marrying cloud computing and it service management
DESCRIPTION
IT executives have been taking a serious look at cloud computing as a way to operate and deliver IT services at significantly lower costs, speed up delivery, and increase reliability. This session explores the increasing relevance of ITIL and ITSM tools that comes about when services are put into the cloud. We’ll show you why a service management view is not only more important than ever, but actually critical to successfully supporting cloud-based solutions and minimizing their risks. We’ll explore specific case studies of effective and ineffective application of the ITIL disciplines needed when services are moved to the cloud. Our presenters will cover topics such as key processes of the ITIL framework and their application to cloud computing; HP BTO offerings for service management that you should consider; and the impact of cloud computing on implementations of these products. We’ll also walk you through a cloud service-management reference architecture that leverages the ITIL framework, highlighting the role of the HP service management software suite.TRANSCRIPT
1 ©2010 Hewlett-Packard Development Company, L.P. The information contained herein is subject to change without notice
Cloud computing: Is ITIL still relevant?
Mitch KenfieldCloud Computing and ITSM Director, Deloitte Consulting
Nicholas ClarkeSenior Consultant, Deloitte Consulting
- 2 - US
Consultin
g O
n-s
cre
en S
WH
T_R
1.5
V_04300
8
Your time is valuable, and you’ve chosen to spend it with us.
THANK YOU!
Thank you for being here!
Mitch Kenfield, Cloud Computing and IT Service Management Director, Technology
Strategy & Architecture, Deloitte Consulting
16 years experience in assessment, planning, design, implementation and operation of IT
applications and solutions
B.A. Computer Science from the University of Virginia, M.S., Systems Engineering from
George Mason University
Certified ITIL Service Manager
Nicholas Clarke, Senior Consultant, Technology Strategy & Architecture, Deloitte
Consulting
‒12 Years experience in Enterprise Architecture and Program Management
‒Certified TOGAF, SAP EAF, ITIL v3 Foundation, and PMP
‒Lead of ITSM and Cloud Computing Working Group
- 3 - US
Consultin
g O
n-s
cre
en S
WH
T_R
1.5
V_04300
8
Table of contents
Cloud Computing Impact On IT Delivery 4
Cloud Computing and ITIL Relevancy 5
Two Case Studies 12
Service Strategy Considerations 13
Service Design Considerations 19
Service Transition Considerations 24
Service Operation Considerations 30
Continual Service Improvement Considerations 35
Takeaways and Questions 39
- 4 - US
Consultin
g O
n-s
cre
en S
WH
T_R
1.5
V_04300
8
Cloud computing represents a major shift in information technology
architecture, altering the way services are sourced and delivered
“X-as-a-Service”
Cloud
Software
Platform
Process
Testing
Platforms
DatabaseManagement/Governance
Security
Storage
Information
Integration
Software and information are
provided to computers and other
devices on-demand, like a public
utility
Services accessed via single point
of access
Consumption billed on a utility or
subscription basis with little or no
upfront cost creating a low barrier
to entry
Reduces upfront capital
expenditures but may pay more for
operating expenses
Some argue that the cloud is a
paradigm shift, similar to the
displacement of electricity
generators by electricity grids early
in the 20th century
- 5 - US
Consultin
g O
n-s
cre
en S
WH
T_R
1.5
V_04300
8
Operating
Platform
Application
Network Security
Storage
Database
Infrastructure
EmailOther
Cloud computing represents a growing evolution in IT in which core IT
services are getting sliced and diced across many providers
Organizations can now
rent what they were
earlier forced to make or
own
This translates into
collaborative relationships
with service providers who
provide access to
capabilities and resources
otherwise not available
IT is devolving into
services that are delivered
through patterns of
collaborative exchanges
IT is rapidly becoming a service provider operating
as a value chain network of services
- 6 - Cost
Eff
ective
IT
SM
Tra
nsfo
rmation
_2
4.p
ptx
A capability to abstract this value chain in the form of services is critical to
the future success of IT and its mission of delivering business value
Service
Strategy
ITIL and IT Service
Management are well
positioned for this
The Service Lifecycle can
be leveraged to build this
value chain
Lack of a service
approach will expose end
users and the business to
further complexities with
no accountability for the
end services being
delivered
- 7 - US
Consultin
g O
n-s
cre
en S
WH
T_R
1.5
V_04300
8
ITIL can be seen as supporting the Service Management layer within the HP
Cloud Assure architecture, where its processes cover the entire value chain
- 8 - US
Consultin
g O
n-s
cre
en S
WH
T_R
1.5
V_04300
8
HP Cloud Assure Reference Architecture
- 9 - US
Consultin
g O
n-s
cre
en S
WH
T_R
1.5
V_04300
8
Operating as bundles of technologies and capabilities could pose serious
risks for any IT organization migrating to cloud solutions
Overall loss of control as services are managed and controlled
elsewhere
Operating complexity as external providers change platforms,
services and versions of software based on their schedules
and priorities – not yours
Security exposures for services working with sensitive data
across the cloud
Poor user/customer satisfaction related to confusion over how
to handle service outages and finger pointing between
suppliers
Key service features that get dropped or fall through the cracks
between providers
Risks of getting locked into poor supplier arrangements – over
paying for services or under providing for actual business
demand
Legal exposures and regulatory compliance risks with
suppliers that use differing sets of controls
Locked into arrangements with suppliers that can’t deliver
needed performance or meet business demand volumes
- 10 - US
Consultin
g O
n-s
cre
en S
WH
T_R
1.5
V_04300
8
Core IT management disciplines have not changed – just shifted from the IT
organization to the cloud service provider
Service Strategy
Service Design
Service Transition
Service Operation
Continual Service Improvement
ITIL for the Cloud VendorITIL for the IT Organization
Architect service solutions by piecing
together Cloud service providers and their
service offerings
Focus on integrating and securing
services from suppliers
Manage and control a complex mix of
releases / changes across a wide range of
suppliers’ varying schedules and priorities
Ensure expected value is being delivered,
and service disruptions responses are
coordinated across suppliers
Provide the needed transparency of
results and coordinated improvement
efforts across many providers
Identify services provided, their value and
costs; demand management is key for
providing on-demand services
Bundle service packages for consumption
– capacity management key to disruption-
free, on-demand delivery
Provide customers with easy, smooth
and safe ways to transition and access
provided services
Ensure that expected value is being
delivered and that services are not
disrupted
Provide a means for staying ahead of
competition and gauging customer
satisfaction or business will be lost
- 11 - US
Consultin
g O
n-s
cre
en S
WH
T_R
1.5
V_04300
8
The ITIL v3 Library Lifecycle Books
ITIL is well positioned help – nearly all the ITIL disciplines are used when
pulling services delivered via the cloud together
IT organizations must clearly understand:
The services they operate with (Service Portfolio
Mgmt, Service Catalog Mgmt)
How services are networked and bundled to
deliver value (Configuration Mgmt, Knowledge
Mgmt, Service Level Mgmt, Supplier Mgmt)
Service costs (IT Financial Mgmt)
Service Demand (Demand Mgmt, Capacity Mgmt)
How services will be put on the cloud operating
model (Service Strategy, Capacity Mgmt,
Availability Mgmt, Information Security Mgmt, IT
Service Continuity Mgmt)
Managing transitions as service providers (or their
offerings) move in and out of the network (Change
Mgmt, Release and Deployment Mgmt,
Configuration Mgmt, Service Testing, Evaluation)
Delivering services on the cloud operating model
(Incident Mgmt, Problem Mgmt, Access Mgmt,
Event Mgmt, Request Fulfillment)
- 12 - Cost
Eff
ective
IT
SM
Tra
nsfo
rmation
_2
4.p
ptx
The current set of HP IT Service Management Tools can support your cloud
services program when looking at either vendor, internal or hybrid solutions
Demand Mgt.
HP PPM
Business
Outcomes
(desired /
realized)
Value
Users
Strategy
Mgt.
Service Strategy
Financial Mgt
HP PPM
HP Asset Mgr
Service Portfolio
Mgt.
HP PPM
Access
Mgt.
Request
Fulfillment
HP Svc Mgr
Incident Mgt
HP Svc Mgr
Event Mgt.
HP Ops Mgr
HP BAC
HP NNM
Operational
Activities
Problem
Mgt.
HP Svc Mgr
Service
Evaluation
Release &
Deployment.
HP DCA Center
HP Client Automation
Release Control (RC)
Validation & Testing
HP QC/PC
HP Application
Security Center
Transition
Planning&Support
HP Svc Mgr
uCMDB
Asset/Config. Mgt
HP uCMDB/DDMae
HP Asset Mgr/DDMi
(Federated)
Knowledge Mgt.
HP Svc Mgr
Change Mgt.
HP Svc Mgr
Bus. Impact Anal.
IT Perf. Analytics
Supplier
Mgt
HP Asset Mgr
Availability
Mgt.
Capacity
Mgt.
IT Service
Continuity
Mgt.
Information
Security
Mgt.
Service
Level Mgt.
HP Svc Mgr
Svc Catalog
Mgt
HP Svc Mgr
Service
MeasurementService
ReportingService
Improvement
Service Transition
Service Operation
Continual Service Improvement
Service DesignCustomer/
Business
Projects
Business IT
- 13 - Cost
Eff
ective
IT
SM
Tra
nsfo
rmation
_2
4.p
ptx
Case #1
Large Healthcare CompanyCase #2
Applications Management Provider
Unsuccessful Cloud Experience Successful Cloud Experience
Needed social networking site to
support M&A integration activities
Circumvented IT group to launch it
leveraging Cloud services
Handed off to IT when done
User volume brought the site down
Site was cut off – bad press and
embarrassment for company senior
executives
Set strategy to leverage Cloud
delivery as a way to lower
development costs, increase
delivery speed and gain
competitive advantage
Underpinned current service
offerings with Cloud-based delivery
services
Was able to slash delivery costs by
almost 90%
Was able to provision infrastructure
in days versus weeks
No Service Management Service Management
Considered From The Start
Two cloud computing case studies demonstrate the sharp difference
between using a service management approach versus not
- 14 - US
Consultin
g O
n-s
cre
en S
WH
T_R
1.5
V_04300
8
Process Purpose
Strategy
GenerationIdentify the IT services,
investments, partners and delivery
channels to meet customer needs
and outcomes
Service
Portfolio
Management
Manage the investment portfolio
of all the services available to
customers and users
Demand
ManagementIdentify patterns of business
activity that consume services and
manage activities to influence
demand
IT Financial
ManagementManage the provider’s budgeting,
accounting and chargeback for IT
services
Service Strategy – considerations for Cloud Delivery Solutions
Key Questions To Be Answered
What Cloud Operating Model(s) will be used?
What elements of services will be placed in the
Cloud?
Which service partners will we utilize?
Who are my customers and what are their
needs?
What services will need to be provided?
How will business demand consume services?
- 15 - Cost
Eff
ective
IT
SM
Tra
nsfo
rmation
_2
4.p
ptx
Cloud computing will not change the strategic objectives or the market
spaces of a service, it provides new avenues to reach those objectives
Strategic AssetOrganizational Capability
Define Market Space Drive Business Value
Cloud Services
Input Output
Strategic
Objectives
Additional
Enterprise
Stakeholders
Service
Strategy
Closely evaluating the strategy generation process, and verifying
its alignment with the needs of your organization is a critical step.
- 16 - Cost
Eff
ective
IT
SM
Tra
nsfo
rmation
_2
4.p
ptx
The nature of cloud computing may require changes in how services are
charged, and how IT organizations allocate cloud services costs
Pay Per Use
Provider
Input Output
Service
Portfolio
Service Cost
Examine
Demand
Factors
Develop
Meaningful
Unit Charge
Apply Charge
Based on Usage
Financial management in ITIL terms requires you to identify the
bundles of services being delivered, the delivery costs for each
service, and how demand consumes those services.
Allocations
- 17 - Cost
Eff
ective
IT
SM
Tra
nsfo
rmation
_2
4.p
ptx
Input Output
Existing Service
Portfolio
Provider
Service
Offerings
Examine
Services
Bundle
Services
Integrate Into Existing Delivery Chain
Updated
Service
Portfolio
Cloud computing forces IT to take a hard look at the services they deliver,
and how these are bundled to add value for varying stakeholders
A service portfolio must be augmented to include Cloud services being
provided, what level of investment is being made in these services, how
they are being sourced, bundled, and providing value to the business.
- 18 - US
Consultin
g O
n-s
cre
en S
WH
T_R
1.5
V_04300
8
Service Strategy – case summary
Case #2 - Successful
Cloud was seen as a strategic choice
matched to business goals for lower
costs, faster delivery and competitive
advantage
IT saw a distinct advantage in quickly
embracing Cloud technologies to gain
competitive advantage
Distinct Cloud delivery solutions put into
place for specific customer sets (demos,
development, research, etc.)
Strategic choices in partners set from the
start to handle ongoing management and
support of the solution
Case #1 - Unsuccessful
Cloud was used as a way to bypass the IT
organization
IT was reacting to current capabilities
versus considering what the business was
looking for
No consideration for the demand of
business volumes that needed to be
supported
Little consideration for partners to provide
ongoing support and management of the
solution post deployment
Service Strategy Not In Place Service Strategy In Place
- 19 - Cost
Eff
ective
IT
SM
Tra
nsfo
rmation
_2
4.p
ptx
Project & Portfolio Management (PPM) Center [fka Kintana & Mercury ITG]
Resource Management
Demand Management
Deployment Management
Time Management
Universal CMDB (UCMDB) and Discovery & Dependency Mapping ae (DDMae)
HP Project & Portfolio Management (PPM) Software Solution Suite
Software-as-a-Service
Portfolio Management
Program Management
Project Management
Financial Management
PPM –
ITILv3 Service StrategyDemand, Portfolio, and Financial Management Processes
Once an effective process is defined to support your cloud computing
program, select ITSM tools to realize the capabilities and processes
- 20 - US
Consultin
g O
n-s
cre
en S
WH
T_R
1.5
V_04300
8
Process Purpose
Service Catalog
ManagementPublish , manage and
communicate which services are
available to customers and users
Service Level
ManagementNegotiate, monitor, report and
measure SLAs and OLAs
Availability
ManagementDefine, measure, analyze and
improve the availability of services
Capacity
ManagementEnsure appropriate infrastructure
capacity in place to meet service
demand volumes
Information
Security
Management
Protect the confidentiality, integrity
and availability of services
IT Service
Continuity
Management
Ensure services can be recovered
in the event of a major business
disruption
Supplier
ManagementEnsure suppliers support the
needs of the business and meet
their contractual obligations
Service Design - considerations for Cloud Delivery Solutions
Key Cloud Questions To Be Answered
How will services be bundled and packaged
for consumption?
What SLAs and OLAs will be needed to meet
business objectives?
How will we ensure availability of services in
the event of a major business disruption?
How will we secure our services and data
across the Cloud?
What supplier agreements and contracts need
to be in place?
How will we communicate available services
to the business?
What capacity needs to be in place to meet
business demand?
How will services integrate and sit on the
Cloud Operating Model?
- 21 - Cost
Eff
ective
IT
SM
Tra
nsfo
rmation
_2
4.p
ptx
Design the cloud computing solution to provide maximum benefits to
business instead of treating it solely as technology innovation
Service catalog management, service level management, and capacity management processes are
necessary to achieve an integrated Cloud computing solution to complement business needs
Business Requirements
Technical Requirements
Service Catalog
Management
Service Level
Management
Capacity
Management
Business
Needs
Cloud
Solution
Effective coordinated execution of these customer-facing processes will
help to define design requirements to build the stable Cloud solution that
will benefit the business in the long term.
- 22 - US
Consultin
g O
n-s
cre
en S
WH
T_R
1.5
V_04300
8
Input Output
Supplier Management is the critical process necessary to strengthen
relationships between the business and vendor Cloud computing
service providers
Cloud
Vendors
Valued
Business
Partner
Provide
Understanding
of Business
Needs
Measure and
Compare
Supplier
Performance
Align Contracts
with Business
Needs
Maximize Return On Investment (ROI) By
Selecting the Right Provider Partner
100+ Cloud
Computing
Vendors
Cloud computing requires a renewed effort in supplier management
processes to ensure meeting terms, conditions, and target of agreements
- 23 - US
Consultin
g O
n-s
cre
en S
WH
T_R
1.5
V_04300
8
Service Design – case summary
Case #2 - Successful
Capacity is built into the solutions as they
are offered and tailored for customers
Offerings described in a Service Catalog
that also sets operating levels to be
delivered – each service in the catalog
has a Service Owner accountable for the
successful delivery of that service
Cloud operating model was part of a
comprehensive delivery architecture that
supported the Service Catalog
Recovery considerations for major
failures were a strategic part of the
design and agreements with key
suppliers
Case #1 - Unsuccessful
Solution not scaled for capacity to handle
business volumes
No agreements in place for levels of
service, operating roles and
responsibilities
Cloud operating model was considered
only for the specific solution being
deployed
Little or no consideration for recovery in
the event of major failures
Service Design Not In Place Service Design In Place
- 24 - Cost
Eff
ective
IT
SM
Tra
nsfo
rmation
_2
4.p
ptx
Software-as-a-Service
Business Availability Center (BAC) [fka Mercury]²
Operations Center [fka Openview]¹
Network Management Center [fka Openview]¹
HP Business Service Management (BSM) Software Solution Suite
BAC Dashboard Diagnostics¹ SiteScope¹
Operations Manager (OM) OMi Smart Plugins (SPI)
Network Node Manager (NNMi) Smart Plugins (SPI)
Real User Monitor (RUM) Business Process Monitor (BPM) TransactionVision
Performance Manager/Agent² Reporter² GlancePlus Pak²
Universal CMDB (UCMDB) and Discovery & Dependency Mapping ae (DDMae)
ITILv3 Service Operation¹ ITILv3 Service Design²Event, Problem Management Processes Availability, Capacity Mgmt Processes
Selecting the correct tools to support a well-defined Service Design program
can dramatically improve the maturity level of your cloud services capability
- 25 - US
Consultin
g O
n-s
cre
en S
WH
T_R
1.5
V_04300
8
Process Purpose
Transition Planning
and SupportPlan and coordinate activities for
transitioning services to the live
production environment
Change
ManagementProtect services while changes are
being made
Release and
Deployment
Management
Manage releases and their
deployment to live production
Service Asset &
Configuration
Management
Maintain information about
configuration items used to support
services and their relationships
Service Validation
and TestingValidate that new services and
changes will match design and
business objectives
Knowledge
ManagementGather, analyze, store and share
knowledge to reduce the need for
rediscovery of information
Evaluation Ensure a service will meet intended
business objectives when it is
transitioned
Service Transition – considerations for Cloud Delivery Solutions
Key Questions To Be Answered
How will services be transitioned to a live
production state?
How will changes be managed across
providers?
How will releases and deployments be
coordinated across providers?
How will we test services across
providers?
What operating information should we
retain across providers?
- 26 - Cost
Eff
ective
IT
SM
Tra
nsfo
rmation
_2
4.p
ptx
Transition Planning And Support Activities
Deployment
Plan
Input Output
Planned
Changes
Cloud
Services
Since a vendor Cloud is a shared responsibility environment, having an
inclusive, structured Transition Planning and Support process and a
responsible Project Planer is a critical success factor
Initiate
Project
Management
Methodology Project Documentation
Project Planner
Transition planning and support processes plan and coordinate resources
to deploy a cloud service within predicted cost, time, and quality estimates
- 27 - Cost
Eff
ective
IT
SM
Tra
nsfo
rmation
_2
4.p
ptx
Change Management Activities
R = Responsible
A = Accountable
C = Consulted
I = Informed
Cloud Vendor Organization
Change management support R A, C
Request for Change (RFC)
logging and preevaluationA R
RFC classification C R
Assessment of urgent RFC by the Enterprise
Change Advisory Board (ECAB)I R
Change assessment by the change manager C R
Change assessment by the CAB I R
Change scheduling R C
Change evaluation A R
Planned
Changes
Input Output
Change
Requests
Cloud
Services
To achieve successful change management in a vendor Cloud services
environment, the organization and Cloud computing provider must agree on
roles and responsibilities as they both participate in major changes.
Coordination between IT and cloud vendors is critical to ensure that
beneficial changes can be made minimum disruption to IT services
- 28 - Cost
Eff
ective
IT
SM
Tra
nsfo
rmation
_2
4.p
ptx
Cloud vendors need to be integrated with release/deployment processes to
protect the integrity of the live environment when releasing components
Service Management Activities
Change
Release
Input Output
Deployment
Plan
Cloud
Services
Collaboration between the Cloud computing services vendor and
the organization is key to successful release management during
deployments to an operating environment
Agreed Maintenance WindowsJoint Release
Planning
Release
Documentation
- 29 - US
Consultin
g O
n-s
cre
en S
WH
T_R
1.5
V_04300
8
Service Transition – case summary
Case #2 - Successful
Cloud solutions were carefully planned
and transitioned with IT staff handling
ongoing operations
Change and release management
procedures were agreed and contracted
for between IT and suppliers
Consistent testing and pilots conducted
prior to releasing Cloud solutions to
clients
Case #1 - Unsuccessful
Cloud solution was “tossed over the wall”
to the IT organization for ongoing support
Little or no consideration for handling
changes and releases between IT and
the Cloud Vendor
Little or no consideration for testing the
Cloud solution to ensure it was
operationally ready
Service Transition Not In Place Service Transition In Place
- 30 - Cost
Eff
ective
IT
SM
Tra
nsfo
rmation
_2
4.p
ptx
HP IT Service Management (ITSM) Software Solution Suite
Software-as-a-Service
Service Management Center [fka Peregrine & Openview]
Asset Manager 5.x³ Discovery & Dependency Mapping Inventory (DDMi) IT Financial Management (ITFM) Contract Management Chargeback Procurement Software Asset Management (SAM) Portfolio Management Connect-it¹,²,³ DecisionCenter¹,²,³ Business Impact Analytics IT Performance Analytics Optimization Module Planning and Analysis Module
Service Manager 7.1xServiceDesk¹Incident Management (OGC Gold)¹Problem Management (OGC Gold)¹Change Management (OGC Gold)³Asset/Configuration Mgmt (OGC Gold)³Knowledge Management (OGC Gold)³Service Catalog (OGC Gold)²Service Level Management (OGC Gold)²Request (Fulfillment) Mgmt (OGC Gold)¹Service Portfolio Management (OGC Gold)2
Universal CMDB (UCMDB) and Discovery & Dependency Mapping ae (DDMae)³
ITILv3 Service Operation¹ ITILv3 Service Design² ITIlv3 Service Transition³Incident, Problem, Request SLM, Service Catalog Change, Asset/Config, KM
Management Processes Processes Management Processes
Tools can provide the capabilities required to support the core ITIL processes
to support your transition to operating a unified cloud computing program
- 31 - US
Consultin
g O
n-s
cre
en S
WH
T_R
1.5
V_04300
8
Process Purpose
Incident
ManagementRestore an IT service to normal
state operations as quickly as
possible
Problem
ManagementPrevent incidents from happening
or minimize their impacts by
identifying their root causes
Event
ManagementManage operational events and
communicate them to appropriate
parties for further action
Access
ManagementEnsure only authorized users are
allowed access to services
Request
FulfillmentManage the lifecycle of all service
requests
Service Operation – considerations for Cloud Delivery Solutions
Key Questions To Be Answered
How will incidents and problems be
managed across providers?
What events need to be generated and
visible across and between providers?
How do we ensure only authorized users
have access to services?
How will we prioritize and coordinate user
service requests that may need provider
involvement?
How will we coordinate operational control
activities across providers?
- 32 - Cost
Eff
ective
IT
SM
Tra
nsfo
rmation
_2
4.p
ptx
Monitoring for security compliance, privacy and access, reliability, and
availability of IT services and components pose increased challenges
32
Internal IT Cloud Vendor
Service Desk • Visibility of the components
• Impact assessment
• Provider failure awareness
• Define scope of Cloud Vendor
support
• Provide access to visibility tools
Technical
Management
• Increased focus on areas of
technical responsibility
• Accountability and handoffs
between the provider and IT
• Oversee the management of
hardware and network assets
• Own infrastructure and operations
staff
Application
Management
• Accurate application portfolio
• Managing application changes
• Monitoring performance
• Managing application suppliers
• Multiple application servers
• Collections of virtual machines
• Multiple nodes
• Multiple locations
IT Operations
Management
• Certain operational activities may
need to remain within IT
• Holistic services thinking view
• Adherence to service levels
• No visibility at component level
• Execute and monitor operational
activities
• Manage physical environment
• No linkages back to business
services affected by Cloud services
Service Operations Cloud computing delivery traits from an Internal IT and Cloud Vendor perspective
- 33 - US
Consultin
g O
n-s
cre
en S
WH
T_R
1.5
V_04300
8
Sharing the high number of nodes in vendor clouds sees failed
configuration components as the norm rather than the exception
Internal IT Cloud Vendor
Incident / Problem
Management
• Must leverage new problem
diagnosis and testing tools
• New contract details, such as scope
and support are required
• Defines scope of Cloud Vendor
support
• Provides access to visibility tools
Event Management • Creative monitoring solutions, such
as use of synthetic transaction
• Escalates events that have meaning
for IT management
Request
Fulfillment
• Communications and understanding
between organizations
• Consistent internal process
• Clearly defined roles and
responsibilities
Access
Management
• Access control schemes will have to
accommodate global user bases by
securing service access methods
throughout the Cloud
• Visibility into security and access
policies
• Audit these policies
Service Operations Cloud computing delivery traits from an Internal IT and Cloud Vendor perspective
- 34 - Cost
Eff
ective
IT
SM
Tra
nsfo
rmation
_2
4.p
ptx
HP Business Service Automation (BSA) Software Solution Suite
Software-as-a-Service
Data Center Automation Center [fka Opsware]²
Operations Orchestrations (OO) Runbook Automation¹,² Server Automation (SA) Network Automation (NA) Storage Essentials (SE/SRM)
Client Automation Center [fka Novadigm Radia]²
Universal CMDB (UCMDB) and Discovery & Dependency Mapping ae (DDMae)
Services Automation Visualization (SAV) Services Automation Reporter (SAR) BSA Essentials (fka Live Network) Release Control (RC)
Client Automation Enterprise (CAE)
ITILv3 Service Operation¹ ITIlv3 Service Transition²Incident, Problem, Event Mgmt Processes Release/Deploy, Asset/Configuration Mgmt
Processes
As you refine your and integrate cloud delivery with your overall service
management capability, look to improve operations through automation
- 35 - US
Consultin
g O
n-s
cre
en S
WH
T_R
1.5
V_04300
8
Service Operation – case summary
Case #2 - Successful
Incidents occur from time to time but
minimally impact ongoing operations
No occurrence of incidents related to how
services are used and consumed
Clear ownership over operational control
of services and who is responsible
Case #1 - Unsuccessful
Multiple incidents occurred that shut
down operation of the site
IT blindsided by incidents related to
business volumes
Unclear responsibilities and finger
pointing when outages occurred
Service Operation Not In Place Service Operation In Place
- 36 - US
Consultin
g O
n-s
cre
en S
WH
T_R
1.5
V_04300
8
Process Purpose
7-Step
Improvement
Process
Measure services to proactively
identify opportunities for
improvement
Service Reporting Produce and communicate reports
for achievements and trends
against service levels
Service
MeasurementPut appropriate metrics into place
that provide information for
proactive decision making
Continual Service Improvement - considerations for Cloud Solutions
Key Questions To Be Answered
What key measurements will be needed
to ensure services are working across the
Cloud?
What measurements should be taken by
suppliers to ensure service objectives will
be met?
What information and reports will we
require from our providers?
How do we ensure that our providers
implement key improvements on a timely
basis in line with our business needs?
How will we work with our providers to
proactively improve services?
- 37 - US
Consultin
g O
n-s
cre
en S
WH
T_R
1.5
V_04300
8
The melding of cloud centric approaches with CSI by IT can dramatically
speed up realignment and improvement processes
• IT more dynamic and responsive to
the needs of the business
• Cutting edge applications are rolled
out and adopted by the end user at
a much higher rate
• Additional users and teams will find
applications that better meet their
requirements
Traditional CSI outputs
• Introduce new service offerings
• Improve existing offerings
• Connects IT with customers
• Improvement space restricted by
rigid systems
Cloud and CSI outputs
- 38 - US
Consultin
g O
n-s
cre
en S
WH
T_R
1.5
V_04300
8
The nature of cloud computing may lead to challenges for CSI such as
misalignment between business needs and technical solution
Public, Private, and Hybrid Clouds
User Requirements
Outspoken change advocates
Limited product influence
Delegation of content
Existing AlignmentCloud Vendor
Business
Needs
Provider Policies
Establishing KPIs and SLAs with Cloud Vendors helps communicate
the expectation that change requests will be acted upon in an
acceptable manner and time frame
38
- 39 - US
Consultin
g O
n-s
cre
en S
WH
T_R
1.5
V_04300
8
Continual Service Improvement – Case Summary
Case #2 - Successful
Key measurements for availability and
customer satisfaction are in place and
monitored over time
Service offerings and number of clients
using those services are continuing to
expand
Senior management is receiving
accolades for the successful solution
39
Case #1 - Unsuccessful
No provision for CSI activities was in
place and IT was reacting to events
versus controlling them
Management made the determination
that reasonable improvements could not
be made and the site was shut down
Senior management was embarrassed
by the failed solution
CSI Not In Place CSI In Place
- 40 - US
Consultin
g O
n-s
cre
en S
WH
T_R
1.5
V_04300
8
IT is devolving into a network of services that can be provided from
anywhere – aided and abetted by advancements in Cloud computing
technology
The service mindset that ITIL brings is key to operating in a Cloud world –
the disciplines still exist but may have shifted emphasis from the IT
Organization to the Cloud Vendor
Continuing to operate as bundles of technologies and capabilities might
lead to serious operational risk
Key takeaways
40
The ITIL Service Lifecycle and HP software supporting its processes
can be leveraged as a design, build, deploy and operate vehicle for
constructing Cloud-based solutions!
Q&A
42 ©2010 Hewlett-Packard Development Company, L.P.
To learn more on this topic, and to connect with your peers after
the conference, visit the HP Software Solutions Community:
www.hp.com/go/swcommunity
43