rolling out the new environment with WebSphere

CloudBurst Appliance included to manage provisioning and keep

servers tuned with the right configuration. IBM WebSphere

Application Server Hypervisor Edition is optimized for using WebSphere Application Server in virtualized environments on top of

hypervisors such as VMware ESX and ESXi, PowerVM™ and

IBM z/VM®.

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$3 - 4 million in savingsLike most of HHG’s large customers, the financial services company is

focused on maintaining consistency across its environments and

enabling very quick rollout and takedown. “Instead of leaving configu-

rations in the infrastructure that have already outlived their usefulness,the company wants the ability to have these environments taken back

into the WebSphere CloudBurst Appliance,” says Schaadt. “If they ever

need them again, they can redeploy these environments quickly, which

greatly conserves the company’s assets and saves a lot of time.”

The ability to roll out and roll back temporary environments to meet

special needs with WebSphere CloudBurst Appliance will enable the

company to earn millions more in revenue during peak sales seasons.

The company will be able to save $3 - 4 million in alternative configu-

ration costs by using a WebSphere CloudBurst Appliance in each of its

six security zones and using the ‘purple box’ to reconfigure and manage

the configuration of the new physical servers that are set up,” says

Schaadt. “The company will realize a payback of its investment within

six months to a year from go-live.”

The customers’ own hardware is used to create the environment into

which WebSphere virtual images are dispensed and managed by the

appliance. At the financial services company, Haddon Hill Group has

been working with the company’s x86 machines, and will soon be

implementing WebSphere CloudBurst Appliance in conjunction

with IBM Power Systems and PowerVM-based deployments and

WebSphere Application Server.

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13 - 15x faster time-to-valueIn addition to lower cost of maintenance, the WebSphere CloudBurst

Appliance represents savings in power, hardware and floor space.

“But mostly it is the consolidation and operational cost savings that

companies will appreciate,” says Schaadt. “WebSphere CloudBurst Appliance is a configuration and optimization offering, and represents

significant opportunities for companies to consolidate servers on a

much lower number of machines with the correct configuration that

can be managed and maintained with much less effort. It’s making sure

that your middleware is provisioned properly and your application runs

on it. You can reduce your cycle time, your error rate, the overhead of

managing, and the server and license expenses.”

The savings in time-to-market is also dramatic. “We’ve documented

this in real time,” says Schaadt. “A development or QA server can take

40 to 60 days to be turned over to operations. Much of this time is

consumed with finding the right golden image and verifying it with

security. We can reduce that to three-to-four days. WebSphere

CloudBurst Appliance provides a catalog of standard configurations for

the WebSphere stack, and if you’re authorized, you click and it’s there

in an hour.”

The company’s IT leaders realized that even more optimizations could

be made to the deployment process on the people side. With that in

mind, they have made an investment in IBM WebSphere Lombardi

Edition to automate the requests for new development, test and pro-

duction systems. They will begin to automate the current manual

processes of getting work requests from one team to another, then look to improve those processes over time. This innovative use of business

process management (BPM) technology will help move the organiza-

tion down the path to wider adoption of BPM throughout the business.

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Please Recycle

For more informationContact your IBM sales representative or IBM Business Partner, or

visit us at: ibm.com /software/webservers/cloudburst

For more information about the Haddon Hill Group, visit:www.haddonhillgroup.com

Additionally, financing solutions from IBM Global Financing can

enable effective cash management, protection from technology obso-

lescence, improved total cost of ownership and return on investment.

Also, our Global Asset Recovery Services help address environmental

concerns with new, more energy-efficient solutions. For more informa-

tion on IBM Global Financing, visit: ibm.com /financing


IBM CorporationSoftware GroupRoute 100

Somers, New York 10589U.S.A.

Produced in the United States of AmericaNovember 2010 All Rights Reserved

IBM, the IBM logo, ibm.com, CloudBurst, Power Systems, PowerVM, WebSphereand z/VM are trademarks or registered trademarks of International Business Machines Corporation in the United States, other countries, or both. If theseand other IBM trademarked terms are marked on their first occurrence in thisinformation with a trademark symbol (® or ™), these symbols indicate U.S.registered or common law trademarks owned by IBM at the time this information was published. Such trademarks may also be registered or common law trademarksin other countries. A current list of IBM trademarks is available on the web at“Copyright and trademark information” at ibm.com /legal/copytrade.shtml

Other product, company or service names may be trademarks or service marks of others.

This case study is an example of how one customer uses IBM products. There is noguarantee of comparable results.

References in this publication to IBM products and services do not imply thatIBM intends to make them available in all countries in which IBM operates.

WSC14249-USEN-00

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A healthcare company

deploys software in just90 minutes

IBM Business Partner Haddon Hill Group automates software implementation with IBM software

IBM Software

Overview

The need

A major healthcare company wanted to

upgrade its claims processing system

and deploy IBM WebSphere Process

Server software into a virtual server farm

based on IBM System z10 servers.

The solution

Haddon Hill Group provided an

automated software implementation

solution based on the IBM WebSphere

CloudBurst Appliance device and

IBM Rational Automation Framework for

WebSphere software.

The benefitThe solution enables the company to

deploy software in 90 minutes, instead of

up to two weeks. Plus, IBM Rational

Automation Framework for WebSphere

software helps eliminate manual,

error-prone tasks.

Provisioning large virtual server environments can be labor intensive,

involving many steps and decisions. Small errors can sometimes cause

major setbacks. Therefore, minimizing the potential for errors is an

essential part of streamlining the provisioning process. Managing changein large enterprises by helping them streamline complex software imple-

mentations has become the calling card of IBM Business Partner Haddon

Hill Group, which is based in Oakland, California. “Haddon Hill Group

has a team of experts dedicated to helping enterprise customers quickly

implement complex and highly secure environments,” says Phil Schaadt,

chief technical officer (CTO) and chief consultant, Haddon Hill Group.

“Our experience includes implementing several first-of-its-kind deploy-

ments, and we can provide immediate customer-specific demonstration

proofs-of-concept on our own infrastructure.”

When a major healthcare organization with operations in multiple

regions throughout the United States wanted to upgrade its claims pro-cessing system, it turned to Haddon Hill Group for assistance in provi-

sioning its environment with IBM WebSphere® Process Server software.

“WebSphere Process Server software was a key component of the com-

pany’s service-oriented architecture and had to be implemented in five

regions; each region had to have its own code base, its own processes and

its own rules,” says Schaadt. “Each region also had to have development,

Case Study

Healthcare

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Healthcare

“Availability for a health-care provider is a life or death matter. The systemcan never, ever go down.There was never aquestion of using a server other than System z for our customer.”

—Phil Schaadt, CTO and Chief Consultant,

Haddon Hill Group

QA, production and test environments, which meant multiple environ-

ments to keep track of with subtle differences in environmental variables

and not-so-subtle differences in terms their data and functionality.”

“Now, anyone who’s worked in that environment knows that it’s notgoing to happen in a few hours manually. You’re lucky if it’s going to

happen in a few days or weeks.”

Leveraging the mainframe for maximum

availabilityIn the case of the healthcare company, the virtual environment is hosted

by an IBM System z10® Enterprise Class mainframe running the Linux

operating system for maximum stability, efficiency and utilization of

server resources.

“Availability for a healthcare provider is a life or death matter. The systemcan never, ever go down,” says Schaadt. “There was never any question of

any other type of server other than System z for our customer.”

Using the IBM z/VM® operating system, the mainframe can be parti-

tioned into hundreds of Linux guests, each one a virtual server with all

the stability and security of the mainframe. The healthcare company’s

System z server is equipped with Integrated Facility for Linux (IFL)

processors, which are special processors designed to run Linux

cost-effectively and with more virtual images per core processor.

Needing an automated implementation solution

The healthcare company wanted a “gold topology”—a configurationthat could serve as a reference for further enterprise implementations.

A gold topology requires a minimum of three to five servers for each

independent deployment. “In addition, there are a number of environ-

mental variables for the WebSphere Process Server side,” says Schaadt.

“We needed to isolate approximately 80 environments. But we couldn’t

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Healthcare

leave 80 environments up and running on the mainframe. That would be

too costly. We needed an automated implementation solution which

would enable us to roll out and roll back each image, knowing we could

get it back. Additionally, we needed a way for the customer to know

exactly what was deployed into their private cloud, for license trackingpurposes and patch fix provisioning.”

Haddon Hill Group has developed a standardized, tested solution for

implementing large-scale WebSphere environments using IBM Rational

Automation Framework for WebSphere software, an IBM WebSphere

CloudBurst™ Appliance device and IBM Rational® Build Forge®

software for automating software assembly.

Implementing WebSphere Process Server

software in just 90 minutes

Using IBM best practices, the WebSphere CloudBurst Appliance devicepackages Hypervisor Editions for key IBM WebSphere products, includ-

ing IBM WebSphere Application Server, WebSphere Process Server,

IBM WebSphere Message Broker and IBM WebSphere Portal software,

along with the IBM DB2® database. Additionally, it is possible to create

custom Hypervisor Editions of virtually any IBM AIX® operating

system-based application for provisioning and management from the

WebSphere CloudBurst Appliance device.

The WebSphere CloudBurst Appliance device leverages these

pre-configured Hypervisor Edition products to rapidly dispense virtual

images into the environment.

“The important thing about the IBM WebSphere CloudBurst Appliance

is that it will dispense a WebSphere Application Server image into your

environment or private cloud along with other products within the

WebSphere stack, and that application server will be ready in a few

minutes,” says Schaadt. “You can do it in a clustered environment. And


Software

● IBM DB2®● IBM Rational® Automation Framework

for WebSphere®● IBM Rational Build Forge®● IBM WebSphere Cloudburst™● IBM WebSphere Application Server

Hypervisor Edition● IBM WebSphere Process Server

Hypervisor Edition● IBM z/OS®● IBM z/VM®

Servers

● IBM System z10® Enterprise Class

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Healthcare

you can roll out IBM WebSphere Process Server and get it right in a fully

clustered environment with a database connection in about 90 minutes.

You can also easily manage all the configurations of the WebSphere

Process Server software that you need.”

Haddon Hill Group also implemented the claims processing module of

IBM WebSphere Healthcare Content Pack, a configurable and extensible

set of business process management (BPM) solutions based on Health

Insurance Portability and Accountability Act of 1996 (HIPAA) standards

and IBM best practices for enrollment and claims collaboration to reduce

risk and accelerate time to value.

Minimizing human intervention The components of the WebSphere Process Server software implementa-

tion solution developed by Haddon Hill Group work together to help

minimize human intervention. A user kicks off the process using Rational

Automation Framework for WebSphere software on the Rational Build

Forge application, which then invokes the WebSphere CloudBurst

Appliance device. The device then connects to the z/VM operating

system and creates virtual machines for WebSphere Process Server

Hypervisor Edition and WebSphere Application Server Hypervisor

Edition software. The WebSphere Cloudburst Appliance device starts

the virtual machines and WebSphere Application Server Hypervisor

Edition applications.

Rational Build Forge software runs configuration scripts, assigns environ-

mental variables and connects WebSphere Process Server Hypervisor

Edition to the DB2 database on the IBM z/OS® operating system.Rational Build Forge installs the real-time claims processing applications

on WebSphere Process Server Hypervisor Edition software using

application deployment scripts. The user logs on to the WebSphere

software and begins to use the application—all in about 90 minutes.

To manually deploy this environment would normally require weeks of

planning, installation, configuration, and troubleshooting.

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Healthcare

Automating software productionRational Automation Framework for WebSphere and Rational Build

forge software are critical elements of the solution. They help automate

software production and eliminate manual, error-prone tasks, while

reducing the maintenance of proprietary, homegrown scripts. The

applications provide repeatable and consistent processes for improved

efficiency and capture self-documenting data to create an audit trail.

The solution has transformed the way the healthcare company creates the

environments it needs. “With the WebSphere and Rational solution we

know we can build any environment in about 90 minutes, do our testing

and be able to take it back down knowing that we can always get it back,”

says Schaadt.


To learn more about Rational software, WebSphere software or theSystem z platform, contact your IBM representative or IBM Business

Partner, or visit the following websites:● ibm.com /software/rational

● ibm.com /software/websphere

● ibm.com /systems/z

Additionally, financing solutions from IBM Global Financing can enable

effective cash management, protection from technology obsolescence,

improved total cost of ownership and return on investment. Also, our

Global Asset Recovery Services help address environmental concerns with

new, more energy-efficient solutions. For more information on

IBM Global Financing, visit: ibm.com /financing

of 142

http://www.ibm.com/software/rational


http://www.ibm.com/software/websphere


http://www.ibm.com/systems/z











Please Recycle


IBM CorporationSoftware GroupRoute 100Somers, NY 10589U.S.A.

Produced in the United States of America July 2011 All Rights Reserved

IBM, the IBM logo, ibm.com, AIX, Build Forge, CloudBurst, DB2, Rational,System z, WebSphere, z/VM and z/OS are trademarks of International Business

Machines Corporation, registered in many jurisdictions worldwide. A current list of IBM trademarks is available on the web at “Copyright and trademark information” atibm.com /legal/copytrade.shtml

Linux is a registered trademark of Linus Torvalds in the United States, other countriesor both.

Other company, product or service names may be trademarks or service marks of others.

The information contained in this documentation is provided for informationalpurposes only. While efforts were made to verify the completeness and accuracy of the information contained in this documentation, it is provided “as is” without warranty of any kind, express or implied. In addition, this information is based on IBM’s currentproduct plans and strategy, which are subject to change by IBM without notice.IBM shall not be responsible for any damages arising out of the use of, or otherwiserelated to, this documentation or any other documentation. Nothing contained in this

documentation is intended to, nor shall have the effect of, creating any warranties orrepresentations from IBM (or its suppliers or licensors), or altering the terms andconditions of the applicable license agreement governing the use of IBM software.

This case study illustrates how one IBM customer uses IBM products. There is noguarantee of comparable results. References in this publication to IBM products orservices do not imply that IBM intends to make them available in all countries in which IBM operates.

RAC14213-USEN-00

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Rational

IBM Sotware

Sogeti is a leading provider o proessional technology services,

specializing in Application Management, Inrastructure Management,

High-Tech Engineering and Testing. Together with its sister company

Capgemini, Sogeti has developed innovative, business-driven quality assurance (QA) and testing services, combining their own best-in-breed

testing methodologies (TMap® and TPI®) and the global delivery

model, Rightshore®, to help organizations achieve their testing and QA

goals. Capgemini and Sogeti have created one o the largest dedicated

testing practices in the world, with over 8,200 test proessionals and a

urther 12,500 application specialists, notably through a groupwide

Center o Excellence with testing specialists based in India.

Sogeti Netherlands (NL) is a major contributor to Sogeti’s worldwide

testing revenues and is a quality assurance innovator within the Group.

With over 700 quality assurance experts, it manages hundreds o test

plans or its clients in multiple locations in the Netherlands and India.Seeking to drive innovation, lower costs and improve the eciency o

its testing services, Sogeti NL wanted to:

• Develop an automated testing solution that could support multiple

projects and multiple clients, scale up rapidly and enable resources to

move between projects

• Standardize its testing centers and develop them into more highly

ecient sotware testing actories, rather than using a disparate set

o test tools

• Move to a single licensing model or test tools to more eectively

support multiple clients managing and accessing test plans, scripts,

results and other assets when and where they were needed

Sogeti NL decided to adopt IBM Rational Quality Manager sotware to

provide a centralized test management environment. Built on the IBM

Jazz platorm, Rational Quality Manager is a collaborative, web-based,

quality management solution that enables Sogeti NL test teams to

plan tests, control the test workfow and report on metrics worldwide.

Sogeti drives sotwaretesting innovations ornew service oerings andcloud initiatives using IBMRational solutions

Overview

ChallengeTo keep costs low, increase test tool

license exibility and deliver more efcient

testing services, Sogeti Netherlands

wanted to replace the test management

sotware it used or several clients.

Solution

Sogeti Netherlands adopted IBM®

Rational® Quality Manager sotware or

some client-specifc test lines within its test

service center as well as or its Sotware

Testing as a Service (STaaS) test line. As a

result, they developed a migration service

or other customers also looking or more

eective test management.

Benefts

• Migration to Rational reduced

maintenance license costs by

40 percent

• Completed migration on schedule in

eight weeks with no downtime

• Increased efciency and reduced risks

by providing on-demand cloud-based

test services

• Adoption o open IBM Jazz™ platorm

enables quality management innovation

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Rational

IBM Sotware

“Using IBM Rational Quality Manager, our sta can access all o our

testware—plans, scripts and results—via the web, so location is no

longer a concern. And, with the open licensing model, they can be

working locally, oshore or even rom home,” says Paul Bentvelzen,

Test Line Manager at Sogeti Netherlands. In addition to ullling

its immediate needs, Sogeti NL also wanted the fexibility to add

requirements management, automated testing and other capabilities to

meet its needs going orward. “When we were evaluating solutions, the

openness o the Jazz platorm, IBM Rational Suite products and the

ability o IBM to act as our strong partner were important actors in our

decision, because we are always planning or the uture.”

Addressing key challengesSogeti NL’s move to Rational Quality Manager was motivated by

several key business drivers. Among the most pressing o these was the

need or test management sotware with a licensing model that was wellsuited to the Sogeti NL Managed Testing Service environment. “The

vendor or our exist ing sotware was unable to create an open

environment that aligned suciently with our services proposition. We

needed a more open licensing model that enabled us to provide our

services to all our clients at a lower cost,” says Bentvelzen.

While reducing costs was a primary concern, it was not the only actor

in the decision. Sogeti NL chose Rational Quality Manager because it

also ullled the ollowing requirements:

• Support or multiple clients, projects and countries

•

Accessible worldwide• Integration with the TMap NEXT® process and other testing tools

• Built on an open and extensible platorm

Migrating to IBM Rational Quality Manager and

creating a new service With the contract or their existing test management sotware expiring

at the end o the calendar year, the Sogeti NL team had just eight weeks

to set up their Rational Quality Manager environment and migrate the

rst our projects into it. With support rom the IBM Rational team in

the Netherlands, the team met this goal with no downtime on their

ongoing projects.

During the migration, the group developed a fexible XML-based

technique or mapping and transitioning the many test plans, cases,

scripts, execution records and results rom their existing tool into

Rational Quality Manager. “When we started the migration eort or

ourselves, one o our goals was also to make the approach reusable or

uture projects,” says Bentvelzen. “We knew there were other

companies in the same situation, and we wanted to put ourselves in a

position to help them.”

Solution Components

Sotware

• IBM® Rational® Functional Tester• IBM Rational Quality Manager

• IBM Rational RequisitePro®

• IBM Rational Method Composer

• IBM Smart Business Development and

Test on the IBM Cloud

IBM Business Partner Sogeti Sogeti Solutions:

• TMap® Master Test Plan Template or

IBM Rational Quality Manager

• TMap Plug in or IBM Rational Method

Composer

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Rational

IBM Sotware

Sogeti oered the new migration service shortly ater completing its

own transition, and has already helped several clients migrate their test

assets to Rational Quality Manager, including Swiss Post Solutions

(SPS). SPS is a global provider o mailroom, document process and

oce support outsourcing solutions, relying heavily on ecient

workfow systems that work without error consistently or each and

every client. An advocate o proessional test sotware tools, the client

decided to switch its Test Management platorm to IBM Rational

Quality Manager sotware in order to gain global liecycle sotware

delivery eciencies.

SPS engaged Sogeti Switzerland to manage the operation o smoothly

migrating the existing legacy test assets, using Sogeti’s unique

migration mapping and execution service. Carried out as a big bang

implementation, with multiple test plans, test cases, design steps and

deects, the project went live with all necessary data migrated onto

the new platorm on schedule and within budget. The migration

was completed without any degradation o test assets and without

aecting the continuity o business processes—the criteria o a

successul SPS project.

Moving to the cloudSogeti Group recently began combining its services with IBM Rational

quality management sotware solutions via IBM Smart Business

Development and Test in the IBM Cloud. This oering provides clients

with on-demand test services or unctional, perormance, usability and

security testing while lowering deployment and maintenance costs.

Some clients, or example, need perormance testing capabilities only once or twice a year, and on-demand access to those capabilities in the

cloud is a cost-eective alternative to deploying and maintaining the

test environment locally and throughout the license period.

“We’re oering our cl ients test environments complete with the

tooling and expertise they need to get their projects done,” says Ewald

Roodenrijs, Global Lead or cloud testing at Sogeti. “When a client

needs access to IBM Rational Functional Tester to test an application

running on IBM WebSphere Application Server, IBM WebSphere

MQ and IBM DB2 sotware, we have that environment available.

They don’t have to worry about maintenance, they have the fexibility

to use it only when they need it, and they can access it globally withteams in multiple countries.”

All levels o testing can be carried out in cloud environments, and

indeed, some types o testing benet particularly rom a test

environment in the cloud. An early pilot with a European nancial

services client gave Sogeti NL a much clearer understanding o the

portability o cl ient applications to a cloud, and o how the cloud could

be implemented within the client’s existing inrastructure or use by

their development and test teams.

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IBM CorporationSotware GroupRoute 100Somers, NY 10589U.S.A.

Produced in the United States o America June 2011 All Rights Reserved

IBM, the IBM logo, ibm.com, DB2, Jazz, Rational, RequisitePro and WebSphere are trademarks o International Business

Machines Corporation, registered in many jurisdictions worldwide. A current list o IBM trademarks is availableon the Web at “Copyright and trademark inormation” at: ibm.com /legal/copytrade.shtml

Other company, product or service names may be trademarksor service marks o others.

The inormation contained in this documentation is providedor inormational purposes only. While eorts were made to veriy the completeness and accuracy o the inormationcontained in this documentation, it is provided “as is” without warranty o any kind, express or implied. In addition, thisinormation is based on IBM’s current product plans and

strategy, which are subject to change by IBM without notice.IBM shall not be responsible or any damages arising out o the use o, or otherwise related to, this documentation orany other documentation. Nothing contained in thisdocumentation is intended to, nor shall have the eect o,creating any warranties or representations rom IBM (or itssuppliers or licensors), or altering the terms and conditionso the applicable license agreement governing the use o IBM sotware.

Please Recycle

RAC14210-NLEN-00

Using testing tools on an on-demand basis, with IBM providing the

inrastructure (via IBM Smart Business Development and Test on

the IBM Cloud) and integrated test tool set, Sogeti set up a test

environment in the cloud, including access to testing tools, services or

instances, and storage. Once the system under test was installed, manual

and automated test scripts were executed. The automated test scripts

were created in Rational Functional Tester, managed with Rational

Quality Manager and executed in the virtual environment.

From this experience, together with other assignments with clients

in the public and private sectors, Sogeti has identied a number o

distinct dierences and corresponding benets to testing on the cloud,

including increased fexibility, aster setup, improved drive or

standardization and traceability.

TMap integration with IBM Rationaltesting solutions When Capgemini and Sogeti launched a joint portolio o sotware

testing services in 2010, the oering was underpinned by Sogeti Group’s

structured methodology or sotware quality assurance and testing,

TMap. Sogeti developed a TMap plug-in or IBM Rational Method

Composer sotware, which provides process guidance and is supporting

the growing adoption o TMap in combination with IBM test solutions

within Capgemini. Sogeti’s core methodology is also embodied in the

Sogeti TMap Master Test Plan Template, which is used with IBM

Rational Quality Manager to acilitate risk-based analysis and ocused

testing. Capgemini and Sogeti have deployed IBM Rational Quality

Manager and IBM Rational Functional Tester to support ongoingtesting services in India.

Sogeti NL has also started a project in which requirements managed in

IBM Rational RequisitePro® sotware are linked to test assets in

Rational Quality Manager, so they can be tracked together. “As we

continue to industrialize our test service centers, it is a tremendous

advantage to deploy integrated solutions without having to worry about

licensing hassles,” says Bentvelzen. “Our collaboration with IBM has

been very productive, and it is just getting better over time. Because we

are working with people that understand our business—in our case,

development and testing—it’s easier to prepare or uture challenges

and opportunities. That is a strong asset in our relationship with IBM.”

For more informationFor more inormation, contact your local IBM sales representative or

visit: ibm.com /sotware/rational

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http://ibm.com/software/rational






Cloud Computing:


Adoption Pattern: Business Solutions on Cloud

Business solutions on cloud help organizations gain immediate access to enterprise-

class business solutions while minimizing risk and capital expense. Software as a

service in this adoption pattern may include collaboration, business process

management, analytics, application management, email, integration, order-to-cash,

B2B, dev/test, service desk and marketing. Projects include

Business Process Redesign Enable Global Supply Chain and Inventory

Social Business

Reducing the Total Cost of Ownership of B2B Integration

Digital Marketing Optimization

Monitoring as a Service

Desktop Cloud

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Healthcare

Presbyterian Healthcare

Services lays a foundation for innovation

Overview

The need

To remain at the cutting edge of innova-

tion, Presbyterian Rust Medical Center

needed to improve the way it captured,

analyzed and documented its day-to-day

processes.

The solution

The IBM Blueworks Live offering enables

staff to quickly discover and document

existing processes to identify opportuni-

ties for improvement in daily operations.

The benefit

Employees are approximately 12 times

more productive when mapping out

processes with the Blueworks Live

solution than they were before.

Presbyterian Healthcare Services is a not-for-profit healthcare system that

has served the residents of New Mexico since 1908. It includes hospitals,

a health plan and a growing medical group. To reduce the burden on one

of its larger hospitals in Albuquerque and to make it easier on residentsliving in the western suburbs of Albuquerque to receive the services they

need, the organization decided to open a full-service hospital in the

community of Rio Rancho. With 68 beds, the Presbyterian Rust Medical

Center will open in October 2011 and will feature labor and delivery

services, intensive care, operating rooms, cardiac services, MRI and

imaging, and emergency care. The center is part of the Presbyterian

Westside Healthcare System.

Laying a foundation for innovationDoug Johnson, director of innovation for the Presbyterian Westside

Healthcare System and clinical project manager for the new hospital, was

tasked with making the new hospital as innovative as possible. “My role is

to look at how we can lay a foundation for innovation. Innovation is really

about people and processes, rather than innovation for its own sake.” But

this task was extremely challenging, considering that a hospital setting can

include hundreds of processes that must be mapped. “I’ve never been

faced with a challenge like opening up a 68-bed hospital and designing

all of the processes within that environment,” Johnson says. “We need

to make sure that all of our systems are going to work before we open

up the facility, and we needed a way to define and standardize all of

these needs.”

The IBM Blueworks Live offering gives everyonea voice in process improvement initiatives

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Healthcare

“Using IBM Blueworks Live, employees areabout 12 times more

productive. The keyword here is empower-ment. Employees are nowempowered to create the

processes that they need.”

—Doug Johnson, director of innovation,

Presbyterian Westside Healthcare System

and clinical project manager,

Presbyterian Rust Medical Center

In the past, the organization had used tools such as Microsoft Visio

software to map out its processes. However, these process diagrams were

often simply forgotten after they were created. They weren’t updated or

shared with other parts of the organization. Therefore, Johnson sought a

better way to document the process flows of the new hospital. He wantedto find a methodology for documenting the current and future states

of the hospital’s processes and process flows; one that would analyze

constraints, standardize its process flows and encourage collaboration

among department managers. The organization also sought to identify

performance metrics, apply them to its processes and ensure that it could

meet its performance goals.

Easily creating process flows with the

IBM Blueworks Live toolUnder the visionary guidance of Drew Cobb, chief applications officer,

and Sam Waissman, director of systems architecture, both of PresbyterianHealthcare Services, Johnson was introduced to the IBM Blueworks Live

offering, which appeared to be a perfect solution for creating and opera-

tionalizing the hospital’s process flows. The Blueworks Live offering

enables managers to create a process flow so they’re not reliant on techni-

cal staff to do the work for them. Plus, with the Blueworks Live offering,

users can operationalize the process and then make sure all the process

stakeholders are reviewing it on an ongoing basis to ensure it continues

to meet the needs of the hospital. Finally, the tool serves as a central

repository for artifacts such as standard workflows, performance methods,

and links to policies and procedures.

Getting up and running with the tool was easy. Because it’s cloud-based,it can be easily accessed via a web browser. Johnson found that after just

six hours of training, employees are productive and able to begin creating

process flows. And once employees begin using the tool, they are dramat-

ically more productive than they would be using other process manage-

ment suites. “Using IBM Blueworks Live, employees are about 12 times

more productive. The key word here is empowerment. Employees are

now empowered to create the processes that they need,” says Johnson.

In fact, in just two months, the managers of the Presbyterian Rust

Medical Center documented in detail approximately 120 process flows.

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Healthcare

Quickly identifying process gaps and conflictsUsing the Blueworks Live tool, the hospital was able to quickly identify

gaps and conflicts in its processes—some of which had been causing

inefficiencies for years. For example, by using the solution, the hospital

was able to design a process to ensure medications were available for new

procedure designs for the new hospital. It was also able to identify where

gaps existed that led to mitigation activities to ensure patient safety.

Further, the hospital gained the ability to discover gaps in scheduling

and connect departments so that patients are transferred efficiently.

Encouraging collaborationEach week, Johnson meets with all of the managers of the new hospital to

train them on the Blueworks Live solution and to share information and

experience. According to Clay Holderman, hospital administrator, the

Blueworks Live offering has encouraged collaboration among the hospi-

tal’s managers. “I’d almost say that it has democratized process work,”he states. Many of the hospital’s managers are nurses or other medical

professionals who don’t necessarily have a lot of experience with process

design. But the managers have found the Blueworks Live tool to be

approachable and easy to use. Because the tool enables the hospital to

store all of its process flows in a central repository, managers can work

together on their process flows and reuse process elements across

departments.

Presbyterian Healthcare Services plans to expand its use of the Blueworks

Live tool to other groups within the organization. “Blueworks Live is

more than just a tool,” Johnson says. “It does a lot of work behind the

scenes to help standards, encourage documentation and set expectations with leadership and management.”


Software

● IBM Blueworks Live

“I’d almost say that IBM Blueworks Livehas democratized

process work.”

—Clay Holderman, hospital administrator,

Presbyterian Rust Medical Center

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For more information To learn more about the IBM Blueworks Live offering and try the

tool free of charge, please contact your IBM representative

or IBM Business Partner, or visit the following websites:

ibm.com /software/integration/blueworks-live or www.blueworkslive.com




Global Asset Recovery Services help address environmental concerns

with new, more energy-efficient solutions. For more information on



IBM CorporationSoftware GroupRoute 100Somers, NY 10589U.S.A.


August 2011 All Rights Reserved

IBM, the IBM logo and ibm.com are trademarks of International Business MachinesCorporation, registered in many jurisdictions worldwide. A current list of IBM trademarks is available on the web at “Copyright and trademark information” atibm.com /legal/copytrade.shtml

Other company, product or service names may be trademarks or service marks of others. The information contained in this documentation is provided for informationalpurposes only. While efforts were made to verify the completeness and accuracy of theinformation contained in this documentation, it is provided “as is” without warranty of any kind, express or implied. In addition, this information is based on IBM’s currentproduct plans and strategy, which are subject to change by IBM without notice.IBM shall not be responsible for any damages arising out of the use of, or otherwiserelated to, this documentation or any other documentation. Nothing contained in this

documentation is intended to, nor shall have the effect of, creating any warranties orrepresentations from IBM (or its suppliers or licensors), or altering the terms andconditions of the applicable license agreement governing the use of IBM software.

This case study illustrates how one IBM customer uses IBM products. There is noguarantee of comparable results. References in this publication to IBM products orservices do not imply that IBM intends to make them available in all countries in which IBM operates.

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Dal-Tile Corporation

Customer background

Established in 1947 in Dallas, Texas,

Dal-Tile Corporation, a subsidiary of

Mohawk Industries, manufactures,

distributes and markets high-quality

ceramic tile and natural stone products.

They are the largest ceramic tilemanufacturer in the U.S., and one of the

largest in the world, with nearly 8,000

associates. Their products go to market via

three channels: company-operated sales/

service centers, independent distributors,

and home center retailers.

The company operates three strategic

business units: Dal-Tile, American Olean,

and Home Center Services. Dal-Tile

currently operates eight manufacturingfacilities, five Regional Distribution

Centers, and over 250 Sales Services

Centers throughout the U.S., Canada, and

Puerto Rico.

Business challenge

Dal-Tile understood that the 1980’s

technology they were using would need

to be updated. “We had to get ourselves

a new generation of software,” said Rick

Odorico, General Manager, Dal-Tile

Business Operations. After seeing rapid

growth in the 1990s and early 2000s,

Dal-Tile changed their single store type

mentality and began to focus on a multi-

store approach. At the helm of a growingbusiness, Dal-Tile’s existing system was

becoming an anchor, costing them both

time and money due to the inflexibility of

the system.

Dal-Tile proactively began their search

for a new solution that would reduce the

load and maintenance overhead on their

existing legacy systems. It would also

need to be able to track a customer’s order

throughout its lifecycle, provide all theassociated transfers, purchase orders, and

return details to the user, and ease the end

to-end order fulfillment and order tracking

process across all Dal-Tile locations.

Solution

Twenty-two years ago, the typical Dal-Tile

customer was a ceramic tile contractor.

Today, they still work with ceramic tile

Sterling Order Managementimproves Dal-Tile’s end-to-end

customer lifecycle process

STERLING COMMERCE CASE STUDY

Location

Dallas, Texas

Industry

Manufacturer and distributor of ceramic tile and

natural stone products

Business challenge

Reliably administer all operations through a•

flexible solution within the sales service centers

and stone slab facilities

Integrate with existing legacy systems•

Manage the lifecycle of a customer order while•

interfacing with the overall supply chain

Solution

IBM® Sterling Order Management

Benefits

Improve profitability•

Add flexibility for future growth•

Reduce lost sales and out-of-stocks•

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worked hand-in-hand to create a system in

which all orders taken during the business

day could be viewed, and pricing set to

ensure the best price for the customer

as well as ensuring margins were correct

so that Dal-Tile could continue to be

profitable.

The Sterling Commerce solution lowers

total cost of ownership by providing

flexibility based on each local store’s needs.

By recommending stock replenishment

quantities based on demand and forecast,

Sterling Order Management enables

Dal-Tile to keep store inventory at a

minimum and reduce their overhead

inventory cost.

Dal-Tile associates can now void invoices

and create credit and debit memos, and

search for available inventory across the

supply chain in one seamless flow. Sterling

Order Management not only provides a

lower cost of ownership, but also improves

the customer buying experience by

providing more flexibility and ensuring

the best overall value.

Key benefits

Improved profitability

Dal-Tile is expecting a full return

on investment within three years of

implementing Sterling Order Management

solutions. Upon retiring their legacy

system, Dal-Tile will save over $2 million

per year. Due to the more efficient

contractors, but also conduct the majority

of their business with floor covering and

full line dealers, residential contractors,

commercial contractors, builders, retailers

and more. “Our existing system didn’t have

the flexibility to handle change very well,”

said Rick Odorico. “We were looking for a

solution that off-the-shelf was a better fit

than any other.”

Dal-Tile selected Sterling Order

Management based on its peripheral

strength and flexibility to do business with

multiple partners and grow their product

line sales.

Dal-Tile now has end-to-end functionality

that allows them to view, maintain and

update orders at the store level. Dal-Tile

uses Sterling Order Management for pick-

up, ship-out, pack-and-hold, transfers

and direct-ship orders. Pricing and margin

management was previously an issue

for Dal-Tile prior to the solution as the

company had no visibility into what the

actual margin was on each order until after

the sale. Dal-Tile and Sterling Commerce

“Sterling Order Management is the system

engine we have been looking for to take

our organization to a world class level of

customer service now, and for many more

years to come.”

Rick OdoricoGeneral Manager,Dal-Tile Business Operations

processes provided by Sterling Order

Management, Dal-Tile is forecasting an

increase in its profits by over $1 million per

year through improved pricing and margin

management. In addition, they are able

to reduce their order fulfillment costs by

efficiently orchestrating order and service

fulfillment across multiple systems andpartners.

Flexibility for future growth

Sterling Order Management supports

Dal-Tile’s future growth by offering the

flexibility for future process changes

required to meet changing customer

demands. Potential future acquisitions and

business model changes will be easier to

manage. As a new company is acquired

or a new product is offered, Dal-Tile willbe able to incorporate these changes into

the system without an interruption in order

management capability.

Reduced lost sales and out-of-stocks

Sterling Order Management improves

Dal-Tile’s supply chain efficiencies by

consolidating inventory information from

multiple systems and generating a single

view of all supply and demand for the

store network. Aggregation of inventoryinformation reduces lost sales due to out-

of-stock situations, and improves utilization

of all inventory. What’s more, better

visibility and functionality allow Dal-Tile to

efficiently use its partners and vendors to

fulfill customer orders.

For all Sterling Commerce offices worldwide,

visit www.sterlingcommerce.com

©2009 – 2010, Sterling Commerce, Inc.All rights reserved. Sterling Commerce and the Sterling Commerce logoare trademarks of Sterling Commerce, Inc. or its affiliated companies. Allproducts referenced are the service marks, trademarks, or registered marksof their respective owners. Printed in U.S.A.Neither this case study nor any portion thereof may be used or distributedwith any other material without the express written consent of SterlingCommerce.SC0746 11/10

About Sterling Commerce

Sterling Commerce, an IBM® Company, helps organizations worldwide increase business agilityin their dynamic business network through innovative solutions for sell ing and fulfillment and for

seamless and secure integration with customers, partners and suppliers. More information can be

found at www.sterlingcommerce.com.

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IBM Software Manuacturing

Sauer-Danoss is a worldwide leader in the design, manuacture and

sale o engineered hydraulic, electric, and electronic systems and

components or use primarily in applications o mobile equipment. The

company has sales, manuacturing, and engineering capabilities inEurope, the Americas, and the Asia-Pacifc regions.

Business challenge When Sauer-Sundstrand merged with Danoss Fluid Power A/S in

2000, the new company became Sauer-Danoss. The merger resulted in

multiple legacy enterprise resource planning (ERP) systems and

disparate B2B platorms worldwide.

In 2004, when Sauer-Danoss decided to make SAP their global ERP

system, they needed to choose and implement a global B2B platorm.

Their ultimate goal was to fnd an e-commerce system that would

seamlessly interace with SAP.

SolutionSauer-Danoss chose Sterling B2B Integrator or a number o reasons,

including its strength and leadership in the marketplace and the

correspondence with all B2B standards, including EDI. Sterling B2B

Integrator also interaces directly with SAP. With Sterling B2B

Integrator the company has one global e-commerce solution that uses a

common methodology that integrates with all business partners and

customers worldwide.

Now Sauer-Danoss has the ability to quickly onboard andcommunicate with any and all business partners, despite their B2B

standards or protocols. In addition, Sauer-Danoss never has to

implement third-party adapters or communication with business

partners’ standards, like AS2 or FTP.

Sauer-Danfoss IBM ® Sterling B2B Integrator works with SAP,enables B2B with all customers and partners

Overview

Business ChallengeImplement a global e-commerce system

that interfaces with SAP and enables B2B

with all trading partners and customers,

regardless of their communication

methods or requirements.

Solution

IBM Connectivity and Integration

• IBM Sterling B2B Integrator

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Sterling B2B Integrator also acilitates business processes. For example,

when Sauer-Danoss ships goods, their customers need advance ship

notices (ASNs) beore the goods arrive. Prior to adopting Sterling B2B

Integrator, ASNs oten arrived late, and Sauer-Danoss had to scramble

to fgure out what happened. Now they send ASNs in near real-time,

which automatically triggers a business process within Sterling B2B

Integrator that translates the data. Within seconds, ASNs are available

to customers.

Having one B2B platorm has simplifed the support required o the

team due to the retirement o legacy third-party tools and

standardization on Sterling B2B Integrator to handle all needs.

Additionally, Sterling B2B Integrator is engineered to help ensure that

support and reliability are maximized while automating monitoring as

much as possible. Business processes have been set up to watch or

ailures and send an e-mail detailing the problem. This allows the IT

team to ocus on multiple high-level projects.

Business benefts:

• Interfaces with and extends SAP,

Sauer-Danfoss’ global ERP

• Enables B2B and EDI with all business

partners and customers, despite

disparate standards or protocols

• Improvesbusinessprocessefciencies

through visibility

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Key beneftsInterfaces with SAP

Sauer-Danoss chose SAP or their global ERP system. When they

needed to choose and implement a global B2B platorm, they chose

Sterling B2B Integrator because it interoperates perectly with SAP.

Enables B2B with all business partners

Sauer-Danoss can communicate with all business partners, despite

their B2B standards or protocols. And, they never have to implement

third-party adapters or communication with diering standards, like

AS2 or FTP.

Improves business processes

Sterling B2B Integrator is a transaction engine that runs processes

Sauer-Danoss defnes according to their business needs. Since it

communicates directly with SAP, a business process like sending ASNs

to customers is acilitated with ease. Beore the IBM solution, customersoten received ASNs late, but now Sauer-Danoss sends them in near

real time, which automatically triggers a business process within

Sterling B2B Integrator that translates the data.

“Sterling B2B Integrator is our global e-commerce

solution. It lets us interface with all trading

partners worldwide and integrates seamlessly withour global SAP system.”

— Patrick Weil - SAP Center Manager,

North America, Global IT SAP Applications

and EDI Integration Services

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ZZC03083-USEN-00

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IBM CorporationSotware GroupRoute 100Somers, NY 10589


IBM, the IBM logo, ibm.com and Sterling Commerce are trademarks or registeredtrademarks o International Business Machines Corporation in the United States,other countries, or both. I these and other IBM trademarked terms are marked ontheir frst occurrence in this inormation with a trademark symbol (® or ™), thesesymbols indicate U.S. registered or common law trademarks owned by IBM at thetime this inormation was published. Such trademarks may also be registered orcommon law trademarks in other countries. A current list o IBM trademarks isavailable on the web at “Copyright and trademark inormation” at www.ibm.com/legal/copytrade.shtml .

The inormation contained in this publication is provided or inormational purposesonly. While eorts were made to veriy the completeness and accuracy o theinormation contained in this publication, it is provided AS IS without warranty o any kind, express or implied. In addition, this inormation is based on IBM’s currentproduct plans and strategy, which are subject to change by IBM without notice.IBM shall not be responsible or any damages arising out o the use o, or otherwiserelated to, this publication or any other materials. Nothing contained in thispublication is intended to, nor shall have the eect o, creating any warranties orrepresentations rom IBM or its suppliers or licensors, or altering the terms andconditions o the applicable license agreement governing the use o IBM sotware.

Reerences in this publication to IBM products, programs, or services do not imply that they will be available in all countries in which IBM operates. Product releasedates and/or capabilities reerenced in this presentation may change at any time atIBM’s sole discretion based on market opportunities or other actors, and are notintended to be a commitment to uture product or eature availability in any way.Nothing contained in these materials is intended to, nor shall have the eect o,stating or implying that any activities undertaken by you will result in any specifcsales, revenue growth, savings or other results.

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IBM Software Retail

True Value is one o the world’s largest retailer-owned hardware

cooperatives, serving 54 countries with more than 5,000 stores and

12 regional distribution centers.

They source merchandise rom domestic and international suppliers.

Logistically, they process 64,000 domestic inbound loads and over

600 million pounds o reight annually. Internationally, True Value

imports 3500 containers annually through 30 international ports, and

10 domestic ports, using 5 ocean carriers.

Business challengeDue to complexity and sheer volume o data and product movement,

True Value was challenged with being more proactive by resolving

supply chain exceptions beore they had a negative impact on inbound

ordering costs and customer service levels. Proactively identiying and

adjusting to exceptions was a daunting task due to the lack o

procurement, shipping, and receiving visibility rom their supply chain.

The shortcomings in their inbound supply processes were caused by:

• Fragmented visibility into the physical movement o shipments

• Inability to model and track the events specic to each product fow

• Inability to create custom role specic alerts

In order to achieve their goal o delivering the right product, to the

right place at the right time, True Value required electronic access to

accurate decision critical data; real-time. The solution they were

looking or would provide a comprehensive realtime view o orders andshipments across their global supply chain network.

SolutionIBM Sterling Supply Chain Visibility provides True Value with the

tools to improve the collection o order liecycle inormation by tying

data rom internal procurement, warehouse, and transportation systems

together with external data rom their reight orwarder, broker and

carriers. Sterling Supply Chain Visibility is the central repository that

provides a view o the entire order liecycle.

True Value Company True Value optimizes their inbound supply processes with IBM ® Sterling Supply Chain Visibility

Overview

Business ChallengeDeliver the perfect order: the right

product, to the right place, at the right

time.

Solution

• IBM Sterling Supply Chain Visibility

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IBM Software Retail

Sterling Supply Chain Visibility provides True Value with the ability to

minimize supply chain delays through customized supply chain process

models that track and alert on potential bottlenecks in their network.

True Value has dened milestones, thresholds, and alerts or three

distinct process models.

• DomesticPrepaid– Transportation is prepaid and the routing is

handled by the vendor

• DomesticCollect– True Value plans and routes the shipments rom

suppliers using either common carriers or their own feet

• InternationalDirect–Containers shipped rom China direct to a

True Value depot

For each o these process models, True Value created milestones to

provide the ability to monitor order and delivery progress. Alerts are

then created based on the status o these milestones or shortages. The

international process model tracks milestones based on ocean booking,

sailing date, port arrival, customs clearance, and more, all the way to the

stocking o product in the distribution center. The domestic process

models track milestones such as appointment made, cross docked,

delivered, received, and put away.

Business benets:

• Reduces lead time variability

• Increasesfllrates

• Reduces lost sales

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IBM Software Retail

Greg Linder, Director o Supply Chain Operations or True Value said

“The better data you have, the better decisions you can make. Having

end to end visibility allows us to pick and choose the high priority alerts

and then drill down into the cause o the alert.”

By providing visibility across their global trading partner networks,

Sterling Supply Chain Visibility has become a part o True Value’s

initiative to optimize their inbound supply processes, which helped

minimize supply chain exceptions and contributed to a 57 percent

reduction in lead time, 10 percent increase in ll rate, and 85 percent

reduction in backorders.

Key beneftsReduce lead time variability

True Value has reduced lead time variability by alerting their

procurement, transportation, and warehouse personnel when

predetermined lead times are in danger o, or have been missed.

Procurement reduces their response time to late shipments;

transportation proactively manages delays and expedites deliveries; and

warehouse operations prioritize receiving and restocking activities.

Increase fll rates

True Value maintains a very high order ll rate standard. The impact o

Sterling Supply Chain Visibility eectively managing the inbound fow

o goods rom supplier to distribution center enables True Value to

identiy potential order delays or shortages even beore the order is

shipped.

Reduce lost sales

True Value Company serves the needs o a retail marketplace ocused

on immediate gratication. I the product isn’t available, chances are

their consumers will go elsewhere to nd it. Sterling Supply Chain

Visibility enables True Value to reduce out o stocks and optimize

inventory in their stores without increasing costs thereby keeping lost

sales to a minimum.

“The better data you have,the better decisions youcan make. Having end toend visibility allows us to pick and choose the high priority alerts and thendrill down into the causeof the alert.””

— Greg Linder, Director of Supply Chain

Operations, True Value

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IBM, the IBM logo, ibm.com and Sterling Commerce are trademarks or registeredtrademarks o International Business Machines Corporation in the United States,other countries, or both. I these and other IBM trademarked terms are marked ontheir rst occurrence in this inormation with a trademark symbol (® or ™), thesesymbols indicate U.S. registered or common law trademarks owned by IBM at thetime this inormation was published. Such trademarks may also be registered orcommon law trademarks in other countries. A current list o IBM trademarks isavailable on the web at “Copyright and trademark inormation” at www.ibm.com/legal/copytrade.shtml .


Reerences in this publication to IBM products, programs, or services do not imply that they will be available in all countries in which IBM operates. Product releasedates and/or capabilities reerenced in this presentation may change at any time atIBM’s sole discretion based on market opportunities or other actors, and are notintended to be a commitment to uture product or eature availability in any way.Nothing contained in these materials is intended to, nor shall have the eect o,stating or implying that any activities undertaken by you will result in any specicsales, revenue growth, savings or other results.

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Seneca Foods Corporation

Customer background

Seneca Foods Corporation is an

independent, publicly traded food

processing company. As a fully integrated

producer, the company has made

significant investments in facilities and

technologies to enhance manufacturing

processes, increase line speeds and

guarantee premium quality. Seneca even

develops crop seeds and manufactures

their own cans to give them an additional

competitive advantage. Remaining on

the leading edge of agribusiness by

implementing advanced technologies and

information systems, Seneca Foods is able

to produce an exceptional range of quality

products more efficiently and with fewer

imperfections.

Products are sold under the Libby’s®, Aunt

Nellie’s Farm Kitchen®, Stokely’s®, READ®

and Seneca® labels, as well as through the

private label and industrial markets. Under

an alliance with General Mills Operations,

Inc., Seneca produces canned and frozen

vegetables, which are sold by General

Mills under the Green Giant® label.

Business challenge

Prior to Sterling Transportation

Management System (Sterling TMS),

Seneca Foods managed freight

contracts through a centralized route

guide; however, regional transportation

managers selected the carriers. That

meant contracts were negotiated on a

regional basis instead of a corporate-wide

contract rate.

In addition, shipments were tendered via

phone and fax with no cross-company

visibility to shipment status. Performance

measurement was handled by carriers,

who did not always report on a

monthly basis.

Implementing a transportationmanagement system to

consolidate the shipping process

STERLING COMMERCE CASE STUDY

Location

Marion, NY

IndustryCPG/Grocery

Revenues

For the fiscal year ended March 31, 2006, net

sales were $883,823,000 and net earnings were

$21,993,000.

Business challenge

To implement a transportation management system

that would enable the company to centrally manage

contracts with carriers and execute logistics in a

distributed manner

Solution

IBM® Sterling Transportation Management System

BenefitsConnected disparate systems, locations•

and carriers

Centralized control of operations through•

enhanced visibility of shipment activity

Improved control of routing guide compliance•

Increased contract compliance regarding invoices•

and freight payment

Reduced manpower and paperwork•

Decreased freight costs by 2% within first year•

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dock scheduling for Seneca. Again,

Seneca expects to see a savings in overall

costs, manpower and paperwork.

Key benefits

Centralized management and distributed

execution: Now all interplant and

outbound shipments to customers andwarehouses are centrally managed, with

full visibility to shipment activity. This

allows the company to maintain and

control routing guide compliance.

Reduced costs and improved operations:

Seneca improved control over logistics

operations through online track and trace

capabilities, automated tendering and

enhanced carrier performance analysis.

Within three months of implementation,

the company was on track to reduce

overall transportation spending by using

carriers more efficiently and minimizing

off-contract purchasing.

Faster deployment, easy enrollment:

With the decentralized nature of Seneca’s

business, users were located throughout

the United States. However, Sterling

TMS provided a phased rollout so every

location and user was fully trained quickly.

This approach significantly increased user

adoption and allowed for contingencies to

be easily addressed during the rollout.

Seneca Foods needed a new

transportation management system

that would provide rate management,

tendering, visibility and supply chain

management, thus enabling them to

reduce off-contract purchasing, improve

carrier utilization and centrally manage

logistics.

Solution

Seneca Foods chose Sterling TMS

because its Web-based technology offers

robust transportation management system

capabilities, such as online tendering,

shipment tracking and tracing and supply

chain event management. It also provides

cross-company shipment visibility, as well

as consistent performance measurement.

Now Sterling TMS helps Seneca manage

more than 55,000 orders per year. With

both interplant and outbound shipments

to 12 warehouses and roughly 1,000

customers, Seneca relies on Sterling TMS

network to centrally manage contracts

with carriers and execute logistics in a

distributed manner.

Sterling TMS has streamlined Seneca’s

shipping process. In fact, now three

people manage transportation logistics.

Prior to Sterling TMS, 15 people were

involved. And by the end of 2006, Sterling

TMS will facilitate freight payment and

“The speed and ease by which Sterling

TMS helps us move orders to the carrier

base have definitely reduced our freight

cost. The entire process is streamlined,which has led to a reduction in shipping

costs, manpower and paperwork.”

Gene Schaetten

Vice President of Transportation,

Seneca Foods Corporation

For all Sterling Commerce offices worldwide,

visit www.sterlingcommerce.com

©2006-2010, Sterling Commerce, Inc.All rights reserved. Sterling Commerce and the Sterling Commerce logoare trademarks of Sterling Commerce, Inc. or its affiliated companies.All products referenced are the service marks, trademarks, or registeredmarks of their respective owners. Printed in U.S.A.Neither this case study nor any portion thereof may be used or distributedwith any other material without the express written consent of SterlingCommerce.SC0377 10/10

About Sterling Commerce

Sterling Commerce, an IBM®

Company, helps organizations worldwide increase business agilityin their dynamic business network through innovative solutions for selling and fulfillment and for

seamless and secure integration with customers, partners and suppliers. More information can be

found at www.sterlingcommerce.com.

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Case Study

Signature Mortgage Corporation is a fast-growing mortgage company

that provides thousands of customers with creative, low-cost and

hassle-free mortgage solutions. Founded in 1996, the company has

closed more than US$2 billion in residential mortgages.

Challenge

Signature Mortgage needed to replace its manual, paper-based application process

that required customers to either go to a retail branch to sign documents or wait ordocuments to be couriered to their homes. Many customers ound it inconvenient

to go to a branch, so they opted to receive the documents via mail. During the time

it took or the application package to arrive, customers would oten shop around

or loan products rom other lenders, potentially putting Signature Mortgage at risk

o losing the customer to a competitor. In order to remain competitive, Signature

Mortgage needed to improve its customer service by providing a aster and more

convenient application process.

Solution

Signature Mortgage worked with IBM Business Partner Silanis Technology Inc.

to implement a solution based on Silanis e-SignLive integrated services and IBM

LotusLive Engage collaboration services. The solution enables customers to

complete, review, initial and sign mortgage applications electronically through

services delivered via the cloud.

LotusLive Engage delivers cloud-based, integrated Web conerencing, social

networking and collaboration capabiliti es, like ile storing and sharing, instant

messaging and activity management, to simpliy and improve daily business

interactions with customers, partners and colleagues—all with IBM’s ocus on

security, reliability and integration. Built on an open Web platorm, LotusLive oers

business partners the ability to integrate their applications into LotusLive, creatinga seamless user experience across applications and business processes.

By adding integrated solutions rom business par tners like Silanis, LotusLive

provides more cloud-based options to help companies o all sizes work more

eiciently and eectively.

IBM LotusLive Engage helps Signature Mortgage reduce loan processing time

Overview

Signature Mortgage

Canton, Ohio

www.smcinc500.com

Industry

• Banking

Products

• IBM® LotusLive™ Engage

• Silanis e-SignLive

Business Partner

• Silanis Technology Inc.


www.lotuslive.com

“Now with e-SignLive and

LotusLive, our customers

have the ability to

electronically review and

sign applications rom the

convenience o their home

or ofce. No more time is

wasted manually printing,

shipping, signing, returning

and veriying applications.”

—Bob Catlin, President,

Signature Mortgage

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http://www.ibm.com/software/lotus

http://www.smcinc500.com/




Copyright IBM Corporation 2010

IBM Sotware Group

Route 100

Somers, NY 10589

Produced in the United States

September 2010

All Rights Reserved

IBM, the IBM logo, ibm.com and LotusLive are

trademarks or registered trademarks o International

Business Machines Corporation in the United States,

other countries, or both. I these and other IBM trade-

marked terms are marked on their irst occurrence in

this inormation with a trademark symbol (® or ™),

these symbols indicate U.S. registered or common law

trademarks owned by IBM at the time this inormation

was published. Such trademarks may also be registered

or common law trademarks in other countries. A

current list o IBM trademarks is available on the

web at “Copyright and trademark inormation” atibm.com /legal/copytrade.shtml

Other company, product, or service names may be

trademarks or service marks o others.

The inormation contained in this documentation is

provided or inormational purposes only. While eorts

were made to veriy the completeness and accuracy

o the inormation contained in this documentation, it is

provided “as is” without warranty o any kind, express

or implied. In addition, this inormation is based on

IBM’s current product plans and strategy, which are

subject to change by IBM without notice. IBM shall

not be responsible or any damages arising out o the

use o, or otherwise related to, this documentation orany other documentation. Nothing contained in this

documentation is intended to, nor shall have the eect

o, creating any warranties or representations rom

IBM (or its suppliers or licensors), or altering the terms

and conditions o the applicable license agreement

governing the use o IBM sotware.

LOC14229-USEN-00

The Silanis e-SignLive ser vices are ully integrated with the LotusLive Engage

platorm, providing the company with a simple, eicient and cost-eective solution

or signing the mortgage applications documents online. The lender simply

invites new customers into the e-SignRoom in LotusLive where all o the loan

documents and disclosures are presented electronically to the customers or

their review and e-signing. Intuitive “click-to-sign,” “click-to-initial” and “click-

to-accept” arrows appear throughout the documents, prompting users to

electronically sign and initial in all the right places through a click o the mouse.

No sotware or plug-in needs to be downloaded or installed by customers.

An executive dashboard enables Signature Mortgage to monitor the status

o pending customer applications. The lender can see which customers have

signed what documents and when, allowing it to ollow up on a timelier basis and

take corrective action to close pending applications more quickly.

Benefits

• Signature Mortgage expects to cut costs and reduce loan-processing time

rom an average o seven days to 24 hours

• Solution creates competitive advantage by reducing the loan closing process

to 10-15 days compared to 30-45 days typically experienced at local, regional

and national banks

• Green solution reduces paper and uel use

• Enabling customers to review and sign loan documents rom the convenience

o their homes improves customer satisaction and reduces the risk o

customers shopping around or a better loan while enabling Signature

Mortgage to oer better rates and increase company revenue

• Cloud-based solution eliminates the need to dedicate IT resources to develop

and maintain a web site to provide similar services

©

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http://www.ibm.com/

http://www.ibm.com/





http://www.ibm.com/



IBM Software Distribution and Logistics

Customer backgroundBonnie Plants (Bonnie) began in 1918 in a backyard and has grown

to include 68 growing stations around the country. Bonnie currently

has 450 sales representatives servicing more than 13,000 accounts. A national plant wholesaler based in Alabama, Bonnie is dedicated to

supplying retail stores throughout the United States and Canada with

the best herb, ower, and vegetable plants available. As part o Alabama

Farmers Cooperative (AFC), a regionally ederated supply and

marketing agricultural cooperative, Bonnie has brought top-quality

plants to gardeners across the country throughout the company’s

history. AFC acquired its most proftable division, Bonnie in 1975.

Business challengeBonnie has been an IBM Sterling customer since 1994, using

Gentran:Director® or EDI and Sterling Collaboration NetworkSM or

their VAN services. “With sales data taking up to three days to process,

we elt like we were drowning in data,” said Tim Hazle, Computer

Services Manager, AFC. “It could take an entire day to process sales

orders, and those stats were subject to human error.” Ater pulling

inormation across a dial-up modem, Bonnie oten discovered the data

was incomplete. Continuously acing the challenges o trading

electronically with little visibility, Bonnie realized they had outgrown

the systems they had been using or the past 10 years and began looking

or a solution.

Bonnie had to ace the challenge o 70 percent o their business

occurring between the months o March and May. They lookedin-house, but they did not have the technical resources, and it did not

make sense fnancially because o their seasonal business. The scalability

o the solution needed to be that o a big seller versus that o a smaller

homegrown solution. Looking or a better way to understand their

sales, and project the needs o the retail chains carrying their plants,

Bonnie decided outsourcing would be the best answer.

Bonnie Plants IBM ® Sterling B2B Integration Services enables Bonnie Plants to grow and operate more efciently

Overview

Business ChallengeManual data processing made Bonnie

vulnerable to human errors and long

delays. To improve customer service,

they needed a solution for increasing

operational efciency and providing better

visibility into internal business processes

and external trading partners.

Solution

IBM• ® Sterling Business Integration

Suite

– IBM® Sterling B2B Integration

Services

° IBM® Sterling B2B Integration

Services Plus

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SolutionIn the spring o 2007, Bonnie recognized that Sterling B2B Integration

Services would allow them to remain competitive while reducing their

overall costs. They began the implementation process in September,

and had all trading partners moved by December. The solution was

deployed in phases to ensure Bonnie’s business would not be

interrupted during implementation. As the world’s largest producer

o vegetable plants, Bonnie’s customers are some o the top-named

home improvement and discount department stores in the United

States and Canada.

Sterling B2B Integration Services now enables Bonnie to connect

people, processes, and technology across boundaries. With Sterling B2B

Integration Services, each time a Bonnie product is scanned at a retail

store, the inormation is collected, put into a common layout, and

then processed immediately. Bonnie’s sales team can check sales, andproject the needs o an individual retail store carrying their plants.

This real-time visibility allows salesmen to drop o new plants where

and when they are needed. Sterling B2B Integration Services helps

improve the service Bonnie provides and enables them to trade more

efciently, maximizing market opportunities. With Sterling B2B

Integration Services, Bonnie has gained real-time, end-to-end

visibility and control over their business processes internally and

external trading partners.

Business benefts:

Improved onboarding time•

Increased visibility•

Enhanced reporting capabilities•

Improved internal customer satisfaction•

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Sterling B2B Integration Services processes invoices, adjustments,

payment orders, remittance advice, purchase orders, product activity

data, and customer text messages or Bonnie. Bonnie now processes,

on average, 90,000 documents per month, with around six million

transactions during their peak season o March through May. Sterling

B2B Integration Services is designed to accelerate Bonnie’s ability to

achieve B2B collaboration by empowering them to use their internal

resources to rapidly grow and adapt their B2B community.

Key beneftsMaximized business opportunities

Due to the seasonal nature o Bonnie’s business it was critical they had

a system that could handle a large inux o data during a short period o

time. Bonnie ound that Sterling B2B Integration Services oered the

scalability they needed. With Sterling B2B Integration Services,

Bonnie’s sales orce has confdence they can deliver on the needs o

their customers. Bonnie has visibility into their customer’s inventory,

enabling them to anticipate the needs o an individual store and have

merchandise dropped o when needed.

Better B2B integration

Bonnie now has the technical ability to meet their customers’

requirements pertaining to data translation. They have been able to

increase proftability by reducing costs and increasing reliability o their

B2B operations. Prior to the implementation o Sterling B2B

Integration Services, the onboarding o new trading partners was a

daunting task or both Bonnie and their customers. Now, Bonnie adds

customers aster and more accurately. Bonnie also uses Sterling B2BIntegration Services to ensure business critical documents are processed

on-time, which allows or better service and aster sales turnarounds.

Ease of implementation

It was critical to Bonnie that their business not be aected during the

implementation o Sterling B2B Integration Services. A high degree o

proactive support through a single-point-o-contact or all business

issues, escalations, and questions, as well as an assigned customer service

representative, ensured a smooth delivery o the solution without

interruption to their business.

“The $10-20 million growth we saw in 2008can be attributed toSterling B2B IntegrationServices. Bonnie Plants cannot live without thedata that Sterling B2B Integration Services delivers to us daily.”

— Tim Hazle, Computer Services Manager,

Alabama Farmers Cooperative

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IBM, the IBM logo, ibm.com and Sterling Commerce are trademarks or registeredtrademarks o International Business Machines Corporation in the United States,other countries, or both. I these and other IBM trademarked terms are marked ontheir frst occurrence in this inormation with a trademark symbol (® or ™), thesesymbols indicate U.S. registered or common law trademarks owned by IBM at thetime this inormation was published. Such trademarks may also be registered orcommon law trademarks in other countries. A current list o IBM trademarks isavailable on the web at “Copyright and trademark inormation” at www.ibm.com/legal/copytrade.shtml .


Reerences in this publication to IBM products, programs, or services do not imply that they will be available in all countries in which IBM operates. Product releasedates and/or capabilities reerenced in this presentation may change at any time atIBM’s sole discretion based on market opportunities or other actors, and are notintended to be a commitment to uture product or eature availability in any way.Nothing contained in these materials is intended to, nor shall have the eect o,stating or implying that any activities undertaken by you will result in any specifcsales, revenue growth, savings or other results.

of 142



Case Study

IBM Software Retail

Ace Mart reduces onlinemarketing spend by 25percent to improve ROI

Overview

Business challenges• WantedtobenchmarkmarketingROI

acrossmultiplecampaigns

• Requiredacommonwaytotrack

revenues

Solution

• LeveragedCoremetricsWebAnalytics

totrackpaidsearch,paidinclusion,

andbanneradROIwithinasingle

interface

• Eliminatedmarketingspendwhichwas

drivingclickthroughbutnotsales

including:50percentofallpaid

keywords,75percentofpaidinclusion

spendandalltextbanneradvertisements

Beneft

• Reducedmarketingspendby

25percentpermonthwhilerealizingan

increaseinmarketingROI

Ace Mart is a leading restaurant supply retailer with annual sales

exceeding ty million dollars. The Company is committed to building

and maintaining one o the best online stores in the industry and

currently oers more than 4,000 in-stock products online.

Challenge Ace Mart allocates a monthly budget to online marketing campaigns—

including paid search, paid inclusion, aliate and online text banners—

to drive website trac and increase online sales. This specialty retailer

wanted to maximize the ROI rom their online marketing spend, but

the conficting metrics and tools available in the industry gave them

absolutely no idea how their campaigns were perorming relative to

each other. Further, the analysis they received rom their marketing

partners showed click through rates but not the resulting sales.

Solution Ace Mart implemented IBM Coremetrics Marketing Management

Center (MMC), a eature o IBM® Coremetrics® Web Analytics,

to track and analyze the ROI rom every online marketing campaign

in a single interace. At a glance, they were able to identiy

under-perorming campaigns based on actual revenue numbers.

Today, Ace Mart has successully reduced their monthly marketing

expenditures by 25 percent and increased ROI by eliminating keyword

buys, cutting paid inclusion marketing spend and canceling online text

banner advertising.

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Case Study

IBM Software Retail

“We were running several online marketing campaigns and all o them

were driving trac to our website. However, website trac is not the

right metric to gauge whether or not a marketing campaign is

eective—you must look at the resulting sales. With IBM Coremetrics,

our team can analyze the ROI o all our campaigns in a single interace.

We were able to rapidly identiy our under-perorming campaigns

and eliminate them rom our budget. Because o IBM Coremetrics,

we are saving 25% o our budget per month and we nally understand

which campaigns drive sales. Our team can now re-direct those

savings into our top perormers and increase our revenue,” states

Ace Mart’s Webmaster.

Eliminate 50 percent of paid keywords The rst change Ace Mart made was to eliminate low-perorming

keywords rom their paid search campaigns. Out o 800 leading PPC

provider keywords, they identied that over 50 percent o them weredriving trac to the website but not resulting in any actual sales. By

eliminating over 50 percent o their keyword buys, they were able to

reduce marketing keyword spend while attaining an increased ROI.

Cut paid inclusion marketing by 75 percent The second change was to reduce their paid inclusion marketing spend

by 75 percent. IBM Coremetrics quickly revealed that a paid inclusion

marketing program through a leading provider was not delivering

enough ROI to validate their current spend on particular inclusion

advertisements. Ace Mart analyzed the ROI o each inclusion term via

the IBM Coremetrics MMC.

“What our team fnds interesting is the things that work well in most

PPC advertising models dier rom what works inother areas o Internet advertising. The MMC lets us see and address this issue in record speed.”

—Webmaster

AceMart

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Case Study

IBM Software Retail

Cancel all online text banner advertising The third and nal change was to eliminate their entire online banner

advertising campaigns. Ace Mart was delivering an XML eed o their

products to a marketing partner, who was building text banner

advertisements based on those eeds or inclusion in major search

provider results. However, Ace Mart soon realized that only

32 percent o the visitors rom those advertisements were converting

to a sale, so they eliminated the program altogether.

For more information To learn more about IBM Coremetrics please contact your IBM

marketing representative or IBM Business Partner, or visit the

ollowing website: ibm.com /software/marketing-solutions

Solution Component

Software

• IBM®Coremetrics®WebAnalytics

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IBM CorporationSotware GroupRoute 100Somers, NY 10589 U.S.A.

September 2011 All Rights Reserved

IBM, the IBM logo, ibm.com, and Coremetrics are trademarks or registeredtrademarks o International Business Machines Corporation in the United States,other countries, or both. I these and other IBM trademarked terms are marked ontheir rst occurrence in this inormation with a trademark symbol (® or ™), thesesymbols indicate US registered or common law trademarks owned by IBM at the timethis inormation was published. Such trademarks may also be registered or commonlaw trademarks in other countries. A current list o IBM trademarks is available on the web at “Copyright and trademark inormation” at ibm.com /legal/copytrade.shtml

Other company, product and service names may be trademarks or service marks o others.

PleaseRecycle

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Case Study

IBM Software Retail

Orvis increases cross sellrevenues by 70 percent

Overview

Business challenges• Driveadditionalsalesandincrease

averageordervalue

• Keepproductrecommendations

relevantanduptodateforthesite’s

4,400products

• Keepthecrossselleffortmanageable

Solution

• ImplementingIBMCoremetrics

IntelligentOffertoengagecustomers

withtimely,behavior-basedproduct

recommendations

• Recommendingproductsthathelpin

theselectionprocess

• Crosssellingappropriateitems

Benefts

• Revenuesfromproduct

recommendationsincreasedby

70percent

• Recommendationsonproductdetails

pageasapercentageoftotalsitesales

doubled,risingfrom3percentto

6percent

• IBMCoremetricsIntelligentOffersaved

approximately8to10merchanthours

eachweek

For more than 150 years the Orvis name has stood or outdoor

traditions, quality, and customer satisaction. Orvis is the longest-

running mail order business in the United States. In addition, the

company has more than 44 retail stores in the United States and UnitedKingdom and more than 500 dealers worldwide, selling the company’s

world-amous y-fshing gear, distinctive clothing, home urnishings,

gits and dog products. Orvis moved into the eCommerce space in 1998

with the launch o www.orvis.com. This award-winning website oers

not only products but also content, including Orvis-endorsed lodges

inormation, ree y fshing tips, and expert articles.

Savvy retailers are integrating the web with other channels to create a

multichannel network that delivers a quality customer experience across

the board. At The Orvis Company, or example, catalog and online sales

are tightly linked. Many customers browse the company’s print catalogs,

and then place their orders at orvis.com. In act, the catalog is the mostimportant marketing vehicle or online sales at Orvis.

Once those catalog shoppers go online, Orvis merchandisers want to

ensure the best possible shopping experience or them. To do this, they

build upon Orvis’ 150-plus-year history o customer satisaction and

quality products.

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Case Study

IBM Software Retail

Providing useul product recommendations is a vital part o their eort

to deliver a superior customer experience. As customers browse product

pages or view items in the shopping cart, they are presented with other

products to consider. Consequently, they quickly fnd the right product

or combination o products.

Ratcheting up the level of automationUntil recently, Orvis merchandisers were struggling to keep product

recommendations up to date or the site’s 4,400 products. To keep the

cross sell eort manageable, they took the approach o populating best

sellers at the subcategory level. They were concerned, however, about

the time they had to spend keeping product pages current.

Merchants were also concerned that their approach was not delivering

the optimal shopping experience. Moreover, they were “leaving money

on the table” by not providing options that might drive additional salesand increase average order values.

To make recommendations more relevant and reduce the time spent

on maintenance, merchandisers needed to ratchet up the level o

automation. However, they were wary o ully automated solutions

because most solutions take a black-box approach that does not allow

them to ensure that recommendations are both relevant and

appropriate. For example, behavioral data might show a high statistical

signifcance with respect to men’s apparel being browsed or purchased

in the same session as women’s apparel. That does not mean,

however, that a man’s cardigan is a good cross sell recommendation

or women’s blouses.

“We knew Coremetrics Intelligent Offer would lift revenues. We just didn’t think it would provide this much lift. After the initial set up it runs by itself,constantly updating recommendations on our

site based on new product introductions and changing customer interests. It’s substantiallymore hands off.”

—SeniorManager

E-commerceMerchandising&Analytics

TheOrvisCompanyInc.

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Case Study

IBM Software Retail

Making smart choicesOrvis tackled the challenge with IBM® Coremetrics® Intelligent

Oer, which engages customers with timely, behavior-based

product recommendations.

Merchandisers were particularly attracted by the solution’s exibility,

which supports the delivery o dierent recommendation styles that

address customer needs at dierent points in the sales cycle.

On the product page, or example, customers are trying to decide on a

specifc item. Recommending products that help in the selection

process is appropriate at this point. I the customer is looking at men’s

hiking boots, alternative hiking boots or walking shoes are good choices

or cross sell. When the customer is viewing the cart, however,

complementary items make more sense. I the cart contains hiking

boots, appropriate cross sell items might include socks, hats or gloves.

More importantly, Orvis merchandisers liked the strong controls that

Coremetrics Intelligent Oer provides. They can manage all

recommendations through business rules based on category, price,

inventory, margin and other actors. An IBM Coremetrics

implementation specialist consulted with the sta to discover key

business-rule needs and share best practices learned as a result o

implementing solutions or more than 100 clients.

Doubling cross sell revenues The day Coremetrics Intelligent Oer went live, revenues rom

product recommendations increased by 70 percent, and the site hassustained that level over time. Product recommendations on the

product details page as a percentage o total site sales doubled, rising

rom 3 percent to 6 percent.

In addition to the direct revenue lit, Orvis estimates that Coremetrics

Intelligent Oer saves approximately 8 to 10 merchant hours

each week.

Solution Component

Software

• IBM®Coremetrics®IntelligentOffer

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For more information To learn more about IBM Coremetrics please contact your IBM

marketing representative or IBM Business Partner, or visit the

ollowing website(s): ibm.com /software/marketing-solutions.

© Copyright IBM Corporation 2011IBM CorporationSotware GroupRoute 100Somers, NY 10589 U.S.A.

August 2011 All Rights Reserved

IBM, the IBM logo, ibm.com, and Coremetrics are trademarks or registeredtrademarks o International Business Machines Corporation in the United States,other countries, or both. I these and other IBM trademarked terms are marked ontheir frst occurrence in this inormation with a trademark symbol (® or ™), thesesymbols indicate US registered or common law trademarks owned by IBM at the timethis inormation was published. Such trademarks may also be registered or commonlaw trademarks in other countries. A current list o IBM trademarks is available on the

web at “Copyright and trademark inormation” at ibm.com /legal/copytrade.shtml

Other company, product and service names may be trademarks or service marks o others.

PleaseRecycle

ZZC03053-USEN-00

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Smarter PlanetLeadership Series

The core values o Seton Hall University meant a lot toRob Brosnan when he joined its sta six years ago. What reso-nated most strongly to Brosnan was Seton Hall’s deeply rootedcommitment to leadership through service to others. It was aboutbeing part o a community that can make a di erence. Assuming

the newly created role o Senior Director o Strategic Marketing,Brosnan knew he had an opportunity to make such a dier-ence. His broad mission was to transorm the means by whichSeton Hall made its case to prospective incoming students, romthe time they rst express interest in the university to their enroll-ment– and all points along the way. That last caveat is signicant,or the overall intake cycle can last as long as 36 months, begin-ning in the student’s sophomore year o high school.

By and large, the length o the recruitment cycle has been a long-standing

part o the landscape or marketers in higher education, as is the core mission

o delivering a strong brand message and attracting the best students. The

importance o Brosnan’s role– as with colleagues at other universities– derivesrom signicant changes in the way student prospects go about making what

may well be the most infuential decision o their lives. It’s no revelation that

students ace more pressure than ever to choose the right school. Enabled by

technology, students are not only comparing a larger number o schools, but

also applying to more to maximize their options.

LeadershipSpotlightRob Brosnan’s reluctance to takethings on aith serves him wellas Senior Director o StrategicMarketing at Seton Hall University.

With competition or the best andthe brightest students tougherthan ever, Brosnan was deter-mined to leverage marketinganalytics to get a granular under-standing o what’s happening inthe recruitment pipeline and makedecisions that produce the high-est yield.

How Seton Hallgot smarter

Seton Hall recognized that withthe decision process gettinglonger and more complicated orincoming candidates, it needed

to tailor its marketing strategiesand resources to dierent parts othe cycle, while at the same timeexpanding the role o social mediaUsing advanced marketing analyt-ics, Seton Hall was able to gaugethe impact o specic marketingprograms, and thus make moreintelligent marketing decisions thatengage prospects more deeply.By inusing marketing intelligenceinto its recruitment process,Seton Hall was able to increase itsprospect conversion rate by 18.2percent in just the rst year.

Let’s Build a Smarter Plane

Seton Hall UniversitySocial media marketing analytics helpsengage incoming prospects and increaseenrollment yield

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A new ballgame

Seton Hall, which has built a powerul reputation or quality, doesn’t shrink rom this intensiying

competition or students. But it does recognize the risks it poses on the operational level, the biggest

o which, says Brosnan, is the university not making the all enrollment numbers. “At one time, we could

take our March deposits and begin to orecast our September numbers, and rom them our budgets,”

says Brosnan. “The truth is that as kids send out more applications, they’re moving the decision to

much later in the cycle, with a greater number leaving deposits at multiple schools and in some cases

even attending multiple orientations. This amplies the uncertainty and makes orecasting much more

o a challenge.”

Brosnan entered the picture at a time when Seton Hall was just beginning to grasp the implications

o this new decision environment. In the years preceding his arrival, the Admissions Oce had con-

ducted a stepped up communications program that successully increased the fow o prospects into

the recruitment “unnel” (in college admissions parlance) and engaged them earlier in the process.

However, the conversion o these prospects to actual enrolled students– the yield rate– was fat. They

wanted to know why and what they could do to increase it.

Looking into the pipeline

That required a better understanding o what went on inside the pipeline than the traditionally opaque

system would allow. From the time prospects enter the unnel, measures o their all intentions– how

they’re thinking, who they’re talking to and how they eel about Seton Hall – have traditionally been an

uncomortable “blind spot” until enrollment time. It’s analogous, on some levels, to one o the quirks o

lunar exploration, that spacecrat passing behind the moon “went silent” since they were out o direct

radio communication with the Earth. Only when they reemerged was contact reestablished and the

true situation with the spacecrat detectable to nervous controllers on the ground. Traditionally, college

admissions personnel have had to endure a comparable period o anxious waiting.

The benefits ofSeton Hall’s marketinganalytics solution

•18.2 percent year-to-yearincrease in enrollment candidateconversion rate, representingan additional US$29 million intuition revenues by leveragingFacebook and social media met-rics analysis.

•25 percent increase in

tuition deposits due to theability to attract prospectivestudents aster.

•Improved ability to targetmarketing programsand resources.

•Improved accuracy in reshmenenrollment orecasts.

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But Brosnan recognized that the added length and complexity o the enrollment process required a

more targeted and granular marketing approach, with campaigns and resources ocused on specic

phases o the overall recruitment cycle. With academic training in physics and an empirical streak

by nature, Brosnan also recognized that the ability to measure campaign eectiveness – the relative

impact o each marketing activity on conversion rates– was o paramount importance. Put simply, the

more granular an understanding o what works, the better Brosnan and his clients are able to apply

the most eective marketing tools or the situation.

While the Admissions Oce was the initial trigger or the smarter recruiting initiative, Brosnan’s ultimate

clients were the leaders o Seton Hall’s academic programs. His role in the process was to work with

each client to design the most eective communications strategy and, i necessary, to make adjust-

ments along the way to ensure their goals are met. At the earliest stages, Brosnan needed to get his

clients on board with the new approach to recruitment marketing– one that was a marked departure

rom what they were used to – but he aced a conundrum. “I needed to convince clients to change the

way they thought about marketing their programs, but because we were just starting, we didn’t have

anything substantive to make that case,” Brosnan explains. “That made getting perormance analytics

data top priority.”

Building the case for analytics

Though Brosnan knew he couldn’t get ar without Seton Hall’s IT organization, he recognized rom

a cultural standpoint, getting its support to purchase a marketing analytics solution would be a tough

pill to swallow. It was – initially. But then came two crucial developments. The rst was a strong show

o support rom CIO Stephen Landry, who lent valuable credibility to the vision Brosnan had laid out.

Even stronger support came rom the process owner– VP or Student Aairs and Enrollment Services

Laura Wankel– who not only validated the goal o looking more deeply into the recruitment cycle, but

also provided valuable insights as to which points in the process to ocus on.

The ollowing months were eventul. Not long a ter Seton Hall rst began using Coremetrics Digital

Marketing Optimization Platorm to analyze its campaign and recruitment data, subtle yet interesting

patterns had begun to emerge that caused Brosnan’s academic clients to take notice. To deliver these

results and discuss their implications, he had instituted monthly meetings, held individually with eacho his clients. In the earliest meetings, lingering signs o ambivalence to the new approach weren’t

uncommon. But over time, as the data began to reveal messages that clients could relate to the suc-

cess o their programs, attitudes soon shited. Clients who, at one point, weren’t even sure o the

purpose o the debriengs were now beginning to clamor or more.

Leadership is…Building supportfrom within

Ever the realist, Rob Brosnan knewhe needed support in the rightplaces to transorm the way SetonHall marketed itsel to candidatesin the “pipeline.” Convincing theleaders o IT and EnrollmentServices o the viability o his visionestablished a critical beachhead osupport to start rom.

“ We learned the value o ndingsomeone who could go to bat ous when the going was tough.”

– Rob Brosnan, Senior Directoro Strategic Marketing,Seton Hall University

Lessons learnedKeep it simple

Rob Brosnan ound that the keyto getting academic leaders to

buy into the notion o data-drivenmarketing decisions is to keep itsimple and the reasons or doingit clear.

“ People running academicprograms are busy. They don’twant to know about jargon like‘bounce rates.’ What they doocus on is the risk o ailure[to make the numbers]. Ourmessage is how to help themavoid that.”

– Rob Brosnan

...the ability to measure campaigneffectiveness – the relative impact of each

marketing activity on conversion rates – was of paramount importance.

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In my

opinion...

I’m considering

applying

When can I

visit?

I have a

question

!

?

Seton Hall:The parameters ofsmarter recruitment

Instrumented

Captures inormation aboutprospective students’ interestsand questions by taggingFacebook pages with impressionattribution tags, which providesan understanding o how incom-ing reshmen use Facebook.

Interconnected

Links online and ofine marketingdata, which allows the universityto maximize marketing spend withoutreach programs most likely toprovide results.

Intelligent

Identies correlations betweensocial media usage and tra-ditional marketing campaignswith subsequent applicationsand enrollments.

Sowing the seeds of community

Recognizing the potential or social media as a new channel to boost marketing and recruitment

eorts, Brosnan and his team created a Facebook page known as the Class o 2014, with the purpose

o engaging potential Seton Hall recruits in the coming school year. As they watched over the course

o six months, trac on the site grew steadily, communities sprang up and fourished, and the trac

began to surge. Through Coremetrics, Brosnan could see that the Class o 2014 Facebook site was

proving to be a hotbed o interaction among that all’s enrollment candidates, the net result o which

was a higher level o engagement at a critical point in the pipeline. But to Brosnan, perhaps the biggest

takeaway was the changing dynamics o the decision process itsel. “We were seeing the selection

process taking on a ‘group’ or peer-to-peer quality,” says Brosnan. “The community interactions were

having a real infuence on the mechanics o the decision process.”

While a high level o prospect engagement is a good thing by any measure, Seton Hall’s bottom-line

priority was to translate a higher proportion o its candidates to enrolled students in the all. Brosnan’s

instincts pointed in that direction. But it was Coremetrics that helped him prove it. Using Coremetrics

Impression Attribution, Brosnan was able to correlate specic Facebook activities with the likelihood

that candidates would complete various milestones (such as the completion o orms and applica-

tions) on the path to enrollment. By gaining visibility into which social media practices – part ar t, part

science– work best, Seton Hall took a major step orward in optimizing its marketing strategies or

maximum yield.

A ew weeks later, when Brosnan sat down with a group o Seton Hall leaders (that included the Dean

o Admissions) to discuss ways o boosting enrollment yield in the coming all, he gave Facebook top

billing. “I presented a chart that showed how prospects are becoming more engaged not just because

o what [Seton Hall] is doing, but because they’re connecting with one another,” Brosnan explains. “A

year beore, they would need to show up on campus to experience what Seton Hall is like. Now they’re

creating that experience themselves.”

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Seton Hall’s marketing analy ticssolution is...

Software

Coremetrics,® an IBM Company

That discussion went a long way toward convincing Seton Hall’s leadership o the importance o

social media and analytics in recruitment marketing strategy. But only a ew months later, they received

an even stronger validation in the orm o strong recruitment numbers. By leveraging their social

media intelligence, and adjusting marketing campaigns accordingly, Seton Hall had increased its can-

didate conversion rate by 18.2 percent over the prior year, representing an additional US$29 million in

tuition revenues.

The evidence o how deeply analytics has become embedded in Seton Hall’s marketing eorts isn’t

hard to nd. It’s seen in how once skeptical clients are now bursting with new ideas and enthusiasm

in their monthly meetings with Brosnan. It’s also seen in the widely attended “war” (Web Analytics

Review) call he conducts every Monday morning to go over the numbers. Most o all, Brosnan believes

it’s changing the way people think about recruitment marketing. “The combination o social media andanalytics represents not only a new channel, but a whole new way o nurturing relationships through

stronger engagement,” says Brosnan. “That approach is a perect complement to the strength o

Seton Hall’s brand message.”

“The combination of social media and analytics represents not only a new channel, but a whole new way of nurturing relationships through stronger engagement.”

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http://ibm.com/smarterplanet/education




© Copyright IBM Corporation 2011 IBM Corporation 1 New Orchard Road Armonk, NY 10504 U.S.A.

Produced in the United States o America. June 2011. All Rights Reserved. IBM, the IBM logo, ibm.com, Let’s Build a Smarter Planet, Smar ter Planet, the planet icons and Coremetrics are

trademarks o International Business Machines Corporation in the United States, other countries, or both. I these and other IBM trademarked terms are marked on their frst occurrence

in this inormation with a trademark symbol (® or TM), these symbols indicate U.S. registered or common law trademarks owned by IBM at the time this i normation was published.

Such trademarks may also be registered or common law trademarks in other countries. A current list o IBM trademarks is available on the Web at “Copyright and trademark inormation”

at www.ibm.com /legal/copytrade.shtml. Other company, product or service names may be trademarks or service marks o others. This case study illustrates how one IBM customer

uses IBM products. There is no guarantee o comparable results. Reerences in this publication to IBM products or services do not imply that IBM intends to make them available in all

countries in which IBM operates.

ODC03198-USEN-00Please Recycle


Please contact yourIBM sales representativeor IBM Business Partner.

Visit us at:ibm.com /smarterplanet/educatio

Let’s Build a Smarter Planet

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IBM IT group to reduce costs and

conserve energy with a secure cloud

environment

IBM Case Study

Overview

How do we make the most of our IT

resources? Facing increased pressure

to reduce spending and rising power

and cooling costs, it’s a question that IT

departments worldwide are asking.

In Hursley, United Kingdom, one IBM®

IT department is finding its answer in

secure cloud computing.

The IT department in Hursley supports

about 2,000 IBM software engineers,

spread across about 25 different teams.

These teams are responsible for

developing and testing new

IBM CICS®, IBM WebSphere® MQ

and related products and for helping to

solve product issues that customers

may be experiencing. To do so, the

teams must be able to replicate a

variety of software and hardware

operating environments. However,

because each team operates

independently, over the years the

organization has accumulated a large

number of servers to support their

projects, many of which sit idle for

much of the year.

“ With the ability to poolour resources, we canoperate as efficiently as possible, reducing energy consumptionand IT costs whileresponding morequickly to customer needs.”

— Jon Tilt, Chief Test Architect, IBM WebSphere MQ and Enterprise Service Bus (ESB) Development Department, IBM

■ Challenge

Facing increased pressure to

reduce spending and rising

power and cooling costs, the

IBM Software Group United

Kingdom IT Department in

Hursley needed to increase

utilization of its hardware

assets.

■ Solutions

Using IBM Tivoli and

IBM WebSphere software along

with IBM Power Systems, the

organization is implementing a

secure cloud environment that

will give development teams

access to services whenever

and wherever they’re needed.

■ Benefits

Improved resource utilization

and server consolidation for

decreased power usage and

costs; reduced server

provisioning time from up to

three days to as little as

15 minutes; enhanced security

provides faster access to

resources while documenting

compliance.



Additionally, previously manual provisioning processes meant that setting up new

environments with the proper operating systems and middleware could take up to

three days of elapsed time for an existing server and several weeks or more of

elapsed time for a new server. With these delays, users within a team might hold onto

systems longer than required, just in case they needed them in the future. As a result,

some users struggled to find sufficient assets to achieve business commitments while

others had systems that were not being used.

“We could not meet customer needs with our existing business model,” says Jon Tilt,

chief test architect, IBM WebSphere MQ and Enterprise Service Bus (ESB)

Development Department, IBM. “We needed to change our mindset if we were to

eliminate inefficiency and respond quickly.”

Breaking down IT silos

With the move from a traditional IT service model to a secure cloud environment, the

IBM Software Group UK IT department in Hursley will give development teams access

to services whenever and wherever they’re needed while reducing energy and space

usage and optimizing resource utilization. These teams will no longer need to worry

about how the service is being delivered—whether it’s through a new server built from

bare metal up or through a virtualized image on an existing resource. They’ll simply log

in to a portal to request the capabilities they need—including operating system,

memory, disk space, middleware and more—and gain access in minutes.

The first phase in this multiphase project has focused on creating a service

management platform that provides greater visibility and control of IT resources and

automates previously manual processes.

For example, through a new interface developed with IBM Lab Services in Toronto

using IBM WebSphere Portal software, software engineers in Hursley have a single

screen to request new systems. Users can select the appropriate hardware, install the

operating system and apply security patches at the touch of a button. IBM Tivoli®

Provisioning Manager software works behind the scenes to orchestrate the workflows

required to build these systems, integrate them into the network and confirm thesoftware is properly licensed. There are currently more than 485 UNIX® and

x86-based servers capable of being provisioned. In peak months, more than

200 provisioning requests have been fulfilled—a level not previously possible. And

requests that could take between one and three days can now be completed in less

than 60 minutes.



“We can now do an install on IBM Power Systems™ from the metal up in just

15 minutes,” says Tilt. “It gives our software engineers confidence that we can meet

their needs, which is critical in making the transition from separate resource ‘pools’ to

a shared environment.”

IBM Tivoli Monitoring software provides IT staff with a graphical representation of how

servers are being used including CPU usage, disk usage and power consumption.

This information has been critical in helping users for the first time to understand what

capacity is needed and when. In one case, a development team consistently

requested 32 GB of memory for a particular test. With Tivoli Monitoring, the IT team

reviewed server usage for 90 days and found that the developers never used more

than 8 GB of memory. Upon seeing this, the developers were comfortable in letting IT

staff create new images on the system for other teams to use.

“By understanding our hardware usage we are becoming smarter on how we use our

resources,” says Dave Barnes, IT specialist, IBM Software Group UK IT Department in

Hursley.

Uncovering hidden problems to improve product quality

The insight gained with Tivoli Monitoring has been so valuable that development

teams have begun to use the software to help them uncover software problems that

might previously have gone undetected. The teams are using Tivoli Monitoring to

create a baseline graph for each test and then monitor the tests to identify anyvariances. If the new graph varies from the baseline—such as indicating higher

memory usage at a specific point in time or longer run time—developers can address

the cause, helping to prevent these issues from cropping up in real-world applications.

“Problems that would have gone undetected before can be clearly seen on the Tivoli

Monitoring charts and addressed,” says Steve Peggs, information architect,

IBM WebSphere MQ and Enterprise Service Bus (ESB) Development Department,

IBM. “We are finding information about how the software is performing that we didn’t

even know existed.”

Security in a dynamic infrastructure

Providing approved users with access to services had to be as dynamic as the

infrastructure itself. Because of this, the team implemented IBM Tivoli Identity Manager

software to eliminate lag times in delivering access.

Solution Components

Hardware

● IBM® Power® 570

● IBM Power 550

● IBM Power 520

Software

● IBM Tivoli® Identity Manager

● IBM Tivoli Monitoring

● IBM Tivoli Provisioning Manager

● IBM WebSphere® Portal

Services

● IBM Lab Services, Toronto



Before, password resets could take from a few hours to a few days to complete.

Now, users can log into a self-service portal and reset their passwords in just

minutes. As new members join the team, they can gain rapid access to all the

services they’re allowed. And as members depart, IT staff can remove accessrights to all systems with one command, rather than logging into dozens of different

systems. The software also provides a full audit trail of who removed which access

rights and when, which has been valuable in documenting security compliance for

audits.

“We’ve shortened the time to provide passwords from hours to minutes while

providing the appropriate controls to make sure the right people have access to the

resources they should have,” says Peggs.

A flexible model for maximum efficiency

In the first two quarters alone, improved resource utilization has driven a 6 percent

reduction in power usage and saved nearly US$150,000. And as teams have

become more comfortable sharing resources, the IT department has consolidated

systems for even greater savings. In one area, an IBM Power® 570 server now

performs the work that 60 UNIX systems once provided. IT staff estimate that this

investment will pay for itself in just 11 months through the power savings alone.

Once the organization fully transitions to a cloud environment and more

development teams use the service, the IT team expects to see significant returns.

“All of this would not be possible without Tivoli software,” says Tilt. “With the ability

to pool our resources, we can operate as efficiently as possible, reducing hardware

requirements, energy consumption and operating costs while responding to

customer needs more quickly.”


Contact your IBM sales representative or IBM Business Partner. Visit us at:

ibm.com /cloud

You can get even more out of Tivoli software by participating in independently run

Tivoli User Groups around the world. Learn about opportunities near you at:

www.tivoli-ug.org

Additionally, IBM Global Financing can tailor financing solutions to your specific IT

needs. For more information on great rates, flexible payment plans and loans, and

asset buyback and disposal, visit: ibm.com /financing


IBM Corporation

Software Group

Route 100

Somers, NY 10589U.S.A.


November 2009

All Rights Reserved

IBM, the IBM logo, ibm.com and Tivoli are

trademarks or registered trademarks of

International Business Machines Corporation in

the United States, other countries, or both. If

these and other IBM trademarked terms are

marked on their first occurrence in this

information with a trademark symbol (® or ™),

these symbols indicate U.S. registered or

common law trademarks owned by IBM at the

time this information was published. Such

trademarks may also be registered or common

law trademarks in other countries. A current list

of IBM trademarks is available on the Web at

“Copyright and trademark information” at

ibm.com /legal/copytrade.shtml

UNIX is a registered trademark of The Open

Group in the United States and other countries.

Other product, company or service names may

be trademarks or service marks of others.

This case study is an example of how one

customer uses IBM products. There is no

guarantee of comparable results. References in

this publication to IBM products and services do

not imply that IBM intends to make them

available in all countries in which IBM operates.



http://www.tivoli-ug.org/








http://www.tivoli-ug.org/




Let’s build a smarter planet

Pike County Schools Enhancing the learning experience withvirtual desktops

Pike County Schools is a regional school district in eastern Kentucky that

supports the educational needs o more than 10,000 students, oering a

rich, comprehensive education that includes the use o computers in the

day-to-day classroom. The organization maintains 27 elementary, middleand high schools, as well as a pair o day treatment acilities and three

technical centers.

The Need

Pike County Schools needed a consistent and integrated technology

environment to support learning objectives and enable its more than

10,000 students to be technology profcient upon graduation. With 27

educational acilities to manage, ensuring its systems were loaded with

the latest educational sotware—and capable o running the sotware—

was challenging. And it became more so when its unds were reduced

by 80 percent.

The Solution

Rather than replace thousands o workstations, Pike County Schools

implemented a virtual desktop solution that leverages existing desktop

hardware and moves the application inrastructure to a remote

operating environment. Students now access school applications using

either a Web browser or a special CD that bypasses the boot processes

o the desktop system. Now, all students have access, at home or at

school, to the latest educational tools.

Pike County Schools

Kentucky

Education

http://www.pike.k12.ky.us/

“We no longer worry about what hardware is in the

school … [or] about theapplications or processes that the schools are using,because they are the same

for everyone.” — Maritta Horne, Chie Inormation Ofcer and

Director o Technology, Pike County Schools

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Please Recycle


IBM Corporation

1 New Orchard Road Armonk, NY 10504U.S.A.

Produced in the United States April 2010 All Rights Reserved

IBM, the IBM logo and ibm.com are trademarks o International Business MachinesCorporation, registered in many jurisdictions worldwide. A current list o IBMtrademarks is available on the Web at “Copyright and trademark inormation” at ibm.com/legal/copytrade.shtml

Other company, product or service names may be trademarks or service marks o others.

The inormation contained in this documentation is provided or inormationalpurposes only. While eorts were made to veriy the completeness and accuracy o theinormation contained in this documentation, it is provided “as is” without warranty o any kind, express or implied. In addition, this inormation is based on IBM’s currentproduct plans and strategy, which are subject to change by IBM without notice. IBMshall not be responsible or any damages arising out o the use o, or otherwise relatedto, this documentation or any other documentation. Nothing contained in thisdocumentation is intended to, nor shall have the eect o, creating any warranties orrepresentations rom IBM (or its suppliers or licensors), or altering the terms andconditions o the applicable license agreement governing the use o IBM sotware.

EDC03006-USEN-00

Solution Components

• IBM® Global Technology Services

• SmartBusinessDesktopCloud

What Makes it Smarter

Provides the latest educational tools and sotware to students enrolled•

in the district, home-schooled students and sta working remotely

Increases the eectiveness o instruction and encourages greater•

interaction between students and sta by delivering a more responsive

environment

Reduces the cost o modernizing the district’s desktop systems by •

roughly 64 percent through access to a virtual, desktop cloud

environment

Enables teachers to track student progress and recommend specifc•

actions using more data rom homework and testing activities


Please contact your IBM sales representative or IBM Business Partner.

Visit us at:

ibm.com/education

of 142

http://www.ibm.com/education

http://www.ibm.com/education



Cloud Computing:


Adoption Pattern: Cloud Service Provider

Cloud service providers deliver reliable, highly secure and scalable cloud-based

platforms and then capitalize on these business models by offering them to others.

Examples of this adoption pattern range from core cloud service delivery to

industry-specific integrated service management with storage, networking and

security. Projects in this area include the following:

Build the Cloud Infrastructure Enable Applications in the Cloud

Extend Applications in the Cloud

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of 142



Case Study QuickView

Star Technology (Star) is an Information and Communications Technology

(ICT) services provider in the United Kingdom, serving more than 500,000

business users. Star has more than 13 years experience in providing practical

Internet-driven services for UK businesses.

Challenge

Starting out as a managed hosting provider, Star needed to meet stringent service

level agreements (SLAs) to help ensure that its customers’ operations were always

available. Thus it required an infrastructure that could grow as the number ofcustomers increased.

Solution

Star chose IBM Service Management solutions for service quality management

to provide end-to-end visibility of its customers’ IT infrastructure through a single

customizable workspace portal to deliver optimized service within agreed

service levels.

The company can set thresholds for alerts to situations which may cause problems,

such as disks filling up, so that it can proactively intervene to avert downtime. Using

IBM® Tivoli® software’s proactive monitoring capabilities, Star’s current environment

of 1,000 servers can easily scale to 10,000 without increasing the supporting

infrastructure or creating an exponential rise in operational resources.

To keep the number of physical interventions low and save on administration

overhead, Star uses the Tivoli solution to automate processes as it increases the

visibility of its customers’ systems. For example, Star can automatically monitor

Microsoft® Windows® servers and restart services if they fail or if a certain condition

is met, eliminating the need for a technician to intervene manually.

The solution allows Star to proactively monitor customers’ Web sites and the

infrastructure supporting their Web sites with robotic transactions that can send an

alert should there be an issue from an end-user perspective. Issues with a database

server are quickly flagged and failed-over to a secondary database server without

causing the customer any outages. Similarly, if there’s an issue with a Web server,

Star can take it out of the load balancer so that it will not accept requests and

create errors.

Star Technology (Star)

Gloucester, UK

www.star.net.uk

Industry

• ComputerServices

Solution Components

IBM Service Management Solution

• IBM® Tivoli® Application Dependency

Discovery Manager 7.1.2

• IBM Tivoli Business Service

Manager 4.2

• IBMTivoliCompositeApplication

Manager for Applications

• IBMTivoliCompositeApplication

Manager for Transactions

• IBM Tivoli Intelligent Orchestrator 7.1

• IBM Tivoli Monitoring family

• IBMTivoliMonitoringforCluster

Managers

• IBM Tivoli Monitoring for Microsoft

Applications

• IBM Tivoli Monitoring (for Microsoft

Windows, Red Hat and Solaris)

• IBM Tivoli Monitoring for Virtual

Servers

• IBM Tivoli Netcool® /OMNIbus 7.2

• IBM Tivoli Network Manager 3.7

• IBM Tivoli Performance Analyzer 6.1


www.ibm.com / tivoli

“Star has built a successful cloud computing infrastructure using

IBM Tivoli Monitoring software and working closely with IBM.” — Mark Whitehead, Manager, Enterprise Management

Systems, Star Technology

Overview

Star Technology meets stringent SLAs with IBM Service

Management solutions

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http://www.star.net.uk/








http://www.ibm.com/us



®

©CopyrightIBMCorporation2009

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TIC14073-GBEN-00

IBM Service Management solutions also allow Star to better visualize and present

data. The company now has a single view of all its hosting customers and can see

which ones have issues. This enables Star to show customers what it is doing for

them. For instance, a customer might know that its Web site is up 100 percent of the

time, but it may not know why. Star can show them the performance of their servers

and applications, and how they are trending.

Star uses IBM Tivoli Network Manager to monitor its core network. Additionally, Star

hasmigratedfromIBMTivoliEnterpriseConsole®

to IBM Tivoli Netcool®

/OMNIbussoftware. This provides a single consolidated event management system which can

handle events from any source including non-Tivoli systems.

Star plans to fully exploit the capabilities of IBM Service Management solutions for

service quality management to obtain a holistic view of its data center, including

energy consumption, so it can help provide customers with green options. Star can

use a combination of existing products including IBM Netcool/OMNIbus software

and IBM Tivoli Monitoring universal agents to understand power consumption and

for interfacing with non-IT resources. With greater insight into energy usage, data

center managers can forecast additional power and cooling requirements as new

clients are added. Additionally, they can analyze power consumption for each

resource to identify areas in which more energy-efficient products can be used. A

holistic view of data center power usage will also allow Star to assess the potential

impact of energy savings initiatives, and, in the future, correlate power usage

against IT loads. In cases where clients use Star’s co-location facility to manage

their hardware and applications, Star would have the ability to track and accurately

charge clients for their energy usage. One of the benefits of IBM’s approach is that

it provides staff with a single infrastructure to monitor network, server and non-IT

resources, simplifying management and delivering end-to-end visibility that was

previously impossible.

The mutually beneficial working relationship between Star and IBM enables Star to

make use of IBM resources to assist in:

• Architectureplanning

• Businesscases

• Deploymentofsolutions

• Proof-of-technologyworkshops

• Betasoftwareprograms

Benefits

• Abilitytoproactivelyaddresspotentialfailuresforitscustomers

• Reducedoperationaladministrationthroughautomatedprocesses

• Scalabilitytogrowfrom1,000serversto10,000withoutincreasingthesupporting

infrastructure or creating an exponential rise in operational resources

• Improvedenergyefficiencyandlowerenergycosts

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IBM Systems and Technology Computer services

Case Study

VNTT creates climate ofbusiness innovation withIBM cloud solution

Overview

The need

VNTT wanted to create a shared

central infrastructure to deliver flexible

infrastructure and software services to

small- and mid-sized companies, on a

pay-as-you-use pricing model.

The solution

Launched the VNTT Cloud Center, built

on IBM Service Delivery Manager cloud

solution and featuring IBM System x®

and BladeCenter® servers, enabling the

dynamic creation of secure virtual infra-

structures for local businesses.

The benefitShared infrastructure leverages

economies of scale to deliver high-quality

IT services at low cost; virtual resources

can be flexed up and down as business

requirements change; cloud removes

need to understand the underlying infra-

structure, allowing businesses to focus

on innovation.

Vietnam Technology and Telecommunication (VNTT) provides technol-

ogy services to industrial parks in the Binh Duong province in the south

east of Vietnam. This area is one of the most attractive for foreign invest-

ment; several high-profile Western companies have set up factories andplants here. Established in 2008 with capital funding from Vietnam Post

& Telecommunication Corp., Becamex IDC Corp., and the Bank for

Investment and Development of Vietnam, VNTT aims to make enter-

prise-class IT facilities available to the small- and mid-sized businesses

that dominate the Vietnamese economy.

An estimated 80 percent of businesses in Vietnam employ 500 people or

fewer, and many of these companies lack the financial capital to invest in

state-of-the-art IT infrastructure and software solutions. Indeed, compa-

nies at the smaller end of the scale are unlikely even to have skilled IT

personnel. VNTT set out to create a shared central infrastructure that

could deliver flexible services to small- and mid-sized companies, enablingthem to access the latest business applications for a low monthly fee.

“Our vision was to create a platform to foster innovation and growth in

the Vietnamese economy, taking advantage of our economy of scale to

deliver highly cost-effective enterprise-class IT services to small- and

mid-sized businesses,” says Nguyen Minh Tan, CEO, Vietnam

Technology and Telecommunication. ”We chose IBM as our trusted part-

ner for delivering commercial cloud services, based on its comprehensive

portfolio and proven track record in other client engagements. We knew

that IBM had the expertise and the local support to help us leverage cloud

in a way that is safe, reliable and efficient for our business.”

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Case Study

“We chose IBM as our trusted partner for deliv-ering commercial cloud

services, based on its comprehensive portfolioand proven track record in other client engagements.”

—Nguyen Minh Tan, CEO, Vietnam Technology

and Telecommunication

Dynamic shared services VNTT built its new Cloud Center on IBM Service Delivery Manager

solution, deploying IBM System x and IBM BladeCenter servers,

IBM System Storage® disk and tape solutions, and a variety of

IBM Tivoli®, and Lotus® solutions.

The VNTT Cloud Center enables companies in the Binh Duong indus-

trial parks to access anything from an individual hosted virtual server

right through to a full virtual data center. The Cloud Center also pro-

vides software-as-a-service (SaaS), enabling companies to run corporate

portals, email systems, collaboration and more—and the entire

environment is supported by the IBM Cloud Labs in Vietnam.

”Our initial offering covered infrastructure-as-a-service, providing

co-location services and the rental of physical and virtual servers,“ says

Nguyen Minh Tan. “We later expanded to offer a full range of cloud-

based SaaS solutions, using Lotus Notes and Domino for email,

IBM WebSphere® Portal Express for company intranets and IBM Lotus

Foundations to provide an all-in-one business platform. The cloud

architecture enables companies to have a private, secure set of resources

that can dynamically expand and contract as their business needs

change—so that they always have the right-sized infrastructure for their

requirements.”

Both business users and IT administrators use a self-service portal to

access the VNTT cloud resources, and flexible pricing options bring

enterprise-class computing within the financial reach of even the smallest

companies. Behind the scenes, an integrated suite of IBM software keepsthe cloud running smoothly and reliably: IBM Tivoli Monitoring

provides system health checks, IBM Tivoli Storage Manager enables

automated backup and recovery of data, and IBM Tivoli Provisioning

Manager enables the rapid creation and deployment of new virtual

environments.

“The IBM cloud technologies enable us to rapidly provision new services

for businesses, giving them enormous flexibility and enabling dynamic

response to changing economic conditions,” says Nguyen Minh Tan.

“Rather than investing significant amounts of capital in an inflexible infra-

structure of their own, small- and mid-sized businesses can tap into the

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Case Study

cloud, getting precisely the resources they need for the time they need

them, and at a price that makes business sense. As their businesses grow,

we can easily add new resources to the cloud and dynamically expand

their virtual environments.”

Packaged cloud from IBMIBM Service Delivery Manager is a single solution that provides all of the

necessary software components to implement cloud computing. Cloud

computing is a services acquisition and delivery model for IT resources,

which can help improve business performance and control the costs of

delivering IT resources to an organization.

IBM Service Delivery Manager provides preinstalled capabilities essential

to a cloud model, including:

● A self-service portal interface for reservation of computer, storage, and

networking resources, including virtualized resources

● Automated provisioning and de-provisioning of resources

● Prepackaged automation templates and workflows for most common

resource types, such as VMware virtual images and LPARs

● Service management for cloud computing

● Real time monitoring for elasticity

● Backup and recovery

Supporting business innovation The introduction of the IBM cloud at VNTT has dramatically acceler-

ated the creation of new virtual infrastructures and SaaS solutions,

enabling businesses to launch new services in hours rather than months.

The cloud paradigm also removes the need to know about the underlying

infrastructure, allowing businesses to focus on innovation rather than

worrying about IT service provision. The low start-up costs and flexible

pricing lower the barriers to market-entry for new start-ups, without

restricting their flexibility to expand as their businesses grow.

“The IBM cloud is a true platform for business innovation in Vietnam,”

concludes Nguyen Minh Tan. “It enables us to be extremely flexible in

providing IT services, and ensures that even businesses with zero IT

expertise can benefit from enterprise-class infrastructure. What’s more,

our close collaboration with IBM ensures that we have all the skills weneed in-house to support our customers as they look to exploit powerful

new software solutions.”


Software

● IBM Service Delivery Manager● IBM Lotus® Domino®● IBM Lotus Foundations®● IBM WebSphere® Portal Express● IBM Tivoli® Storage Manager

Servers

● IBM System x®● IBM BladeCenter®● IBM System Storage®

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DIC03006-USEN-00

For more information To learn more about the IBM Service Delivery Manager solution,

please contact your IBM marketing representative or

IBM Business Partner, or visit the following website:

ibm.com /software/tivoli/solutions/service-delivery/

To learn more about IBM System x and BladeCenter, visit the following

website: ibm.com /systems/x









Produced in the United States of America January 2011 All Rights Reserved

IBM, the IBM logo, ibm.com, BladeCenter, Lotus, System Storage, System x, Tivoliand WebSphere are trademarks of International Business Machines Corporation in theUnited States, other countries or both. If these and other IBM trademarked terms aremarked on their first occurrence in this information with a trademark symbol (® or ™),these symbols indicate U.S. registered or common law trademarks owned by IBM at thetime this information was published. Such trademarks may also be registered orcommon law trademarks in other countries. A current list of IBM trademarks isavailable on the web at “Copyright and trademark information” atibm.com /legal/copytrade.shtml

Other company, product and service names may be trademarks or service marks of others.

References in this publication to IBM products or services do not imply thatIBM intends to make them available in all countries in which IBM operates. Offeringsare subject to change, extension or withdrawal without notice. All client examples citedrepresent how some clients have used IBM products and the results they may haveachieved.


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http://www.ibm.com/software/tivoli/solutions/service-delivery/


http://www.ibm.com/systems/x












The University of Bari

fosters innovation in thecloudBuilding a service-oriented cloud architecture on

IBM System z and Linux

The University of Bari is one of southern Italy’s premier educational

institutions, with 12 faculties offering degrees in a wide range of subjects.

Established in 1925, the University has nearly 70,000 students and more

than 1,800 teaching staff at its main campuses in Bari, Brindisi and Taranto.

The University is a member of DAISY-net, a consortium of public

universities and information and communication technology (ICT) com-

panies in the Puglia region of southern Italy. DAISY-net aims to carry out

research and development and provide technology transfer and training

to support economic and industrial growth within the region. As part of

this mission, DAISY-net wanted to create a highly secure, scalable and

flexible architecture for application development and deployment.

Harnessing cloud computing The University of Bari decided to host the infrastructure for this new

architecture, and became interested in the possibility of creating a cloud

computing infrastructure. This would provide very rapid and simple pro-

visioning and management of new development, test and production

environments, and enable each environment to scale up or down to meet

demand. This level of flexibility would encourage students and other

developers to concentrate on application innovation, instead of worrying

about infrastructure-related issues.

As the basis for the new cloud infrastructure, the University selected the

IBM System z Solution Edition for Cloud Computing. This comprises an

IBM System z9® Business Class server with three Integrated Facility for

Linux (IFL) processors that can support hundreds of Novell SUSE Linux

Enterprise Server virtual machines. Storage is provided by IBM System

Storage DS6800 disk systems. The Linux for System z architecture is

controlled by IBM Tivoli Service Automation Manager, which automates

the key processes around the request, deployment, monitoring and man-

agement of standardized virtual server images.

Smart is...

Bringing Cloud-based IT support into the local community

The University of Bari is strongly commit-

ted to developing cloud-based solutions

for communities and businesses in

southern Italy. The University needed a

platform to facilitate cost-effective,

flexible application development.

The University leveraged the

IBM® System z® Solution Edition for

Cloud Computing—a virtualized infra-

structure that uses IBM System z,

IBM System Storage®, SUSE Linux®

Enterprise Server for IBM System z and

IBM Tivoli® Service Automation Manager

to enable intelligent management of Linux

virtual machines.

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Creating the cloud platform Working with teams from IBM Italy and MAUDEN, an IBM Business

Partner, the university installed the System z platform and began provid-

ing members of DAISY-net with access to core resources such as

IBM WebSphere® Process Server and IBM DB2®, which both run in an

IBM z/OS® partition. By leveraging a Linux for System z cloud on top of

these core platforms, these developers were quickly able to create a wide

range of innovative solutions, using service-oriented architecture (SOA)

principles to enable rapid development of composite applications by

orchestrating existing services and components.

Bringing ICT into new industries Most of the development projects focus on exploring new ways of helping

communities and small businesses in the Puglia region—especially in

areas and industries where ICT has not traditionally penetrated, such as

fishing, wine production and local transportation.

The solution that one of the DAISY-net development teams has

created for the fishing industry is particularly interesting. It provides a

touch-screen solution that fisherman can install in their boats and use to

report the size and species of the fish they catch. This information is then

automatically shared with potential customers such as local markets,

shops and restaurants, who can compete in a live auction while the fishing

boat is still out at sea. When the fish has been purchased, the solution

shows which customers have bought which fish, so that the fisherman can

package it for delivery on the way back to the harbor. As a result, the fish-

ermen obtain the best price for their catch, and customers get the freshest

possible fish.

Smarter education Bringing Cloud-based IT support into the local community

Instrumented Captures humidity, temperature, soil and traffic conditions through a

specialized appliance via RFID devices deployed in the appropriate

location.

Interconnected Integrates sensor, market and GPS data with mainframe systems at the

university, private sector and government regulatory agencies.

Intelligent Provides real-time status of transportation logistics and market demand

for particular fish and wine products. GPS geo-localization allows

transportation companies to make adjustments for routes and deliver-

ies, while fishing companies can begin product auctions while fish are

being caught. Winemakers are also able to understand market demand

for products, while also being able to ensure environmental quality by

monitoring soil isotopes.

Business benefits

● Accelerates the sale and deliveryof wine, fish and other cargo toend-customers.

● Provides real-time information fromRFID sensors on variables such astemperature, humidity and whether car-gos have been subjected to any shocksor stresses.

● Integrates sensor, market and GPSdata with mainframe systems at theuniversity, private sector and govern-ment regulatory agencies.

● Virtualizes the University Laboratory forstudents.

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A second DAISY-net application supports local vineyards by providing

constant monitoring of soil conditions, which helps to improve the

quality of the product. Data from the soil monitors is automatically

transmitted to the central application, which runs centrally on the

IBM System z server. Isotopic soil monitoring enables wines to be catego-rized by isotopic characteristics, which determine grape color and taste.

The monitoring equipment also provides information about the grapes’

origin for an academic research project.

Another solution is already being used in production by a local transport

and logistics company. Sensors installed in each of the company’s trucks

send data to a central monitoring application that runs in the System z

cloud. The sensors provide real-time information on variables such as the

temperature, humidity and whether the cargo has been subjected to any

shocks or stresses. It can also monitor the route taken by the truck. This

allows the company to ensure that even the most sensitive cargo can be

delivered quickly and in excellent condition.

The University is planning to adapt this solution for other uses—for

example, environmental monitoring within data centers. Because the

application has been developed in a service-oriented way, it will be rela-

tively easy to reuse its components in other solutions.

The use of such a real-time flexible environment helps make industries in

the Puglia region of southern Italy more competitive in local, national

and global markets. More solutions like this are planned.

The latest project is the virtualization of the University of Bari’s

Computer Science labs, which allows students to use educational

platforms as services. Students of each course use whatever platform

is specified by their teacher, so it is possible to use different platforms in

the same laboratory. Moreover, students can access their platform even

when they are not in the lab. The use of cloud computing allows teachers

to change platforms without changing the underlying infrastructure.

Therefore, Cloud Computing allows the continuous improvement of lab-

oratory infrastructure while minimizing the costs.

Making small-scale solutions viable The biggest advantage of developing these applications on the System z

cloud platform is that it is easy to start small, with trial implementationsfor just a few users, and very quickly scale up as the technology is adopted

more widely.

“The IBM System z Solu-tion Edition for Cloud Computing eliminates the trouble and expense of buying and managing new infrastructure, mak-ing the development of

small-scale solutions much more viable. Moreover, as demand for a solution increases, thecloud can simply allocatemore resources, so thereis no problem with

scalability.”

—Professor Visaggio, full professor of SoftwareEngineering at the University of Bari


Servers

●

IBM System z®

● IBM System Storage® DS6800

Software

● IBM DB2® for z/OS®● IBM Tivoli® Service Automation

Manager● IBM WebSphere® Process Server● IBM z/OS● IBM z/VM®● Novell SUSE Linux® Enterprise Server


● MAUDEN

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“In a traditional ICT model, the idea of creating a solution for a small

group of fishermen or a local transport company would probably never

get off the ground because the initial infrastructure costs would be too

high,” explains Professor Visaggio, full professor of Software Engineering

at the University of Bari. “The IBM System z Solution Edition for CloudComputing eliminates the trouble and expense of buying and managing

new infrastructure, making the development of small-scale solutions

much more viable. Moreover, as demand for a solution increases, the

cloud can simply allocate more resources, so there is no problem with

scalability.”

“Working with IBM and MAUDEN to create this new cloud infrastruc-

ture has already made a huge difference to businesses and communities in

southern Italy, and will continue to provide an agile, flexible platform that

helps our brightest students and ICT professionals collaborate and

express their most innovative ideas.”

For more information To learn more about the IBM System z Solution Edition for Cloud

Computing, please contact your IBM marketing representative or

IBM Business Partner, or visit the following website:

ibm.com /systems/z/solutions/editions/cloud/



Produced in the United States of America January 2011 All Rights Reserved

IBM , the IBM logo, ibm.com, Tivoli, System Storage and System z are trademarks of International Business Machines Corporation in the United States, other countriesor both.

Linux is a registered trademark of Linus Torvalds in the United States, other countries,or both.

Other company, product and service names may be trademarks or service marks of others.

References in this publication to IBM products or services do not imply thatIBM intends to make them available in all countries in which IBM operates.

ZSC03093-USEN-00

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http://www.ibm.com/insurance





The Chilean Red Cross

improves disasterresponseBoosting humanitarian relief efforts with

IBM System x and Lotus

IBM Systems and Technology Healthcare

Case Study

Overview

The need

To replace manual processes and enable

higher speed in managing projects and

coordinating emergency response, the

Chilean Red Cross needed an efficient

automated resource management

solution.

The solution

IBM donated IBM® System x® 3250 M2

and IBM System x3250 M3 servers

powered by Intel® Xeon® Processors,

running Red Hat Enterprise Linux.

IBM is also implementing Sahana and

IBM Lotus® software.

The benefit

IBM System x servers provide a powerful

yet efficient server solution. Sahana

ensures effective emergency resource

management while IBM Lotus software

will improve management efficiency.

Headquartered in Santiago, the Chilean Red Cross seeks to promote the

International Red Cross Federation’s humanitarian values in Chile. The

Chilean Red Cross focuses predominantly on three key areas, namely:

disaster response, disaster management, and health. The organization hasbeen active in Chile for over a century and currently has more than

100 employees working in a number of offices across the country.

The IT infrastructure challenge As a humanitarian organization, the Chilean Red Cross needs to

coordinate fast and efficient emergency responses in the event of a

large-scale disaster.

However, with little or no IT infrastructure, the organization lacked the

means to manage its resources optimally, particularly when coordinating

emergency relief efforts. “The vast majority of the logistics work carried

out in our Santiago headquarters and branches was done with personal

computers or simply using pen and paper,” said Ismael Espina, IT

Administrator, Chilean Red Cross. “Equally, we had no internal

IT platform to coordinate activities between our Santiago headquarters

and regional offices, making it difficult to collaborate on projects across

our branches.”

He adds, “All in all, a major technological overhaul was needed to

modernize our organization and improve its operational efficiency.”

Assistance from IBM Global Technology

Services As part of its corporate responsibility program, IBM Global Technology

Services supplied a number of IBM solutions to the Chilean Red Cross,

to provide the organization with a customized IT architecture. IBM set

out to identify the principal needs of the organization and established that

it required a robust server platform and specialist communication and

collaboration software.

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Case Study

“The IBM donation will contribute greatly to themodernization of theChilean Red Cross, help-ing us achieve our goal of becoming a moreefficient humanitarianorganization.”

—Ismael Espina, IT Administrator,

Chilean Red Cross

With this specification in mind, IBM Global Technology Services is

currently assisting the Chilean Red Cross in the implementation of

IBM System x3250 M2 and IBM System x3250 M3 servers powered

by Intel Xeon 3400 Series Processors and running Red Hat Enterprise

Linux. “The IBM system x platform is well-suited to the size of the RedCross branches receiving IBM technology donations,” said Cecilia

Anríquez, Chilean Red Cross Project Manager, IBM Chile. “What’s

more, as an NGO, the Chilean Red Cross does not have a limitless

budget for utilities. The low energy consumption, reliability and price-

performance of the IBM System x servers featuring Intel Xeon Processors

will enable the organization to maintain low operating costs.”

In addition, IBM has customized and implemented Sahana Open Source

Disaster Management software, running on Linux, and will shortly be

rolling out cloud-based IBM LotusLive™ software.

“Above all, our priority is to ensure the long-term sustainability of the

IBM systems,” said Cecilia Anríquez. “The IBM solutions need to be

easily manageable by the Red Cross IT team and accessible to all Red

Cross employees and volunteers. For this reason, IBM Chile is offering

comprehensive training to Chilean Red Cross users to ensure they feel at

ease with the new solutions.”

Improving disaster response and management

processesSahana Open Source Disaster Management software was first developed

following the 2004 Indonesian Tsunami and is designed specifically for

non-profit organizations. The software contains a number of modular, web-based disaster management applications which together help coordi-

nate emergency responses in the aftermath of a catastrophe.

IBM worked with the Chilean Red Cross to ensure that all Sahana

applications were customized to meet the exact protocols of the Red

Cross Federation. “Sahana emerged as the right choice after the Chilean

earthquake of February 2010 when the Missing Person module was dis-

cussed in detail,” said Cecilia Anríquez Cespedes. “The module enables

users to enter very specific characteristics about missing individuals, such

as height and hair colour, in order to create an online bulletin board with

descriptions of missing people and information about those attempting to

locate them.”

In addition, Sahana’s Volunteer Coordination module enables the Chilean

Red Cross to harness its pool of volunteers in a faster and more efficient

manner by creating volunteer directories containing volunteer contact

information, availability and specialist skills. Synchronized with Google

Maps, the module also enables the Red Cross to establish which

volunteers are based closest to disaster-affected areas, ensuring faster

first responses.

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Case Study


Hardware

● IBM® System x®3250 M2● IBM System x3250 M3● Intel® Xeon®Processors

Software

● IBM Lotus® Symphony™● IBM LotusLive™● Red Hat Enterprise Linux● Sahana Open Source Disaster

Management

Services

● IBM Global Technology Services

The Chilean Red Cross also benefits from customized Inventory

Management modules, which list the location and expiry date of medical

and food supplies.

Improving long-term project managementprocesses The implementation of IBM business productivity software - IBM Lotus

Symphony and IBM LotusLive, hosted in cloud computing centers - will

facilitate the exchange of information and the sharing of expertise and

resources across Chilean Red Cross branch offices. IBM Lotus Symphony

will offer a full suite of office applications, while IBM LotusLive will pro-

vide Chilean Red Cross employees and volunteers with the collaboration

tools to work concurrently on documents, spreadsheets and presentations.

Far-reaching benefits

The donation of IBM technologies to the Chilean Red Cross has giventhe organization an entirely new IT infrastructure which will vastly

improve its management processes.

“Centered on the IBM System x platform, the IBM IT infrastructure

donated to the Chilean Red Cross is closely tailored to the organization’s

needs,” said Cecilia Anríquez. “The strong performance of the systems

and the Intel Xeon processors will help the Chilean Red Cross to respond

faster and more effectively to resolve humanitarian crises.”

The implementation of customized Sahana software has equipped the

Chilean Red Cross to offer more effective emergency responses in the

aftermath of a large-scale disaster. The repository of information createdby the software modules after a catastrophe will also be an invaluable ref-

erence for the coordination of future relief efforts.

“Lotus Symphony and LotusLive will enable Red Cross branches in

Chile to collaborate more effectively when managing projects,” says

Ismael Espina. “Our estimates show that the Lotus software should

improve our internal management efficiency.”

Ismael Espina concludes, “We have been impressed with the generosity

of the IBM donation and are grateful for the level of support we are

receiving throughout the implementation process. The IBM donation

will contribute greatly to the modernization of the Chilean Red Cross,helping us achieve our goal of becoming a more efficient humanitarian

organization.”

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Produced in the United States of America July 2011 All Rights Reserved

IBM, the IBM logo, ibm.com, Lotus and System x are trademarks of International

Business Machines Corporation in the United States, other countries or both.If these and other IBM trademarked terms are marked on their first occurrence inthis information with a trademark symbol (® or ™), these symbols indicate U.S.registered or common law trademarks owned by IBM at the time this information waspublished. Such trademarks may also be registered or common law trademarks in othercountries. A current list of IBM trademarks is available on the web at “Copyright andtrademark information” at ibm.com /legal/copytrade.shtml

Intel and Intel Xeon are trademarks or registered trademarks of Intel Corporation or itssubsidiaries in the United States and other countries.

Linux is a registered trademark of Linus Torvalds in the United States, other countries,or both.


References in this publication to IBM products or services do not imply thatIBM intends to make them available in all countries in which IBM operates. Offeringsare subject to change, extension or withdrawal without notice. All client examples citedrepresent how some clients have used IBM products and the results they may haveachieved.


XSC03094-USEN-00

For more informationContact your IBM sales representative or IBM Business Partner, or visit

the following website us at: ibm.com /systems/x/







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http://www.ibm.com/systems/x/












IBM Global ServicesRoute 100Somers, NY 10589U.S.A.

Produced in the United States o AmericaOctober 2011 All Rights Reserved

IBM, the IBM logo and ibm.com are trademarks or registered trademarkso International Business Machines Corporation in the United States, othercountries, or both. I these and other IBM trademarked terms are markedon their frst occurrence in this inormation with a trademark symbol

(® or ™), these symbols indicate U.S. registered or common lawtrademarks owned by IBM at the time this inormation was published.Such trademarks may also be registered or common law trademarks inother countries. A current list o IBM trademarks is available on the Web at “Copyrightand trademark inormation” at ibm.com /legal/copytrade.shtml Othercompany, productand service names may be trademarks or service markso others.

Reerences in this publication to IBM products and services do notimply that IBM intends to make them available in all countries in whichIBM operates.

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