8. Globaliseringen gjør verden ”flat”
• 09.11.89: Berlinmurens fall – vi
begynner å få én verdensøkonomi
• 1994-95: Internett begynner å
komme til folk flest
• Work flow software, SOA, web-
services, business on demand
• Outsourcing av tjenester til India
• 11.12.01: Kina blir med i WTO –
utflagging og prisfall på forbruksvarer
• Wall-Mart, Ikea, Dell og UPS lager
nye logistikkjeder
• Open source, wiki, blogg – nye måter
å drive innovasjon og dele kunnskap
• Google – en milliard søk om dagen
• Trådløshet, mobilitet og konvergens
9.
10. Hva slags jobber?
• Innen helse- og sosialtjenester utgjør helsetjenester 186 000,
pleie- og omsorgstjenester i institusjon 123 000 og sosiale
omsorgstjenester uten botilbud 154 000.
11. Arbeidsmarkedet 2025:
• Enorm vekst i behov for
helse- og sosiale
tjenester
• Sterk vekst i kunnskaps-
baserte tjenester
• Nedgang i sysselsetting i
tradisjonell industri og
landbasert matproduksjon
• Høyt og stabilt behov i
varehandel, offentlig
forvaltning, byggenæring,
undervisning, transport,
reiseliv og opplevelser
• Viktige spesialiserte nisjer
i olje, maritim, sjømat og
telekom
12. Fra Statfjord til Snøhvit
Statfjord:
• Tre store plattformer med
620 personer på jobb
• Har produsert olje og gass
for over 1000 mrd kroner
• Verdensledende teknologi
på 70-tallet
Snøhvit:
• Første utbygging uten
installasjoner på overflaten
• Fjernstyring fra landanlegg
140 km unna
• Verdensledende på 2000-
tallet
14. • 25% av arbeidstiden
brukes til å lete
• Rom for betydelige
forbedringer
• Finnes lignende
utfordringer i andre
virksomheter
• Finnes teknologi og
kompetanse
15. Fire roller for ikt
• Arkitektur for
samhandling
• Kommunikasjon og
omdømmebygging
• Kunnskapsdeling og
læring
• Innovasjon
16. Eksempel fra byggenæringen:
• BA-næringen har mange fagområder. Alle har sin egen terminologi,
teknologi, uttrykksmåte og informasjonsstruktur
• innenfor samme fagområde forekommer det betydelig
kommunikasjonsbrist og tap av prosjektinformasjon.
• 25-30% av byggekostnadene skyldes oppsplitting av prosesser og
dårlig kommunikasjon.
• Samme opplysninger legges i snitt inn minst 7 ganger i forskjellige
systemer, frem til et bygg overleveres
• Samme informasjon skapes på nytt i flere applikasjoner
17. Hva slags arkitektur – hva er
risikobildet mitt?
• Må kunne snakke med
andres it-systemer
• Kostnader knyttet til drift
og utvikling
• Et det skalerbart og
fleksibilitet når det skjer
endringer?
• Har jeg den
kompetansen jeg
trenger?
• Et det mest risiko å gjøre
selv – eller sette ut?
• Kjøpe som en tjeneste i
”the Cloud”
18. Fire roller for ikt
• Samhandling
• Kommunikasjon og
omdømmebygging
• Kunnskapsdeling
og læring
• Innovasjon
19.
20. Kampen om de kloke hodene
• Kampen om talentene
• Knapphet på
arbeidskraft – hvordan
beholder vi de beste vi
allerede har
• Arbeidsgivere
konkurrerer om å
være mest attraktive
• Er ikke en ansatt
fornøyd med sjefen så
finner hun seg en ny
sjef
• Økende kamp om
grupper med lengre
utdanning – flere vil gå
til privat sektor
21. Fire roller for ikt
• Samhandling
• Kommunikasjon og
omdømmebygging
• Kunnskapsdeling
og læring
• Innovasjon
27. Samhandlingsevne
• Strategiske ressurser brukes i
samspill med andre
• Evne til å finne gode partnere og
få verdier ut av samarbeidet er
differesierende
• Organisasjonen må bruke mest
tid på de strategisk viktigste
arenaene
• Kvaliteten på forsknings- og
innovasjonspartnere
• Hva mener andre om oss?
• Nettverksarenaer for å utveksle
erfaringer
28. Fire roller for ikt
• Samhandling
• Kommunikasjon og
omdømmebygging
• Kunnskapsdeling
og læring
• Innovasjon
37. Converged Infrastructure
- Background
• Todays datacenters:
• Underutilized….
• Servers ≤ 20%
• Storage ≤ 25%
• Network ≤ 50%
• Energy inefficient (PUE 2,5 – 3,0)
• Aging; ≥ 5 Years
• Technology silo implementations
• Heterogeneous
• 30 to 90++ days to establish a new service
• Labor intensive
• Cost in- effective
37
38. Converged Infrastructure
- Background
• IT is on the move…
• From
• Technology driven, -- A business case was a bonus.
• to
• Driven by Business, -- No business case, no deal.
38
39. IT sprawl has business at
the breaking point
70% captive in operations Business innovation
and maintenance throttled to 30%
• Rigid & aging infrastructure • Time to revenue
• Application & information complexity • Cost of lost time, effort, opportunity
• Inflexible business processes • Unpredictable business cycles
39
Source: 2009 Information Week Analytics
40. Tomorrow’s business will be built on
a converged infrastructure
Storage Servers
Power & cooling Network
Management software
40
41. Requirements to build a
converged infrastructure
Virtualized • Resilient • Orchestrated • Optimized • Modular
41
42. The converged infrastructure
architecture
Infrastructure operating environment
Enables shared-service management
FlexFabric
Wire-once, dynamic assembly,
always predictable
Virtual resource pools
Adaptive compute, memory,
storage & network resources
Data center smart grid
Intelligent energy management
across systems and facilities
42
43. Converged Infrastructure Datacenter
- Target state
• Efficient….
• Servers ≥ 70%
• Storage ≥ 70%
• Network ≥ 70%
• Energy efficient (PUE ≤ 1,2)
• Automated and Service Centric
• Homogenous
• 60 minutes or less to establish a new service
• Cost effective
43
45. Innovation with purpose
Leading the Next-Generation Data Center Transformation
Private clouds +
Public cloud
Orchestration + Scaling & Resiliency
IT Delivery
Unified Storage + Limitless Capacity Centers
Virtual Connect + ProCurve
BladeSystem Matrix + Mission Critical
Time
45
46. Unleash your infrastructure potential to
achieve business outcomes
Why provide infrastructure as a service?
COST QUALITY SPEED
Improved Improved Increased
productivity service levels responsiveness
Weeks to Weeks to
minutes minutes
Increased utilization Simplified management Launched new
business projects
Weeks to
2x days
Reclaimed facility Improved business-IT Supported business
energy capacity alignment innovation
Years to
3x months
47. Maximize your business outcomes
with converged infrastructure expertise
Service catalog
Sourcing decision
and governance policies
Service management
Metering and reporting
Change management
and training
Support strategy
48. HP Converged Infrastructure Implementation
HP BladeSystem Matrix
Provision infrastructure in minutes with
automated activation of servers, storage and
networking
Optimize infrastructure confidently with built-in
capacity planning and rebalancing tools
Sample “e-shopping”
application infrastructure
Protect continuity of services with automated, template
cost-effective failover
5 minutes 5 minutes 38 minutes 60 minutes
Approval Provision Install/configure
108
Infrastructure apps
108 minutes for one administrator to automatically provision infrastructure for this e-shopping
application. With traditional infrastructure this took 33 days.
49. HP Converged Infrastructure Services from HP
Expertise to deliver the way you want
Run your converged Plan, design, and
infrastructure for implement
maximum converged
performance and infrastructure in
flexibility your environment
Consulting • Technology Services • Managed Services • Outsourcing • Cloud
50. HP Converged Infrastructure
Consulting Services
Build your converged infrastructure step-by-step
Visioning Workshop
• Awareness and insights into the concept of shared
services and converged infrastructure
Planning Service
• Clear roadmap to achieve the envisioned state,
with defined phases, project plan and business
case
Design and Implementation
• Detailed design and phased execution of project
roadmap addressing key aspects of implementation
Proof-of-Concept
• Experience the capabilities of BladeSystem Matrix
by testing most common scenarios
50
51. Data Centre Infrastructure Services
Holistic approach to evolving
Data Centre
enterprise IT to a future next
Transformation generation state
Integration of data centre core
infrastructure hardware and
software components to support
the evolution
Allows choice in the provision of
IT services from inside or outside
Cloud of the data centre
52. More information
• http://h18004.www1.hp.com/products/solutions/converged
/main.html
• Questions
52
53.
54. Real–IT–y in the Cloud
Chris Coggrave
EMEA Managing Principal, Data Centre Infrastructure & Cloud Services
June 21st 2010
55. Contents
• What’s the bigger picture for
the evolution of IT ?
• What do we really mean by
‘cloud computing’ ?
• Becoming a cloud consumer
• Becoming a cloud provider
• How HP can help
57. Cloud computing confusion
Where should I be going? Where do I start?
Should II use public
Should use public
Should II build a
Should build a clouds ?
clouds ?
private cloud?
private cloud?
What are the
What are the
How about
How about benefits?
benefits?
security issues?
security issues?
Am II ready yet for the
Am ready yet for the What’s the best
What’s the best
cloud and what should
cloud and what should architecture for cloud?
architecture for cloud?
II be doing ?
be doing ?
How cost-
How cost- What steps should II
What steps should
effective is
effective is take and when ?
take and when ?
cloud?
cloud?
59. Cloud computing ?
Cloud is just a name....
What are your real needs ?
It’s not a revolution of the ‘what?’
but more an evolution of the ‘how?’
...Need to Focus on IT Service Provision
61. Cloud and the IT Transformation Journey
...where are you?
Cloud Consumption
Cloud Provision
1:1 Virtualized Automation: Agility: Value:
binding Infrastructure: lower mgmt IT as a service; supply services
workloads: improved cost; eliminate improve internally &
machines utilization human error response times externally
DEDICATED VIRTUALIZED AUTOMATED SERVICE BUSINESS
CENTRIC CENTRIC
IT Transformation
Cost Reduction
Infrastructure Maturity
62. Moving to Cloud: Push vs. Pull
PUSH PULL
HP Converged Infrastructure HP Cloud Services
63. IT’s Role: Source and govern services that result
in the right business outcome
IT organization
Strategic Service Broker Business
outcomes
Internal Services
Outsourced
Services Accelerate
growth
Public & Private Service Service Service
Cloud Services Sourced portfolio Delivered Lower costs
Mitigate risk
Hosted
Services Dedicated IT
Cloud
Services
64. Service centricity
• How services centric are you ?
• What services does IT offer to the business?
• Do they have a services catalog ?
• What type of SLAs do they have in place for your
services? (performance, availability, security,
compliance)
• How well are they achieving these service levels ?
• What does it cost them to deliver that service?
• Are these competitive?
• What services are core and what are context?
66. So what do we mean by cloud?
Service Consumers Service Providers
Cloud services are highly scalable and
elastic technology-enabled services,
delivered and consumed over the
internet through an as-needed,
pay-per-use business model.
Service Scalable and Shared
Oriented Elastic Multi-tenant
Pay per use
Internet based metered
service
On Demand
67. Types of cloud
Public Private Internal
To anyone To an invited Within your own
who wants it audience only organisation only
Amazon/Google Industry Supply Chain Shared Service
Utility Model
68. Types of cloud services
Information as a Service
Everything as a Service
Process as a Service
Application as a Service
Platform as a Service
Infrastructure as a Service
72. Cloud benefits
• Pay per use
• Fast/easy to use
• Reduced costs
• Predictability
• Scalable and elastic
• Flexibility
• Selective sourcing
73. Things you need to think about
Performance
SLAs Security
Support
Provider Stability Costs
Staffing
Capacity
Core vs. Context
Availability
Pricing
Recovery
Bandwidth
Compliance
Lock-in Openness
74. Steps to becoming a cloud consumer
1. Understand what cloud is
2. Define business & IT issues
3. Select target domains
4. Build a business case
5. Define & analyse data, services and
processes in selected domain
6. Assign candidate data, services and
processes to the cloud
7. Define candidate cloud platforms
8. Analyse and test platforms
9. Select cloud platforms
10. Deploy
75. Identifying uses for cloud
Predictable
Capacity
Marketing & promotions applications
Project collaboration applications /services
Capacity
Large batch or bulk processing needs On Off On
Web hosting Time
Test and development, load testing
Capacity
Rapid
Disaster recovery Growth
High performance computing Time
Unpredictable
Capacity
•
•
Lower level of security is sufficient
Well defined integration points
Time
• Loosely coupled processes, applications and
Periodic
data
Capacity
• Applications needing quick build and deploy
• Core vs. context applications and services
Time
• For new applications/services
76. Selecting a target area
Issues Business/IT
• Reduce operational costs
• Upsizing/downsizing demand
• Shift risk
• Increase agility, response time
• Improve reuse of assets
• Introduce new service
• Improve image/brand
• Core vs. Context services
• Don’t pick too large an area Business
• Look for a measurable impact Plan
• Understand scope in terms of the number of
systems
• Go for 2-3month analysis segments
• Identify political and organisational issues upfront
77. Analyse data, services and processes
Data Services Processes
Add Customer Generate
Customer General Ledger Customer
Data Record
Record Sales
78. Candidate cloud platforms and providers
• What categories do you need ?
• What cloud computing providers ?
79. Selection considerations
• Ability to meet architecture and business needs
• Ability to switch cloud platforms if issues emerge
• Viability of provider and ability to provide ongoing support
• Ability of provider to recover from hardware, software and
network failures, dynamically and with minimum downtime
• SLA agreement
• Complete understanding of policies of cloud computing provider
and what denotes a violation
Key considerations
• Integration • Outage Management
• Compliance • Availability levels
• Bandwidth • Domain /Enterprise Specific Issues
• Storage • Rise in Subscription Fees
• Recovery Service • Security
• Staff needs • Capital Costs
82. Things you need to think about
Customer Needs
IT Maturity Pricing Model
Chargeback
Capacity Management
Organisation
Availability
Billing
SLAs
Security
Portal Interface
Service Catalog
Recovery
Service Lifecycle Management
83. What type of provider ?
Public Private Internal
To anyone To an invited Within your own
who wants it audience only organisation only
Multiple client base Fixed client base Internal client base
Volume Based Value Based Business Based
Highly efficient Efficient Good enough
Standardised Segmented Customised
84. Steps to becoming a cloud provider
1. Understand what services you have
2. Define a future state cloud vision
3. Evaluate your current capability
4. Identify the gap
5. Define a roadmap with projects
6. Build a business case with ROI
7. Build a cloud architecture
8. Pilot
9. Design & implement
10. Benchmark and improve
85. What can you offer ?
What? (Offer)
• Information
• Business Process
• Applications
• Platform
• Infrastructure
How? (Differentiation)
• Volume
• Value
86. Service Centricity: ITIL vs.3
SLAs
Service Service
Have Costs
no plans Types
Aware but no
Previously immediate plans
unaware
Plans to adopt
Implementing
*December 2009
40-50% companies are not
Start implementing ITIL vs.3
acting at the moment
87. How mature is your IT infrastructure ?
...where are you on the journey?
Cloud Provision
1:1 Virtualized Automation: Agility: Value:
binding Infrastructure: lower mgmt ITas a service; supply services
workloads: improved cost; eliminate improve internally &
machines utilization human error response times externally
DEDICATED VIRTUALIZED AUTOMATED SERVICE BUSINESS
CENTRIC CENTRIC
IT Transformation
Internal Private Public
Cloud Cloud Cloud
Cost Reduction
Infrastructure Maturity
91. Cloud provider readiness criteria (1)
Technology Management Governance
The evolution of the use of hardware, The evolution of the construct of The set of processes, authorities and
software, database, network and management of systems, use of decision framework that determines
application sets that deliver the management data, the metrics and where on the demand/supply
required IT services and functionality administration used to manage the continuum the organisation wishes to
availability of IT resources be and how decisions are made.
Consolidation, standardisation, Information availability Control & decision making
Virtualisation, Automation Monitoring & reporting Business – IT alignment
Resource pooling/sharing Integration of data Supply & demand matching
Capacity management Dashboard & tracking Architecture & standards
92. Cloud provider readiness criteria (2)
People Process Services
The key factors that an It organisation The processes required by the IT The evolution of the services based
needs in the management style, the organisation for delivery of IT interface between supplier and
work environment and the way staff services including how the processes consumer including documentation
are trained, nurtured and developed. are designed, documented, and back up with measures and a
managed and enhanced over time. service commitment (SLA)
Organisational structure CMM level attainment Services Catalog
Roles and responsibilities ITIL adoption Services Levels
Culture, Management style Focus on process management Service provisioning
Measurement and appraisal Level of process automation Service differentiation & pricing
93. Key points to remember
• Converge infrastructure of servers, storage,
network, power and management software for
Make your services elasticity
business relevant
• Automate provisioning, compliance, maintenance
to take the cost out and be responsive
• Assess your application readiness
• Prioritize your shared services based on business
Make your services requirements
consumable
• Consumerise by providing a catalog of services to
all business consumers
• Manage the quality of service from the end users’
Make your services perspective
shareable
• Optimize the value generated from each service
94. High level cloud service architecture
Service Service Catalog and Portal Layer Service Health
Billing
Portfolio
interaction SLA Dashboard,
Demand
Mgmt reporting Service
demand, Offering
sourcing, Service Usage Service Service Service Desk Catalog
finance Consumption Request Mgmt Access Notification,
collaboration, kb
Charging Revenue Order Mgmt User Mgmt
rating Settlement Identity, access, roles
Delivery
Service Management
Service Governance
Service Configuration and Delivery Assurance
Activation Availability, performance, continuity,
Orchestration, scheduling, optimization compliance
Resource Provisioning and Resource Management
Configuration Allocation, optimization, utilization, policies,
Supply
Source and integrate resources performance monitoring, usage metering
Resources (Infrastructure, Platform, Software, Information or Business)
POWER & SERVERS STORAGE NETWORK SOFTWARE INFORMATION CLOUD
COOLING
95. High level cloud roadmap
Mid 2010 End 2010 End 2011
1. Classify what services can be 1. Optimize Service Management 1. Increase new
Processes for Cloud
delivered in Cloud Mode Business using Try &
2. Establish Cloud Ready Buy via Cloud
2. Develop Business Case and Standards for New
~Model for Cloud Services Applications services
3. Define Guidelines for Cloud 3. Integrate Service Monitoring, 2. Increased utilization
Capacity Management and of IT assets provides
Standards (Data, Security, Provisioning to deliver Cloud
interfaces) Service Assurance competitive cost
base
4. Pilot Delivering Internal Services 4. Build Cloud Overflow
Capabilities (Capacity sourced from 3. Optimize Capacity
in Cloud Model Public platforms during Peaks)
Management
5. Customer Cloud Service at
better price point for smaller 4. Implement Cloud
deployments Portfolio Mgt to
define future services
96. It’s a journey which requires...
• A structured, lifecycle approach
• Solution architecture blueprints that provides
customization to protect key investments
already made
• Solution integration within your environment
• Transformation consulting
• Cloud discovery workshops to build the vision
and mobilize the organization
• Proof of Concept capabilities to build trust in
the model and solution
• ROI services to develop the business case
• A capability model and roadmap service that
addresses people, process and technology
98. TS Cloud Services Portfolio
Customer interested to understand the Discovery
Why ?
potential of cloud for their business Workshop
Customer wants to build a strategy and Roadmap
business case for cloud adoption Service What ?
Customer wants to understand the risks and
Security
exposure of adopting cloud and how to mitigate Service
Customer ready to start cloud deployment,
Design
make technology choices, set standards, do How ?
Service
detailed planning and has cloud budget,
support, vision and roadmap in place
Implementation
Where &
Customer ready to implement cloud Service
When ?
solution
99. Cloud Discovery Workshop
• Powerful representation of decision-making aspects of cloud computing:
− Deliver cloud services
• Ideally 5-7 customers maximum
− Source cloud services • Delivered by 2 consultants
− Enable cloud services • Duration: ½ day to a full day
• Share cloud best practices
• Interactive session with senior HP consultants to identify strategic cloud related
initiatives that promise quick and/or solid business value
• Layout next steps in a roadmap
101. HP Cloud Roadmap Service
A structured roadmap and understanding • Duration: 4-6 weeks (small), 8-12 weeks
of the program, projects and main activities (large) (if all 3 modules: including workshop,
to transform your IT organisation from any Gap and ROI analysts delivered)
current state into a balanced cloud • Custom SOW
computing organisation, aligned with the
• Delivered by experienced consultants
needs of your business.
Three modules:
• Module I:
• Future state definition
• Module II
• Planning report
• Executive presentation on results
• Transformation road map
• Set of Project briefs
• Module III
• Business and ROI case
103. HP Cloud Design Service
Service Overview
Team of HP solution architects and technologists • Duration: 6-8 weeks
provide a scalable and comprehensive cloud
• Delivered by experienced HP
infrastructure design based on a unique HP Reference
Architecture for Cloud that integrates different aspects consultants, architects and
of cloud covering : Security, storage, network, technologists
virtualization, service management, applications,
database, management software, governance and
• Based on Cloud Reference
organization Architecture
• Detailed and flexible cloud design that you
can evolve from private to public
• Comprehensive HP reference architecture for
different sourcing and cloud types
• Expert and objective technology, tools,
standards recommendations
• ITIL v3 interpretation for cloud
• Full mapping of HP & 3rd party technologies
• Mitigate implementation risk with a detailed
bill of materials and implementation plan
105. Summary
Your journey to the cloud
Converged
Infrastructure Cloud
“If you want to accelerate the transformation of your virtualized
infrastructure into a cloud, converged infrastructure solutions provide all the
basic building blocks, already pre-integrated for you.”
“HP offers a comprehensive set of cloud services that cover complex and
heterogeneous environments to help organizations maximize the business
benefits.”
106. Remember – ‘cloud’ is just a name....
At the end of the day,
It’s really all about:
IT Service
Provision
131. Agenda
– IT - virksomhetskritisk?
– Funn Teknologibarometeret
– Hvordan vi leverer verdi
– Vår løsningsportefølje
– Oppfordring
131 7 May 2010
132. Utvikling av IT
1980
– Mission-Critical = monolittiske applikasjoner på store servere
– En teknologileverandør
– Fokus på maskinvareoppetid
– Rask løsning av maskinvareproblemer (reaktiv)
+
– “Billig Scale out” teknologi
– Flere leverandører 2010
– Virtualisering
– Delte leveranseressurser
– Kostnader, Fleksibilitet og Kvalitet
– Kompleksitet
– Synlighet
132 7 May 2010
133. IT er blitt virksomhetskritisk
- for de fleste bedrifter og organisasjoner!
133 7 May 2010
134. Ikke planlagt nedetid øker
– Siden 2005 har ikke planlagt
nedetid på virksomhetskritiske
applikasjoner økt med 56%
Gartner, Inc.
134 7 May 2010
135. Funn i Teknologibarometeret:
Få regner på kostnadene ved nedetid
• Kun 3 av 10 beregner kostnadene ved nedetid
• Viktigste tiltak for å unngå nedetid er:
• proaktive tjenester (50%)
• virtualisering (28%)
135 7 May 2010
136. Funn i Teknologibarometeret:
For mye av IT budsjettene går til drift og vedlikehold
• 40% av bedriftene bruker over 50% av IT-budsjettet til drift og vedlikehold
• Dette hindrer innovasjonsmuligheter og fleksibilitet
− 36% av IT-sjefene mener at de ikke tar ut det fulle potensialet av IT
− 44% i offentlig sektor sier at de har for liten fleksibilitet i IT-infrastrukturen
136 7 May 2010
137. HP leverer tjenester for virksomhetskritisk IT
Bidrag til organisasjoners konkurranseevne
– Forbedre tilgjengelighet og
reduser nedetid
– Reduserer operasjonelle
kostnader og forbedrer
tjenesteprosesser
– Oppnå rask avkastning på IT
investeringer ved å utnytte vår
spisskompetanse
– Aksellerere vekst ved å
samkjøre tjenestenivåer med
forretningsbehov
137 7 May 2010
138. Hvordan merkes nedetid?
Ulike risikolementer
Omsetning
Eksponensiell
økning
Finansielt
Produktivitet Ødelagt rykte
NOK påvirkning
Produktivitet
Ødelagt rykte Omsetning
NOK
Finansielt
Minutter Tid
Dager
138 7 May 2010
139. Teknologi alene er årsak til stadig
mindre nedetid
Med økt kompleksitet for IT-leveransen, er administrasjon og kontroll enda
viktigere for å unngå nedetid
10%
Teknologi: Verktøy og infrastruktur
Prosess: Beste praksis for “service
management” og kontinuerlig forbedring
90% Mennesker: Roller og ansvar,
ferdigheter og kompetanse
Kultur: Verdier, normer og erfaringer
139 7 May 2010
140. Operasjonell IT Service Management
Kontinuerlig tjenesteforbedring for å forene forretning og IT (ITIL)
HP leveranser
Gjennomgang av
Hvor ønsker vi å være visjon, tjenestekrav og
mål
ITSM Baseline/
Hvor er vi?
Gap analyse
Hvordan holder vi
momentet oppe? Definere og
Hvordan kommer vi dit
implementere
vi ønsker å være? tjenesteforbedringer
Hvordan vet vi at vi har Kvantifiserbare mål
nådd målet? (KPI)
140 7 May 2010
141. Våre leveranseelementer
En helhetlig tilnærming som ivaretar mennesker, prosesser og teknologi
Kundeteam
Proaaktiv
Partnere på-stedet
Holistisk support
tilnærming
Prioritert Proaktiv bruk av
support
gjenopretting teknologier
141 7 May 2010
142. Vi kan integrasjon og tekniske tjenester
Bidrar til at du får mer ut av investeringene
Installasjon & Kontinuerlig
Driftsstøtte
integrering forbedring
Integrasjonstjenester Spisskompetanse: ITSM Analyser
– migrering -- Servere Tjenester for optimalisering
– prosjektledelse -- Lagring av IT Infrastruktur
– flytting -- Programvare
– Installasjon og utrulling -- Nettverk
Tjenester for endring Tjenester for operasjonell Tjenester for evaluering
effektivitet & videreutvikling
142 7 May 2010
143. Optimal bruk av supportverktøy forbedrer
servicegrad og bunnlinje
Programvareoppdateringer
Kontrakt
database
HP Systems Internett
Fjernovervåking Insight Manager
Intern Ekstern
Problemanalyse
-
Innsamling av konfigurasjonsdata
Kunde HP
143 7 May 2010
144. Virksomhetskritiske partnerskap
Partnerskap gjør at du unngår gråsoneproblematikk
HP er #1 på Kundetilfredshet for supporttjenester levert til tjenesteleverandører
(IDC Customer Satisfaction Study: Top Performers in Enterprise Software Support Services, March, 2010)
144 7 May 2010
145. Vår tjenesteportefølje
- som et utgangspunkt for kundetilpasning
Forretning og IT er ett
Mission Critical Partnership
Fokus på å tette gapet mellom Critical Service
forretning og IT
Fokus settes på utvalgte tjenester
Proactive 24 Service
Proactive Select
Maintenance
145 7 May 2010
Reaktiv support Proaktiv leveranse
146. Oppfordring:
Gjennomgå dine tjenestebehov med oss
- for å finne ut om du utnytter potensialet og prioriterer rett
Teknologibarometeret viste:
– for mye tid på drift og support
– Måler ikke nedetid (og kjøper support ”blindt”)
Sette deg ned sammen med oss:
– Gjennomgå hvordan IT leverer til forretningen
– Kartlegg tjenesteleveransene og definer kritikalitet
– Forstå og kontroller risikolementer
– definer IT supportnivå utfra kritikalitet for
forretningsdriften
146 7 May 2010
