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IBM Business Continuity & Resiliency Services
© 2009 IBM Corporation
IBM Trends & Directions for Business Resiliency Measurements
Richard Cocchiara, IBM Distinguished EngineerChief Technology Officer for IBM [email protected] or (845) 759-2043
2 IBM Business Continuity & Resiliency Services © 2009 IBM Corporation
There are several factors driving company resilience service architectures & solutions over the next few years
Shift in focus from IT Continuity to Service ContinuityGlobal economic crisis forces re-examination of facilities plansIncreased virtualization of technologyMovement towards a Cloud Computing ModelIncreased Regulatory Compliance needsNeed for longer term storageRealization of human capital componentsGreen - power and water considerationsImproved integration of business continuity tools
3 IBM Business Continuity & Resiliency Services © 2009 IBM Corporation
Focus is shifting from IT DR to IT service continuity
Past
Companies are more focused on disaster recovery.Reactive response to catastrophic eventsInvestments in IT recovery and workforce recovery were seen as expensive insurance policies.Downtime is measured in hours to days.Lack of focus on day-to-day events that cause the majority of downtimePoor planning, reporting, and metrics
Today
Companies are more focused on IT service continuity.Limit downtime (unplanned and planned) as much as possible.Achieving continuous availability is seen as competitive advantage.Downtime is measured in minutes to hours.Focus on all causes of downtime, not just catastrophic events.Emphasis on planning, preparedness, and adoption of standards
* Forrester, 2009
4 IBM Business Continuity & Resiliency Services © 2009 IBM Corporation
IT spending is deteriorating, with CIOs stating increasing risks of budget cuts. A Goldman Sachs survey indicates macro concerns weighing on spending expectations
Source: IBM GTS Market Insights Analysis based on Goldman Sachs, “IT Spending Survey: Downward bias continues”, September 8, 2008; UBS, “CIO survey results for IT spending are in…”, June 20, 2008; UBS, “CIO Pulse: Snapshot of IT Trends – I T Spend Suffers With the Economy”, October 1, 2008
In June, majority of CIOs surveyed by UBS said that macro economic concerns are not negatively impacting overall IT spending
Goldman Sachs IT Spending Survey Indices
The tech capital spending index (representing spending only on new equipment and software) dropped to 53.5, versus 58.0 in our prior survey and well below the year- ago reading of 66.0
Total IT spending index (which includes salaries, services, depreciation, occupancy, etc.) came in at 51.0, down from 53.5 in the prior survey in June, but down significantly from the year-ago mark of 72.5.
However, in UBS’ recent survey (Sept/Oct), 40% of CIOs indicated they had already cut budgets or expect to do so in 2H08, and another 43% stated they
are closely monitoring the situation
5 IBM Business Continuity & Resiliency Services © 2009 IBM Corporation5
VirtualizationVirtualization willwill bebe thethe single single biggestbiggest disruptordisruptor in in thethe data data centercenter overover thethe nextnext fewfew yearsyears
Source: Goldman Sachs Investment Research – October 2007
Goldman Sachs estimates that:
60% of servers can be virtualizedbut that only 10% are already.
The Virtualization market is enormous: 50% of servers
Goldman Sachs estimates that:
60% of servers can be virtualizedbut that only 10% are already.
The Virtualization market is enormous: 50% of serversProduction Servers % of Total
ServersPotential for Consolidation
1. High-end compute servers 10-15% Not likely
2. Large Application servers(DB, ERP, SAP, Oracle, SAS, DB2, SQL, …)
25-30% Could be slowly virtualized
3. Non-critical servers (including Mail, Web, Java, File and Print servers)
50-65% Quickest candidate workload
Development & Test Servers 100% Virtualized
6 IBM Business Continuity & Resiliency Services © 2009 IBM Corporation6
Rise of social networking and social computing
Globalization and Globally Available Resources
Real-time data streams and
information sharing
Billions of mobile devices accessing
the World Wide Web
Cloud Computing
Evolving technologies will help businesses continue to innovate and change how we service clients
7 IBM Business Continuity & Resiliency Services © 2009 IBM Corporation7
Cloud Computing Management Services
Cloud Computing will deliver services to clients faster and at lower costs then before
WorkloadManagement Provisioning Monitoring
Virtualized PhysicalServers
(Ensembles) System z, System x, System p, BladeCenter
Software Development
Deploys development
tools for immediate use
Resilience
Provides dynamic storage and
servers
Innovation Enablement
Expands sources of innovation,
increases competitiveness
Large Scale Information Processing
Optimizes emerging
Internet scale workloads
Self-serviceAdmin Portal
Workload PatternTemplates
SLA andCapacity Planning
AdministrationWorkflows
Workload Solution Patterns
8 IBM Business Continuity & Resiliency Services © 2009 IBM Corporation
Any cloud implementation must have some key resilience characteristics
Device and location independence enables users to access systems regardless of their location or what device they are using, e.g., PC, mobile. Multi-tenancy enables sharing of resources, and costs, among a large pool of users, allowing for:
• Centralization of infrastructure in areas with lower costs, e.g., real estate, electricity, etc. • Peak-load capacity increases (users need not engineer for highest possible load levels) • Utilization and efficiency improvements for systems that are often only 10-20% utilized.
On-demand allocation and de-allocation of CPU, storage and network bandwidth Performance is monitored and consistent, but can be affected by insufficient bandwidth or high network load. Reliability is enhanced by way of multiple redundant sites, which makes it suitable for business continuity and disaster recovery, however IT and business managers are able to do little when an outage hits them.Scalability meets changing user demands, e.g., Flash crowds, quickly without users having to engineer for peak loads. Massive scalability and large user bases are common, but not an absolute requirement. Security typically improves due to centralization of data, increased security-focused resources, etc., but raises concerns about loss of control over certain sensitive data. Accesses are typically logged but accessing the audit logs themselves can be difficult or impossible. Sustainability is achieved through improved resource utilization, more efficient systems, and carbon neutrality. Nonetheless, computers and associated infrastructure are majorconsumers of energy.
9 IBM Business Continuity & Resiliency Services © 2009 IBM CorporationGRC 9 6/10/2009
Complex US Legislation and Agency Rules
There will be increasing US regulations
• Anti-Money Laundering Laws and Regulations• Anti-Tying• Community Reinvestment Act (CRA)• Federal Reserve Regulation
• Sections 23A and 23B• Covered Borrowers, Regulation U, T• Section 214 – Relations with Foreign Banks
• Federal Deposit Insurance Corporation Improvement Act (FDIC)• Gramm-Leach-Bliley Act (GLBA)
• Financial Holding Company (FHC)• Banking activities plus expanded activities that include
• securities underwriting and dealing• insurance agency and underwriting activities; and • merchant banking activities
• Bank Holding Company Act• Public Company Accounting Oversight Board (PCAOB)• Department of Treasury, Office of the Controller of the Currency (OCC)• Securities and Exchange Commission, Consolidated Supervised Entities (CSE)• National Association of Securities Dealers (NASD)• Sanctions, Congressional or executive order• Sarbanes-Oxley Act (SOX), Sections 302, 401, 403, 404, 406, 408, 409,…….• US Anti-Boycott Regulations• US Export Controls• US Foreign Corrupt Practices Act (“FCPA”)• USA Patriot Act (aka - Know Your Customer)• Confidentiality, Conflicts of Interest, Personal Investments, Chinese Walls• Customer Suitability / Appropriateness• HIPPA
10 IBM Business Continuity & Resiliency Services © 2009 IBM CorporationGRC 10 6/10/2009
Complex International Legislation and AccordsBasel I
Basel IA
Basel II
Solvency II
European Privacy Acts
Statute of the European System of Central Banks
Commission of European Communities OECD Principles
Markets in Financial Instruments Directive (MiFID)
UCIITS (EU)
Council of European Banking Supervisors (C-EBS)
UK’s Financial Services Authority Combined Code, includes Turnbull Guidance and COSO
Australia’s Stock Exchange (ASX) Principles
Japan’s J-SOX
India’s Clause 49, Right of Information Act 2002
Germany’s KonTraG 1999
France’s LSF
Canada’s 52-109 and 52-111
Islamic Banking Law
Autsralian Prudential Regulatory Authority (APRA)
11 IBM Business Continuity & Resiliency Services © 2009 IBM CorporationGRC 11 6/10/2009
Multiple and Diverse Best Practice FrameworksInternational Risk Governance Council (IRGC)Federation of European Risk Management Associations (FERMA)Committee of Sponsoring Organizations of the Treadway Commission (COSO)
• 1992, Internal Control Framework• 2004, Enterprise Risk Management Framework (ERM)
Information Systems Audit and Control Association (ISACA)• Control Objectives for Information and related Technology (COBIT)
Business Continuity Institute IT Governance Institute (ITGI)International Organization for Standardization (ISO)
• ISO/IEC 17799, ISO/IEC 27002:2005 expected to be renamed ISO/IEC 27002:2007• ISO 31000 (new risk management standards under development)• AS/NZS 4360:2004: Australia and New Zealand Risk management standard
British Standards Institute (BSI), BS 7799-1:1999, BS 7799-2:2002, BS 7799:2005, BS 25999BITSGenerally Accepted Accounting Principals (GAAP) – Financial Reporting Standards (FRS)
• International Accounting Standards (IAS) – International GAAP• Financial Accounting Standards Board (FASB) - US GAAP• Local Reporting Standards – Local GAAP
Extensible Business Reporting Language (XBRL)
12 IBM Business Continuity & Resiliency Services © 2009 IBM Corporation
Information will need to retained and organized to meet compliance requirements
No Control – High Operational Costs – High Information Risk – No Visibility
InformationExplosion
Increasingly Punitive Legal &
Regulatory Environment
Increasing Criticality of Producing Information
Rising Compliance &
Litigation Costs
Information is out of control and piling up everywhere …
paper too
Manual policies and processes that no one follows
No confidence our electronic information is accurate,
trustworthy and admissible
Existing storage silos are costly and prevent efficiency
Required information can’t be found or analyzed
No visibility into key operational or legal risk
areas
13 IBM Business Continuity & Resiliency Services © 2009 IBM Corporation
Backup is not the same as archive and companies will need to have an archive strategy that links the two
Backup
For recovery
Copies information
Improves availability
Short term in nature
Data typically overwritten
Not for regulatory compliance
Archive
For retrieval
Moves information
Adds operational efficiencies
Long-term in nature
Data typically maintained
Useful for compliance
14 IBM Business Continuity & Resiliency Services © 2009 IBM Corporation
An archive must ensure ALL types of information are properly stored and indexed in offsite locations
Content Management
Storage Management•offline and offsite archival
•Disk, tape
Collab.Archiving
App & DBArchiving
Classification Search &Discovery
Taxonomy Analytics
Index(Metadata & Text)
FileArchiving
Archiving Intelligence
Online Repository
Key Drivers
Archiving InfrastructureStorage PolicyManagement
File System Extensions
Policy Management
ComplianceStorage Efficiency
App/DB PerformanceInformation Security
ContentArchiving
Index(Metadata & Text)
GPFSScalable file system
Archiving Infrastructure &
Storage Hierarchy
15 IBM Business Continuity & Resiliency Services © 2009 IBM Corporation
We must not forget the human capital portion of a business since health experts around the world predict we may soon be at great risk for a new flu pandemic.
Critical assumptions:A new flu pandemic could break out soon.It is expected to have global impact and all countries need to be prepared.The flu virus could become highly transmissible and cause widespread sickness and death.There may be significant shortages of vaccines and antiviral medications.Significant disruption to economies, international and national infrastructures, and society in general, may occur.
An influenza pandemic is caused by the global outbreak of a new virus that causes illness and spreads easily from person to person, and for which people have no immunity and there are no vaccines immediately available.
16 IBM Business Continuity & Resiliency Services © 2009 IBM Corporation
So what is IBM doing about all this?
17 IBM Business Continuity & Resiliency Services © 2009 IBM Corporation
IBM’s approach to meeting these challenges includes a combination of methods, tools, reporting and services
Resilience Maturity Assessment Framework (RMAF)• Use by business resilience teams for assessing customer resiliency• Developed jointly by IBM Research and IBM Business Continuity & Resiliency
Services teamsResiliency Assessment Methodology (RAM)
• Used by BCRS consultants for assessing overall client business resilience• Used by IBM service delivery teams and IBM Research for assessing Global
Service Delivery CentersResilience Maturity Index (RMI)
• Computational index of specific components to help identify potential areas of concern
Resilience Maturity Index (RMI)• Computational index of specific components to help identify potential areas of
concernBusiness Continuity & Resiliency Services
• Consulting Services• Managed Services• Recovery Services
18 IBM Business Continuity & Resiliency Services © 2009 IBM Corporation
Over time, IBM has developed a Resilience Maturity Assessment Framework (RMAF) to comprehensively analyze a company’s resilience
Six layers of client’s enterprise
STRATEGY
PROCESS
PEOPLE
APPLICATIONS & DATA
TECHNOLOGY
FACILITIES
A holistic approach to evaluate all aspects of business resilience
• Object oriented framework for risk assessment and supporting method for use in initial phase of business resilience engagements
The layers are broken down into IT and Business objects; objects are refined by attributes
• 250+ objects and over 4000 attributes• Linked across layers to provide different
resilience views like continuity, compliance, security etc.
• Evaluated for their current and target levels of business resiliency maturity
19 IBM Business Continuity & Resiliency Services © 2009 IBM Corporation
The IBM Resilience Maturity Assessment Framework (RMAF) uses a 5 level maturity rating model to assess client resilience
These attributes or features have the fundamental automation tools necessary to manage a disruption or opportunity when it occurs.
These attributes or features are centered on establishing thresholds and advanced warning systems that allow the company to take preemptive actions to prevent disruption.
These attributes or features focus on the organizations ability to sense and respond to unforeseen circumstances by using contingency plans and adaptive technologies or processes found in On Demand Business resources to maintain operations.
These capabilities focus on the business model itself and leverage the innovation, optimization and capacity management characteristics of an On Demand Operating Environment.
BasicBasic ManagedManaged PredictivePredictive AdaptiveAdaptive ResilientResilient
These attributes or features are ad-hoc in nature and constitute the most basic levels of capability. Little planning for redundancy, failover capability or security are evident and rely heavily on staff expertise.
1 = Basic 2 =Managed 3=Predictive 4=Adaptive 5=Resilient
Some or all of this activity is slow, manual and/or problematic.
Major changes usually have the outcomes documented,
Change process is monitored and is effective for major changes.
Change process is monitored and is effective for all changes.
Change results are always documented, follow consistent codes to indicate the results, and are continually used to improve the process.
LayerObject Group Object Attribute
GroupAttribute
ProcessProcess Change Management
Change Management ActivitiesActivities Monitor &
Report
Monitor & ReportIT
Processes
IT Processes
Example:
20 IBM Business Continuity & Resiliency Services © 2009 IBM Corporation
Manage
Set
Design
Depl
oy
Plan
Implem
ent
ControlMonitor
Evaluate
Anal
yze
Ass
ess
The framework is used as part of an overall continuous improvement Resilience Assessment Methodology (RAM) to help manage risk, improve governance and enable compliance.
Information Risk Management
Regulatory Compliance
Corporate Governance
Business Imperatives
Inputs: Business objectives, goals, priorities, policies & current capabilities
Outputs: Reduced Risk, Improved governance and enabled compliance
Objectives
Risk Supervision
and Control
Mon
itorin
g an
dSu
rvei
llanc
e
Reliable and ResilientInfrastructure
Efficient Flexibly
Integrated Processes
Protection and
Contingency
STRATEGY
PROCESS
PEOPLE
APPLICATIONS & DATA
TECHNOLOGY
FACILITIES
Inte
grat
ed P
lann
ing Know
ledge Sharing
21 IBM Business Continuity & Resiliency Services © 2009 IBM Corporation
When IBM attempted to apply our framework and method to our Global Service Delivery Centers, there were several goals
Goal: Validate and extend the RMAF based on our own experience• Identify new objects/attributes and modifications (can be generic for use
elsewhere)• Define resiliency maturity levels for relevant attributes
Goal: Derive a specialized view of RMAF for infrastructure service delivery
• Identify objects/attributes relevant for service delivery operations of IBM• Develop a composite metric – Resiliency Maturity Index for infrastructure service
delivery
Benefits• Robust framework for assessing the resiliency of Global Service Delivery Centers
• A tool to understand how varying the resiliency of specific objects in the model affects the overall resiliency of the Global Service Delivery Centers
• IBM differentiator – metric for comparison with competitors• Common framework for BCRS customers and internal use
22 IBM Business Continuity & Resiliency Services © 2009 IBM Corporation
Specialized view of RMAF for GDC Resiliency Assessment
Service availability view for remote delivery of IT infrastructure services
“Features concerned with maintaining uninterrupted services to remote customer (internal or external) as per agreement”
Feature relevance indicated by 1s and 0s in the ‘Service Availability’ column
Feature relevance indicated by 1s and 0s in the ‘Service Availability’ column
A separate consultant version is generated for the chosen view
The features are marked with a maturity level from 1 to 5
The maturity values are aggregated into a resiliency maturity index
23 IBM Business Continuity & Resiliency Services © 2009 IBM Corporation
Model for computing Resiliency Maturity Index (RMI)
FacilitiesFacilitiesFacilities
TechnologyTechnologyTechnology
Applications & DataApplications & DataApplications & Data
People (Organization)
People (Organization)
People (Organization)
Organizational resilience is an orthogonal entity that cuts across all layers.
Organizational resilience is an orthogonal entity that cuts across all layers.
ProcessProcessProcess
BusinessBusinessBusinessITITIT
People - Facilities
People – IT & Bus. Processes
People - Technology
People – Applications & Data
SubstitutionRelation
Main facility, backup facility
Home Office
Voice networkUtilities
Network
Computing Systems
Degree of substitution = 80%
…
…
Operational Process
…Remote Connectivity
Degree of substitution = 30%
Overall GDC Resiliency
Business Processes
DependenceRelation
24 IBM Business Continuity & Resiliency Services © 2009 IBM Corporation
Sample: Application of model to one Global Service Delivery Center
Object Raw Net Reason
Main facility, backup facility
3.7 4.1 Dependence on People-Facilities
80% substitution of home office by main facility
20% substitution of voice by email
Home office 3 4.1
Utilities 4.5 4.5
Network 2.7 2.7
Voice network 3 3
Total Score 3.3 3.5
Object Raw Net Reason
Network 5 4 Dependence on main facility, utilities and network, People- Technology
Computing sys. 5 4
Mgmt sys. 5 4
Security sys. 5 4
Total Score 5 4
Object Raw Net Reason
Remote connectivity
4 4 Dependency on n/w, computing – mgmt – security systems, People-App & Data
30% substitution of Email by voice
40% substitution of Collaboration by voice
Remote Infra Mgmt
2.2 3.6
Email 2 3.9
Collaboration Tools
5 4.4
Skills DB 2 3.6
Total Score 4.1 4
Object Raw Net Reason
Operational Processes
5 4 Dependency on Applications and Data layer objects, People- ProcessBusiness
Processes3.4 3.5
Total Score
3.9
Facilities Layer
Process LayerTechnology Layer
Applications and Data Layer
Overall GDSC Score = 80% IT-process score + 20% Business-process score = 3.9
25 IBM Business Continuity & Resiliency Services © 2009 IBM Corporation
Big picture: BCRS continuum
IBM ManagedResiliencyServices
IBM Infrastructure Recovery Services
IBM ResiliencyConsultingServices
CLI
EN
T VA
LUE
SERVICES CONTINUUM
CLIENT VALUE PROPOSITION
Continue operations despite disruptive events; minimize application, data and system loss; balance workloads
Minimize the impact of disruptive events to people, processes, facilities, systems and data
Identify, quantify and prioritize business and IT risks; then develop strategies and implement designs to address those risks
ADVISE RECOVER MANAGE
LEVEL OF RESILIENCY
25
26 IBM Business Continuity & Resiliency Services © 2009 IBM Corporation
Big picture: IBM Managed Resiliency Services continuum— concepts
Managed continuity Rapid recovery
Services that allow you to manage your remote dedicated environment
Services designed, implemented and managed by IBM
CR
ITIC
ALIT
Y O
F IN
FOR
MA
TIO
N(R
TO a
nd R
PO)
CONTINUOUS AVAILABILITY
IBM Managed Resiliency Services:Continue operations, despite disruptive events; minimize application, data and system loss; balance workloads
INFORMATION PROTECTION
Services to back up and protect your data and
e-mail onsite or remotely
Data
Technology
Facilities
LESS
CR
ITIC
AL
(gre
ater
than
24
hour
s)M
ISSI
ON
CR
ITIC
AL
(nea
r-ze
ro)
Skilled resources
LEVEL OF RESILIENCY
27 IBM Business Continuity & Resiliency Services © 2009 IBM Corporation
Big picture: IBM Managed Resiliency Services continuum— capabilities
IBM Managed Resiliency Services:Continue operations, despite disruptive events; minimize application, data and system loss; balance workloads
SERVICES CONTINUUM
LESS
CR
ITIC
AL
(gre
ater
than
24
hour
s)M
ISSI
ON
CR
ITIC
AL
(nea
r-ze
ro R
TO a
nd R
PO)
Local data protection
Rapid recovery
High availability
MANAGE DATA MANAGE DATA AND SYSTEMS
MANAGE DATA, SYSTEMS AND SITE
LEVEL OF RESILIENCYE-mail continuity
Remote data backup
CR
ITIC
ALIT
Y O
F IN
FOR
MA
TIO
N(R
TO a
nd R
PO)
Remote e-mail active archive
27
28 IBM Business Continuity & Resiliency Services © 2009 IBM Corporation
Big picture: IBM Managed Resiliency Services continuum— service components
IBM Managed Resiliency Services:Continue operations, despite disruptive events; minimize application, data and system loss; balance workloads
SERVICES CONTINUUM
Onsite data protection
Continuous availability
Information protection
MANAGE DATA MANAGE DATA AND SYSTEMS
MANAGE DATA, SYSTEMS AND SITE
LEVEL OF RESILIENCY
Remote data protection
Managedcontinuity
Rapid recovery
CR
ITIC
ALIT
Y O
F IN
FOR
MA
TIO
N(R
TO a
nd R
PO)
LESS
CR
ITIC
AL
(gre
ater
than
24
hour
s)M
ISSI
ON
CR
ITIC
AL
(nea
r-ze
ro R
TO a
nd R
PO)
E-mail management express—archive
E-mail management express—continuity
28
29 IBM Business Continuity & Resiliency Services © 2009 IBM Corporation
We help globally deliver resilience solutions through resiliency centers and delivery and consulting experts around the globe.
A unique infrastructure and skill set designed for flexibility and responsiveness in a resilience situation, from simple to complex environments
Support for over 12,000 clients with over 15,000 contracts
Our depth and breadth of resources include:
A business model based onrisk and syndication ofresource at a machine level
Options for dedicated orlimited shared resource
Successful support for over750 client recoveries.
30 IBM Business Continuity & Resiliency Services © 2009 IBM Corporation
Thank You!
Richard Cocchiara – CTO & Distinguished Engineer845.759.2043 - [email protected]
IBM Business Continuity & Resiliency Services
For more information visit: www.ibm.com/services/continuity
31 IBM Business Continuity & Resiliency Services © 2009 IBM Corporation
Copyright information
© Copyright IBM Corporation 2009IBM Global Services Route 100 Somers, NY 10589 U.S.A.Produced in the United States of America 02-08 All Rights ReservedIBM, the IBM logo, DB2, GDPS and Geographically Dispersed Parallel Sysplex are trademarks or registered trademarks of International Business Machines Corporation in the United States, other countries, or both.IT Infrastructure Library is a registered trademark of the Central Computer and Telecommunications Agency, which is now part of the Office of Government Commerce.ITIL is a registered trademark, and a registered community trademark, of the Office of Government Commerce and is registered in the U.S. Patent and Trademark Office.Other company, product and service names may be trademarks or service marks of others.Use of the information herein is at the recipient's own risk. Information herein may be changed or updated without notice. IBM may also make improvements and/or changes in the products and/or the programs described herein at any time without notice.References in this publication to IBM products or services do not imply that IBM intends to make them available in all countries in which IBM operates.
BUP03005-USEN-00
32 IBM Business Continuity & Resiliency Services © 2009 IBM Corporation
Trademarks and notes
IBM Corporation 2009IBM, the IBM logo, ibm.com, Express, iSeries and pSeries are trademarks or registered trademarks of International Business Machines Corporation in the United States, other countries, or both. If these and other IBM trademarked terms are marked on their first occurrence in this information with the appropriate symbol (® or ™), these symbols indicate US registered or common law trademarks owned by IBM at the time this information was published. Such trademarks may also be registered or common law trademarks in other countries. A current list of IBM trademarks is available on the Web at “Copyright and trademark information”at www.ibm.com/legal/copytrade.shtmlAdobe, the Adobe logo, PostScript, the PostScript logo, Cell Broadband Engine, Intel, the Intel logo, Intel Inside, the Intel Inside logo, Intel Centrino, the Intel Centrino logo, Celeron, Intel Xeon, Intel SpeedStep, Itanium, IT Infrastructure Library, ITIL, Java and all Java-based trademarks, Linux, Microsoft, Windows, Windows NT, the Windows logo, and UNIX are trademarks or service marks of others as described under “Special attributions” at: http://www.ibm.com/legal/copytrade.shtml#section-specialOther company, product and service names may be trademarks or service marks of others.References in this publication to IBM products or services do not imply that IBM intends to make them available in all countries in which IBM operates.