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HP's Unified Operations Solutions

A quick tour of HP's Unified Operations Solutions
by

Mike Shaw

on 20 July 2010

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Transcript of HP's Unified Operations Solutions

Any VP Operations has to balance three objectives :

They have to INCREASE AGILITY. This is the number one requirement of many VP Operations right now, as we start to slowly come out of recession. Agility includes things like provisioning new services faster, moving applications from test/dev to production much faster, introducing new technology like virtualization much faster. Notice the “much” – the business doesn’t want 10% improvements – they want 10X improvements – days not weeks, hours not days

They have to INCREASE EFFICIENCY. Right now the average IT department spends 63% of its budget on just “keeping the lights on” (Gartner, Jan 2010). HP has got this down to around 23%. CIO’s are realizing that 63% is not a constant of the Universe like PI – it’s something that CAN be attacked. “Do more with less” is the mantra.

The VP of IT Operations needs to at least keep the QUALITY OF SERVICE the same, or better still, improve it. And it’s the customer facing services that matter to the business the most. And as we offer up more services to our customers – we allow them to do more things using web interfaces – the VP Ops has to increase the number of services with good QoS. There is another very important point to make about QoS – IT MUST NOT GO DOWN, regardless of what the VP Ops does to cut costs and introduce new technology like virtualization and Data Center Consolidation.

HP believes you can achieve these using its UNIFIED OPERATIONS Solutions. Once you have HP's Unified Operations Solutions in place, what can of benefits can you expect? FEWER OPERATORS : free up between one in five and 30% of your first line operations staff. These statistics are a combination of and IDC research into HP Service Health Management solution customers, and HP's own custtomer testimonials.
LESS DOWNTIME : In an IDC study into the use of HPs Service Health Management technology, the number of downtime hours fell by 34%. The amount of business lost thru downtime went down by 74% because the most business critical problems could be tackled first
RESOURCE OPTIMIZATION

We're being told that IT Operations must take less of the IT budget, but do we know where the IT Operations spend is going.

Asset lifecycle management and cost reporting are a major step towards controlling IT Operations costs.

Later, when you’ve measured the costs, you can start to optimize your utilization of assets and people.
SELF-SERVICE REQUEST MANAGEMENT

If you want to be agile and low cost, you must allow your “customers” in the rest of the organization to order services from you via a catalog. No longer can IT afford to deliver whatever a developer or business user wants – we need to constain using a catalog In order to meet these three goals regardless of how the datacenter is evolving, the VP of IT Operations has to ensure that five "pillars" work well. These five pillars things are: CUT ERRORS IN PROVISIONING from 20% to 0.15%. This is based on independent research of customers using HP's automation solutions. Fewer provisioning errors - higher quality of service. FEWER ADMINISTRATORS : This is EDS's experience : Before the use of our automation technology, the ratio of admins per server was 1:30. After automation, it's up to 1:200.
HP's Unified Operations Solutions Decrease downtime by 34% Cut errors in provisioning by 130X Consolidate Management to free up 17-30% of Ops Staff Increase server admin loading by 6X
Client admin loading by 10X Confidence in IT Increase Efficiency SERVICE HEALTH MANAGEMENT

This all about ensuring that services are available and that they are performing to the correct levels. The latter, performance management, is becoming increasingly important – it’s no good that the web site is up, it has to be fast enough that customers don’t leave and go to a competitor. Or, it’s no good that a network path is up – it has to be fast enough that people can stream video over it. DEPLOYMENT, PROVISIONING AND CHANGE MANAGEMENT

This is all about moving stuff from dev/test to production, provisioning whole services in the operations environment, and making changes to running services. SUSTAINED COMPLIANCE MANAGEMENT

If you want to really cut costs, you must standardize the IT services that you offer and you make these services out of standardized building blocks. Provisiong these blocks and ensuring they don’t drift out of standardized state is key.

Related to this is standardized configuration imposed by regulation.
Service Health Management Deployment, Provisioning
and Change Management Sustained Compliance Management Self-Service Request
Management Resource Optimization incease
agility increase
efficiency confidence
in IT The main way HP Unified Operations increases agility is thru AUTOMATION ACROSS THE WHOLE STACK - thru automated deployment from development to production, and automated provisioning and change across whole services.

Of course, virtualization delivers massive increases in agility too. But we need a WELL MANAGED VIRTUALIZATION PLATFORM, otherwise the gains in agility are lost to reduction in quality of service. HP Unified Operations delivers a well managed virtual platform in which you can successfully run product applications. AGILITY EFFICIENCY IT Operations teams that have been able to dramatically cut costs all exhibit the same three themes : "RATIONALIZE, CONSOLIDATE AND STANDARDIZE". Rationalize middlware applications down to as few as possible; consolidate hardware; and standardize to limit the number of services IT Operations offers whether it be laptops, server types, or types of middeware that can be used in applications

AUTOMATE as much as you safely can - automate deployment of apps, automate provisioing and change, automate compliance management and automate remediation of problems

Create an INTEGRATED INCIDENT MANAGEMENT PROCESS so that all people involved in the solution of an incident have all the information they need and tools to analyze that information so that they can quickly figure out what is actionable and what is just noise. We can only get the "single view of the truth" required for this if all fault and performance information come into a consolidated management console

In order to improve something, we need to measure it. We need to get a handle on WHERE DOES OUR IT OPERATIONS COST COME FROM As with IT Operations efficiency, an INTEGRATED INCIDENT MANAGEMENT PROCESS results in less downtime. Makes sense really - if everyone can see all the information and their analysis tools help them figure out what must be actioned, incidents can be closer quicker. All fault and performance information into one management console is an essential first step for integrated incidement management

Get CHANGE MANAGEMENT UNDER CONTROL - if we have a controlled, well informed, change/release management process, fewer problematic changes get made, resulting in higher quality of service

Get to a state of SUSTAINED COMPLIANCE, thru automated compliance management

A key component of quality of service is PERFORMANCE MANAGEMENT. Being able to use in test, information that was gleaned in production, is very useful. For example, when testing a new version of an application, run-time performance information will tell you what performance levels to test to for various user tasks.
So, how do HP's Unified Operations solutions increase agility, reduce costs and increase quality of service? IT Operations Transformation with
HP's Unified Operations solutions FASTER PROVISIONING: A European Banking customer of ours has cut the time to provision DataBase servers from 2 weeks to hours by using our workflow automation technology FASTER COMPLIANCE RESOLUTION : EDS, which uses HP's automated compliance management technology, has been able to cut the time to find and fix a compliance issue across its 66,000 servers from 6 weeks to 8 hours. FASTER APPLICATION DEPLOYMENT : IDC estimates that deployment times for the average application will drop from 139 hours to 29 hours. when automated deployment is used. These are estimates and, of course, the size of an application can vary hugely
Provision DB servers 160X faster Deploy applications 5X faster Return to compliance 120X faster Increase Agility to view this presentation please select "More" then "Full Screen" PRODUCTION VIRTUALIZATION PRIVATE CLOUD MULTI-SOURCE
HYBRID DATACENTER We are moving from use of virtualization for dev and test to its use for second tier applications.

This means we also need to create a properly managed virtualization platform that is plugged into our existing IT processes and models of IT. IT departments are under pressure to "go to Private Cloud". This is partly because of the agility and simplification that Private Cloud promises.

It's also because Public Cloud providers are tempting application owners with promises of low prices and great agility - the internal IT data center has to compete with these temptations.

Private cloud requires a simplified and highly standardized series of "IT products" against which IT can deliver. Right now, there is skeptism about Public Cloud providers' ability to deliver "safe" services that can be put into the business's critical applications.

However, in the next few years this will change.

At that point, the smart datacenter will the one that builds applications out of multiple sources of services - services they provide themselves, services from outsourcers, and services from "the cloud".

Management of such a multi-source, hybrid datacenter is going to be a challange because we don't control the health feeds, the provisioning and the configuration models. HP believes that the datacenter will evolve in three phrases CONFIDENCE
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