Business white paper

Automate IT changeIntact Technology and HP change management framework

Table of contents

3 Executive summary

3 Mastering IT change

4 How Intact Technology implements the change process

5 Step 1: Change management

6 Step 2: Change control

6 Step 3: Change automation

7 The sequential step approach to achieve change automation

8 How Intact Technology services work with HP change management solutions

8 HP Service Manager (Step 1)

8 HPUniversalConfigurationManagementDatabase(Steps1and2)

9 HPUniversalDiscovery(Steps1and2)

9 HP Release Control (Step 2)

9 HPOperationsOrchestration(Steps2and3)

10 HP Business Service Automation (Step 3)

10 HPBusinessAvailabilityCenter(Step3)

10 VisibleImpactSolutionforRemedy:anidealsolutionforBMCRemedydeployments

11 HPandIntactTechnology—changemanagementinaction

11 Conclusion

12 AboutIntactTechnology

12 AboutHP

Businesswhitepaper|HPandIntactTechnology change management solution

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Executive summary

Ifbusinessesaretoinnovate,competesuccessfully,andachievebetterbusinessoutcomes,theirITorganizationsneedtomanagechangeaseffectivelyaspossible.

Successfulenterprisesincreasinglyrecognizetheneedtoimplementbasicchangemanagement policiesbasedonInformationTechnologyInformationLibrary(ITIL)bestpractices,andmanybusinessesalreadyhavedeployedatleastsomeITIL-basedchangemanagementpolicies.ITIL isageneralITframeworkand,assuch,setsforthonlythebasicstructureforaddressingcomplex changemanagementchallenges.WithoutsupplementingITILbestpracticeswithconsistentprocesses,governance,configurationmanagement,andcentralizedreportingtotrackchanges,evenanITIL-drivenITorganizationcanendupinchangechaos.

Onewaytoavoidthechaosthatcancomewithchangeistobuildtowardmaturityandgreatercontroloverit.Thekeyistoautomatechangeprocesses.Accordingtothe2013ITOperationsOQ Report1,morethanhalfofthe300IToperationsexecutivessurveyedsaidthatoneoftheirgreatestchallengescomesfrommanagingchangesintheirenvironments.Also,240executives(80percent)saidthattheycan’tautomaticallyvalidatetheaccuracyoftheirdeployments.

IntactTechnology,anITandbusinessservicemanagementconsultingfirm,fillsacrucialgapin thechangemanagementmarketplacebyhelpingorganizationsmovefromchangemanagement tochangecontroltochangeautomation.ThestepsthathelpITorganizationsmoveprogressively throughthesestagesofmaturitymakeupthetestedandprovenIntactTechnologyChangeManagementFramework—asequentialsetofbestpracticesthathelpsorganizationstaketheriskoutofchange.Theframework,coupledwiththedeploymentofHPchangemanagementsoftware,helpsturnchangechaosintochangeefficiency—andallowsorganizationstoachievematurityintheirtechnologyenvironmentsmorequickly.

ThiswhitepaperwilloutlinetheprocessesandtoolsyourorganizationneedstoaddressthechallengeofchangechaosandevolvebeyondITIL-basedchangemanagementtochangeautomation.ItwilldemonstratehoweventhemostunwieldyandinternallyresistantITorganizationscanbehelpedbyembracingchangemanagementsolutionsfromHPandIntact Technology.Finally,itwillillustrate,throughreal-worldexamples,howorganizationsthat implementtheIntactTechnologyChangeManagementFrameworkandHPchangemanagement applicationscanachievethebenefitsofreducedrisk,lowercost,decreasedcomplexity,greateravailability,andastrongreturnoninvestment(ROI).

Mastering IT change

Mostlargecompanieshaveprocessesthatsimplifythecontinuallyincreasingvolumeofchange, butthoseprocessesareoftenmanual,time-consuming,andfraughtwithhumanerror.Byadheringtochangemanagementprinciplesthatalignwithproven,standardizedmethodologies,suchasITILbestpractices,organizationswillbeinbetterpositiontomanagechange.

ITILv3changemanagementdefinitionsdictatethatchangesaretoberecordedandthenevaluated,authorized,prioritized,planned,tested,implemented,documented,andreviewedinacontrolledmanner.Whenchangesareimplementedinthisfashion,theycanbeanalyzedforrisk,dependencies,businessimpact,scheduleconflicts,in-flightissues,andothercharacteristics.Withgreatervisibilityintotheseissues,technologystaffmembersarebetterabletofollowapredetermined,prescribedpathtoexecutechange.Theresultisreducedrisk,lowercost,andfewernegativeeffectsonthebusinessservicesthatITdelivers.

Ingeneral,ITILbestpracticesarebroaderthantheyaredeep.ItisuptoeachITorganizationtoapplyITILguidelinesinitsownuniqueenvironment,turnchaosintoorderbyfocusinghardonthemostminutedetails,andthenturnorderintoasmoothlyfunctioning,automatedprocess.Iforganizationsaccomplishthis,theycandramaticallyandconsistentlyimprovetheresultsofITchangebecausetheyreduceandeveneliminatehumaninvolvementinroutineyetresource-intensivechangeevents.

1 2013ITOperationsOQReport:ImprovingyourOperationsQuotient(OQ),Evolven

Businesswhitepaper|HPandIntactTechnology change management solution

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ChangeautomationisparticularlyusefulforhelpingITteamsavoidbeingoverwhelmedbylargevolumesofITchange.IthelpsITdepartmentsplanmoreeffectivelyandavoidresourcebottlenecks.AutomatedchangeismorescalablebecauseitallowsrequestsforITchangestobeprocessedmoreefficiently.Moreover,itenablesthechangesthemselvestobeimplementedmorequicklybyfewerstaffmembers.

Change chaos

Focus: Process and implementation

ROI factor: Avoid unnecessary cost

Focus: Making decisions around change; identifying high and low risk

ROI factor: Lock down environment; reduce change failure

Focus: Enabling resources for advanced IT focus, automating low-risk changes, and maintaining process consistency

ROI factor: Free up resources and reduce resource requirements

Intact Technology Change Management Framework

ITIL best practices for change management

Ret

urn

on in

vest

men

t

Step 1Change management

Step 2Change control

Step 3Change automation

Figure 1. KeymilestonesoftheIntactTechnologyChangeManagementFramework

How Intact Technology implements the change process

Achievingautomatedchangerequiresembarkingonacarefullyconsideredandsystematic pathwhosecoursedependsuponanorganization’scurrentmaturitylevel.

AmigrationfromITILbestpractices—whichfocusonbasicchangemanagementpoliciesandprocesses—tochangeautomationisnotaseamlessundertakingbecauseofthesignificanthumanelementassociatedwiththisprogression.Thismeansthattheorganization’sleadershipmustenlistenterprise-wideadvocacywhenembarkingonthechangematurationpaththatIntactTechnologyrecommends.

Intactdevelopedthisframeworktofocusonhelpingorganizationssetandimplementthechangeprocess,makebetterbusinessdecisions,andreducecostsandresources.Intacthasbecomealeaderinthemarketplacebyprovidingachangemanagementsolutionthathelps theoverallbusinessfunction.

TheIntactTechnologyChangeManagementFrameworkmapsthreedistinctsteps—orlevels— onthewaytoautomatedchangemanagement:

1.Change management

2.Change control

3.Change automation

Intactrecommendsthatbusinessestransitionsystematicallyfromonesteptothenext, ratherthanattemptinga“bigbang”styleofimplementationthatcouldpotentiallydisrupt theorganization’soverallbusinessprocesses.Intactalsorecommendsimplementing anddeployingthefollowingHPchangemanagementsolutionsatspecificphases:

•HP Service Manager

•HPUniversalConfigurationManagementDatabase(UCMDB)

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•HPUniversalDiscovery(UD)

•HP Release Control

•HP Operations Orchestration

•HP Business Service Automation (BSA)

•HPBusinessAvailabilityCenter(BAC)

Table 1. IntactTechnology’schangemanagementmilestones

Step Name Proc

ess

defi

ned

Serv

ice

desk

RFC

pr

oces

s

CAB

form

ed

Impa

ct a

nd r

isk

anal

ysis

CI c

olli

sion

in

form

atio

n

Chan

ge in

tell

igen

ce

Chan

ge r

econ

cili

atio

n

Serv

ice

cont

ext

chan

ge a

naly

sis

an

d im

pact

Chan

ge a

utom

atio

n

Chan

ge r

emed

iati

on

1Change management

• • • †

2Change control

• • • • • • • †

3Change automation

• • • • • • • • • •

Legend†=Partialdeployment•=Maturingdeployment

Table1showswherekeymilestonesappearduringeachofthethreestepsofchangemanagementmaturation.

Step 1: Change managementThemajorityofITorganizationstodayareonstep1,changemanagement.Atthislevel,organizationshaveformedachangeadvisoryboard(CAB),andarealreadyinitiatingandmanagingrequestforchange(RFC)processesthroughtheirservicedesks.TheCABreviews andapprovesthesechangerequests,andITthenimplementsthem.

Organizationsatthebeginningofstep1frequentlyexperiencefailureduringchange.Infact, itisnotuncommontoseea60percentorhigherchangefailurerateduringthisphase.Implementingstep1processesdoesnotguaranteeacorrespondingimprovementinthechangefailurerate,especiallyiftheCABdoesnothavecomprehensive,up-to-dateinformation tomakemoreaccuratedecisionsthatavoid,forexample,configurationitem(CI)collisions.ChangecontroltriestoreducethechangefailureratebyleveraginginformationfromtheconfigurationmanagementdatabaseasthebasisfortheCABtomakeappropriatedecisions.

MostorganizationsnoticeshortlyafterorganizingaCABthatvitalinformation,suchasimpactandriskanalysis,isnotreadilyavailableinordertomakeadecisionregardingtheRFC.Mostofthetime,theseorganizationsrelyon“tribal”knowledgeoftheCABconstituents—andtheyareoftenwrong.OthercriticalelementsincludeCIcollisioninformation,approvalprocesses,collaboration,andgeneralRFCworkflowmanagement.

Thisiswhenorganizationstakethenextsteptochangecontrol,whereITdepartmentsfocus onmakingbetterdecisionsaroundchange.

HPoffersasystematicanddisciplinedfour-stepapproachtogettingstartedwithintegrationandautomationrequirementstobringtheservicedeskandoperationstogetherfromachangemanagementperspective.Thesefourstepsare:

•Standardize—Itisimportanttodevelopaconsistentorstandardapproachtomanagingchangeacrossallrelevantstakeholders.

•Consolidate—ThisincludesbothservicedeskandCABfunctionalityandmayrequirecreatingtieredCABsforsupportinglessglobaldecision-makinginlargerenterprises.

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•Understandyourenvironment—Thisrequirestakingahardlookatexistinginfrastructure andsoftware,aswellasorganizationalandprocessrequirements.

•Useautomationtoextendtheboundariesofchange—Withthesestepsunderyourbelt, youwillbemuchmorepreparedforautomation.

Formoreinformationonimplementingtheprocessofchangemanagement,reviewthepaper,Change Management Best Practices,locatedatreducechangerisk.com.

Step 2: Change controlStep2,changecontrol,focusesonmakingbetterdecisionsbasedontheinformationyouhave,andonidentifyingthenatureanddegreeoftheriskinyourenvironment.Thisstepfocusesontheabilitytocontrol,predict,andproactivelymanagechangethroughthedigitizationofthechangemanagementprocess.Thegoalistoeliminateunforeseenissuessuchasaddedcost.ChangecontrolenablestheCABtomakebetterdecisionsthatavoidchangecollisionsandprovidesawaytoidentifytherootcauseofafailedchangebyisolatingchangestoaspecific CIataspecifictime.

Toachievethistypeofpredictability,thesystemmustbeconfiguredtogaingreaterunderstanding oftheorganization’sbusinessservice.AdiscoverytoolthatmapsthebusinessserviceswithintheCMDBcanaccomplishthedesiredpredictability.Themapsshouldbeconfiguredtoprovideimpactanalysisinformation,whichwillbeusedtoassessrisk.Onceanorganizationcreatesservicemapsandimpactanalysesforallofitsbusinessservices,theCABwillthenbeinaposition to:

•Makeobjectivedecisionsonallproposedchanges

•Objectivelypredicttheimpactofachangebeforeitisinitiated

•Assignstatisticalrisktoachangebasedonempiricalinformation

•UnderstandCIdependenciessufficientlyinordertobesureofconsultingtheproperteams forRFCapproval

•Identifypotentialchangecollisions

•Identifypriorchangeissues

•OptimizeRFCchangewindowstosignificantlyminimizerisk

Step 3: Change automationAtstep3,changeautomation,mostchangesareautomaticallydocumented,audited,controlled, timed—andlesscostly.Servicelevelsimprovebecauseitiseasiertoidentify,address,andremediateservicedegradationsthataffectbusinesscontinuityduringITchange.

Theappropriatesoftwaresolutionscanhelporganizationsattainstep3byeliminatingmanyhumantouchpoints,suchasmanuallydocumentinginfrastructurechangesandupdatingnumerousadhocsystems.Asanexample,run-bookautomationprovidesawaytoautomateroutine,error-pronetasks.Itcanreducethetimeittakestoimplementlabor-intensivetasksfromdaystominutes.

Insimpleterms,run-bookautomationcanautomatevirtualizationmanagement,performancemonitoring,infrastructureandapplicationchanges,troubleticketing,andotherITactivitiesacrossapplicationandplatformsilos.

Arun-bookprocessmayencompassmultiplemanagementdisciplinesandinteractwithalltypesofhardwareandsoftware.Byspanningsomanydiversesystemsandinteractingwithmanytypesofinfrastructureelements,run-bookautomationcanpreciselycontrolhowandwhenachangewilloccur.

Tofurtherleveragethepowerofautomation,suchtasksasprovisioningvirtualmachines,softwarereleases,patchmanagement,andservicerolloutscanbeautomatedwithserver,network,andstorageautomationtools.Table2detailsthevarioustypesofautomation andtheeffectivetime-savingsassociatedwitheachofthem.

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Table 2. Potentialsavingsstemmingfromchangeautomation

Change to automate

Average person-hours needed After automation Potential savings

Change/updatepasswords 30hours 15 minutes > 95%Change/update community strings

30hours 15 minutes > 95%

Patch operating systems 85 hours 90minutes > 95%Makenetwork-wide policy changes

50hours 150minutes >90%

CreatenewVLANs 50hours 150minutes >90%Roll out new network services 30hours 15 minutes > 95%Inventorysoftware,hardware, andconfigurations

100hours 150minutes > 95%

Auditdevicesagainst security policy

100hours 10minutes > 95%

Remediatedevicesthatarenotcompliant

30hours 60minutes > 95%

Removehostdefinition 30hours 15 minutes > 95%UpdateACLs 50hours 150minutes >90%Enable/disableportinterfaces 30hours 15 minutes > 95%

Note:Thischartshowsactualimplementationtimes;planningtimeisnotincluded.

HP Operations Orchestration for

Change AutomationHP Service Manager

HP Universal Configuration

Management Database for change management

and control

HP Universal Discovery

HP Release Control for Change Control

HP Business Availability Center

Business service monitoring

Problem isolation for change automation

BSA

Network automation

Server automation

Storage Essentials for change automation

and control

Operations orchestration

Step 1 Step 2 Step 3 Step 4 Advanced

Figure 2. SteppedapproachtoimplementingchangeautomationusingHPchangemanagementsoftware

The sequential step approach to achieve change automation

Implementingchangecontrolandchangeautomationcandelivercompellingbenefits,butorganizationsshoulddeploychangemanagementsolutionsinstepsforbestresults.Inmanycases,implementingtherecommendedchangemanagementsolutionswithonegroupinside anorganizationisaneffectivefirststepthatcanproviderapidcost-savingsandefficiencies.

IntactTechnologyworkswithitsclientstoidentifywhichopportunitiesandbusinessesinanorganizationwilldemonstratethemostsignificantresultsintheleastamountoftime.Intacthelpsbusinessesprioritizetheirgoals,choosetherightsolutions,andestablishamulti-stepprojectschedule.

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How Intact Technology services work with HP change management solutionsIntactTechnologyrecommendsthatorganizationsdeploythecomprehensive,integratedsuiteofHPchangemanagementsoftwaretoolsastheymovethroughsteps1,2,and3.AlltheseHPsolutionsworktogetherseamlessly,usingeitherasingleCMDBor,morecommonly,a“federated”systemwhosecapabilitiesareeasytoinstall,expand,andconnecttoothersystems.Inaddition,changemanagementsoftwarefromHPhasbeenproveninreal-worldenvironmentstocontrolandautomatethekeyadministration,reporting,andmonitoringprocessesassociatedwitheffectivechangemanagement.

HPSoftwareisintegratedateverystep,providingincrementalsolutionstohelpanyorganization matureonitswaytochangeautomation.

Figure 2 illustrates how the HP change management solutions work together to make implementingITchangesfasterandmorecost-effective.

HP Service Manager (step 1)HPServiceManagerisacomprehensiveandfullyintegratedITservicedesksuitethathelps ITdepartmentsdecreasethetimeittakestodeploychangesandresolvetheresultingserviceproblems.DesignedaroundITIL-basedbestpracticesandbuiltwithahighlyscalableservice-orientedarchitecture,HPServiceManagerintegrateschangemanagementwithotherkeyITprocesses,suchasincident,problem,andreleasemanagement.HPServiceManagercanbedeployedasthestartingpointofthechangemanagementprocess,inwhichRFCsarecreatedandmanagedthroughaworkflow.Eachstepthatneedstobecompletedorauthorizedshouldbeprocessedthroughthistypeoftool.WithHPServiceManager,changemanagerscan:

•Usetemplate,cloning,orEZFormstocreateRFCs—HPServiceManagerprovidesmultiplepathsforcreatingRFCs.Allfieldscanbeavailableinthetemplatesorclones,andwillautomaticallypopulateinthenewlycreatedRFC.Usingtemplatesandcloningwillminimizethenecessityofmanualdataentry.

•Automateworkflowmovementandcreatephasetriggers—WithHPServiceManager,anRFCmovesautomaticallythroughtheprocesswhenallcriteriaaresatisfied.Thiseffectivelyreducesthenumberofmanualtouches.

•Beautomaticallynotifiedofchangesintheworkflow—HPServiceManagerautomaticallycalculatesandsendsnotifications.Thisprovideseveryoneinvolvedinthechangemanagementprocesswithmoretimetofocusonotheritems,ratherthanmanuallygeneratingandsendingemail.

•Createrulestoenableanautomaticworkflow—Whenspecificcriteriaaremet,HPService Managerwillautomaticallyhandledeferrals,cancellations,unauthorizedchangeidentification, closure,removalofunusedrecords,andremovalofterminatedusersbasedonbusinessrules.Thiseliminatestheneedformanualhousekeeping.

•Createreminders,email,andescalations—HPServiceManagersavesstafftimebydistributingsystematicreminderscontaininglinksbacktothesystem.

OrganizationscanimplementHPServiceManagerduringchangemanagement,step1,andcontinuetomaturetheirdeploymentthroughouttheentireprocess.

HP Universal Configuration Management Database (steps 1 and 2)TheUCMDBisadatarepositoryforstoringCIs,CIproperties,andtherelationshipsamongCIs.HPUniversalDirectory(UD)softwareautomaticallypopulatesandmaintainstheUCMDB,thencreatesmodelsrepresentingthecomplexrelationshipsbetweenCIsandthebusinessservicestheysupport.TheUCMDBintegratesseamlesslywithotherHPsoftwaresolutionsaswellasmanythird-partysolutionstoprovidethemwithCIandservicecontextinformation.Thisway,everysolutionsharesthesameviewoftheCIsthatmakeupthetechnologyenvironment, aswellasthesameviewofhowtheseCIsworktogethertodeliverbusinessservicesto theenterprise.

BecausevaluabledataresidesinmultiplerepositoriesthroughouttheITenvironment,theUCMDBprovidesfederationandreconciliationcapabilitiesthatenablebusinessestoleverageexistingdatathroughouttheenvironment.Thesecapabilitiesallowuserstosearchforandusedatawithoutneedingtounderstandwherethatdataresidesorthetechnologythatisusedtoaccessit.ExpandingthebreadthofdatasourcesthroughfederationwiththeUCMDBenhancesanorganization’sunderstandingofchangeimpactandprovidesgreaterCIdepthduringthechangemanagementprocess.

Businesswhitepaper|HPandIntactTechnology change management solution

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Duringchangemanagement,step1,organizationscanusetheinformationstoredinthe UCMDBastherepositoryofCIsfortheirservicedesksolution.Duringchangecontrol,step2,servicemapswithimpactanalysisinformationareaddedtotheUCMDBandusedforthe changecontrolprocess.

Table 3. HowHPsoftwareproductscanhelpbusinessesmovefromchangechaostochangeautomation

Step Name HP

Serv

ice

Man

ager

HP

Uni

vers

al

Confi

gura

tion

M

anag

emen

t D

atab

ase

HP

Uni

vers

al

Dis

cove

ry

HP

Rel

ease

Con

trol

HP

Ope

rati

ons

Orc

hest

rati

on

HP

Bus

ines

s Se

rvic

e A

utom

atio

n

HP

Bus

ines

s A

vail

abil

ity

Cent

er

1Change management

• • •

2Change control

• • • •

3Change automation

• • •

Legend•=StepduringwhicheachHPsoftwareproductislikelytobeimplemented

HP Universal Discovery (steps 1 and 2)UDsolvesoneofthemostcriticalchallengesassociatedwithdeployingabestpractices-basedchangemanagementsolution:howtomaintainanaccurateCMDB.WhileUDfacilitatesthe discoveryaspect,UDwithUCMDBprovidestheabilitytodiscoveranddevelopanappropriate modelofthebusinessservicesorapplications.UDpopulatestheUCMDBbyfacilitatingthe comprehensivediscoveryandmappingoftherelationshipsofanorganization’sinfrastructure— includingapplications,databases,servers,storage,virtualenvironments,mainframes,andnetworkelements.Accomplishingthistaskcandramaticallyreducetheleadtimerequiredtoestablishaneffectivechangecontrolandchangeautomationsolution.

ThedepthatwhichUDdiscoversinformationwilldeterminethelevelitwillsupport.Rudimentary CIdiscoverywillsupportstep1,whilein-depthbusinessservicemappingswillsupportstep2.

HP Release Control (step 2)HPReleaseControl(formerlyHPChangeControlManagement)automaticallyaggregates,analyzes,andnormalizesRFCsthataresubmittedtoHPServiceManagerorotherchangemanagementsystems.Thissolutionautomaticallyandcontinuallyperformsimpactanalysis onrequestedchangesbycombiningdatainasharedcontextamongtheRFC,CIs,andtheimpactanalysiscalculatedwithintheUCMDB.

BeyondhelpingtheCABproactivelymanageandassesstheimpactofchange,HPReleaseControladdressesanumberofotherrequirementsofamodernCABthatmustfunctioninalargeenterprisewithgeographicallydistributedstakeholderswhohavelimitedtimetomeet inperson.

HPReleaseControlisthekeycomponentfortheimplementationofchangecontrolandstandsasthecenterpieceoftheIntactTechnologyChangeManagementFramework.

HP Operations Orchestration (steps 2 and 3) HPOperationsOrchestrationautomatesoperationalworkflowsduringeachphaseofthechangemanagementlifecyclebyprovidingacompliantaudittrailthroughouttheprocess.EachworkflowcaneasilybedirectedthroughoutthechangemanagementprocesstounifytraditionallysiloedITsystemsandteams.HPOperationsOrchestrationcurrentlysupports morethan3,000HPandnon-HPelementsthatareusedtoautomateunderlyingITmanagementprocesses.

HPOperationsOrchestrationcanbeimplementedduringthechangecontrolphasetobridgethegapbetweenapplicationsandunifyprocessesacrossallapplicationsinvolvedinthechangecontrolworkflow.Onceanorganizationisreadytointegrateafullchangeautomationsolution,HPOperationsOrchestrationwillbethekeytooltotietheoperationalprocessestogether.

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HP Business Service Automation (step 3)BSAprovidesrobustautomationacrossservers,storage,networks,andclients.Italsofeatures best-in-classrun-bookautomationwithHPOperationsOrchestration.BSAachievessignificantoperationalefficiencieswithoutasignificantinvestmentinheadcount.Italsohelpscompaniesreducecostsandriskthroughautomation,andenablesa“closed-loop”changeexecutionprocess.

HP Business Availability Center (step 3)BACisacomprehensivebusinessserviceandapplicationmonitoringanddashboardsolutionthathelpschangemanagerstrackthesuccessofITchangesandtheireffectontheoverallcustomerexperienceandsystemperformance.WithBAC,technologyteamscanmonitorthehealthofbusinessservicesandtrackservice-levelmetricsonapplicationsfromtheperspectiveofthecustomerexperience.

BACallowstechnologyandchangemanagersto:

•Viewtheirentireenvironmentsfromasinglepoint,integratinginternalITsystemsandcustomer experience

•Proactivelymonitorreal-timebusinessprocesses,encompassingITsystems,volumemetrics,andinfrastructurekeyperformanceindicators(KPIs)

•Correlatedata,enablingroot-causeanalysisandproblemisolation

•Proactivelyidentifyavailabilityandperformancedegradationaswellasthecompositeinfrastructurethatsupportsthosetransactions

•Reducemeantimetoresolutionofoutagesandincreasemeantimebetweenfailures

•Providebetterservicetobusinessunitsbyimprovingtheperformanceandavailability ofcompositeapplications

Whenusedduringthechangeautomationphase,BACprovidesperformanceandavailabilityinformationthatcanbeusedtoidentifybusinesscontinuityissues,proactivelyidentifyanomalies,andreactivelyprovidealertsonbusiness-serviceissuesthathavebeencausedbychangesintheenvironment.Insomecases,thismonitoringcanbeusedasatriggertoremediatechangeand,therefore,cansignificantlyreducethetimetakentodeterminethe rootcauseandresolveissues.

Visible Impact Solution for Remedy: an ideal solution for BMC Remedy deployments

OrganizationsthatalreadyuseBMCRemedyandwantgreatervisibilityintotheirinformationcanalsotakeadvantageoftheVisibleImpactSolutionforRemedy.Thissolutionofferscapabilities similartoHPServiceManagerandintegrateswithintheIntactTechnologyChangeManagementFramework.Itdeliversaccurateinsightintothebusinessimpactofproposedchanges,providingmeasurablybetterchangemanagement,reducedrisk,andastrongerreturnoninvestment.Additionally,thankstohighlydetailedanalysis,manychangescanbeapprovedoutsideofCAB meetings,enablingyoutofocusonthemostcriticalorhigh-riskchanges.VisibleImpactSolution forRemedyoffers:

•Changevisibility—Throughthecombinationofautomateddiscovery,applicationmodeling,andcomprehensivechangeanalysis,youwillbearmedtomakecontext-awaredecisions onchanges.

•Changeauditing—Youwillhavetheabilitytodetectchangesbeingperformedoutsidenormalprocesses.Andyoucanreceivealertsandreportsonchangesthatwereimplementedwithoutanassociatedapprovedchangerequest.

•Understandingofpotentialeffects—You’llhaveabetterunderstandingofthepotentialrisk,impact,orcollisionofchanges.

Customer case study: Large U.S. communications company

AlargeU.S.communicationscompanyneeded toresolvethefollowingissues:

• Changeswereheavilyimpactingproductionenvironment

• Risksandimpactofchangeweredetermined by“tribal”knowledge

• Longandcumbersomechangeadvisoryboard(CAB) meetings

• Inabilitytodetectthechangesbeingimplementedoutsidethechangeprocess

• Lackofdatasourcesrelatingtheinfrastructureelementsassociatedwithchangestoapplicationsorbusinessservices

• BMCRemedyhadprovidedsolidworkflowandchangeprocesses,butthecurrentsolutionwas

notprovidingnecessarydetails

The solution:

• IntactTechnology’sVisibleImpactforRemedy

• HPUCMDBwithUD

• HP Release Control

The results:

• DiscoveredandmodeledkeyapplicationsandbusinessservicesbyleveragingtheHPUCMDB

• PopulatedtheBMCAtriuminstancetoprovideanaccurateconfigurationitem(CI)listforproposedchangeswiththeout-of-the-boxUCMDBintegrationadapter

• AnalyzedBMCRemedy’srequestforchange(RFC)againstdataintheUCMDBtoprovideaccurateimpact,collisions,andriskinformationonproposedchangesviaHPReleaseControl

• UseddiscoveredUCMDBdataandHPRelease Controltodetectlatentchangesbeingconducted intheenvironmentwithoutassociatedchangerequests

• ReducedthelengthofCABmeetingsby30percent

• Reducedproductionimpactofchangesbyasmuchas30percent

• Dramaticallyreducedlatentchangesintheenvironment

• LeveragedtheservicedefinitionsintheUCMDBtoenhanceoveralloperationsandmonitoring

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HP and Intact Technology—change management in action

IntactTechnologyhasalongandsuccessfulhistoryofhelpingenterprisesofallsizestransform toastateofchangeautomation.Eventhemostskepticalandinstitutionallyresistantorganizations haveexperiencedthetime-andcost-savingbenefitsofautomatingchangebyembracingthe IntactTechnologyChangeManagementFramework,alongwithsolutionsfromtheHPchange managementportfolio.Pleasemakesuretoreadaboutthehighlightsoftwoofthosesuccesses ontheleft-handsideofthesepages.

Conclusion

ManagingchangeforanITorganizationcanbefraughtwithrisksandextracostsunlesstestedandprovenchangemanagementmethodologiesandpoliciesareinplace.AlthoughmanycompaniesalreadydeployatleastsomechangemanagementproceduresbasedonITILbestpractices,theseoftenaren’tenoughtocounteractsuchcriticalbusinesscontinuityissuesasunplanneddowntimecausedbyhumanerror.

ITILbestpracticesneedtobesupplementedwithconsistentprocesses,regimentedgovernancepolicies,provenconfigurationmanagementtools,andcentralizedreportinginordertoachievegreaterchangecontrol.Theultimategoalofsuccessfulorganizationsshouldbetoautomatetheirchangeprocessessothatchanges,suchasinstallingpatchesandprovisioningnewservers, requirenomanualimplementationandarealwaysconsistent.

IntactTechnologyisinthebusinessofhelpingorganizationsachievethedesiredstateofchange automationthroughastep-by-stepprocesscalledtheIntactTechnologyChangeManagementFramework.Thistestedandprovenmethodologytakestheriskoutofchangeandisdesignedtodeliver:

•Lowersystemsmanagementcosts

•Simpler processes

•Better resource allocation

•Reduceddowntimeandrelatedbusiness-processdisruptions

•Fewer costly manual mistakes

Ratherthanprovidea“onesizefitsall”solution,theIntactTechnologyChangeManagementFrameworkfocusesondesigningthebestpossibleprocessesandsoftwareenvironment foreachcustomer’suniquebusinessandITneeds.Supplementedbythebroadanddeep HPportfolioofchangemanagementsoftware,theIntactframeworkcanhelporganizations ofanysizereapthecompetitivebenefitsofahighlyresponsiveandchange-resilienttechnology environment,whiletheyreducerisk,lowercost,decreasecomplexity,experiencegreateravailability,andachieveastrongROI.

Customer case study: Public sector

Alargegovernmentagencyneededtoovercomethese pain points:

• Cumbersomeandineffectivechangeprocesses

• Multipleanddisparatetools,processes,workflows,andapprovalstandardsacross the organization

• Inabilitytodetermineimpact/riskofchanges

The solutions:

• HPUCMDBwithHPUD

• HP Service Manager

• HP Release Control

The results:

• Mergedsevenchangeboardsintoone

• Alignedtheorganizationwithacommonchange processandworkflow,andbuiltchangestandards into the tool with HP Service Manager

• ReducedthetimeonCABmeetingsbymorethanhalf

• DiscoveredandmodeledkeyapplicationsandbusinessservicesusingHPUCMDBwithHPUD

• LeveragedtheUCMDBdatatoprovideaccuratechange analysis with HP Release Control

• Reducedproductionoutagesfromchangesbyasmuchas40percent

Businesswhitepaper|HPandIntactTechnology change management solution

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About Intact TechnologyIntactTechnologydeliverscomplete,outcome-basedsolutionsinshort,successfulcycles. ThecompanyimplementstransformationalITmanagementsolutionstohelpyouoperate ITfaster,better,andcheaper,focusingyourresourcesonwhatmatters.

Intactleadsyoutoensureyourmissionsuccessthroughtechnologyinnovationsthatresult inmajoroperationalimprovements.

Asanorganization,IntactspecializesinHPSoftwareintegrationswiththird-partyvendors, suchasBMC,ServiceNow,andTroux,enablingcustomerstoaccelerateprofitablegrowth andefficiency.

About HPHPisatechnologycompanythatoperatesinmorethan170countriesaroundtheworld.Weexplorehowtechnologyandservicescanhelppeopleandcompaniesaddresstheirproblemsandchallenges.Weapplynewthinkingandideastocreatemoresimple,valuable,andtrustedexperienceswithtechnology,continuouslyimprovingthewayourcustomersliveandwork.

NoothercompanyoffersascompleteatechnologyproductportfolioasHP.Weprovideinfrastructureandbusinessofferings,fromhandhelddevicestosomeoftheworld’smostpowerfulsupercomputerinstallations.Weofferconsumersawiderangeofproductsandservices,fromdigitalphotographytodigitalentertainmentandfromcomputingtohomeprinting.Thiscomprehensiveportfoliohelpsusmatchtherightproducts,services,andsolutionstoourcustomers’specificneeds.

Learn more athp.com/go/btosoftwareintact-tech.com/visible-impact.htm

©Copyright2009,2014Hewlett-PackardDevelopmentCompany,L.P.Theinformationcontainedhereinissubjecttochangewithoutnotice.TheonlywarrantiesforHPproductsandservicesaresetforthintheexpresswarrantystatementsaccompanyingsuchproductsandservices.Nothinghereinshouldbeconstruedasconstitutinganadditionalwarranty.HPshallnotbeliablefortechnicaloreditorialerrorsoromissionscontainedherein.

4AA2-6817ENA,January2014,Rev.1

Businesswhitepaper|HPandIntactTechnology change management solution