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1 ©2010 Hewlett-Packard Development Company, L.P. The information contained herein is subject to change without notice
Petter MosebyCountry Manager Technology Services
HP ServicesWhen technology works, business works.
PTIMIZE
2 ©2010 2
Agenda spor 2 –
HP Tjenester
33 ©2010
Creating business value in uncertain economic climatesThe Challenge
Application and information
complexity
Changing business processes
Deliver today Prepare for tomorrow
Rigid infrastructure
AND
WITH
44 ©2010
Integrated solutions across Infrastructure, Applications and Business Processes
HP SERVICES
Consulting •
Technology Services •
Managed Services •
Outsourcing •
Cloud
Servers
Business Process Outsourcing•
Over 300 clients in 26 countries•
Thousands of service professionals•
30+ years of experienceTechnology Services•
Designed over 50M square feet of data centers
•
Completed 1000s of transformation projects
•
Operating in 170 countries
Infrastructure Services•
Over 1,000 clients in 90 countries •
Delivered through 200 data centers including 33 Uptime Institute Tier 3 data centers
•
Managing +5.4M desktops and 6M mailboxes
Application Services•
Over 700 clients in 98 countries•
60,000+ professionals •
Balanced global delivery model•
#1 in Testing-as-a-service•
#1 in Outsourcing Services •
Product of the Year: Apps Modernization
5 ©2010 5
Our Consultants and Support Experts Can Solve Your Most Complex Infrastructure problemsWe help you keep your business running, no matter what.
Technology Services
Keep my technology running. Always On
Make efficient use of my infrastructure resources.
Energy and Resource Efficient
Transform my infrastructure for the future.
Converged and Virtualized
Simplify and integrate my business communications.
Unified and Connected
På høyden i en flat verden
– hvordan globalisering, innovasjon og teknologi forandrer spillereglene
Paul Chaffey,Abelia
Hva skjer noen googler meg?
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
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.
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
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
Tjenester og tjenesteinnovasjon
•
25% av arbeidstiden brukes til å
lete
•
Rom for betydelige forbedringer
•
Finnes lignende utfordringer i andre virksomheter
•
Finnes teknologi og kompetanse
Fire roller for ikt
•
Arkitektur for samhandling
•
Kommunikasjon og omdømmebygging
•
Kunnskapsdeling og læring
•
Innovasjon
• 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
Eksempel fra byggenæringen:
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”
Fire roller for ikt
•
Samhandling
•
Kommunikasjon og omdømmebygging
•
Kunnskapsdeling og læring
•
Innovasjon
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
Fire roller for ikt
•
Samhandling
•
Kommunikasjon og omdømmebygging
•
Kunnskapsdeling og læring
•
Innovasjon
Kunnskapsdeling i nettverk
”Facebook” for kronisk syke
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
Fire roller for ikt
•
Samhandling
•
Kommunikasjon og omdømmebygging
•
Kunnskapsdeling og læring
•
Innovasjon
Mange typer innovasjon…
•
Low-end disrupsjon: Wall Mart, Ikea, Dell, Honda, Amazon, Ryanair, Nettaviser
•
Nye markeder: Bell telefon, Sony
radio, Kodak kamera, Xerox, Apple pc, eBay, YouTube, Google, Skype
Transistor radio – er det bra nok da?
HP Converged Infrastructure
Geir Førlie,
Løsnings Arkitekt
HP Services
©
2009 Hewlett-Packard Development Company, L.P.
The information contained herein is subject to change without notice.
Agenda
•
Background
•
Converged Infrastructure
•
Questions
34
Converged Infrastructure -
Background
•
Evolution, not really a revolution…
•
UDC (Utility Data Center)
2004 -
2006
•
Adaptive Infrastructure 2006 -
2010
•
Converged Infrastructure
2010 -
35
Converged Infrastructure -
Background
•
“New”
terminology for the Enterprise…
•
Provisioning
•
Orchestration
•
Automation
•
Standardization (Linux, Windows, Unix, DB, IP)
•
Virtualization (VMWARE, Citrix, MS-Hyper-V, Xen HP-Integrity, Storage, Network)
•
Processes
(ITIL/ITSM)
36
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-
effective37
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
IT sprawl has business at the breaking point
•
Rigid & aging infrastructure•
Application & information complexity
•
Inflexible business processes
Business innovation throttled to 30%• Time to revenue• Cost of lost time, effort, opportunity• Unpredictable business cycles
39
70% captive in operations and maintenance
Source: 2009 Information Week Analytics
Tomorrow’s business will be built on a converged infrastructure
Power & cooling
Management software
Network
ServersStorage
40
Requirements to build a converged infrastructure
Virtualized •
Resilient •
Orchestrated •
Optimized •
Modular
41
The converged infrastructure architecture
Virtual resource pools
Adaptive compute, memory, storage & network resources
FlexFabric
Wire-once, dynamic assembly, always predictable
Infrastructure operating environment
Enables shared-service management
Data center smart gridIntelligent energy management across systems and facilities
42
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
Data Centre Infrastructure Services
Functional vision- Dynamic datacenter- Support delivery
Time
Innovation with purposeLeading the Next-Generation Data Center Transformation
Private clouds + Public cloud
Orchestration + Scaling & Resiliency
BladeSystem Matrix + Mission Critical
Unified Storage + Limitless Capacity
Virtual Connect + ProCurve
45
IT DeliveryIT Delivery CentersCenters
Unleash your infrastructure potential to achieve business outcomesWhy provide infrastructure as a service?
COST SPEED
Improved business-IT alignment
Supported business innovation
Increased responsiveness
Launched new business projects
Reclaimed facility energy capacity
Increased utilization
Improved productivity
Weeks to minutes
2x
3x
Weeks to minutes
Weeks to days
Years to months
QUALITY
Improved service levels
Simplified management
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
Provision infrastructure in minutes with automated activation of servers, storage and networking
Optimize infrastructure confidently with built-in capacity planning and rebalancing tools
Protect continuity of services with automated, cost-effective failover
HP BladeSystem Matrix
Sample “e-shopping”
application infrastructure
template
108 minutes for one administrator to automatically provision infrastructure for this e-shopping application. With traditional infrastructure this took 33 days.
5
minutes 5
minutes 38
minutes 60
minutes
108Approval Provision
InfrastructureInstall/configure
apps
HP Converged Infrastructure Implementation
HP Converged Infrastructure Services from HP
Plan, design, and implement converged infrastructure in your environment
Expertise to deliver the way you want
Run your converged infrastructure for maximum performance and flexibility
Consulting •
Technology Services •
Managed Services •
Outsourcing •
Cloud
HP Converged Infrastructure Consulting ServicesBuild 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
Data Centre Infrastructure Services
Data CentreData CentreTransformationTransformation
CloudCloud
Holistic approach to evolving enterprise IT to a future next 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 of the data centre
More information
•
http://h18004.www1.hp.com/products/solutions/converged /main.html
•
Questions
52
Chris CoggraveEMEA Managing Principal, Data Centre Infrastructure & Cloud ServicesJune 21st
2010
Real–IT–y in the Cloud
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
What’s really inside the cloud ?
Should I build a private cloud?
Should I build a private cloud?
Should I use public clouds ?
Should I use public clouds ?
What are the benefits?
What are the benefits?
Am I ready yet for the cloud and what should
I be doing ?
Am I ready yet for the cloud and what should
I be doing ?
What steps should I take and when ?
What steps should I take and when ?
What’s the best architecture for cloud?
What’s the best architecture for cloud?
How about security issues?
How about security issues?
How cost- effective is
cloud?
How cost- effective is
cloud?
Where should I be going? Where do I start?
Cloud computing confusion
Do you know where you are going?
? ?
Cloud computing ?
Cloud is just a name....Cloud is just a name....What are your real needs ?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
Paradigm shift
Products Services
Ownership Pay per use•
Fixed Costs
•
Weeks/Months•
Dedicated & fixed
•
Control
•
Variable Costs•
Immediate
•
Shared & choice•
Uncertainty
DEDICATED
1:1 binding
workloads: machines
VIRTUALIZED
Virtualized
Infrastructure:
improved utilization
AUTOMATED
Automation:lower mgmt
cost; eliminate
human error
SERVICE
CENTRIC
Agility: IT as a service;
improve response times
IT Transformation
Cloud Provision
Value: supply services
internally & externally
BUSINESS
CENTRIC
Cloud and the IT Transformation Journey
Infrastructure Maturity
...where are you?
Cloud Consumption
Cost Reduction
Moving to Cloud: Push vs. Pull
PUSH
HP Converged Infrastructure
PULL
HP Cloud Services
IT’s Role: Source and govern services that result in the right business outcome
IT organizationBusiness outcomes
Accelerate growth
Lower costs
Mitigate risk
CloudServices
Public & PrivateCloud Services
Dedicated IT
Internal Services
Strategic Service BrokerStrategic Service Broker
Service portfolio
Service
SourcedService Delivered
OutsourcedServices
HostedServices
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?
Cloud Computing Defined
So what do we mean by cloud?
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 Consumers
Service Oriented
Scalable and Elastic
Shared Multi-tenant
Pay per use metered service
Internet based
On Demand
Types of cloud
PublicPublic
To anyone who wants it
Amazon/Google
InternalInternal
Within your own organisation only
Shared ServiceUtility Model
PrivatePrivate
To an invited audience only
Industry Supply Chain
Types of cloud servicesEv
eryt
hing
as
a S
ervi
ce
Infrastructure as a Service
Platform as a Service
Application as a Service
Process as a Service
Information as a Service
Cloud model
Cloud Consumption
Cloud consumption
Cloud benefits
•
Pay per use
•
Fast/easy to use
•
Reduced costs
•
Predictability
•
Scalable and elastic
•
Flexibility
•
Selective sourcing
Things you need to think about
SecuritySecurity
AvailabilityAvailability
PerformancePerformance
CapacityCapacity
BandwidthBandwidth
ComplianceCompliance
LockLock--inin
Provider StabilityProvider Stability
RecoveryRecovery
SupportSupport
PricingPricing
SLAsSLAs
OpennessOpenness
StaffingStaffing
Core vs. ContextCore vs. Context
CostsCosts
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
Identifying uses for cloud
Marketing & promotions applications
Project collaboration applications /services
Large batch or bulk processing needs
Web hosting
Test and development, load testing
Disaster recovery
High performance computing
On OnOff
Time
Cap
acity
Cap
acity
Time
Cap
acity
Time
Cap
acity
Time
Rapid Growth
Unpredictable
Periodic
Cap
acity Predictable
•
Lower level of security is sufficient•
Well defined integration points
•
Loosely coupled processes, applications and data
•
Applications needing quick build and deploy•
Core vs. context applications and services
•
For new applications/services
Selecting a target area
•
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•
Look for a measurable impact•
Understand scope in terms of the number of systems
•
Go for 2-3month analysis segments•
Identify political and organisational issues upfront
Issues Business/IT
Business Plan
Analyse data, services and processes
Services Processes
General LedgerAdd Customer
Record Sales
Generate Customer Record
Data
Customer Data
Candidate cloud platforms and providers
•
What categories do you need ?
•
What cloud computing providers ?
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
•
Integration•
Compliance
•
Bandwidth•
Storage
•
Recovery Service•
Staff needs
•
Outage Management•
Availability levels
•
Domain /Enterprise Specific Issues•
Rise in Subscription Fees
•
Security•
Capital Costs
Key considerations
Cloud Provision
Cloud provision
Things you need to think about
IT MaturityIT Maturity Pricing ModelPricing ModelChargebackChargeback
BillingBilling
Portal InterfacePortal Interface
Service CatalogService Catalog
Capacity ManagementCapacity Management
Service Lifecycle ManagementService Lifecycle Management
AvailabilityAvailability
Customer NeedsCustomer Needs
RecoveryRecovery
SecuritySecuritySLAsSLAs
OrganisationOrganisation
What type of provider ?
PublicPublic PrivatePrivate InternalInternal
To anyone who wants it
To an invited audience only
Within your own organisation only
Internal client baseBusiness BasedGood enoughCustomised
Multiple client baseVolume BasedHighly efficientStandardised
Fixed client baseValue Based
EfficientSegmented
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
What can you offer ?
What? (Offer)•
Information
•
Business Process•
Applications
•
Platform•
Infrastructure
How? (Differentiation)•
Volume
•
Value
Service Centricity: ITIL vs.3
Previously unaware
Have no plans Aware but no
immediate plans
Plans to adoptImplementing
*December 2009
40-50% companies are not acting at the moment
Start implementing ITIL vs.3
Service Types
SLAs
ServiceCosts
DEDICATED
1:1 binding
workloads: machines
VIRTUALIZED
Virtualized
Infrastructure:
improved utilization
AUTOMATED
Automation:lower mgmt
cost; eliminate
human error
SERVICE
CENTRIC
Agility: ITas a service;
improve response times
IT Transformation
Cloud Provision
Value: supply services
internally & externally
BUSINESS
CENTRIC
Infrastructure Maturity
Cost Reduction
How mature is your IT
infrastructure
?
...where are you on the journey?
Internal Cloud
Private Cloud
Public Cloud
Cloud roadmap framework
Cloud roadmap framework
Target StateTarget State
Filling the gap
Target StateTarget State
Current StateCurrent State
Cloud provider readiness criteria (1)
The evolution of the use of hardware, software, database, network and application sets that deliver the required IT services and functionality
Technology Management Governance
The evolution of the construct of management of systems, use of management data, the metrics and administration used to manage the availability of IT resources
The set of processes, authorities and decision framework that determines where on the demand/supply continuum the organisation wishes to be and how decisions are made.
Consolidation, standardisation, Virtualisation, AutomationResource pooling/sharingCapacity management
Control & decision makingBusiness –
IT alignmentSupply & demand matchingArchitecture & standards
Information availabilityMonitoring & reportingIntegration of dataDashboard & tracking
Cloud provider readiness criteria (2)People Process Services
Organisational structureRoles and responsibilitiesCulture, Management styleMeasurement and appraisal
CMM level attainmentITIL adoptionFocus on process managementLevel of process automation
The key factors that an It organisation needs in the management style, the work environment and the way staff are trained, nurtured and developed.
The processes required by the IT organisation for delivery of IT services including how the processes are designed, documented, managed and enhanced over time.
The evolution of the services based interface between supplier and consumer including documentation and back up with measures and a service commitment (SLA)
Services CatalogServices LevelsService provisioningService differentiation & pricing
Key points to remember
Make your services shareable
Make your services consumable
Make your services business relevant
•
Converge infrastructure of servers, storage, network, power and management software for elasticity
•
Automate
provisioning, compliance, maintenance to take the cost out and be responsive
•
Assess your application readiness
•
Prioritize
your shared services based on business requirements
•
Consumerise by providing a catalog of services to all business consumers
•
Manage
the quality of service from the end users’ perspective
•
Optimize
the value generated from each service
Dem
and
Del
iver
ySu
pply
NETWORKPOWER & COOLING
SOFTWARE INFORMATION CLOUDSTORAGESERVERS
Resources (Infrastructure, Platform, Software, Information or Business)
Resource ManagementAllocation, optimization, utilization, policies,
performance monitoring, usage metering
Resource Provisioning and Configuration
Source and integrate resources
Service Configuration and Activation
Orchestration, scheduling, optimization
Delivery AssuranceAvailability, performance, continuity,
compliance
Service Portfolio Mgmtdemand, sourcing, finance
Service Offering Catalog
Service Catalog and Portal Layer
Service Request Mgmt
Chargingrating
Revenue Settlement
Order Mgmt
Billinginteraction
User MgmtIdentity, access, roles
Service UsageConsumption
Service HealthSLA Dashboard,
reporting
Service DeskNotification,
collaboration, kb
Serv
ice
Man
agem
ent
Serv
ice
Gov
erna
nce
Service Access
High level cloud service architecture
High level cloud roadmap
1.
Classify what services can be delivered in Cloud Mode
2.
Develop Business Case and ~Model for Cloud Services
3.
Define Guidelines for Cloud Standards (Data, Security, interfaces)
4.
Pilot Delivering Internal Services in Cloud Model
Mid 2010 End 2010 End 2011
1.
Optimize Service Management Processes for Cloud
2.
Establish Cloud Ready Standards for New Applications
3.
Integrate Service Monitoring, Capacity Management and Provisioning to deliver Cloud Service Assurance
4.
Build Cloud Overflow Capabilities (Capacity sourced from Public platforms during Peaks)
5.
Customer Cloud Service at better price point for smaller deployments
1.
Increase new Business using Try & Buy via Cloud services
2.
Increased utilization of IT assets provides competitive cost base
3.
Optimize Capacity Management
4.
Implement Cloud Portfolio Mgt to define future services
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
HP Cloud Consulting Services
Discovery Workshop
RoadmapService
SecurityService
DesignService
Implementation Service
Customer interested to understand the potential of cloud for their business
Customer wants to build a strategy and business case for cloud adoption
Customer wants to understand the risks and exposure of adopting cloud and how to mitigate
Customer ready to start cloud deployment, make technology choices, set standards, do
detailed planning and has cloud budget, support, vision and roadmap in place
Customer ready to implement cloud solution
Why ?
What ?
How ?
Where & When ?
TS Cloud Services Portfolio
Cloud Discovery Workshop
•
Powerful representation of decision-making aspects of cloud computing: −Deliver cloud services−Source cloud services−Enable cloud services
•
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
•
Ideally 5-7 customers maximum•
Delivered by 2 consultants•
Duration: ½
day to a full day
Workshop components
Workshop Panels
Completed Roadmap Board
HP Cloud Roadmap ServiceA structured roadmap and understanding of the program, projects and main activities to transform your IT organisation from any current state into a balanced cloud computing organisation, aligned with the 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
•
Duration: 4-6 weeks (small), 8-12 weeks (large) (if all 3 modules: including workshop, Gap and ROI analysts delivered)
•
Custom SOW
•
Delivered by experienced consultants
Cloud Transformation Planning & Support Tool
HP Cloud Design Service•
Duration: 6-8 weeks
•
Delivered by experienced HP consultants, architects and technologists
•
Based on Cloud Reference 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
Service OverviewTeam of HP solution architects and technologists provide a scalable and comprehensive cloud infrastructure design based on a unique HP Reference Architecture for Cloud that integrates different aspects of cloud covering : Security, storage, network, virtualization, service management, applications, database, management software, governance and organization
Cloud Reference Architecture
Legacy products
HP Products
3rd
Party Products
Detailed Functional Architecture
Summary Your journey to the cloud
Converged Infrastructure Cloud
“HP offers a comprehensive set of cloud services that cover complex and heterogeneous environments to help organizations maximize the business benefits.”
“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.”
Remember –
‘cloud’
is just a name....
IT ServiceProvision
At the end of the day, It’s really all about:
A route through the clouds.....
Thank you !Thank you !
©2009 HP Confidential108108 ©2009 HP Confidential
UNIFIED & CONNECTED THE ENABLER FOR TRANSFORMING BUSINESS AND IT FOR THE FUTURE
HP SommerarrangementOslo, June 21st
2010
John Vater Sørensen EMEA Business Value Analyst –
Nordic Region
HP Unified Communications & Collaboration Program
©2009 HP Confidential109 ©2009 HP Confidential109
Authentication
Administration
Storage
Compliance
Authentication
Administration
Storage
Compliance
Audio
Conferencing
Audio
Conferencing
E-mail andCalendaringE-mail and
CalendaringWeb
Conferencing Web
Conferencing TelephonyTelephonyVideo
Conferencing Video
Conferencing VoicemailVoicemailInstant
Messaging
Instant
Messaging
TodayToday’’s Silos Silo’’ed Approached Approach
Authentication
Administration
Storage
Authentication
Administration
Storage
Authentication
Administration
Storage
Authentication
Administration
Storage
Authentication
Administration
Storage
Authentication
Administration
Storage
Authentication
Administration
Storage
Authentication
Administration
Storage
Authentication
Administration
Storage
Authentication
Administration
Storage
Authentication
Administration
Storage
Authentication
Administration
Storage
Authentication
Administration
Storage
Authentication
Administration
Storage
Telephony
and
Voicemail
Telephony
andVoicemail
Instant
Messaging
Instant
Messaging
E‐mail/
Calendaring
E‐mail/
Calendaring
Unified
Conferencing:
Audio, Video,
Web
Unified
Conferencing:
Audio, Video,
Web
The Unified Communications transformation
©2009 HP Confidential110 ©2009 HP Confidential110
Implementing a well-architected communications infrastructureUNIFIED AND CONNECTED
–
Save computing cost, storage, security
and telecom charges
–
Accelerate response times, improve collaboration and productivity
–
Achieve faster time-to-market
©2009 HP Confidential111 ©2009 HP Confidential111
HP UNIFIED COMMUNICATIONS & COLLABORATION PROGRAMHP Services & System Integration
Consulting
AssessmentsDesign Program
ManagementDeployment Integration Outsourcing Support &
Training
Clients
Microsoft Software Powered SolutionsExchange Server 2010
Office Communication Server 2007 R2Office SharePoint Server 2010
Video Conference
HP M
anagement
Tools
Servers & Storage
HP Networking
©2009 HP Confidential112 ©2009 HP Confidential112
HP SERVICES IN THE UC&C LIFECYCLE APPROACH
1Marts
Unified communication strategy –
Business AlignementUC Business technology Roadmap Solution architecture &
solutions Design
Assessment:-ROI indication-Business & UC Models-Video collaboration
Identify -Line of Business-UC Solutions
Proof of Concept. Verify design and
integration
Roll-out according to strategy and roadmap
Business, Design and performance measure
UnifiedUnifiedCommunicationsCommunications
SolutionsSolutions
Solution & operationelsupport
Management ofmessaging, collaboration &
infrastructure/devices
©2009 HP Confidential113 ©2009 HP Confidential113
DESIGN AND DEPLOYMENT OCS 2007 R2 ARCHITECTURE
©2009 HP Confidential114
DEEP EXPERTISE
Global services from HP to connect, communicate and collaborate for better business outcomes
•
5500 certified network infrastructure and voice professionals in 170 countries
•
16,000 Microsoft-certified professionals
•
Established consulting methodologies for assessments
•
2000+ Microsoft engagements managed each year
•
WW Prime Integrator
©2009 HP Confidential115115 ©2009 HP Confidential
Key Lessons learnedGET IT RIGHT –
THE BUSINESS LINK
Twenty-Four Percent Of Firms Are Not
Getting Expected Results
July 2009 “UCC Deployments Miss The Mark”
New UCC Technology introduction is impacting most on People –
Process
Benefits realization need to be planned !
©2009 HP Confidential116 ©2009 HP Confidential116
KEY BUSINESS CHALLENGES
Changing Workforce
•Shift from labor to knowledge workers•Distributed, global workforce•24x7 connection
Customer Demands
•Faster turnaround•Quality service•Competitive prices
Increasing Complexity
•Workforce mobilization•Application, data & communication silos•Security & management
Business Performance
Pressure
•Reduce expenses•Improve productivity•Accelerate business growth•Reduce time to decision
Ente
rpri
se G
loba
lizat
ion
©2009 HP Confidential117 ©2009 HP Confidential117
NEEDS AND CHALLENGES IN A CHANGING WORKPLACE
Manage IT cost & complexity•
Simplify administration and operations overhead
•
Reduce telecom costs•
Reduce travel expenses•
Extend existing investments•
Build communications- enabled business
applications
©2009 HP Confidential118 ©2009 HP Confidential118
BUSINESS VALUE OF UCC
©2009 HP Confidential119 ©2009 HP Confidential119
TRANSFORMATION –
BUSINESS & IT
A change in strategic approach that significantly impacts
Collaboration and Communications people process and technology assets,
for better business outcomes, delivered as a project/program
enabled by investments approved by executive managementTransformation is about “doing multiple things differently”
Transformation can be guided by a maturity model and a journey
Analyze
Current State (AS-IS)
Define Strategy, Objectives & Metrics Architect
Desired State (TO-BE)
--
that meets yourobjectives & Metrics of
success
Sub-projects
People-Process-Technology People-Process-TechnologyPlan, Migrate & Transform
Manage Project, Change, Quality, Architecture, Governance and Value Realization
Operate Current
Maturity m
Maturity m+1
Build and integrate New Operate New
©2009 HP Confidential120 ©2009 HP Confidential120
UNIFIED COMMUNICATIONSConnects Your People and Transforms Your Business
Through the seamless integration of multi-vendor applications
Business Transformation
Access tobusiness
apps 24 X 7
Enhancedcollaboration and productivity
From any device,anywhere,anytime
Increased efficiency at a reduced cost
©2009 HP Confidential121 ©2009 HP Confidential121
BUSINESS VALUE SERVICES
©2009 HP Confidential122 ©2009 HP Confidential122
UC&C BUSINESS VALUE SERVICES
1
UCC Transformation Experience Workshop•
High Level strategy and overview
•
High level roadmap
UCC Business Benefits Assessment•
Process Stakeholders identification
•
Business case development
•
Based on Business Benefits Analysis
UCC Strategic Architecture•
UCC Solution design & blueprint
•
Solution Roadmap•
Based on HP ITSA Methodology
HP Business Value Services:
A set of Business consulting services from HP to enable you to
‘Be Ready’
for a ‘successful’ implementation of
HP & MSFT UCC solutions .
Helping with Vision, Strategy, Roadmap and IT and Network Strategic Architecture building,
justify investments by linking UCC solutions your company
Business Value.
©2009 HP Confidential123 ©2009 HP Confidential123
UCC TRANSFORMATION EXPERIENCE WORKSHOP
Service Benefits•
Realize the benefits, scope, scale and all critical success factors
•
Identify quick wins•
Gain stakeholder buy-in and give traction to any project•
Make informed business strategy decisions•
Lay out your next steps in a roadmap
Service Overview•
This workshop provides a highly interactive session with the executive stakeholders. Through a series of discussion panels, the customer is walked through a journey that in a non-technical way shows the value of UCC across the organisation. Through the process the HP consultants share customer examples that invoke a different vision of UC and promotes open discussions.
©2009 HP Confidential124 ©2009 HP Confidential124
A UNIQUE EXPERIENCE WORKSHOP
8 Zones, one goal: Simulate your complete Unified Communications & Collaboration transformation in only half a day!
A unique, slide-free and practical workshop
©2009 HP Confidential125 ©2009 HP Confidential125
UCC BUSINESS BENEFITS ASSESSMENT
Service Benefits•
Explain the benefits of UC across the business. •
Identify the primary business processes that are delayed by communication inefficiencies.
•
Document the savings that can be realised through the implementation of UC
•
Develop a custom implementation roadmap for UC, providing maximum returns.
•
Provide budgetary costs for each phase of the UC implementation.
Service Overview•
This Service, delivered in an interview and workshop style, helps to gather communication and collaboration pain points directly from the business unit (BU) owners. Through a series of work panels the HP consultants will help explain the value of UCC, identify communication problem areas within each BU, discuss potential solutions and work with the owner to quantify the value of these solutions.
©2009 HP Confidential126 ©2009 HP Confidential126
Example: Business benefits calculation realize savings and payback in 14 months
This case reflects the deployment schedule and expected adoption rate by 1500 users within and insurance company’s organization on 3 year deployment time:
The methodology for calculating benefits is based on the Forrester Total Economic Impact of Microsoft Unified Communications Products and Services and from documented savings realized by customers that have deployed unified communications
©2009 HP Confidential127 ©2009 HP Confidential127
UCC STRATEGIC ARCHITECTURE
Service Benefits•
Aligns business and information contexts with architectural decisions•
Ensures the solution that is built matches requirements, and will evolve with changing business needs
•
Provides a complete, clearly-scoped solution•
Stakeholders involvements & requirements collections•
Business Requirements constraints and linkages
Service Overview•
This Service helps align the needs, wants and vision of the executive stakeholders with an actual technology deployment roadmap that the IT team can deliver on. Using HP’s well known Information Technology, Strategy and Architecture (ITSA) methodology, HP will work with the IT team to bring the business needs in alignment with the IT deployment strategy.
©2009 HP Confidential128
TAKE THE NEXT STEPUC&C can transform your business
UC&C requires strategy and planning
HP can help you design & deploy
HP can help you make it a reality
Contact your HP representative to arrange for an evaluation of your UC&C business needs
www.hp.com/solutions/microsoft/ucc
www.hp.com/services/unifiedcommunications
©2009 HP Confidential129 ©2009 HP Confidential129
Outcomes that matter
©2010 Hewlett-Packard Development Company, L.P. The information contained herein is subject to change without notice
Frode Lukassen –
Business manager21.06.2010
HP Mission-Critical ServicesDøgnkontinuerlig tjenesteproduksjon-
Utnytter du potensialet?
131 7 May 2010131
Agenda
–
IT -
virksomhetskritisk?
–
Funn Teknologibarometeret
–
Hvordan vi leverer verdi
–
Vår løsningsportefølje
–
Oppfordring
132 7 May 2010132
Utvikling av IT
1980
–
“Billig Scale out”
teknologi–
Flere leverandører
–
Virtualisering–
Delte leveranseressurser
–
Kostnader, Fleksibilitet og Kvalitet –
Kompleksitet
–
Synlighet
2010+
–
Mission-Critical = monolittiske applikasjoner på
store servere–
En teknologileverandør
–
Fokus på
maskinvareoppetid–
Rask løsning av maskinvareproblemer (reaktiv)
133 7 May 2010133
IT er blitt virksomhetskritisk -
for de fleste bedrifter og organisasjoner!
134 7 May 2010134
Ikke planlagt nedetid øker
–
Siden 2005 har ikke planlagt nedetid på
virksomhetskritiske
applikasjoner økt med 56%
Gartner, Inc.
135 7 May 2010135
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%)
136 7 May 2010136
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
137 7 May 2010137
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
138 7 May 2010138
Hvordan merkes nedetid?Ulike risikolementer
Produktivitet
Produktivitet
NO
K
Minutter DagerTid
NO
K på
virk
ning
Omsetning
Omsetning
Ødelagt rykte
Ødelagt rykte
Finansielt
Finansielt
Eksponensielløkning
139 7 May 2010139
Teknologi alene er årsak til stadig mindre nedetidMed økt kompleksitet for IT-leveransen, er administrasjon og kontroll enda viktigere for å
unngå
nedetid
Prosess:
Beste praksis for “service management”
og kontinuerlig forbedring
Mennesker:
Roller og ansvar, ferdigheter og kompetanseKultur:
Verdier, normer og erfaringer
Teknologi:
Verktøy og infrastruktur10%
90%
140 7 May 2010140
Kontinuerlig tjenesteforbedring for å
forene forretning og IT (ITIL)Operasjonell IT Service Management
Hvor ønsker vi å
være
Hvor er vi?
Hvordan kommer vi dit vi ønsker å
være?
Gjennomgang av visjon, tjenestekrav og
mål
ITSM Baseline/Gap analyse
Definere og implementere
tjenesteforbedringer
Kvantifiserbare mål(KPI)
Hvordan holder vi momentet oppe?
Hvordan vet vi at vi har nådd målet?
HP leveranser
141 7 May 2010141
En helhetlig tilnærming som ivaretar mennesker, prosesser og teknologiVåre leveranseelementer
Kundeteam
Proaaktiv på-stedet support
Proaktiv bruk av support teknologier
Prioritertgjenopretting
PartnereHolistisk
tilnærming
142 7 May 2010142
Bidrar til at du får mer ut av investeringene
Vi kan integrasjon og tekniske tjenester
Installasjon & integrering Driftsstøtte Kontinuerlig
forbedring
Integrasjonstjenester–
migrering–
prosjektledelse–
flytting–
Installasjon og utrulling
Spisskompetanse: -- Servere-- Lagring--
Programvare--
Nettverk
ITSM AnalyserTjenester for optimalisering av IT Infrastruktur
Tjenester for evaluering& videreutvikling
Tjenester for operasjonell effektivitet
Tjenester for endring
143 7 May 2010143
Optimal bruk av supportverktøy forbedrer servicegrad og bunnlinje
HP Systems Insight Manager
EksternIntern
Internett
Programvareoppdateringer
Kontraktdatabase
-
Problemanalyse
Fjernovervåking
Innsamling av konfigurasjonsdata
Kunde HP
144 7 May 2010144
Partnerskap gjør at du unngår gråsoneproblematikkVirksomhetskritiske partnerskap
HP er #1 på
Kundetilfredshet for supporttjenester levert til tjenesteleverandører(IDC Customer Satisfaction Study: Top Performers in Enterprise Software Support Services, March, 2010)
145 7 May 2010
Vår tjenesteportefølje -
som et utgangspunkt for kundetilpasning
Fokus settes på
utvalgte tjenester
Forretning og IT er ett
Fokus på
å
tette gapet mellom forretning og IT
Maintenance
Reaktiv support Proaktiv leveranse
Mission Critical Partnership
Critical Service
Proactive 24 Service
Proactive Select
146 7 May 2010
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
Oppfordring: Gjennomgå
dine tjenestebehov med oss
-
for å
finne ut om du utnytter potensialet og prioriterer rett
© Copyright 2010 Hewlett-Packard Development Company, L.P.148
Inge André
JenssenManager Technology Consulting
OPPSUMMERING
© Copyright 2010 Hewlett-Packard Development Company, L.P.149
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