ebook on it uplift

8/8/2019 eBook on IT Uplift

http://slidepdf.com/reader/full/ebook-on-it-uplift 1/13

GoldMine Datasheet TitleSubtitle: Reinvent your Sales, Marketing and Support Proceses



2 IT Innovation

SUCCESS KIT

Chapter I: Jumpstart IT Innovation

Business Expectations Rise, Pressure on IT Intensifes

Improving business processes was the No. 1 business priority or the ourth consecutive year in Gartner’s worldwide survey

o 1,500 Chie Inormation Ocers (CIOs).1 Business process improvement is just one part o an overall ocus on strate-

gic contribution that the business is expecting rom CIOs. In addition, 83% o the CIOs in the Gartner survey anticipate

signicant change in their enterprises over the next three years. These priorities and predictions pose a challenge or

overburdened IT organizations. Traditional management processes cannot scale to address an environment o change and

growing IT complexity. Workfows must become more automated and integrated to optimize eciency. Operational ex-

ecution must more closely align with service processes to contain costs. As IT evaluates opportunities to innovate, they will

naturally look or solutions that bring together technology silos to deliver strategic dierentiation.

An Innovative Approach

A new, innovative approach to IT is required: the unication o IT operations management and service management.

Combining PC liecycle management and IT service management tools can acilitate improved business processes whenoperational execution is tightly coupled with the control process. PC liecycle management solutions are ocused on opera-

tional execution, helping ensure that system availability is high and that IT assets are optimized throughout their liecycle.

By contrast, service management products are ocused on control processes and unction to ensure that service quality,

customer satisaction, and rst-call resolution levels are o a consistently high standard.

Unifying Infrastructure and Service Management

Blending these critical applications and uniying inrastructure management and service management enables IT to meet

rising expectations by delivering broader and more proactive services to the business. This innovative approach benets

customers by increasing rst-contact resolution rates and enhancing inrastructure availability. Cost savings are realized

when the service desk is armed with tools to perorm remote desktop support, reset passwords or redeploy problematic

sotware in an automated ashion. Service levels are achieved when rst-line support can deploy standard changes with

automated service request ulllment processing.

Jumpstarting the Process

Below are ve tangible use cases that can jumpstart your unied inrastructure management approach. As you use these

innovative processes to solve traditional problems, you will be laying the groundwork or end-to-end automation, merging

control processes with IT operations systems. This distinctive approach will bring together the capabilities, processes, and

resources within your cross-unctional IT teams to meet rising business expectations.

Use Case 1: Employee Provisioning

Use Case 2: Sotware Upgrade Requests

Use Case 3: Remote Control

Use Case 4: Reactive Break/Fix

Use Case 5: Proactive Patch Management

1 “Making the Difference: The 2008 CIO Agenda,” Gartner, Inc., January 2008



IT Innovation 3

SUCCESS KIT

Use Case 1: Employee Provisioning

In its 2008 benchmark report, Aberdeen Group observes that while many businesses ocus on metrics such as time and cost

to hire an employee, it is actually the time to productivity that is critical or new employees.2 When a new employee starts

his rst day with his workspace and phone, computer, required sotware and email ully unctional, he can hit the ground

running. With the rapid pace o employee transition, you need automated tools to simpliy new employee provisioning as

well as internal moves.

Your company has hired a vice president o marketing, and a “new employee setup” is requested rom the Service

Catalog. Once the requester submits the service request, auto-tasks are routed to various departments including human re-

sources, acilities, and IT operations. Behind the scenes, standard provisioning policies have pre-established the appropriate

hardware and sotware to be issued based on the employee’s job prole: a dual-core computer with 2GB o RAM and the

entire Adobe CS3 suite o sotware might be appropriate in this example. Automated business processing with PC liecycle

management identies the new “bare metal” PC in inventory, auto-boots the system, then selects the sotware prole and

installs the operating system and applications dened in the standard conguration. Typically, within an hour, the congu-

ration setup is veried, and the task is automatically closed in the service desk.

The unied inrastructure management approach allowed the service desk team to access policy-based compliance to

drive provisioning. Additionally, the governance burden and costs associated with desktop conguration management are

reduced and the process transparency required or regulatory audits is achieved seamlessly.

Use Case 2: Software Upgrade Requests

Policy-based compliance is introduced to reduce unauthorized changes to a server or an employee’s PC. However, there are

many cases where individual needs dictate an addition or upgrade to the standard sotware prole. When a user submits

a valid request, IT must respond quickly to ensure the employee remains productive.

A marketing department employee is using Microsot Project to manage a partner marketing campaign, and needs to col-

laborate on the project plan with the partner to hit an end-o-day deadline. Because the employee is using a dierent ver-sion o Microsot Project than the partner, collaboration has stalled. The marketing department employee calls the service

desk to request an upgrade to the latest version. Because the telephony system is integrated, the service desk receives an

auto-generated ticket pre-populated with the relevant employee inormation on the agent’s screen as the call is answered.

Using the integrated PC liecycle tools, the agent veries that Project sotware is authorized or this user and initiates the

standard request ulllment process. Once the request moves to the “approved” state, the PC liecycle management tool

remotely installs the appropriate sotware on the target machine, and updates the ticket with the installation status. Upon

completion, the service desk ticket is automatically closed and the telephony system phones the user, notiying her that the

sotware installation process is complete. The entire approval and upgrade process is completed within 15 minutes, allow-

ing the employee to meet her deadlines with minimum downtime.

The unied inrastructure management approach allowed the service desk agent to manage the end-to-end process,

without escalating the incident to IT operations. The rapid remediation reduced inrastructure management workload and

costs and improved end user satisaction and productivity.

2 All Aboard: Effective Onboarding Techniques and Strategies, Aberdeen Group, January 2008



4 IT Innovation

SUCCESS KIT

Use Case 3: Remote Control

Adoption o sel-service is on the rise. In act, Gartner projects that by 2010 sel-service will account or 58% o all service

interactions, up rom 35% in 2005. Because sel-service addresses many o the requently asked questions, naturally calls to

the service desk are increasingly more complex and dicult to solve. Rather than rustrating the user by walking through

a set o step-by-step recovery procedures or checking detailed settings, remediation can be dramatically simplied when

the agent can take control o the end user’s machine.

A graphic designer in the marketing department is acing a tight deadline on the CEO’s board presentation. Every time

she tries to embed a movie le into a slide, her machine crashes. Based on the priority o the project, when she contacts

the service desk, the agent immediately takes control o her machine with PC liecycle remote control tools. In the back-

ground, a service desk ticket is auto-generated and pre-populated with relevant inormation. Because the agent can “see”

the error situation rst hand, he determines that re-installing the sotware is more practical than isolating and diagnosing

the problem. The PC liecycle management tool accesses the workstation, veries the inventory and compliance inorma-

tion, and remotely removes and re-installs the appropriate sotware. Behind the scenes, the installation process is automat-

ically noted in the service desk ticket. The agent remains in control o the machine to veriy that the reinstall solved the

user’s problem by watching the user launch the sotware and successully embed the movie in the slide. With the problem

resolved, the ticket is closed.

The unied inrastructure management approach allowed the agent to resolve the problem immediately, avoiding mul-

tiple calls or email communication to gather additional inormation. The rst-call resolution improved the end user experi-

ence and minimized the negative impact on business operations.

Use Case 4: Reactive Break/Fix

Because users are increasingly mobile and can easily bypass the network perimeter, PCs may be exposed to malicious code

and become corrupted. And despite your best eorts to lockdown PCs, users may add their own applications, exposing PCs

to urther security risk. Whatever the culprit, you must isolate, diagnose, and repair issues beore problems exacerbate and

spread across the entire network.

The vice president o sales is having trouble booting up his machine and calls the service desk or assistance. With integrat-

ed telephony, a ticket is auto-generated, and based on the VP’s service level agreement (SLA), his call is escalated to the

top o the queue. Using PC liecycle management tools, the agent pings his machine and identies the sotware that is out

o compliance: an unpatched application is the culprit. Automated policy compliance triggers an installation o the re-

quired patch. The agent conrms the compliance status has changed to “Yes” and the new sotware was installed correct-

ly. The ticket is updated with sotware installation status, and is closed upon conrmation o the successul installation.

The unied inrastructure management approach allowed the agent to quickly troubleshoot the problem by identiying

deviations rom the standard conguration. The agent was able to automatically repair the sotware, thus managing the

end-to-end process, without escalating the problem to IT operations. The rapid remediation reduced inrastructure man-

agement workload and costs and improved end user satisaction and productivity.

Use Case 5: Proactive Patch Management

Patch management has emerged as a central operational process. Organizations have ound it necessary to ormalize and

rene the patch management process in order to address patch multiplication and heightened security and regulatory

concerns. Yet eective patch management requires a careul choreography among many service management processes

including security, change, conguration, and asset management.



IT Innovation 5

SUCCESS KIT

An emergency Microsot Windows XP security patch is available. Based on your dened compliance policy, the PC lie-

cycle management tool veries that the patch is relevant and triggers the standard change request process. By leveraging

integrated telephony, members o the approval board are immediately notied by phone that a priority change has been

requested. Each member approves the change using interactive voice response (IVR) inputs, which updates the service

desk ticket, automatically progressing the change request to the “approved” state. With integrated PC liecycle manage-ment, the rules-based patch implementation process is initiated automatically rom the service desk. The tool identies all

target systems, downloads the patch, tests or incompatibilities and resolves dependencies, then automatically distributes

the new patch to all identied network-based endpoints including mobile devices, laptops, desktops, servers, and storage

assets. Once successul installation is conrmed, asset, security, and conguration proles are updated and the change

request is closed.

The unied inrastructure management approach allowed operations to manage the end-to-end patch management pro-

cess, while providing process transparency to comply with security, change, conguration, and asset management policies.

The speed o approval and deployment using integrated telephony and PC liecycle tools delivered tremendous business

benets including improved service levels, reduced risk, and enhanced inrastructure availability.

Conclusion

IT is challenged to meet rising business expectations while managing increasing inrastructure complexity at the lowest

cost possible. Generic IT processes are no longer eective. Uniying PC liecycle management and IT service management

drives the process innovation required or IT to eciently meet rising business expectations – without breaking the bank.



6 IT Innovation

SUCCESS KIT

Chapter II:A Prescriptive Path for Implementing the Service Catalog and CMDB Together

Introduction

The expectation o your CEO is clear: IT must align with the business and deliver strategic value to the company. But

what’s your best course o action? The release o IT Inrastructure Library version 3 (ITIL v3) promises to ease business and

technology integration with its increased ocus on service strategy. Yet meeting business value expectations can be elusive

without a pragmatic, customer-ocused approach to IT, using a best practices process ramework such as ITIL.

Once an organization embraces an IT service improvement mentality, they can get lost in the misguided pursuit o the per-

ect ITIL implementation. Many ITIL-mature organizations have invested signicant time and money chasing “ITIL-topia”

but have ailed to implement a workable solution that delivers real-world business value.

Your quest or achieving integration and increasing value requires a steadast ocus on the needs o the business. When IT

aligns with the business during the service catalog strategy and design phases, they can reach consensus on the denition

o services and the associated level o service, quality, and cost. Consensus prior to implementation will ensure that yourproject execution will deliver against business expectations.

Volume VI o this executive brieng series is dedicated to helping you understand the roles and interdepencies o the

service catalog, the conguration management database (CMDB), and service level management (SLM). Through the use

o real-world service examples you will learn how these IT process areas become the three-legged stool that establishes IT

as a successul strategic business partner.

Roles and Interrelationships

You may be asking yoursel, what makes the most sense to tackle rst: the service catalog and service level management

or the CMDB? A solid CMDB is the key to any successul ITIL initiative. However, the service catalog is the key to initiating

IT-business alignment. While both o these eorts are complex, they are tightly interrelated. Thereore, you will need toapproach the service catalog and CMDB in a building-block ashion to keep momentum going.

The Service Catalog

Service Catalog Management received an increased ocus in the ITIL v3 amily o processes and plays a critical role in de-

ning the business needs o IT–in business terms. The service catalog is a published repository o all core IT service oer-

ings, which can include the business, technical, and proessional services oered to both internal and external customers.

Services in the catalog are grouped logically by business customer, resulting in a clearly dened set o services oered to

the business. Creating a service catalog can involve iterative negotiations to develop service names, dene service level

agreements, and identiy the organizations that subscribe to services. Because services are designed and packaged rom a

business customer point o view, they are aligned with each business process to meet the specic needs o the business.

Service descriptions are comprised o our major parts–Oer, Request, Activities, and Resources–each with many sub partsand attributes:

• Offercontainsservicelevels,pricing,termsandconditionsamongotherattributes.

• Requestcontainsordering,conguration,governanceandagreementsub-componentsandattributes.

• ActivitiesincludeallmajorITprocessessuchasrequest,change,problem,availability,nancialandrelationshipman-

agement. Vendor management and provisioning might also be included.

• Resourcesincludeelementssuchasvendors,skillsandlabor,andofcourseallmajorITsystemsthatpertaintothebusi-

ness service.

The service catalog becomes the shared vision o business and IT, transorming business goals into IT goals.



IT Innovation 7

SUCCESS KIT

The CMDB

The Conguration Management System and the CMDB are undamental components o the ITIL ramework. The role o

the CMDB is to provide a centralized inormation repository o core congurable IT components and relationships to the

associated business service hierarchy.

All inormation recorded in the CMDB exists to support the inormation technology service management (ITSM) processes

described by ITIL. Because its content is guided by ITIL, building a CMDB typically starts with mapping core IT manage-

ment processes to the conguration items (CIs), the CI attributes, and its relationships to other CIs. A CMDB will track a CI’s

conguration attributes (e.g. those parameters that help manage the CI within the IT service provider unction). Attributes

could be characterized as physical, logical, organizational, or nancial. Since the CMDB is primarily a support tool that

enables other ITIL processes, logical attributes that dene the business purpose o the CI are required alongside the physi-

cal attributes to annotate the service. Because the CMDB is typically built to control and manage the CIs that are subject

to the IT change control process, the CMDB provides an accurate baseline or planning and compliance management.

This design approach will limit the type o CIs and attributes that are tracked to a manageable subset. Consequently, the

inventory data repository is very dierent than the CMDB. The inventory database tracks the current state o all discover-

able IT inrastructure items and conguration inormation, Alternatively, a well-designed CMDB represents the desired

state (or baseline) o the service map–the business-relevant representation o the IT inrastructure.

Thereore, the structure and relationships in your CMDB must make sense rom the perspective o a service and should be

dened rom the point o view o a business consumer. Establishing the service map using a bottom-up approach, starting

with individual conguration items, is typically an exercise in utility. A top-down approach in which you dene services,

create your service catalog, then use the catalog to drive the structure o meaningul data and relationships in the service

map will result in a CMDB strategy that is manageable and achievable within a reasonable implementation timerame.

Starting with the service catalog will narrow the scope o the CMDB driving your ocus on high impact services that aect

your most important business consumers. Rather than trying to reconcile thousands o CIs and attributes, you can start

with the business service view and ocus on just those aspects that are relevant.

Implementing a catalog rst will also reduce your project risk. There are many examples o multi-year enterprise CMDB

projects that have evolved into an IT-centric technical project. By the time the CMDB project is completed, the CMDB does

not align to the services the business cares about. Furthermore, the personnel required to maintain the enormous quantity

o detailed data being tracked in the CMDB becomes an IT resource nightmare. Starting with the service catalog ensures

that the CMDB project remains aligned with the business and sets the project up or success.

Service Level Management

Service Level Management (SLM) ensures that ongoing requirements, communications, timerames and expectations

between business and IT are established and proactively managed. SLM is also responsible or ensuring that internal IT

expectations are being met. While the service catalog denes the services, service level agreements (SLAs) and operating

level agreements (OLAs) establish the service delivery benchmarks. Proactive SLM manages and measures actual service

delivery quality against the established benchmarks. Thereore, SLM provides the standards against which expectations,

improvements, and perormance metrics are measured. SLAs, OLAs and underpinning contracts (UCs) ensure that docu-

mented agreements are in place to support the oerings within the service catalog.

• Servicelevelagreements,andtheprocessesassociatedwiththem,provideamethodologyforintroducingandimple-

menting reasonable expectations between IT and the business consumer. They establish a two-way accountability or

service, which is negotiated and mutually agreed upon. The service catalog provides context or conversations with

your customers regarding SLAs.



8 IT Innovation

SUCCESS KIT

• Operationallevelagreementsestablishspecictechnical,informational,andtimeframerequirementsneededforeach

IT group to provide the services that will be delivered to the customer. Logically, OLAs must be in place beore negoti-

ating SLAs with the business consumer representative.

• Underpinningcontractsincludedocumenteddeliveryrequirementsandexpectationsforanythirdpartyvendorthat

is part o the extended IT service delivery team. UCs complete the chain o accountability and control or seamless

service delivery. IT’s ability to achieve established service levels will be only as good as the weakest link. IT must hold

both internal and external delivery partners accountable or their part o the delivery cycle.

In addition to the service catalog, SLM is tightly integrated with the CMDB. When you dene service agreements, there are

two steps:

• Breaktheserviceintodiscretecomponents,anddeneacceptableperformancelevelsforeachcomponent.Thecom-

ponent inormation in the CMDB becomes the integration point with SLM.

• Denetheoverallservicelevelforthefullservicebyaddingupthesumoftheparts.Eachcomponent’sestablished

perormance becomes a contributing actor to the overall service SLA.

A Prescriptive Path or Implementation

Service Catalog: Begin with the Business

Nothing works better than collaborating with your business consumer representatives (“the customer”) to agree on the

initial core set o services that will be contained in the catalog. Quite oten, the best approach is or IT to create the rst

drat o the catalog by documenting the services they believe they provide. Once this step is complete, the catalog can

then be validated with the customers.

This approach gives you a springboard or discussion and an opportunity to obtain buy-in rom your customer. Attempting

to start collaboratively rom a blank slate tends to give the customer the (mistaken) impression that you do not know what

services you provide.

Consider creating an external catalog view or your customers and an internal catalog view or IT. The external catalog

is simply the “menu” that stipulates the services that are provided to the customers with an appropriate description. The

internal catalog contains all the necessary components and relationships that are needed to deliver that service to the

customer.

IT proessionals need to know the components that make up the services but should not rely on the service catalog to

document every detail; instead it should be accompanied by a CMDB. There should be a record in the CMDB or each

service, and a relationship record that creates logical service groupings to represent the service hierarchy. Relationship

attributes are also created to represent the association o a business service with the set o technical and application com-

ponents that are required to keep the business service running. The CMDB is also a mechanism used to associate services to

the users o each service. The combined set o logical and physical CIs and relationship between business services, business

support systems, and business users is reerred to as the service map.

CMDB: Federated Approach

When the CMDB is designed as a logical representation o the service map, drill-through access to the detailed physical

conguration is a best practices design approach. The IT resources in the CMDB are the logical (business purpose) represen-

tation o the physical (discoverable) asset inormation (e.g. physical inventory, such as servers, routers, switches, or storage



IT Innovation 9

SUCCESS KIT

devices) and o relationships between CIs. These logical elements can be automatically linked to the IT inrastructure items

(IIs), providing a business view o how IT inrastructure elements support higher-level business processes.

The best way to support drill-through data access in your CMDB architecture is with a ederated approach. Construct di-

erent views o the data or dierent purposes, while at the same time storing and updating the data in local data stores.

A critical success actor or your project is to keep the CMDB data easily maintainable and manageable. Federation is the

enabler o this strategy.

Service Level Management: Business-centric Metrics

As the IT organization becomes more experienced in managing services, the perception o IT resources evolves rom an

enabling inrastructure to a strategic service asset. Services and the resources or delivering them are optimized around

business objectives, and real-time economics drive decision making.

Customers care about the end result and not about the components required to deliver the service. For example, a cus-

tomer order entry system may be comprised o network access, Windows® systems, an Oracle® database and third-party

ulllment services. A problem in any o those elements can aect the entire order entry system. The customer is not

concerned with which element impacted their order entry system, but only that the system–as advertised–is not working

according to expectations.

Thereore, truly useul SLM goes beyond component/network metrics and includes service and business metrics, such as

dening the time it takes to provision a new service (mean time to provision, or MTTP), repairing an existing one (mean

time to repair, or MTTR), or responding to a trouble-ticket call.

Service Example: Tying it Together

The IT department has a service oering o web hosting at three dierent levels: bronze, silver, and gold. The catalog

describes the service, what is included, the price, how the service is charged, and associated service level agreements. Also

documented are the component services including support, provisioning, maintenance, backup, and availability. Resources

“to-be provided” describes the hardware, sotware, and the conguration necessary to create the web hosting inrastruc-

ture based on the bronze, silver or gold service level. The associated congurations or each level will be quite dierent.

To provide a web hosting service designed to meet gold availability and perormance requirements, IT will likely need a

hot standby environment, which will require a redundant set production servers.

Let’s see how the service catalog acilitates the service ordering process. The marketing department needs a new website

or an upcoming promotion. The marketing manager accesses the service catalog rom the sel service portal and views

the recommendation: Web hosting, silver level, includes Linux, one rack, 1 gigabyte per month, at $200.00 per month

plus $100.00 per gigabyte o storage. The marketing manager agrees with the recommendation and enters into a hosting

agreement with IT.

This agreement now allows requests or provisioning and conguration to be carried out such as ordering servers, de-ploying licenses, and granting access to users, which are part o the bundled service oering “Web Hosting: Silver.” The

ordering-speciying-provisioning process is also part o the service catalog system. The service catalog integrates with the

inventory management system to conrm that the required systems and settings dened by the CMDB service map are

provisioned and discovered in the inventory management system. The catalog also integrates with an SLM system that

manages the vendors that provide underpinning services.

When the service ulllment process is automated, the web hosting system provisioning steps are supported using a ulll-

ment workfow system and a change management system, where appropriate. The associated inrastructure items are



10 IT Innovation

SUCCESS KIT

being added, discovered, and reconciled to the CMDB service map. The CMDB now has a new IT system that it will track,

and will report the main elements back to the catalog system. With integrated asset management tools, IT can also track

the actual consumption o storage and report back as a subscription service being used by the specic business unit.

Once the web hosting service is operational, the service catalog plays a dierent role: managing against established service

levels. Initially the service catalog is linked to the CMDB to document “resources to be provided.” Now it links to the CMDB

to identiy “resources impacting service.” Service impact may be indicated by an infux o user incidents associated to a

server that is down. Or, it might be indicated by an SLA alert, proactively notiying IT that a server is precariously close to

breaching a perormance SLA.

Meanwhile, the marketing executive can access the service catalog portal, which provides complete transparency to the

various services acquired, the cost drivers, the service level agreements, the history o requests, and the consumption that

service has undergone. When service levels are impacted, proactive broadcast notications can be sent to aected busi-

ness users. The CMDB integrated with the service catalog enables this type o proactive mass communication and service

transparency.

ConclusionThe service catalog, CMDB and service level management comprise the three-legged stool that establishes IT as a strategic

business partner. Yet a prescriptive path or implementation is vital to your success. Begin by establishing a documented

service catalog, developed in coordination with the business. This serves as a catalyst or business-IT alignment and

empowers business and IT managers to make decisions on IT activities based on risk, priority, and value, rather than cost

alone.

Next, implement your CMDB, ensuring the structure and relationships make sense rom the perspective o a service. Imple-

menting the service catalog as part o an IT sel service portal, integrated with the CMDB establishes IT as a business service

provider. When service descriptions include CMDB content and context, the service catalog becomes the shared vision o

business and IT, transorming business goals into IT goals.

Finally, use service level management to ensure that ongoing requirements, communications, timerames, and expecta-

tions between business and IT are established and proactively managed. While the service catalog denes the services, ser-

vice level agreements, operating level agreements, and under pinning contracts establish the service delivery benchmarks.

Remember, truly useul SLM goes beyond component/network metrics and includes service and business metrics that are

meaningul to the business.

With this pragmatic, customer-ocused approach to implementing the service catalog, CMDB, and service level manage-

ment, IT is sure to meet the expectation o the CEO: delivering strategic value to the company.



IT Innovation 11

SUCCESS KIT

About FrontRange Solutions

FrontRange Solutions develops sotware and services that growing mid-size rms and distributed enterprises rely on

every day to build great customer relationships and deliver high-quality customer service. The company applies a unique

combination o innovation and automation with a standards-based approach to simpliy core business processes, includ-ing: IT service management; customer relationship and sales orce management; and PC liecycle management. More than

150,000 o the world’s best-known brands use FrontRange oerings to quickly improve their interactions with external and

internal clients and achieve better business results. For more inormation, call 800.776.7889 or visit www.rontrange.com.

North America

United States 800 776 7889

EMEA

United Kingdom +44 118 951 8000

France +33 13 926 5555

Germany +49 89 31 8830

Italy +39 03 654 48253

Poland +49 89 31 8830

Russia +7 495 710 9930

Spain +34 91 550 1646

South Arica +27 11 325 5600

APACMelbourne +61 3 9823 6292

Sydney +61 2 8080 3300

China +86 10 6581 4196

India +91 22 3088 1119

New Zealand +64 9 359 7402

Singapore +65 6829 2147

Copyright © 2008 FrontRange Solutions USA Inc. All Rights Reserved.

GoldMine, HEAT, Enteo, Centennial Discovery, DeviceWall and other FrontRange Solutions products, brands and trademarks areproperty o FrontRange Solutions USA Inc. and/or its aliates in the United States and/or other countries. Other products, brandsand trademarks are property o their respective owners/companies.

USE OF THE SOFTWARE DESCRIBED IN THIS PAPER AND ITS RELATED USER DOCUMENTATION IS SUBJECT TO THE TERMS AND CON-DITIONS OF THE APPLICABLE END-USER LICENSE AGREEMENT (EULA).

The inormation contained in this document is provided “as is” without warranty o any kind. To the maximum extent permitted byapplicable law, FrontRange disclaims all warranties, either express or implied, including warranties or quality, accuracy, merchantability, tness or a particular purpose, title and non-inringement; and in no event shall FrontRange or its suppliers be liable or anydamages whatsoever including direct, indirect, incidental, consequential, loss o prots or data or special damages, even i advisedo the possibility o such damages.

ebook on it uplift

Documents