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Rethink IT. Reinvent Business.
Cloud Computing
IBM Client Success Stories
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Cloud Computing:
Rethink IT.Reinvent Business.Accelerating the Value of Cloud with IBM
The world is changing. A new reality is emerging for organizations of every size from
every part of the planet. It’s called the cloud—a profound evolution of IT with
revolutionary implications for business and society, creating new possibilities and
enabling more efficient, flexible and collaborative computing models.
Implementing a cloud computing model means encouraging innovation by simplifying
and standardizing underlying infrastructure. It entails the creation of efficient yet flexibleIT foundations that can support the development of new services and the consistent
delivery of quality user experiences. And it demands a focus on ensuring interoperability,
resiliency and security in an integrated fashion.
IBM is not a newcomer to the cloud world: with more than two thousand cloud
engagements in the first six months of 2011, 4.5 million daily client transactions through
public cloud and a million managed virtual machines hosted on our own cloud services,
we have the proven credentials to meet the most demanding situations – and we can
meet your needs as well.
As cloud computing becomes pervasive, clear and well-defined approaches that
consistently deliver tangible results are emerging. These “patterns of adoption” meet the
most pressing priorities of organizations today and can be grouped into the following
four categories:
Cloud-enabled Data Center
Cloud Platform Services
Business Solutions on Cloud
Cloud Service Provider
Read on to see how IBM is working with clients in each of these areas to help them
achieve real business value.
For more information about IBM cloud solutions, visit ibm.com/smartcloud
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Case Study, Create a Cloud Strategy and Roadmap
City and County Healthcare Group……………………………………………………………………... 11
Case Study, Consolidate and Virtualize Your Infrastructure
Admiral Group……………………………………………………………………........................................... 15
Group Credit Agricole of Morocco (GCAM)…………………………………………………………. 19
Technische Universität München………………………………………………………………………... 23
Bilbao Bizkaia Kutxa (BBK)…………………………………………………………………………….... . 31 UPMC (University of Pittsburgh Medical Center)………………………………………………… 35
Lego………………………………………………………………………………………………………………….. 39
Case Study, Image and Virtual Environment Management
Haddon Hill Group………………………………………………………………………………………………43
Getronics………………………………………………………………………………………………………….... 47
Call & Call Holding…………………………………………………………………………………………...... 49
Siemens Energy………………………………………………………………………………………………..... 53
Wuxi Lake Tai………………………………………………………………………………………………….... 55
Case Study, Access Compute and Storage as a Service
Servimatica S.A………………………………………………………………………………………………….. 59
Adoption Pattern: Cloud-enabled Data Center
The cloud-enabled data center enables organizations to leverage the flexibility,
speed and economy of cloud computing by expanding beyond infrastructurevirtualization, providing disciplined service delivery with security, resiliency,
scalability and integrated service management. This adoption pattern addresses
immediate needs for cutting IT expense and complexity while improving efficiency
of service delivery. Projects typically include the following:
Create a Cloud Strategy and Roadmap
Consolidate and Virtualize Your Infrastructure
Image and Virtual Environment Management
Access Compute and Storage as a Service
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Case Study, Application on Private Cloud
Major Financial Services Company…………………………………………………………………….. 65
Case Study, Develop and Deploy Cloud Applications A Healthcare Company………………………………………………………………………………………. 71
Case Study, Delivering Development and Test Environments
Sogeti………………………………………………………………………………………………………………… 77
Adoption Pattern: Cloud Platform Services
Cloud platform services enable organizations to define and leverage pre-built,
pre-integrated optimized workloads, tuned to application-specific needs.
Organizations can accelerate time to market for new services and increase
profitability and competitive advantage. Typically projects in this adoption pattern
are characterized by standardized and automated provisioning of topologies for
pre-defined workloads and include these projects
Application on Private Cloud
Develop and Deploy Cloud Applications
Delivering Development and Test Environments
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Case Study, Business Process Redesign
Presbyterian Healthcare Services……………………………………………………………………..... 83
Case Study, Enable Global Supply Chain and Inventory
Dal-Tile Corporation……………………………………………………………………………………… ..... 87
Sauer-Danfoss……………………………………………………………………………………… .................. 89
True Value Company………………………………………………………………………………………..... 93
Seneca Foods Corporation………………………………………………………………………………..... 97
Case Study, Social Business
Signature Mortgage………………………………………………………………………………………....... 99
Case Study, Reducing the Total Cost of Ownership of B2B Integration
Bonnie Plants…………………………………………………………………………………………………. 101
Case Study, Digital Marketing Optimization
Ace Mart………………………………………………………………………………………………………… 105
Orvis……………………………………………………………………………………………………………… 109
Seton Hall University……………………………………………………………………………………… 113
Case Study, Monitoring as a Service
IBM Software Group, United Kingdom IT Department in Hursley………………………119
Case Study, Desktop Cloud
Pike County Schools………………………………………………………………………………………… 123
Adoption Pattern: Business Solutions on Cloud
Business solutions on cloud help organizations gain immediate access to enterprise-
class business solutions while minimizing risk and capital expense. Software as a
service in this adoption pattern may include collaboration, business process
management, analytics, application management, email, integration, order-to-cash,
B2B, dev/test, service desk and marketing. Projects include
Business Process Redesign
Enable Global Supply Chain and Inventory
Social Business
Reducing the Total Cost of Ownership of B2B Integration
Digital Marketing Optimization
Monitoring as a Service
Desktop Cloud
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Adoption Pattern: Cloud Service Provider
Cloud service providers deliver reliable, highly secure and scalable cloud-based
platforms and then capitalize on these business models by offering them to others.
Examples of this adoption pattern range from core cloud service delivery toindustry-specific integrated service management with storage, networking and
security. Projects in this area include the following:
Build the Cloud Infrastructure
Enable Applications in the Cloud
Extend Applications in the Cloud
Case Study, Build the Cloud InfrastructureStar Technology……………………………………………………………………………………………… 127
VNTT……………………………………………………………………………………………………………… 129
Case Study, Enable Applications in the Cloud
University of Bari…………………………………………………………………………………………… 133
Case Study, Extend Applications in the Cloud
Chilean Red Cross…………………………………………………………………………………………… 137
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Cloud Computing:
Rethink IT.Reinvent Business.Accelerating the Value of Cloud with IBM
Adoption Pattern: Cloud-enabled Data Center
The cloud-enabled data center enables organizations to leverage the flexibility,
speed and economy of cloud computing by expanding beyond infrastructure
virtualization, providing disciplined service delivery with security, resiliency,
scalability and integrated service management. This adoption pattern addresses
immediate needs for cutting IT expense and complexity while improving efficiency
of service delivery. Projects typically include the following:
Create a Cloud Strategy and Roadmap
Consolidate and Virtualize Your Infrastructure
Image and Virtual Environment Management
Access Compute and Storage as a Service
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Case study
Systems and Technology Group Healthcar
City and County Healthcare Group (CCH) is one o the UK’s largest
and astest growing providers o community-based care, providing
support services that help people live independently in their ownhomes. The company (trading as London Care, Sterling Homecare,
Guardian Homecare, Quality Care Services, Custom Care and
Careline) generates revenues o approximately £50 million per year.
CCH initially operated in and around the London area, but ollowing
a number o major corporate acquisitions, it has recently extended
its geographical reach across England and Northern Ireland. This
expansion is already opening up signicant opportunities or the
business – as well as creating a number o challenges rom the IT
perspective.
“Our IT strategy was based on our original business model, whichinvolved a relatively small number o branch oces all located close to
each other in the London area,” explains Clement Solis, IT Manager at
CCH. “We had a variety o servers at each oce, running an Oracle-
based application or care management, as well as Novell NetWare
and GroupWise email. These servers all connected to central systems
at head oce. The benet o this architecture was that it allowed us to
operate with a relatively low-cost network inrastructure, but it had a
very high management overhead.”
“However, as the business grew, we ound we were maintaining a
large number o aging, unreliable servers across an increasingly largegeographical area. We try to keep our IT team as lean as possible, but
achieving an acceptable level o uptime was impossible – the team was
spending almost all its time travelling rom one site to another just to
keep the servers up and running. We wanted to nd a better solution
that would be more scalable as the business expanded, and decided to
rethink our entire IT landscape.”
City and County
Healthcare Groupconsolidates serversBuilding a cloud-ready infrastructure with IBM System x and System Storage technologies
Overview
Business challenge
With rapid business expansion through
acquisitions and organic growth, City
and County Healthcare Group wanted to
redesign its IT infrastructure. Local servers
at branch ofces were becoming harder to
manage as the company’s geographical
reach expanded, so the lean IT team
wanted to nd an easier way to maintain
availability and performance for core
business applications by developing on a
robust and scalable centralised platform.
Solution
Great Benet, an IBM®
Business Partner,helped the IT team consolidate more than
30 HP production servers onto just seven
IBM System x3650 servers, hosted at a
Virtustream data centre. These servers
provide central and branch ofces with
web-based access to the company’s
Microsoft® based systems, such as
Exchange for email, and support the new
care management system, PeoplePlanner.
Three System x3400 servers and an IBM
System Storage® DS3300 disk system
were also implemented as a disaster
recovery platform.
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Case study
Systems and Technology Group Healthcar
Moving to web-based systems The company decided to replace its Oracle and Novell sotware
with a set o Microsot solutions: Windows or le and print
services, Exchange or email, and SQL Server as the basis or anew web-based care management application, PeoplePlanner
(www.peopleplanner.biz).
“The choice o an application that could be accessed over the internet
was important, because it enabled us to remodel our inrastructure,”
comments Clement Solis. “We wouldn’t need servers at each oce,
and we would be able to centralise everything at a single data centre –
making it much easier to manage and support.”
To help with the design and implementation o the new inrastructure,
CCH turned to Great Benet, an IBM Business Partner.
“The Great Benet team proposed an IBM server and storage
architecture that promised to meet all o our requirements, and
they were highly recommended by other companies with similar
implementations,” says Mark Harrison, Group Finance Director.
“Their close relationship with IBM also meant that we would be able
to access some o the top IBM hardware experts i we ran into any
problems. As a result, we were very condent that they would be the
right partner or this project.”
Cloud computing on System x
Great Benet worked closely with the in-house IT team to implementseven new IBM System x3650 M3 servers to run the company’s
production systems. Each server has two Intel® Xeon® 5600 processors
and memory ranging rom 32 to 64 GB, depending on the applications
it is running. The main applications run on dedicated servers, while
Microsot HyperV is used to run a number o virtual environments that
support monitoring applications, a BlackBerry server, some web servers
including Microsot SharePoint Foundation, and other smaller systems
Business Benets
Reduces the total number of production•
servers by more than 75 percent,delivering proportionate savings on
software licensing and hosting costs
Standardises and centralises the server•
estate, simplifying maintenance and
reducing the need for busy IT staff to
travel from site to site
Provides a much more scalable•
architecture for future business growth,
with the ability to take advantage of
Virtustream cloud hosting services for
additional capacity
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Case study
Systems and Technology Group Healthcar
All seven machines are hosted at a central Virtustream data centre, and
the old local servers are now in the process o being decommissioned.
As a result, the company’s IT team no longer needs to travel between
locations to manage the server estate – in act, most maintenanceoperations can be carried out remotely rom corporate headquarters.
“We have installed IBM Systems Director on all the servers and
this helps us to be ar more proactive as a team in terms o remote
management,” says Mark Harrison. “Moreover, the Virtustream
data centre is a top-class acility, and gives us condence that our
systems and data are secure. Another advantage is Virtustream’s cloud
computing services: i we need to expand the environment in uture,
the ability to grow into the cloud is a very attractive option. The staf
rom both Great Benet and Virtustream worked seamlessly together
as an extension o our internal IT department, making the launch o the
new systems extremely efective.”
Resilient and efcientGreat Benet has also helped CCH build a disaster recovery solution,
which replicates data rom the Virtustream site to three System x3400
servers and a System Storage DS3300 disk system based at head oce.
In the event o an outage on one o the main servers, the company
can ail over temporarily to these systems to maintain availability until
repairs are completed.
“Overall, the resilience o our inrastructure has been dramatically
improved,” comments Mark Harrison. “We used to have servers ailingalmost daily. Now we’re seeing perpetual uptime o virtually 100
percent. Perormance is excellent too, so we should be able to grow
considerably in the near uture without any need or urther investment
in hardware.”
When all the old servers have been retired, CCH will have reduced
its total server estate by more than 75 percent – even though it will be
supporting more than twice the number o users ater the acquisitions
are incorporated into the new group inrastructure. Fewer servers
equates to lower electricity and air conditioning requirements, and less
rack space in the hosting centre – all adding up to lower operationalexpenditure or the business. Equally, or sotware that is licensed
on a per-server or per-processor basis, the costs will be reduced
proportionately.
“IBM and Great Benet have helped us create an inrastructure that is
more manageable, more cost-efective, and signicantly more scalable,”
concludes Mark Harrison. “For a ast-growing company like CCH, this
delivers vital advantages in terms o business agility: whether we make
urther acquisitions or simply continue growing organically, we will
be able to extend our IT systems seamlessly and sustainably, without
increasing operational costs. Most importantly though, by having these
efective back oce systems in place, we can dedicate more resourcesto supporting our staf on the ront line who are providing the care
services Our ocus is now to be proactive with technology and we are
“Overall, the resilience
of our infrastructurehas been dramaticallyimproved. We’re seeing
perpetual uptime of virtually 100 percent.
Performance is excellent too, so we should be ableto grow considerably inthe near future without
any need for further investment in hardware.”
— Mark Harrison, Group Finance Director, City
and County Healthcare Group
Solution Components
Software
IBM• ® Systems Director
Servers
IBM System x3650 M3•
IBM System x3400•
IBM System Storage• ® DS3300
IBM Business Partner
Great Benet•
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For more inormation To learn more about IBM System x servers, contact your IBM sales
representative or visit: ibm.com /systems/uk/ x
To learn more about products, services and solutions rom Great
Benet, visit: greatbeneft.com
To learn more about City and County Healthcare Group, visit:
www.candchealthcare.co.uk
© Copyright IBM Corporation 2011
IBM United Kingdom LimitedPO Box 41North HarbourPortsmouthHampshirePO6 3AU
Produced in the United Kingdom April 2011 All Rights Reserved
IBM, the IBM logo, ibm.com, System x and System Storage are trademarks o International Business Machines Corporation, registered in many jurisdictions
worldwide. A current list o other IBM trademarks is available on the Web at“Copyright and trademark inormation” at: ibm.com/legal/copytrade.shtml .
Intel, the Intel logo, Xeon, and Xeon Inside are trademarks or registered trademarkso Intel Corporation in the U.S. and/or other countries.
Microsot, Windows, Windows NT, and the Windows logo are trademarks o Microsot Corporation in the United States, other countries, or both.
IBM and Great Benet are separate companies and each is responsible or its ownproducts. Neither IBM nor Great Benet makes any warranties, express or implied,concerning the other’s products.
Reerences in this publication to IBM products, programs or services do not imply that IBM intends to make these available in all countries in which IBM operates. Any reerence to an IBM product, program or service is not intended to imply that only IBM’s product, program or service may be used. Any unctionally equivalent product,program or service may be used instead.
All customer examples cited represent how some customers have used IBM productsand the results they may have achieved. Actual environmental costs and perormancecharacteristics will vary depending on individual customer congurations andconditions.
IBM hardware products are manuactured rom new parts, or new and used parts.In some cases, the hardware product may not be new and may have been previously installed. Regardless, IBM warranty terms apply.
This publication is or general guidance only.
Photographs may show design models.
Please Recycle
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Smarter Computing
IBM Systems & Technology Group Insuranc
Admiral Group specializes in oering direct motor insurance to
traditionally higher-risk customers, such as the younger motorists
and those living in cities. Founded in 1993, the company now servesapproximately 2.4 million customers, around a tenth o the UK market
through its Admiral, Bell, Diamond and elephant.co.uk brands. It
also owns the price comparison site Conused.com. Employing 4,500
people, Admiral Group is headquartered in Cardi, Wales, with other
company sites in Swansea and Newport (Wales) and Haliax (Canada).
Managing rapid growth Admiral Group is a ast-growth business, with the number o
online quotations it provides increasing continually. The existing
IT inrastructure was approaching end o lie, and the company’s
aggressive growth plans predicted continually increasing demands or
capacity, perormance and scalability. With the company’s web servers
bringing in an estimated 95 percent o sales, the technology decision
could not be taken lightly. Transitioning to new systems presented very
large business risks, and Admiral wanted to increase capacity, cut costs
and introduce long-term inrastructure that would enable the next
decade o growth.
Boosting perormance with IBM POWER7Initially, Admiral Group leveraged micro-partitioning virtualization
techniques to extract maximum capacity rom its existing IBM System i
595 servers. The release o the latest generation o IBM processors led
IBM Premier Business Partner Applied Technologies to suggest thatthe company deploy POWER7® processor-based systems to transorm
its web server architecture.
Following due diligence and extensive testing, Admiral Group was
impressed by the huge cost savings and boost in power promised by
re-architecting its web server landscape and moving to IBM POWER7
technology.
Admiral Group ensuressuperb performance andscalability With smarter computing from IBM
Overview
The need
Admiral Group’s aggressive growth plans
predicted ever-increasing demands for
capacity, performance and scalability.
It needed a new solution that would
increase capacity, cut costs and introduce
long-term infrastructure to enable the next
decade of growth.
The solution
Working with Applied Technologies, an
IBM Premier Business Partner, Admiral
Group commissioned and implemented
four IBM Power 720 Express servers,
provided bundled with IBM PowerVMsoftware used to create virtualized
partitions on each server.
The beneft
System performance was boosted by
six-fold at just over double the price – a
price-performance gain of 300 percent.
Response times were cut by 20 percent
and web servers can be provisioned in
just four hours, compared to the previous
time of four days.
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Smarter Computing
IBM Systems & Technology Group Insuranc
Working with Applied Technologies, Admiral Group commissioned
and implemented our IBM Power 720 Express servers, two in each
o its Cardi and Swansea locations. The company’s IT department
upgraded the IBM i operating system rom version 5.4 to 7.1, andIBM WebSphere Application Server 5.4 to 7.1. The IBM Power 720
servers were provided bundled with IBM PowerVM Standard Edition,
which provides a secure and scalable virtualization environment or the
company’s web servers.
One host and two guest partitions, containing the web servers, have
been created on each o the 16 POWER7 processors. When the
business demands more capacity, rather than building a web server
rom scratch each time, Admiral Group clones an existing web server
partition and deploys it to a new partition. This simple and largely
automated process enables Admiral Group to respond quickly to
demands or more capacity during peaks in online trac.
With IBM WebSphere Application Server as the core web
environment, Admiral Group balances workload across all its web
servers with minimal eort and complexity, ensuring the lowest possible
response times or customers working online.
Web workload was then removed rom the existing IBM System i 595
servers, which previously handled both web and back-oce workload,
making it possible or Admiral Group to maintain its web server
environment completely separate rom other processes. This ensures
that any issues aecting the web servers do not disrupt businessoperations. The IBM Power 720 solution also has a large degree o
inbuilt redundancy, with up to our web servers able to ail at any one
time with no eect on perormance.
Admiral is planning to introduce the IBM Optim™ solution to manage
enterprise application data through every stage o its liecycle. This
will enable a comprehensive data warehouse solution, to be used to
analyze, sit and explore millions o transactions or new customer
opportunities.
The new solution oers three times as much capacity as the previous
inrastructure. Deploying IBM Power 720 enables easy scalability,equipping Admiral Group to handle uture expansion.
Benefting rom superb price-perormance A single Admiral Group POWER7 processor-based web server,
running on hal a processor on the IBM Power 720 inrastructure,
can handle the same throughput as three processors on the previous
servers – a six-old boost in capacity. This is achieved at a cost increase
o just over double, a price-perormance gain o 300 percent. The
perormance increase can be seen in the major improvement in
response times, with more than a second shaved o the time taken to
generate a quote online, a reduction o approximately 20 percent.
Designed for Data
• Admiral Group plans to introduce
the IBM Optim solution as part of a
comprehensive data warehouse solution,to be used to analyze, sift and explore
millions of transactions for new customer
opportunities.
Tuned to the Task
• Moved customer-facing web services
to the IBM Power 720 Express
servers, which offer exceptional price-
performance and scalability, ideal for
Admiral Group’s needs. Workload
forbusiness-criticalback-ofceand
administration processes was allocated to
existing high-performance IBM System i
595 servers.
Managed in the Cloud
• Leveraging unique IBM PowerVM
virtualization technology, Admiral Group
can provision and allocate capacity to
meet peaks and troughs in demand
without being constrained by the
underlying physical resources. IBM
WebSphere Application Server balances
workload across its global web servers
with minimal effort and complexity.
Driving Innovation
• The IBM solution offers the scalability and
exibilitytosupportAdmiralGroup’srapid
growth. By re-engineering the way IT
staff provision new capacity the solution
makes it possible for Admiral Group to
respondmorequicklyandefcientlyto
uctuatingdemand,deliveringbetter
response times to website users.
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Smarter Computing
IBM Systems & Technology Group Insuranc
Provisioning o web servers is now considerably easier, and can be
completed in just our hours, compared to two man-days on the
previous inrastructure.
Both the IBM Power 720 servers and IBM i operating system include
integrated security eatures that guarantee a resilient and virus-
resistant environment or the company’s business critical web servers.
This makes it easier or Admiral Group to meet compliance targets,
and specifcally PCI DSS certifcation, which helps its customers eel
comortable making payments online. Since implementation, Admiral
Group has experienced no downtime.
With separate web and back-oce environments running on the most
appropriate processor inrastructure, the new solution has simplifed
management signifcantly, enabling Admiral Group to move away
rom more expensive monitoring tools and boosting IT employeeproductivity.
By choosing to work with IBM Premier Business Partner Applied
Technologies, Admiral Group ound a partner that was committed
to developing a long-term relationship, recommending solutions
that could oer the ideal price-perormance ratio to suit the client.
Highly responsive and with extensive engineering expertise, Applied
Technologies played a key role in this project.
For more inormation
To learn more about smarter computing rom IBM and how we canhelp you integrate, automate, protect and transorm your IT, contact
your IBM sales representative or IBM business partner, or visit:
ibm.com /smartercomputing
Solution Components
Software
• IBM® WebSphere® Application Server
• IBM PowerVM™
• IBM i
Servers
• IBM Power® 720 Express
IBM Business Partner
• Applied Technologies.
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© Copyright IBM Corporation 2011
IBM United Kingdom LimitedPO Box 41North HarbourPortsmouthHampshirePO6 3AU
Produced in the United Kingdom June 2011 All Rights Reserved
IBM, the IBM logo, ibm.com, POWER7, Optim, WebSphere, PowerVM and Powerare trademarks o International Business Machines Corporation, registered in many
jurisdictions worldwide. A current list o other IBM trademarks is available on the Web at “Copyright and trademark inormation” at: ibm.com/legal/copytrade.shtml .
Reerences in this publication to IBM products, programs or services do not imply that IBM intends to make these available in all countries in which IBM operates. Any reerence to an IBM product, program or service is not intended to imply that only IBM’s product, program or service may be used. Any unctionally equivalent product,program or service may be used instead.
All customer examples cited represent how some customers have used IBM productsand the results they may have achieved. Actual environmental costs and perormancecharacteristics will vary depending on individual customer confgurations andconditions.
IBM hardware products are manuactured rom new parts, or new and used parts.In some cases, the hardware product may not be new and may have been previously installed. Regardless, IBM warranty terms apply.
This publication is or general guidance only.
Photographs may show design models.
Pl R l
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Group Credit Agricole
of Morocco bankson IBM XIVCounts on XIV storage for core banking and efficient disaster recovery
IBM XIV Storage Systems Banking
Case Study
The state-owned Group Credit Agricole of Morocco (GCAM) is a uni-
versal bank originally founded to finance agricultural activity and the
social and economic development of rural Morocco. Today the fourth
largest bank in Morocco, GCAM continues to strongly support theagricultural and food sectors through financing, advice and technical
expertise. Equally, it operates a network of more than 400 retail and
commercial branches throughout the country, with 50 new branches
opening annually.
As GCAM continued to grow, it naturally needed additional information
technology resources to support the expanded business requirements.
The bank also recognized that adding proven enterprise virtualized tech-
nology would help differentiate its services and offerings from those of its
competitors. Seeking greater agility and flexibility, GCAM decided to
completely refresh its applications and infrastructure.
Abdelmounaim Dinia, Director of Operations, explains: “The bank
requires rapid-response capabilities, and our existing systems simply
didn’t offer enough speed. We planned a new approach based on
consolidation and virtualization, using proven dynamic technologies that
would improve our efficiency, speed and reliability. Data storage was a
key element—we needed it to be just as sophisticated, reliable and secure
as the rest of the infrastructure, which is why we chose the IBM XIV
Storage System.”
Setting up for end-to-end virtualizationGCAM’s previous storage environment lacked performance and required
significant maintenance, making it difficult for the bank to support high-
speed services for its external clients. When the bank deployed new cen-
tralized business applications, it needed to ensure excellent performance
both for real-time transactions and for overnight batch jobs.
Overview
The need
To support business growth and drive
competitive differentiation, GCAM
needed a more resilient, efficient and
flexible storage infrastructure offering
greater performance and easier
administration.
The solution
Implemented two IBM® XIV® Storage
Systems, synchronously mirrored using
the included IBM XIV Remote Mirroring,
providing high-performance, cost-
effective storage for all of GCAM’s
business applications.
The benefit
High-speed data migration; database
response times halved; six-hour batch
runs cut down to 3.25 hours; reduced
electricity consumption; easier adminis-
tration; faster response to business
requests.
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IBM XIV Storage Systems Banking
Case Study
“Part of the reason for choosing the XIV Storage System was to create an
infrastructure that was virtualized from end to end,” says Dinia. “Today,
our entire application landscape—core banking systems, branch opera-
tions, front-office, credit management, accounting, disbursements—is on
the XIV Storage System.”
To support its applications, which run on IBM AIX® on IBM Power
Systems™ servers, GCAM installed two XIV storage systems in its Rabat
data center, adding to an existing IBM System Storage® DS4800 in its
Casablanca data center 100 km away. The two XIV systems in Rabat
synchronously replicate to each other using the built-in XIV mirroring
software. GCAM uses the built-in XIV snapshot functionality for high-
speed backups from the primary XIV environment.
GCAM has two IBM TS7650G ProtecTIER® Deduplication Gateways
to cut the volume of data that needs to be sent to the backup site in
Casablanca, and uses IBM Tivoli® Storage Manager to manage the back-
ups. The bank uses clustered instances of IBM WebSphere® Application
Server Extended Deployment to run third-party and in-house applica-
tions, with IBM Tivoli Monitoring and IBM Systems Director providing
tools to manage the entire infrastructure from a single point of control.
Previously, the bank had five distinct storage environments, each with two
arrays on the production side for resilience and its own dedicated admin-
istrator. Each environment was duplicated at the backup data center,
adding up to a total of 20 disk arrays. Today, leveraging the XIV system’s
capacity and management efficiencies, GCAM has just two XIV systems
in Rabat and one DS4800 in Casablanca for all its storage needs, while
achieving far greater performance and resilience at much less overall cost.
First-mover advantage The migration of the bank’s data to the XIV systems ran smoothly and
extremely fast. Using the built-in XIV migration tools, the entire process
was completed within a week: two days for preparation and three days for
the actual migration, all while the bank was still in production.
“With the XIV systems, the migration couldn’t have been simpler,”
says Dinia. “We completed the process in record time, and needed just
10 minutes of downtime to re-map the servers to the new volumes. The
bank has very strict SLAs around availability, so that was an enormousbenefit. IBM Consulting Services and Forum International, our
IBM Business Partner, provided excellent advice and technical support,
and have helped us to build our skills in both AIX and XIV technologies.”
“Today, our entireapplication landscape— core banking systems,branch operations, front-office, credit manage-ment, accounting,disbursements—is on the
XIV Storage System.”
—Abdelmounaim Dinia, Director of Operations,
Group Credit Agricole of Morocco
IBM Solution Components
Hardware
● IBM® XIV® Storage System
– Features in use: Migration tool, thin
provisioning, remote mirroring
● IBM TS7650G ProtecTIER®
Deduplication Gateway● IBM System Storage® DS4800● IBM System Storage DS5020● IBM Power® 570● IBM Power 550● IBM Power 520
Software
● IBM AIX®● IBM Live Partition Mobility● IBM PowerHA®● IBM PowerVM™● IBM Tivoli® Storage Manager
Extended Edition V5.5● IBM Tivoli Monitoring● IBM Tivoli Monitoring/IBM Tivoli
Composite Application Manager● IBM Websphere® Application Server
Extended Deployment
Business Partner
● Forum International
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IBM XIV Storage Systems Banking
Case Study
Banking on high performanceDeploying the XIV systems gave GCAM immediate and dramatic per-
formance improvements: response times for database requests were cut in
half, and batch runs that previously took six hours now take 3.25 hours.
“The performance gains with the XIV systems were immediately notice-
able,” says Dinia. “We have also made great efficiency gains in adminis-
tration, so we can spend more time responding to business requests and
less time on technical issues. The XIV management console is incredibly
powerful and easy to use. Creating and allocating storage volumes used to
take a long time. Now, it takes just five minutes, so we can respond
rapidly to new business requirements.”
In addition to providing simple management tools, the XIV systems
include advanced monitoring and reporting software as standard, helping
GCAM view its storage usage and easily carry out capacity planning.
“The XIV systems are easy to administer without compromising on
performance or data safety,” says Dinia. “We’ve had three power cuts, but
zero loss of data on the XIV systems—which was not the case with our
other storage devices. All the data is spread across all the systems, so we’re
less exposed to risk, and there are no hotspots—performance remains
high even when multiple servers are concurrently accessing data.”
The XIV systems are also far more efficient than the bank’s previous plat-
forms, consuming less electricity and requiring less cooling. This makes
them a perfect fit for GCAM, which places a strong emphasis on sustain-
able development in business.
Clouds for new businessGCAM also plans to use its new virtualized infrastructure as a platform
for offering cloud-based IT services to its many subsidiaries. To support
this, the bank will build up a new VMware and Microsoft HyperV envi-
ronment to enable it to deliver virtual Microsoft Windows servers.
Whether the subsidiaries choose virtual Windows or AIX servers, all stor-
age will be on the XIV systems. Native integration between
VMware/HyperV and the XIV systems will enable unified management
of storage and virtual servers, and simplify replication of entire virtual
machines to the backup data center for disaster recovery purposes.
“The XIV systems will enable us to get the maximum value from
VMware and HyperV,” says Dinia. “With all our servers virtualized and
stored on the XIV systems, GCAM has an efficient, flexible, high-
performance infrastructure that also provides superb protection for
mission-critical banking data.”
“The XIV management console is incredibly pow-erful and easy to use.Creating and allocating
storage volumes used totake a long time. Now,it takes just five minutes,
so we can respond rapidlyto new business requirements.”
—Abdelmounaim Dinia, Director of Operations,
Group Credit Agricole of Morocco
IT Environment
Databases
● Oracle 10g
Applications
● Oracle Application Server 9i● Oracle Financials●
HR Access
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TSC03111-USEN-00
Please Recycle
© Copyright IBM Corporation 2011
IBM Systems and Technology GroupRoute 100Somers, New York 10589U.S.A.
Produced in the United States of America May 2011 All Rights Reserved
IBM, the IBM logo, ibm.com, AIX, Power Systems, PowerVM, ProtecTIER, SystemStorage, Tivoli, WebSphere and XIV are 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 atrademark symbol (® or ™), these symbols indicate U.S. registered or common lawtrademarks owned by IBM at the time this information was published. Such trademarksmay 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” atibm.com /legal/copytrade.shtml
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Other company, product and service names may be trademarks or service marksof others.
IBM and Forum are separate companies and each is responsible for its own products.Neither IBM nor Forum makes any warranties, express or implied, concerning theother’s products.
References in this publication to IBM products or services do not imply thatIBM intends to make them available in all countries in which IBM operates. Offeringsare subject to change, extension or withdrawal without notice. All client examplescited represent how some clients have used IBM products and the results they may have achieved.
The information in this document is provided “as-is” without any warranty, eitherexpressed or implied.
For more informationContact your IBM sales representative or IBM Business Partner,
or visit us at: ibm.com /storage/disk/xiv
For more information on Credit Agricole Morocco, please visit:
www.creditagricole.ma [French and Arabic versions only]
Business Partner
IBM Premier Business Partner and IT services provider
Forum International was the first Moroccan systems integratorto successfully deliver solutions for IBM XIV Storage System,
IBM System Storage SAN Volume Controller, IBM TS7650G
ProtectTIER, and IBM Websphere Virtual Enterprise. Forum
International is renowned for its experienced and technically
skilled engineers, and was a finalist in the IBM Beacon Awards
2010 in the category of Outstanding Consolidation and
Virtualization solution. Visit: www.forumin.co.ma for
more information.
Page 22 of 142
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Technische Universität München
(TU München) is one o the leading
technical universities in Europe, ocusing
on engineering sciences, natural
sciences, lie sciences, medicine and
economics. The university employs
around 7,500 academic and non-
academic sta, and is attended by more
than 26,000 students.
TU München is member o the global
SAP University Alliances Program – a
global initiative covering more than
1,000 universities and educational
institutions in more than 50 countries,helping to introduce students to modern
sotware applications headed by Elena
Maria Ordóñez del Campo, Senior
Vice President, SAP AG.
As one o two SAP University
Competence Centers (UCC) in Europe,
TU München provides educational
services, hosting, backup and recovery
services or about 100 SAP instances
Technische Universität München
enables cloud-ready SAP Business
Suite 7 on IBM Power Systems
Overview
Challenge
Technische Universität München
struggled to complete its systems
conguration work cost-eectively,
with immense pressure on time and
computing resources.
Solution
The University implemented a ully
cloud-enabled inrastructure based
on the IBM Power Systems platorm
that automates many administratio
tasks and greatly accelerates
preparation or the new semester.
Key benets
TU München can provision a newserver in 30 minutes (a 90 percent
reduction) and provision a new
SAP instance in less than hal a
day. The University replaced 150
Sun servers with two IBM Power
servers and two IBM BladeCenter
systems, cutting 13 ull racks to our
hal-racks, a saving o 85 percent,
and cut energy usage by around 80
percent Migration to DB2 resulted
and size to real-world production
systems, used by around 150 aliated
educational institutions.
To support the university, SAP donates
the latest sotware releases o its
Business Suite 7 and organizes ree
training courses. TU München maintains
close relationships with the International
IBM SAP Competence Center in
Walldor and the IBM Solution Sales or
SAP team within IBM Germany, which
both provide support or TU München.
IBM supports TU München’sSAP projects by providing the IT
inrastructure, based on the IBM Power
Systems (POWER7) platorm and XIV
storage, including operating systems,
database and virtualization technology,
managed with the IBM Tivoli suite
o applications. IBM oers intensive
knowledge transer and ongoing
support through the regular presence
o highly qualied IT architects and IT
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Based on this support, TU München
provides the SAP systems supporting
its education courses and research
projects at relatively low costs, on an
ultra-modern systems landscape.
The virtualization solution allows or
a ast and fexible deployment o new
SAP systems and sotware on POWER7
and Intel processor-based systems
accessing IBM XIV storage systems.
The new releases can be evaluated and
tested under well-dened conditions,
without aecting the production
installation. TU München, SAP and
IBM all benet rom the results o this
intensive cooperation.
“Thanks to IBM’s generous support,
the University Competence Center at
TU München will be able to continue
providing excellent services to our
higher education partners in Europe,”
explains Proessor Helmut Krcmar,Academic Director o the UCC and
Chair or Inormation Systems at the
Department o Inormatics at TU
München.
“The IBM Solution Sales or SAP
team Germany provides excellent
migration, integration and conguration
services or the UCC and we look
orward to achieving energy savings
in business and inormation systems
engineering.”
“Cloud Readiness or SAP
Business Suite 7” is born
The current objective is to dene and
develop a highly automated hosting
center or SAP applications based on
standardized IBM POWER7 systems.
Such “Cloud Readiness” enables TU
München to oer a huge variety o
dierent SAP systems and components
or its education and training programs
Business Challenge
At the start of every semester,
TU München needs to provide more
than 100 operating system images
and associated SAP software such
as SAP Business Suite 7 systems
for student coursework and
academic research.
Each dedicated Sun server took
up to ve hours to congure, and
a further three days to provision
with the relevant SAP landscape,
resulting in an enormous manual
workload that had to be completed
within a specic timeframe.
Could TU München complete the
task more eciently and release its
valuable IT sta or additional, more
productive work?
“Thanks to IBM’sgenerous support,the UniversityCompetence Centerat TU München willbe able to continueproviding excellentservices to our highereducation partners inEurope.”
Proessor Helmut Krcmar
Academic Director o the UCC and
Chair or Inormation Systems at
the Department o Inormatics at
TU München
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Cloud Readiness being tested here also
oers completely new possibilities or
uture use in the business world.
Dealing with blocked resources
Prior to the introduction o IBM Power
Systems, TU München used a mixture
o about 96 blades and 60 Sun servers
database. The resources needed or
each SAP system had to be assembled
individually and installed rom scratch
out o this system pool o discrete
servers and blades. The computing
and storage systems assigned to each
SAP system were reserved or the
duration o the course. In some cases,
the systems were under very high load
during the course, and perormance
suered as a result.
On the other hand, capacity was sitting
idle when a course nished, waiting to
be released. As a result, many courses
suered rom poor inrastructure
perormance while other systems
were not used or days. No workload
balancing was possible.
Flexibility and perormance
improvements
The rst ambition was to consolidate
the existing server landscape, byreplacing the previous hardware pool
o multiple separate servers with
virtual servers hosted on two high-
perormance IBM Power 750 Express
servers with 32 POWER7 cores, and
with two IBM BladeCenter H systems.
Although the total capacity o all the
ormer Sun servers was higher than
the total capacity o the new IBM
Solution
Working closely with IBM and SAP,
TU München consolidated more than
150 Sun servers to two IBM POWER7
processor-based servers and two
IBM BladeCenter systems equipped
with six POWER7 blades and two
blades powered by Intel Xeon series
processors.
The Power Systems servers host
more than 100 SAP Business Suite 7
instances powered by IBM DB2
databases in virtual environments on
these systems.
By deploying advanced IBM
PowerVM virtualization and IBM best
practices or data center automation
using scripting and AIX Network
Installation Manager, TU München
has enabled ar-reaching automation
o the provisioning o individual SAP
Business Suite 7 installations.
“The IBM SolutionSales or SAPteam Germanyprovides excellentmigration, integrationand congurationservices or theUCC, and we look orward to achievingenergy savings andexpanded researchopportunitiesin business and
inormation systemsengineering.”
Proessor Helmut Krcmar
Academic Director o the UCC and
Chair or Inormation Systems at
the Department o Inormatics at
TU München
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landscape means that the new solution
can be used more eectively.
Each IBM Power 750 Express, shipped
with our 8-core POWER7 processor
modules and 512GB main memory, is
considerably more powerul than any
individual Sun server, and any virtual
server or application can be allocated
almost all o this enormous capacity
i required – much more than it was
possible within the Sun landscape.
Using IBM virtualization technology,
TU München will map some 100 SAP
systems to individual logical partitions
(LPARs) on the IBM systems. At times o
peak workload, any individual LPAR can
be assigned much more processing,
memory and storage capacity than
would have been available rom a single
Sun server, and scaled back when no
longer needed.
Each BladeCenter is equipped withtwo POWER processor-based IBM
BladeCenter PS701 Express, one
PS700 Express, as well as two HX5
blade servers powered by Intel Xeon
series processors.
IBM XIV Storage System
The advanced end-to-end virtualization
solution implemented at TU München
includes two IBM XIV storage systems
capacity. Data was migrated to the XIV
storage systems, resulting in balanced
perormance and capacity utilization as
well as simplied management.
TU München uses IBM XIV advanced
snapshot capabilities to rapidly restore
systems in a matter o seconds.
Cloning existing systems can even
be completed during runtime. IBM
XIV snapshots also help to cut down
the time or system backup, without
aecting the production landscape.
Through server virtualization, both
automatic load balancing and resource
management can be enabled very
easily and the IBM XIV technology
used or storage virtualization allows
automatic load balancing o the storage
systems.
In the past, it was requently the case
that some disk systems experiencedvery high loads while others were
almost idle. All the servers have access
to the new IBM XIV storage system,
which intelligently manages data
access to increase overall perormance.
With virtualization, it is possible to utiliz
all o the existing computing power
or those who actually work on the
system At TU München all users enjoy
Key Solution Components
Industry
Higher education/University
Applications
SAP® Business Suite 7, SAP
NetWeaver Business Warehouse,
SAP BusinessObjects.
Hardware
IBM® Power® 750, IBM
BladeCenter® H, IBM BladeCenter
PS701 Express, PS700 Express and
HX5 servers, IBM XIV® Storage
System.
SotwareIBM AIX®, IBM DB2®, IBM Tivoli®
Storage Manager, IBM Tivoli
Monitoring, IBM Tivoli Service
Automation Manager, IBM Tivoli
Storage Manager.
Services
IBM SAP Competence Center in
Walldor and the IBM Solution Sales
or SAP team Germany
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system perormance and the IT team
even receives many grateul emails rom
customers, as the systems are now
substantially aster than beore.
In the process, TU München has
replaced thirteen ull racks and
cabling with just our hal-ull racks,
and estimates that it has cut energy
consumption or the SAP hardware
pool by 80 percent.
Benets o Active Memory
Expansion (AME)
TU München also exploits the Active
Memory Expansion (AME) eature o the
POWER7 processors in the IBM Power
750 servers. AME compresses the
data in main memory, allowing better
utilization o physical resources and, in
many cases, increasing the processing
perormance by enabling aster access
to data.
By using AME a partition o 13 GB may
reside in 10 GB o main memory. AME
runs transparently in the background,
and typically oers time and resource
savings o about 30 percent.
TU München completed the migration
o the SAP databases rom MaxDB
to IBM DB2 smoothly and easily. DB2
oered storage space reductions o
Business Benets
TU München is able to provision
a new server in 30 minutes, a 90
percent reduction in time, and
provision a new SAP instance in
less than half a day.
TU München has taken the
rst steps towards full cloud-
enablement of SAP Business
Suite 7, making it faster and easier
for the university to deliver on its
educational commitments.
• Server virtualization has enabled
TU München to replace 150 Sun
servers with just two IBM Powerservers combined with two IBM
BladeCenter systems, cutting
13 ull racks to just our hal-ull
racks, a saving o 85 percent, with
energy consumption reduced by
approximately 80 percent, resulting
in signicant cost savings as well
as leveraging the idea o Green IT.
data very eciently by using highly
advanced compression algorithms. For
example, one o the MaxDB databases
o 500 GB was cut to 360 GB, a 28
percent saving.
The lower storage consumption also
reduces the load and store times or
copy and backup processes, increasing
IT productivity. IBM DB2 oers
both table compression and index
compression to improve database
perormance and resource usage even
urther. For another MaxDB database
o 104 GB, migration to DB2 resulted in
a database size o 63 GB, a 40 percent
reduction.
Automated systems cut manual
work
With the virtualized landscape in
place on the Power Systems, TU
München developed script-controlled
mechanisms or automated installationo complete virtual machines, including
operating systems and databases.
Using manual processes, it took up to
ve hours to provision the blank server
necessary or the start o every new
course. With some 100 system entities
to create or the start o each semester,
the total eort added up considerably,
resulting in very high workload or the
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Based on the script-controlled process,
TU München is able to provision a new,
ully-congured server in a separate
LPAR in just 30 minutes, a 90 percent
reduction. Sta members are able to
create multiple new system entities in
just a couple o days, reeing them or
more valuable course assistance tasks.
TU München also uses IBM PowerVM
Live Partition Mobility (LPM) to
automate live system installation and
replication. With LPM it is possible to
move individual virtual systems rom
one physical server to another during
runtime, without interruption or users.
LPM can also be used to replicate
existing or precongured systems
quickly, by copying, rather than moving,
the system rom source to target virtual
machine.
TU München uses LPM extensivelyto reduce the time needed or the
installation o resh duplicate systems
by around 80 percent. Server
administrators need just a ew mouse-
clicks at the beginning o the process,
and LPM handles the partition creation.
SAP Business Suite 7 cloud-
ready on IBM POWER platorm
In addition to the requirement or basic
aced with an enormous work and time
challenge at the start o each semester,
creating around 100 new SAP systems.
To create an individual SAP instance,
including all relevant sotware modules
data conguration, users, monitoring
and provisioning, usually took up to
three days.
For the uture, TU München, SAP,
and IBM thereore set themselves the
objective o providing complete SAP
installations on POWER7 processor-
based servers as ast as possible with
little or no manual intervention.
Tivoli Service Automation Manager
captures the workfows and user
dialogs o an SAP installation, and
directly enables a largely automated
SAP installation process or the majority
o applications, dramatically reducing
the manual workload.
The automation and management
capabilities oered by Tivoli Service
Automation Manager are essential
or delivering cloud solutions or
applications like SAP. Standardized
provisioning and delivery models or
cloud services save time and costs,
improve service quality, and ensure
consistent conguration even in
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The template-based deployment
approach embedded in Tivoli Service
Automation Manager hides the
complexity o setting up new systems,
and reduces the skills needed or
deploying and managing services.
IT sta members are released
conguration data, and can ocus on
advanced, business-related tasks. This
process is the nal stage in the cloud
enablement o SAP Business Suite 7
on the Power platorm. Virtual server
provisioning is ully automated and SAP
instance creation requires only custom
user decisions.
Dr. Holger Wittges, UCC Manager at
TU München, says, “The IBM solution
makes it possible to assemble a
selection o precongured SAP systems
and modules to create customized
solutions with just a ew mouse clicks,
almost like an online shop. Ater the
selection process and input o user
inormation, then provisioning o the
SAP solution, allocation o resources
needed, installation o virtual system
partitions and virtual disk drives as well
as setup o the monitoring system, are
completed, mostly automatically.”
“This innovative and highly ecient SAP
and IBM inrastructure oers a great
opportunity or TU München to conduct
ambitious projects in the important and
competitive eld o cloud computing
research. With a ocus on enterprise
systems we can oer an attractive
research environment unlike any other
university in Germany ” concludes Dr
“This innovativeand highly ecientSAP and IBMinrastructure oers
a great opportunityor TU München toconduct ambitiousprojects in theimportant andcompetitive eld o cloud computingresearch. With a
ocus on enterprisesystems we can oeran attractive researchenvironment unlikeany other university inGermany.”
Dr. Holger Wittges
UCC Manager, TU München
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IBM Deutschland GmbH
D-70548 Stuttgart
ibm.com/solutions/sap
IBM, the IBM logo, and ibm.com are trademarks o
International Business Machines Corporation,
registered in many jurisdictions worldwide. A
current list o other IBM trademarks i s available on
the Web at “Copyright and trademark inormation”
at http://www.ibm.com/legal/copytrade.shtml
Intel, the Intel logo, Intel Xeon and the Intel Xeon
logo are trademarks or registered trademarks o
Intel Corporation or its subsidiaries in the United
States and other countries. UNIX is a registered
trademark o The Open Group in the United States
and other countries. Linux is a trademark o Linus
Torvalds in the United States, other countries, or
both. Microsot, Windows, Windows NT, and the
Windows logo are trademarks o Microsot
Corporation in the United States, other countries,
or both.
Other company, product or service names may be
trademarks, or service marks o others.
This case study illustrates how one IBM customer
uses IBM and/or IBM Business Partner
technologies/services. Many actors have
contributed to the results and beneits described.
IBM does not guarantee comparable results. All
inormation contained herein was provided by the
eatured customer and/or IBM Business Partner.
IBM does not attest to its accuracy. All customer
examples cited represent how some customers
have used IBM products and the results they may
have achieved. Actual environmental costs and
perormance characteristics will vary depending
on individual customer conigurations andconditions.
This publication is or general guidance only.
Photographs may show design models.
© Copyright IBM Corp. 2011. All rights reserved.
© Copyright 2011 SAP AG
SAP AG
Dietmar-Hopp-Allee 16
D-69190 Walldor
SAP, the SAP logo, SAP and all other SAP products
and services mentioned herein are trademarks or
registered trademarks o SAP AG in Germany and
several other countries.
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Smarter Computing
IBM Systems & Technology Group Bankin
Bilbao Bizkaia Kutxa (BBK) is one o the largest banks in the Basque
region o Spain. It is the third-largest savings and equity bank in Spain,
as well as the sixth-largest administered-unds savings bank in thecountry.
Handling business growthLeading Spanish bank Bilbao Bizkaia Kutxa (BBK) recently acquired
CajaSur, another Spanish banking institution that is almost as large as
BBK. The scale o the acquisition meant that developing an integrated
IT inrastructure presented a major challenge.
BBK has been growing steadily or some time, and had experienced
issues with handling expanding data volumes as a result. Consequently,
the impending merger with CajaSur represented the ideal opportunity
to re-engineer its systems, maximize eciency while boosting exibility
and openness in its IT landscape.
As a banking institution, securing sensitive inormation is always
a priority, and BBK was seeking to guarantee system resiliency by
enabling automated backups. Lacking the in-house skills to carry out
such a large-scale project, BBK began looking or an implementation
partner with the expertise and resources to advise and assist with these
goals.
Choosing IBM Global Technology Services
BBK turned to technology specialists rom IBM Global Technology Services or help in perorming an overall evaluation o its existing IT
environment as well as assessing the best way to handle the acquisition
o CajaSur.
The main goal o the project was to re-use the existing inrastructure
as much as possible, while ensuring optimal perormance or the
company’s workloads. Specically, CajaSur relied heavily on a custom
built Java-based application. IBM proposed leveraging innovative cloud
computing techniques to run both the CajaSur application and BBK
banking systems side-by-side. This was achieved using a virtualization
layer running across all servers supporting BBK and CajaSur’s desktop
computers, enabling BBK to avoid the signicant cost o purchasing
new PCs and increasing the administrative burden o managing this
i
Bilbao Bizkaia Kutxamanages a majoracquisitionWith smarter computing rom IBM
Overview
The need
Leading Spanish savings and equity
bank Bilbao Bizkaia Kutxa (BBK) recently
acquired CajaSur, a similar institution of
almost the same size as BBK. Managing
the merger of the two IT systems
represented a signicant challenge, with
the focus on maximizing use of existing
investments while ensuring infrastructure
resiliency was maintained.
The solution
In an ongoing project with IBM and the IT
company owned by BBK, the company
embarked on a journey towards smartercomputing. Leveraging sophisticated
virtualization technology and highly reliable
backup techniques, BBK has ensured
that the process of merging CajaSur’s
infrastructure is painless and cost-efcient.
The beneft
Exploited existing hardware investments
to the full, avoiding the cost of purchasing
approximately 3,000 desktop computers
for new staff, saving over 1 million EURO.
The IBM technology has contributed to a
20 percent reduction in IT costs, a saving
which is expected to increase as further
application development is undertaken.
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Smarter Computing
IBM Systems & Technology Group Bankin
BBK chose to replace its existing two IBM System z9 Enterprise Class
servers with two latest generation IBM zEnterprise 196 mainrame
systems, with a number o specialty engines deployed, including
IBM System z Integrated Inormation Processors (zIIPs), IntegratedFacility or Linux (IFL) processors and Internal Coupling Facility
(ECF) processors. The IBM zIIPs are designed to help ree-up general
computing capacity and lower overall total cost o computing or select
data and transaction processing workloads or business intelligence
(BI), ERP and CRM, and select network encryption workloads on
the mainrame. By choosing to activate specialty engines, BBK is able
to optimize perormance or specic workloads, ensuring the right
processor characteristics are applied to the appropriate jobs.
Maximizing business resiliency The IBM Global Technology Services team was also able to work
with BBK to design and implement a comprehensive backup and
recovery solution, based on a suite o IBM Tivoli sotware, high-end
IBM System Storage DS8800 disk systems and the IBM Virtualization
Engine TS7720. Featuring IBM Tivoli Storage Manager, the solution
automatically backs up the company’s critical business data, ensuring
that even in the event o a disaster, BBK can bounce back rapidly and
easily.
BBK also leverages IBM Geographically Dispersed Parallel Sysplex
(GDPS), an end to end application availability solution that provides
the capability to manage remote copy conguration and storage
subsystems to perorm ailure recovery rom a single point o control.In addition, the innovative latest generation Hyperswap eature has
been activated, enabling BBK to minimize impact to application
availability with disruptions measured in seconds rather than hours.
The HyperSwap unction may be perormed even i BBK’s primary
IBM System Storage disk subsystem is not operational, so can survive
such a ailure without continuous access to data. Overall, this allows the
BBK IT teams to manage the company’s two data processing centers as
a single resource, despite the 25 km distance between them.
IBM DB2 or z/OS ofers data warehousing capabilities, which
integrates seamlessly with BBK’s analytics sotware. Using the
inormation gathered by IBM DB2, BBK is able to carry out analysis
o customer habits and track perormance by branch and location –
insights that lead to better business decisions.
Designed for Data
• Leveraging IBM DB2 for data
warehousing, BBK uses the information
gathered as a basis for analysis ofcustomer habits and branch performance,
designed to optimize the performance
of the combined group by exploiting
synergies and customer opportunities.
Tuned to the Task
• The IBM System zEnterprise 196
offers superb scalability and exibility
to accommodate the new workloads
introduced by the merger with CajaSur.
Virtualized IBM BladeCenter HS22 servers
can be customized and rolled out quickly
to meet growth, optimized for BBK’s
different workloads.
Managed in the Cloud
• BBK has developed a private cloud
solution for employee desktops based
on IBM BladeCenter technology with a
Microsoft Hyper-V virtualization layer. This
enables the company to effectively and
efciently run the CajaSur infrastructure
in parallel with its own, ensuring that
the acquisition process is handled non-
disruptively, while exploiting existing
investments to the maximum.
Driving Innovation
• Smarter computing from IBM has made
it possible for BBK to manage a large-
scale acquisition with minimal disruption
to ongoing operation. The new solution
supports ongoing growth and ensures
that BBK is in the ideal position to explore
untapped opportunities.
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Smarter Computing
IBM Systems & Technology Group Bankin
Optimizing resource utilization with smarter
computing from IBM The solution has made it possible or BBK to exploit existing hardware
investments to the ull, avoiding the cost o purchasing approximately 3,000 desktop computers or new staf, translating into a saving over
1 million EURO. Furthermore, the IBM technology has contributed
to a 20 percent reduction in IT costs, a saving which is expected to
increase as urther application development is undertaken. Despite
the expansion in the IT inrastructure necessitated by the acquisition
o CajaSur, the streamlined and easy-to-manage IBM solution has
meant BBK has not needed to boost IT staf numbers. Indeed, BBK
estimates that the new inrastructure has boosted staf productivity by
approximately 30 percent, leading to better service or customers.
The merger with CajaSur has been undertaken with as little disruption
to everyday business operations as possible. The IBM solution ofers
the in-built scalability that enables BBK to approach uture growth
opportunities with condence it has the resources in place to handle
them.
The IBM backup solution ofers superb availability and resiliency or
BBK, which results in better service to clients. The company is able to
backup double the amount o data in hal the time, as compared with
the previous solution.
For more information
To learn more about smarter computing rom IBM and how we canhelp you integrate, automate, protect and transorm your IT, contact
your IBM sales representative or IBM business partner, or visit:
ibm.com /smartercomputing
“This project aims tointegrate and optimizeBBK management systems ollowing theintegration o Cajasur, inorder to be more efcient and better serve our
customers.” —Juan Miguel Abendaño, IT Director, Bilbao
Bizkaia Kutxa (BBK)
Solution Components
Software
• IBM® Tivoli® System Automation
• IBM Tivoli Storage Manager
• IBM Tivoli Provisioning Manager
• IBM Tivoli Monitoring
• IBM Tivoli Composite Application
Manager
• IBM WebSphere® Enterprise Service
Bus
• IBM WebSphere Application Server
• IBM Information Management System
(IMS™)
• IBM DB2®
• IBM Metro Mirror
• IBM z/OS®
• IBM z/VM®
• VMware
• Microsoft Hyper-V
Servers
• IBM zEnterprise™ 196
• IBM BladeCenter® HS22
• IBM System Storage® DS8800
• IBM System Storage TS7720
Virtualization Tape Server
Services
• IBM Global Technology Services
• IBM Software Services
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© Copyright IBM Corporation 2011
IBM España S. A.Santa Hortensia 26-2828002 MadridSpain
Produced in Spain June 2011
All Rights Reserved
IBM, the IBM logo, ibm.com, Tivoli, WebSphere, IMS, DB2, z/OS, z/VM,zEnterprise, BladeCenter and System Storage are trademarks o InternationalBusiness Machines Corporation, registered in many jurisdictions worldwide. A current list o other IBM trademarks is available on the Web at “Copyright andtrademark inormation” at: ibm.com/legal/copytrade.shtml .
Linux is a registered trademark o Linus Torvalds in the United States, othercountries, or both.
Microsot, Windows, Windows NT, and the Windows logo are trademarks o Microsot Corporation in the United States, other countries, or both.
Java and all Java-based trademarks and logos are trademarks o Sun Microsystems,Inc. in the United States, other countries, or both.
Reerences in this publication to IBM products, programs or services do not imply that IBM intends to make these available in all countries in which IBM operates. Any reerence to an IBM product, program or service is not intended to imply that only IBM’s product, program or service may be used. Any unctionally equivalent product,program or service may be used instead.
All customer examples cited represent how some customers have used IBM productsand the results they may have achieved. Actual environmental costs and perormancecharacteristics will vary depending on individual customer congurations andconditions.
IBM hardware products are manuactured rom new parts, or new and used parts.In some cases, the hardware product may not be new and may have been previously installed. Regardless, IBM warranty terms apply.
This publication is or general guidance only.
Photographs may show design models.
Pl R l
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IBM Systems and Technology Group
Case Study
Healthcare
University of Pittsburgh Medical Center (UPMC; www.UPMC.com) is
one of the leading non-prot health systems in the United States.
Headquartered in Pittsburgh, Pennsylvania, this USD$8 billion global
health enterprise currently employs almost 50,000 employees.
Creating the opportunity or next-generation
healthcareUPMC, an integrated global health enterprise, was looking to lower
cost and complexity of its IT infrastructure to enable the continued
investment in next-generation clinical systems. UPMC had pioneered a
new way of working based on the e-record, a group of systems where
every bit of patient information—tests, procedures, radiology images,
assessments, recommendations and medications—travels with the
patient and is always available to the medical team.
Unless it could nd a way to decouple the linear relationship between
data and processing power, UPMC faced the creation of a new USD
$80M data center to augment its existing IT processing capability. The
prospect of the new data center would not only have required
signicant capital investment, it would have also resulted in
permanently elevated management and operating costs, an increased
energy footprint, and diversion of time, money and resources that could
have otherwise been used to fuel continued innovation in improving
patient outcomes.
UPMC worked with IBM to help it lower cost and complexity of the
IT infrastructure capable of storing, managing, processing and securingits rapidly growing patient and clinical data. UPMC had also acquired
several hospitals along with numerous other care facilities, complicating
the IT picture.
Building an IT architectureor improved healthcaredelivery
Overview
The needUPMC wanted to lower the cost andcomplexity of its IT infrastructure toenable the continued investment innext-generation clinical systems,resulting in improved patienthealthcare delivery.
The solution
UPMC engaged in a phased, ITtransformation with IBM, leveragingconsolidation, standardization andvirtualization technologies toimplement a dynamic, virtualizedinfrastructure.
The beneft
UPMC achieved signicant IT costsavings and eliminated the need tocreate a new USD$80M data center,enabling the organization to invest inlife-saving healthcare innovations.During the last ve years, UPMC hasdoubled data center capacity with aat budget. UPMC reduced Unixservers from 162 to 14 and reducedWintel servers from 1200 to 16, whichreduced power and spacerequirements.
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IBM Systems and Technology Group
Case Study
Healthcare
UPMC had to address surging storage demands that had increased
328% over the last three years. Resource efciency was another huge
driver for the project. UPMC leaders saw that rising IT costs were
ultimately at odds with its long-term goals around innovation and
patient care, a dynamic likely to intensify given the ongoing tightening
of resources in the U.S. healthcare market.
Transorming IT to exceed all expectations o
perormanceUPMC initiated a large scale, USD$402 million partnership with IBM,
developing an IT transformation strategy carefully designed to
effectively uncouple growth from cost by leveraging consolidation and
standardization through virtualization technologies. Taking a phased
approach, IBM has worked with UPMC to design a dynamic,
virtualized infrastructure, consolidate and migrate mission-critical
applications to the new system, and optimize those applications tomaximize performance. Since the project was initiated, the demand for
information processing volume has grown even faster than the plan’s
initial aggressive expectations.
Leveraging a holistic approach to integration
UPMC worked with IBM to implement architectural changes that
allowed the healthcare organization to fully integrate their environment
in a holistic manner. The solution employs a common toolset based on
IBM Tivoli software, enabling UPMC to centrally manage the
infrastructure. UPMC combined this advanced infrastructure with a
portfolio of applications that delivers a modular, standardized solution
set for the health care environment. As a result, UPMC is able toquickly integrate new acquisitions into the network faster, enabling a
rapid realization of the operational and clinical goals.
Securing the promise o a transormed approach to IT
One important aspect of the overall strategy was empowering UPMC
to maintain control over the entire infrastructure, helping ensure the
sustainability of the IT transformation. IBM worked with UPMC to
achieve the appropriate level of governance, implementing a process
where a central IT Architecture Board reviews new workload
deployment requests. This helps ensure that these deployments meet
the established IT architectural requirements.
Designed or Data
• Implemented tiered storage for optimalaccess and efciency
• Master data management enabledintegration of patient data from electronicpatient medical records to create a single,secure “version of the truth”
• Enterprise data governance improved thesecurity and quality of trusted data
Tuned to the Task
• Designed a dynamic, virtualizedinfrastructure to transform workloadprocessing economics
• Consolidated and migratedmission-critical applications to the newsystem
• Optimized applications to ne-tune
performance• Achieve and maintain the appropriatelevel of governance via a process where acentral IT Architecture Board reviews newworkload deployment requests
Managed in the Cloud
• Implemented a common toolset based onIBM Tivoli software that enables UPMC tocentrally and efciently manage theinfrastructure
• Designed and implemented an advancedIntegrated Operations Center to provide7X24 monitoring of all systems
• System resources are dynamicallyre-allocated to meet user demands andwith complete transparency.
Driving Innovation
• Implemented a multi-year strategy todecouple data growth from IT costs,enabling UPCM to pursue breakthroughmedical transformation
• Higher quality, more accessible patientinformation results in fewer mistakes,faster response times, and improvedpatient outcomes.
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IBM Systems and Technology Group
Case Study
Healthcare
An inrastructure primed and ready or the shit to private cloud
IBM designed and implemented a comprehensive virtualization
framework for UPMC, ensuring that the redesigned infrastructure
would be optimized for the eventual move to a true private cloud
environment. Once this transition to private cloud is complete, UPMC will be in a position to fully realize the positive shift in IT economics
that this new sourcing model will potentially deliver.
Achieving healthcare innovation through IT
efciency Today, with the project past the halfway mark, the collaboration between
UPMC and IBM has already met the original expectations—and in
many ways, exceeded them. As a result of their IT transformation,
UPMC achieved IT cost savings of over $160 million over 5 years.
Storage technology has shortened backup times by 20 percent and
recovery times by 50 percent. And consolidation efforts have eliminatedthe need for UPMC to create a new data center, enabling the
organization to invest in life-saving healthcare innovations.
“Today most of our servers are virtual, not physical,” explains Paul
Sikora, UPMC VP of IT Transformation. “The virtualized
infrastructure exes to meet processing peaks; the staff can respond to
the demands of UPMC faster. We are more productive, more agile, and
more reliable, at a lower cost point. I can not imagine servicing the
needs of UPMC without this kind of technology and infrastructure.”
For more inormation
To learn more about smarter computing from IBM and how we canhelp you integrate, automate, protect and transform your IT, contact
your IBM sales representative or IBM Business Partner, or visit:
ibm.com /smartercomputing
Solution Components:
Sotware
• IBM® AIX®
• IBM Tivoli® Storage Manager• IBM Tivoli Monitoring software• IBM Tivoli Composite Application
Manager for Response Time Trackingsoftware
• IBM Tivoli Netcool software
• IBM TotalStorage Productivity Center forData software
• IBM WebSphere® Message Broker
• IBM WebSphere Application Server
• Cognos® Business Intelligence
Hardware
• IBM Power® 595• IBM Power 770
• IBM XIV® Storage Systems• IBM BladeCenter® HS21• IBM System Storage® TS7650
ProtecTIER®
Services
• IBM GTS ITS IT Strategy and Architecture• IBM GTS ITS Middleware: Service
Management Implementation Services
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© Copyright IBM Corporation 2011
IBM CorporationSystems and Technology GroupRoute 100Somers, NY 10589U.S.A.
Produced in the United States of America May 2011 All Rights Reserved
IBM, the IBM logo, ibm.com, Power Systems, ProtecTIER, System Storage, Tivoli, WebSphere, and XIV are trademarks of International Business Machines Corp.,registered in many jurisdictions worldwide. Other product and service names might
be trademarks of IBM or other companies. A current list of IBM trademarks isavailable on the web at “Copyright and trademark information” atibm.com/legal/copytrade.shtml
Intel is a trademark or registered trademark of Intel Corporation or its subsidiaries inthe United States and other countries.
Microsoft and Windows are trademarks of Microsoft Corporation in the UnitedStates, other countries, or both.
Linux is a registered trademark of Linus Torvalds in the United States, othercountries, or both.
References in this publication to IBM products or services do not imply that IBMintends to make them available in all countries in which IBM operates.
Each IBM customer is responsible for ensuring its own compliance with legal
requirements. It is the customer’s sole responsibility to obtain advice of competentlegal counsel as to the identication and interpretation of any relevant laws andregulatory requirements that may affect the customer’s business and any actions thecustomer may need to take to comply with such laws. IBM does not provide legaladvice or represent or warrant that its services or products will ensure that thecustomer is in compliance with any law.
This customer story is based on information provided by UPMC and illustrates howone organization uses IBM products and services. Many factors may have contributedto the results and benets described; IBM does not guarantee comparable resultselsewhere.
POC03063-USEN-03
Please Recycle
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Smarter Computing
IBM Systems & Technology Group Consumer Product
LEGO Company ( www.LEGO.com) is one o the world’s leading
manuacturers o play materials or children. With revenues o
USD1.57 billion, the company employs an estimated 8,000 peoplearound the world.
Securing the foundation for innovation and
growth When increased competition rom online and similar digital toys and
games combined with already erce competition in its more traditional
retail markets, LEGO—a privately owned and amily-run business—
boldly reshaped its corporate strategy and transormed its culture to
ocus aggressively on innovation. Following this strategy, the company
has rapidly introduced new products, LEGO Games Systems, and
signed agreements with Lucaslm® or LEGO Star Wars® characters,
as well as new channels to market. Among LEGO’s business needs
were rapid product development, scalable operations or new retail
stores and manuacturing plants and always-on logistics to manage
international manuacturing and distribution.
Designing the building blocks of an integrated
infrastructure To support this new business strategy, LEGO turned to IBM or help
in transorming its IT inrastructure rom a mix o legacy systems and
applications to an integrated, agile platorm or supporting business
growth. Working with IBM on a multi-year, phased approach, LEGO
consolidated its enterprise inrastructure to dual datacenters that now
support all the company’s business applications, across all its global
locations, through a matrix o server, operating system, network and
storage services.
Esben Viskum, Senior Director, LEGO Service Center, says,
“Integration really makes a dierence to the way we can go to market.
We have one copy o the data, one system, running in the background.
All prices, costs and manuacturing, and all campaigns and initiatives
are driven the same way rom the same data or all countries.”
LEGO: Building the ITblueprints for businessgrowth
Overview
The need
Staying relevant in the retail toy
market requires rapid development
and deployment of new products and
markets. To support this, LEGO needed a
exible IT infrastructure that could quickly
scale.
The solution
Working with IBM, LEGO has engaged
in a phased, multi-year IT transformation
that has used consolidation, virtualization
and standardization technologies to
create a dynamic infrastructure.
The beneft
LEGO estimates business benets
worth USD150 million on technology
investments of approximately USD45
million that have been made to simplify
and streamline its applications and
infrastructure.
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Smarter Computing
IBM Systems & Technology Group Consumer Product
Increasing market velocity through automation
technologyConsolidation and standardization in the data center also enabled
LEGO to automate critical business processes. For example, nowdata rom dierent company locations, as well as rom the company’s
suppliers and retailers, is automatically transerred to the company’s
main system and analyzed, signicantly improving production planning
and orecasting across its manuacturing sites in Denmark, Czech
Republic, Hungary and Mexico.
Securing the alignment of business and IT
strategy Making sure LEGO was empowered to manage and control its new
inrastructure was vital to the success and sustainability o its IT
transormation. To create an appropriate level o governance, LEGOestablished clear processes to document its business strategy and
requirements through relationship managers who read unit business
plans and convert them into an IT business case. Once implemented,
the IT department provides the services and measures the results,
enabling LEGO to rapidly respond to changing requirements.
Additionally, all LEGO data is secured with advanced high availability,
backup, archive and disaster recovery technology, meeting internationa
regulatory standards and controlling business risk.
Making private cloud fully operationalLEGO’s IT inrastructure has reed IT rom becoming a bottleneck
to business growth. Using IBM and third-party solutions, LEGO has
created a private cloud platorm on which each application is allocated
the processor, memory, network and storage resources required to
deliver the necessary business service levels. Individual physical servers
can be added, upgraded or retired without interrupting the service
delivery.
For example, during peak seasonal sales periods, web applications are
allocated additional application servers rom the cloud resources with
no procurement, conguration or deployment delay. Ater the peak has
passed, the resources are released and made available or use as needed
by other workloads, optimizing efciency and increasing operationalagility.
Putting IT at the service of business Transorming its IT inrastructure to support an agile business strategy
is reaping signicant rewards or LEGO, helping uel a 22 percent
increase in business. LEGO estimates that, based on its technology
investments o USD45 million, made to simpliy and streamline
applications and inrastructure, it will realize business benets worth
some USD150 million.
Designed for Data
Sales data from multiple channels around•
the world are consolidated and analyzed
to improve production planning andforecasting.
Tuned to the Task
All LEGO data is secured with advanced•
high availability, backup, archive and
disaster recovery technology, meeting
international regulatory standards and
controlling business risk.
Managed in the Cloud
Designed and built an IT infrastructure•
that enables rapid development of
new markets and products. Employs a
cookbook approach to rapidly deploying
new workloads.
Driving Innovation
Worked with IBM to design and•
implement a private cloud platform
based on consolidation, virtualization
and standardization technologies.
Transformed IT from an inhibitor of
business to an accelerator of growth and
innovation.
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Smarter Computing
IBM Systems & Technology Group Consumer Product
By consolidating and integrating, LEGO has simplied and
streamlined data and processes across its operations around the world.
Consolidation has also enabled investment in areas such as data
governance, security, management and control. LEGO is also achieving very high resource utilization through virtualization technologies. And
a template approach is enabling IT to deploy new workloads quickly,
starting small and growing ast.
According to Viskum, “Due to the architecture and design o the
cloud-based LEGO Matrix, IT is not a bottleneck on growth. When
the executives make the decision to open a new ofce or shop, we have
a template or rollout that we can apply to the solution, ensuring that
we have the right total cloud capacity, and the IT services are ready and
waiting.”
For more information To learn more about smarter computing rom IBM and how we can
help you integrate, automate, protect and transorm your IT, contact
your IBM sales representative or IBM business partner, or visit:
ibm.com /smartercomputing
“Due to the architectureand design of the cloud-based LEGO Matrix,
IT is not a bottleneck on growth.”
— Esben Viskum, Senior Director, LEGO Service
Center
Solution Components
Software
IBM• ® AIX®
IBM PowerHA • ®
BM Tivoli• ® Storage Manager
IBM Tivoli Netcool• ® /Webtop
IBM Tivoli Netcool/OMNIbus Probe•
IBM Tivoli Composite Application•
Manager
IBM Tivoli Monitoring•
IBM Tivoli Enterprise Console•
IBM Tivoli Network Manager•
IBM Tivoli Performance Analyzer•
IBM System Storage• ® SAN Volume
Controller
IBM TotalStorage Productivity Center•
Servers
IBM Power• ® 570
IBM BladeCenter• ® HS22 blade servers
IBM System x3650 servers•
IBM System Storage DS4800•
IBM System Storage DS8700•
IBM Tape Library•
Services
IBM Global Financing•
IBM Global Technology Services –•
Maintenance and Technical Support
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© Copyright IBM Corporation 2011IBM Danmark ApSNymoellevej 912800 Kgs. Lyngby Denmark
Produced in Denmark June 2011 All Rights Reserved
IBM, the IBM logo, ibm.com, AIX, PowerHA, Tivoli, Netcool, Power,BladeCenter and System Storage are trademarks o International Business MachinesCorporation, registered in many jurisdictions worldwide. A current list o other IBMtrademarks is available on the Web at “Copyright and trademark inormation” at:ibm.com/legal/copytrade.shtml .
Reerences in this publication to IBM products, programs or services do not imply that IBM intends to make these available in all countries in which IBM operates. Any reerence to an IBM product, program or service is not intended to imply that only IBM’s product, program or service may be used. Any unctionally equivalent product,program or service may be used instead.
All customer examples cited represent how some customers have used IBM productsand the results they may have achieved. Actual environmental costs and perormancecharacteristics will vary depending on individual customer congurations andconditions.
IBM hardware products are manuactured rom new parts, or new and used parts.In some cases, the hardware product may not be new and may have been previously installed. Regardless, IBM warranty terms apply.
This publication is or general guidance only.
Photographs may show design models.
Pl R l
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Haddon Hill cuts millionsoff IBM WebSpheredeployments
IBM Software Case Study
Overview
The need
Organizations need a faster, less cost-
intensive method of implementing large
IBM® WebSphere® environments than
manually deploying the software to indi-
vidual servers and managing constantly
changing configurations.
The solution
IBM Business Partner Haddon Hill Group
can help companies reduce the cost
of maintaining large deployments of
IBM WebSphere environments by imple-
menting IBM WebSphere CloudBurst™
Appliance.
The benefit
● Projected 7-figure savings for large
WebSphere implementations● 100 times faster time to market
(hours versus 40 - 60 days)● Elimination of errors resulting from
incorrect server configurations
With high operating costs and underused servers consuming space and
power, enterprise data center staffs feel increasing pressure to better
use existing resources and reduce costs.
Over the last 12 years, new hardware expenditures have been roughly
flat against inflation. Despite this relatively slow growth in hardware,
power and cooling costs have grown at roughly four times the rate of
inflation. But this is still a relatively small percentage of total spend.
Server management and administrative costs are growing at eight times
the rate of inflation, and at roughly 70 percent, comprise the majority
of all data center costs.
IT environments, particularly development and test environments,
often total many different servers, all running at low utilization. In
addition to consolidating servers to reduce power and space costs,
reducing operational costs is critical to reducing growing datacenter costs.
Much of the administrative cost is driven by the number of steps and
decisions involved in designing, installing, configuring and maintaining
solutions comprised of different software components. For example,
administration of an application server environment solution includes
installing, configuring and applying patches to the operating systems,
middleware and application software across multiple servers. What’s
needed is a faster, easily repeatable process to get IT environments up
and running for development and test uses and for designing, configur-
ing and maintaining highly available, robust production environments.
Haddon Hill Group helps save millionsOn the forefront of the effort to help customers reduce cost and gain
efficiencies in deploying their enterprise IBM WebSphere environ-
ments is IBM Business Partner Haddon Hill Group, based in
Oakland, California.
Haddon Hill Group was founded in 2003 to address the growing need
to link IT investment to business value in organizations that rely on
complex computer systems.
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IBM Software Case Study
“The important thing about the
IBM WebSphereCloudBurst Appliance is that it will dispense aWebSphere ApplicationServer image onto your WebSphere ApplicationServer environment or
private cloud, and that
application server will beready in a few minutes.”
—Phil Schaadt, President and CTO,
Haddon Hill Group
“Leaders of large IT operations must deliver highly reliable services
across a growing array of applications despite tightly constrained budg-
ets,” says Phil Schaadt, president and CTO of the Haddon Hill Group.
“For managers of high-volume, high-complexity, business-critical IT
infrastructures, Haddon Hill Group can help improve financial controland performance, governance, reliability and service support using con-
sulting, analysis, hands-on engineering and facilitation methodologies.”
Haddon Hill Group helps its clients to produce measurable and finan-
cially justified returns by solving difficult problems that call for a small
group of experienced senior professionals, not commodity staff aug-
mentation. Most of its projects involve leading and assisting client
teams. The group also has experience managing onshore/offshore
teams for multiple clients and projects.
Managing computing resources cost-effectivelyFor managing complex IBM WebSphere Application Server environ-
ments, the Haddon Hill Group chooses IBM WebSphere CloudBurst
Appliance with IBM WebSphere Application Server Hypervisor
Edition for 6.1 and 7.0.
IBM has introduced a set of WebSphere cloud computing technologies
that enable organizations to rapidly assemble and deploy applications
into a private cloud. New additions include a family of Hypervisor
Edition products, each configured and tuned for use in virtualized
environments. This growing family of products currently includes:
IBM WebSphere Application Server Hypervisor Edition for 6.1 and
for 7.0, IBM WebSphere Process Server Hypervisor Edition,IBM WebSphere Portal Server Hypervisor Edition, and the newly
announced IBM WebSphere Business Monitor Hypervisor Edition and
IBM WebSphere Message Broker Hypervisor Edition.
The second cloud computing technology is the IBM WebSphere
CloudBurst Appliance. The WebSphere CloudBurst Appliance lever-
ages pre-configured Hypervisor Edition products to rapidly and
securely dispense virtual images into the cloud.
Seven-figure savings The WebSphere CloudBurst Appliance provides high business value
through increased efficiency, cost-effectiveness and usability of WebSphere topologies in a data center.
“The important thing about the IBM WebSphere CloudBurst
Appliance is that it will dispense a WebSphere Application Server
image onto your WebSphere Application Server environment or pri-
vate cloud along with other products within the WebSphere stack, and
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IBM Software Case Study
Solution components:
Hardware
●
IBM® WebSphere® CloudBurst™ Appliance
Software
● IBM WebSphere Application Server
Hypervisor Edition for 7.0 and 6.1● IBM WebSphere Message Broker
Hypervisor Edition● IBM WebSphere Process Server
Hypervisor Edition for 7.0 and 6.2
that application server will be ready in a few minutes,” says Schaadt.
“You can do it in a clustered environment. And you can even roll out
IBM WebSphere Process Server and get it right in a fully clustered
environment with a database connection, in about 90 minutes. You can
also easily manage all the configurations of IBM WebSphere ProcessServer that you need. All the steps that took up so much time and
effort on the part of IT staff have been removed. The savings for com-
panies with large WebSphere implementations can be in the millions.”
Haddon Hill Group performs demonstrations in its customers’ confer-
ence rooms that show how fast WebSphere implementations can
be performed with WebSphere CloudBurst Appliance. “We show
deployments that currently take 40 to 60 days taking place in a
couple of hours,” says Schaadt. “That comes as jaw-dropping news to
management.”
More agile use of WebSphere environmentsIBM WebSphere Application Server Hypervisor Edition is optimized
for using WebSphere Application Server in virtualized environments
on top of select hypervisors.
The Hypervisor Edition facilitates a more agile use of WebSphere
Application Server by providing a rapid setup or tear down of the
WebSphere Application Server environments. It contains a pre-
installed, preconfigured, OS-included binary image of WebSphere
Application Server from which virtual machines can be created and
deployed on hypervisors.
Bring your own cloud The customers’ own hardware is used to create the cloud or the envi-
ronment into which WebSphere virtual images are dispensed and
managed by the appliance. In addition to x86 machines, WebSphere
CloudBurst Appliance can be implemented with IBM Power Systems™
and PowerVM™-based deployments of WebSphere Application
Server, as well as on IBM z/VM® environments.
“The WebSphere CloudBurst Appliance represents savings in power,
hardware and floor space, but mostly it is the consolidation and opera-
tional cost savings that companies will appreciate,” says Schaadt. “This
is a configuration and optimization offering, and represents significantopportunities for companies to consolidate servers on a much lower
number of machines with the correct, repeatable configuration that can
be managed and maintained with much less effort. It’s making sure that
your middleware is provisioned properly and your application runs on
it. You can reduce your cycle time, your error rate, the overhead of
managing it, and the server and license expenses.”
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For more informationContact your IBM sales representative or IBM Business Partner, or
visit us at: ibm.com /software/webservers/cloudburst
For more information about the Haddon Hill Group, visit:
www.haddonhillgroup.com
Additionally, financing solutions from IBM Global Financing can
enable effective cash management, protection from technology obso-
lescence, improved total cost of ownership and return on investment.
Also, our Global Asset Recovery Services help address environmental
concerns with new, more energy-efficient solutions. For more informa-
tion on IBM Global Financing, visit: ibm.com /financing
WSC14248-USEN-00
© Copyright IBM Corporation 2010
IBM CorporationSoftware GroupRoute 100Somers, New York 10589U.S.A.
Produced in the United States of AmericaDecember 2010 All Rights Reserved
IBM, the IBM logo, ibm.com, CloudBurst, Power Systems, PowerVM, WebSphereand z/VM are trademarks or registered trademarks of International Business Machines Corporation in the United States, other countries, or both. If these andother IBM trademarked terms are marked on their first occurrence in thisinformation with a trademark symbol (® or ™), these symbols indicate U.S.registered or common law trademarks owned by IBM at the time this information was published. Such trademarks may also be registered or common law trademarksin other countries. A current list of IBM trademarks is available on the web atibm.com /legal/copytrade.shtml
Other product, company or service names may be trademarks or service marks of
others.
This case study is an example of how one customer uses IBM products. There is noguarantee of comparable results.
References in this publication to IBM products and services do not imply thatIBM intends to make them available in all countries in which IBM operates.
For further information on Haddon Hill Group, visit: www.haddonhillgroup.com
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Overview
Getronics
Zoetermeer, The Netherlands
www.getronics.com
Industry
Computer Services•
ProductsIBM•
® BladeCenter® LS41,
LS21, HS21
IBM System Storage•™ DS8300
IBM System Storage DS4800•
IBM System Storage SAN•
Volume Controller
IBM System x•®3850 and
System x3250 with IBM Director
IBM Tivoli•® Provisioning Manager
IBM Tivoli Storage Manager•
IBM Tivoli Storage Productivity•
Center
IBM XIV•® Storage System
Services
IBM Software Group Services•
For more information, visit:
ibm.com /tivoli
Case Study QuickView
Getronics reduces time to market from as long as four weeks
to a few hours with IBM software
With worldwide revenue of €1.9 billion, Getronics is a leading ICT
service-provider, delivering workspace management services,
connectivity, datacenters and consultancy to help organizations
and their employees to improve performance.
Challenge
Getronics’ success is based on its ability to deploy new client services quickly and
cost-effectively while maintaining high-quality service. However, as its infrastructuregrew and number of clients increased, Getronics IT staff found it increasingly difficult
to build new hosted services for its clients. Each environment was individualized
and used a wide variety of domains and infrastructure components. It could take up
to four weeks from design through implementation and require several IT support
groups to manage service levels. As a result, executives found that the cost of
service del ivery was exceeding market standards and the delays were preventing
the company from moving to a new pay-per-use service model.
Solution
Getronics’ new Utility Hosting service is built on a dynamic infrastructure that
employs IBM® Integrated Service Management solutions for provisioning and
storage management to help staff rapidly switch on and off cloud environments and
proactively increase capacity as needed. Now, as customers request new services,
Getronics IT staff use an internally developed portal to input the technologies and
capacity needed, number of users to be supported, service-level requirements
and other key information. The portal communicates the information directly to IBM
Tivoli® Provisioning Manager, which then directs IBM Tivoli software and third-party
tools to dynamically provision the necessary server, network, operating system and
storage resources. For example, Tivoli Provisioning Manager communicates with
IBM Tivoli Storage Productivity Center and IBM Tivoli Storage Manager to provi-
sion the required storage resources and set up the appropriate backup schedules.
Between 40 and 60 new services are provisioned each week and about 40 terabytes
of new or changed client data is backed up each night. In total, IBM System Storage™
disks maintain about 9 petabytes of client data. IBM Software Group Services
worked closely with Getronics staff to develop the Tivoli Provisioning Manager
workflows so that the company could support multiple customers simultaneously.
“IBM Tivoli Provisioning
Manager helped us reduce
time to market for new
services from weeks to hours
and substantially lower TCO.”
—Harold Nelissen, Global Practice
Manager, Getronics
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© Copyright IBM Corporation 2010
IBM Corporation
Software Group
Route 100
Somers, NY 10589
U.S.A.
Produced in the United States of America
January 2010
All Rights Reserved
IBM, the IBM logo, ibm.com and Tivoli are
trademarks of International Business Machines
Corporation, registered in many jurisdictions
worldwide. A current list of IBM trademarks is
available on the Web at “Copyright and trademark
information” at ibm.com /legal/copytrade.shtml.
Other company, product or service names may be
trademarks or service marks of others.
The information contained in this documentation
is provided for informational purposes only. Whileefforts were made to verify the completeness
and accuracy of the information contained in
this documentation, it is provided “as is” without
warranty of any kind, express or implied. In addition,
this information is based on IBM’s current product
plans and strategy, which are subject to change by
IBM without notice. IBM shall not be responsible
for any damages arising out of the use of, or
otherwise related to, this documentation or any
other documentation. Nothing contained in this
documentation is intended to, nor shall have the
effect of, creating any warranties or representations
from IBM (or its suppliers or licensors), or altering
the terms and conditions of the applicable license
agreement governing the use of IBM software.
TIC14093-NLEN-00
Automating provisioning processes has enabled the company to reduce implemen-
tation times from as long as four weeks to just a few hours. As a result, Getronics
can cost-effectively expand existing service contracts and rapidly add new clients
for increased revenue. What’s more, executives credit the reduced implementation
times as essential in enabling the company’s launch of pay-per-use services that
advance its competitive position. According to staff, a credible pay-per-use offering
depends on an agile environment that can scale up or down in hours—not weeks.
The environment also standardizes technologies to reduce the number of variables
support staff must deal with. This has helped improve the quality of service delivered
and cut the time required to manage a customer’s environment from 56 hours perserver per year to 12 hours per server per year—a substantial savings given the
nearly 800 servers, including more than 400 IBM BladeCenter® systems and IBM
System x® servers, currently under management via the Utility Hosting offering.
By the end of 2009, the company will more than triple the number of servers
under management.
Benefts
Enables company to launch new pay-per-use service model that differentiates•
it from other hosting providers
Nearly 80 percent reduction in management costs per server per year•
Reduced time to market for new services from as long as four weeks to just a•
few hours
“Getronics sets an example for how a dynamic infrastructure
from IBM can help companies gain competitive advantages
and deliver new services that would otherwise not be possible.”
—Johan Arts, Tivoli Sales Leader – Benelux, IBM
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Smarter Computing
Based in Cinisello Balsamo, Italy, Call & Call Holding is the parent com-
pany of a network of call and contact centers distributed throughout Italy.
With around 2,800 operators and 1,600 workstations, it outsources ser-
vices to companies centered on customer service and telemarketing.
Setting the pace in a fast-moving, competitive
industry The call center industry is an increasingly competitive marketplace. To
keep up with customer demands and provide quality customer service,
Call & Call needed to regularly upgrade PCs in each call center and fre-
quently recongure systems to support customer applications. Call &
Call had an outdated end user IT infrastructure and needed to increase
eciency in order to reduce IT costs and speed workstation provision-
ing. The company also wanted to centrally manage all of its distributed
end users and provide simplied and secure access to information.
Improved IT management and increased com-
puting power With an increasing number of resources required to manage and main-
tain thousands of desktop PCs, Call & Call teamed with IBM Global
Technology Services to architect an IBM Smart Business Desktop Cloud
solution. This new IT solution was based on Wyse full streaming client
technology and aimed to simplify IT operations and manage all appli-
cations from a single, central location. Call & Call wanted to use virtu-
alized desktops to eliminate the need for desk-side maintenance, deliver
energy cost savings and provide Call & Call employees with access to
better computing power for use with the most intensive multimedia appli-cations and comprehensive customer data.
Improving global callcenter operations throughIT transormation
Overview
The need
Call & Call had an outdated end user IT inra-
structure and needed to increase efciency
in order to reduce IT costs and speed work-
station provisioning.
The solution
The company worked with IBM to engage
in an IT transormation, architecting an
IBM Smart Business Desktop Cloud solu-
tion based on Wyse ull streaming client
technology.
The beneft
Call & Call reduced management rom 1,200
computers to one single operating system
image and one application image per appli-
cation, and it projected operational savings
o up to 50 percent and energy cost savings
o €100,000.
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Smarter Computing
“The combination of IBM and Wyse cloud client computing solutions
has strengthened the continued success of delivering a new level of ex-
ibility to support our joint customers’ business demands and adapt for
change,” says Mark Jordan, vice president, EMEA, Wyse.
Centralizing management and data storage through eective
integration
As part of the transformation, Call & Call is migrating workstations from
ve sites across Italy to a centralized location. IBM Global Technology
Services installed one IBM BladeCenter E Chassis housing four IBM
BladeCenter HS22 servers running VMware technology in Settimo
Milanese, Italy. Additionally, one IBM BladeCenter HS22 server run-
ning the Microsoft® Windows® operating system with Wyse Streaming
Manager technology was installed at each call center site.
Automating the tedium o user updates
The desktop cloud environment provides automatic updates to all end
devices when an application needs to be upgraded or new software is con-
gured, easing IT management and minimizing employee downtime.
Leveraging the desktop cloud environment, Call & Call can simply
update the virtual desktop environment via the server. Additionally, data
is managed over the security-rich data center servers and is no longer
stored on the client side.
Improved security and sotware license management
The IBM Smart Business Desktop Cloud and Wyse thin-client solu-
tions provide vastly improved security for Call & Call, with the added
benet of increasing operational eciency through centrally managed
workstations. In addition, the new solution is expected to reduce the need
for device management, simplify software license management and lower
overall energy consumption for the organization, resulting in signicant
cost savings.
Expanding the desktop cloud into the uture
Call & Call has achieved signicant success by virtualizing desktops and
implementing the cloud environment. In the future, Call & Call plans to
further expand its desktop cloud environment. “The savings in virtualizing
our desktops allowed us to improve the capacity of each system and pro-
vided a 90 percent reduction in energy savings, but the most important
benet has been our savings in personnel costs for deploying, upgrad-ing and managing software and systems,” says Fabio Mattaboni CIO,
Call & Call.
Integrated
• Migrated workstations rom among fve
sites across Italy to a centralized location
using IBM Smart Business DesktopCloud and technology rom Wyse
• Installed our IBM BladeCenter® HS22
servers running VMware technology at
the central server arm located in Settimo
Milanese, Italy
Automated
• Enabled automatic updates to all end
devices when an application needs to
be upgraded or new sotware is confg-
ured, easing IT management and mini-
mizing employee downtime
• Gained the ability to update the virtual
desktop environment via the server, while
data is managed over the security-richdata center servers and is no longer
stored on the client side
Secured
• Leveraged the IBM Smart Business
Desktop Cloud and Wyse thin-client
solutions to vastly improve security and
simpliy sotware license management
Transormed
• Architected a Smart Business Desktop
Cloud solution based on Wyse ull
streaming client technology
• Streamlined IT operations and gained
the ability to manage applications roma single, central location
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Smarter Computing
Achieving increased efficiency, scalability and
return on investment With the new Smart Business Desktop Cloud solution from IBM Global
Technology Services, Call & Call was able to reduce management frommore than 1,200 geographically distributed computers to one single oper-
ating system image and one application image per application typology.
The drastic management improvement directly resulted in a cost reduc-
tion for the company. Additionally, the new solution allowed Call & Call
to dramatically reduce the eort of end user device management, reduce
software management and signicantly reduce power consumption.
The IBM BladeCenter infrastructure provides advantages like ease of
scalability and ease of integrated management of storage and network-
ing. In addition, the user experience is not aected because each user con-
tinues to have an individual desktop environment. The organization is
projecting to cut support and operational costs by up to 50 percent whenthe project is completed, thanks to the reduction in user help desk calls
and almost complete avoidance of onsite services. It also expects energy
savings of almost €100,000 in three years.
“IBM’s experience in services and our expertise in creating a cloud com-
puting infrastructure has allowed us to help clients simplify their entire
enterprise and become more exible to adapt to changing market needs.
Together, IBM and Call & Call have created a solution to make desk-
tops more exible and ecient while cutting energy and IT costs with
the use of IBM’s Smart Business Desktop Cloud,” says Rich Esposito,
vice president, workplace services, IT strategy services, IBM.
For more information To learn more about smarter computing from IBM and how we can
help you integrate, automate, secure and transform your IT, contact
your IBM sales representative or IBM Business Partner, or visit:
ibm.com /smartercomputing
For more information about Call & Call Holding, visit:
www.callecall.it
Solution Components
Sotware
• VMware• Microsot Windows
Servers
• IBM System Storage® DS3400
• IBM BladeCenter E Chassis housing our
IBM BladeCenter HS22 servers
• Wyse ull streaming client
Services
• IBM Global Technology Services
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© Copyright IBM Corporation 2011
IBM Systems and Technology GroupRoute 100Somers, NY 10589U.S.A.
Produced in the United States of AmericaFebruary 2011 All Rights Reserved
IBM, the IBM logo, and ibm.com are trademarks or registered trademarks of Interna-tional Business Machines Corporation in the United States, other countries, or both.If these and other IBM trademarked terms are marked on their rst occurrence in thisinformation with a trademark symbol (® or ™), these symbols indicate U.S. registeredor 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 ibm.com /legal/copytrade.shtml
Microsoft and Windows are trademarks of Microsoft Corporation in the United States,other countries, or both.
Other company, product and service names may be trademarks or service marksof others.
References in this publication to IBM products, programs or services do not imply that IBM intends to make these available in all countries in which IBM operates.Oerings are subject to change, extension or withdrawal without notice. All clientexamples cited represent how some clients have used IBM products and the resultsthey may have achieved.
THE INFORMATION IN THIS DOCUMENT IS PROVIDED “AS-IS” WITHOUT ANY WARRANTY, EITHER EXPRESSED OR IMPLIED.
BLC03061-USEN-00
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Case Study
IBM Software Group Energy and Utilities
Siemens Energy, part o the Siemens Group in India, oers
power generation, transmission and distribution or the growing
world economy. Headquartered in Mumbai, the company provides
comprehensive services or complete power plants and or rotatingmachines such as gas and steam turbines, generators and compressors.
ChallengeFor salespeople to do their jobs eectively, they need visibility
into the latest inormation and processes involving their customers.
This requires harmonizing disparate applications such as Enterprise
Resource Planning (ERP) and Customer Relationship Management
(CRM). I such systems are incompatible, they must be integrated.
The integration can be complicated i one application resides
on-premises and the other in the cloud.
Siemens Energy, a division o the company’s global manuacturing
organization, aced this challenge when it needed to integrate its SAP
sotware or ERP with Salesorce.com, the cloud-based CRM service.
Data rom SAP was not being updated in Salesorce.com on a timely
basis, impeding the sales cycle because sales sta was denied access to
the latest inormation about customers.
Criteria or the integration project included a platorm that could
handle complex integrations or a global enterprise and scale or uture
growth. With sales and customer service hanging in the balance,
Siemens Energy needed to accomplish the integration without delay.
SolutionSiemens Energy implemented the IBM WebSphere® Cast Iron®
Cloud solution, which provides preconfgured integrations or
hundreds o leading enterprise and cloud applications, including
Salesorce.com and SAP. The product simplifes complex integration
projects by using uses a “confguration, not coding” approach with
Siemens Energy improves
sales productivity withclient data integration IBM WebSphere Cast Iron Cloud solution’s easy-to-use templates enable project completionin just two weeks
Overview
www.siemens.co.inMumbai, India
Industry
Energy and Utilities
Solution Components:
Software
• IBM WebSphere® Cast Iron® Cloud
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© Copyright IBM Corporation 2011
IBM CorporationSotware GroupRoute 100Somers, NY 10589U.S.A.
Produced in the United States o America July 2011 All Rights Reserved
IBM, the IBM logo, ibm.com, Cast Iron and WebSphere are trademarks o International Business Machines Corp., registered in many jurisdictions worldwide. Other product and service names might be trademarks o IBM
or other companies. A current list o IBM trademarks is available on the Web at “Copyright and trademark inormation” atibm.com /legal/copytrade.shtml
Other company, product, or service names may be trademarks or servicemarks o others. The inormation contained in this documentation isprovided or inormational purposes only. While eorts were made to veriy the completeness and accuracy o the inormation contained in thisdocumentation, it is provided “as is” without warranty o any kind, expressor implied.
In addition, this inormation is based on IBM’s current product plans andstrategy, which are subject to change by IBM without notice. IBM shall notbe responsible or any damages arising out o the use o, or otherwise relatedto, this documentation or any other documentation.
Nothing contained in this documentation is intended to, nor shall have theeect o, creating any warranties or representations rom IBM (or itssuppliers or licensors), or altering the terms and conditions o the applicablelicense agreement governing the use o IBM sotware.
Reerences in this publication to IBM products or services do not imply thatIBM intends to make them available in all countries in which IBM operates.
All customer examples described are presented as illustrations o how thosecustomers have used IBM products and the results they may have achieved. Actual environmental costs and perormance characteristics may vary by customer.
EUC03013-USEN-00
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easy-to-use templates. It oers mashups to present a single
unifed view o data rom dierent applications; process
integration to orchestrate business processes across cloud
and on-premise applications; and data cleansing and migration
rom existing systems to cloud-based applications in real time.
These capabilities helped Siemens Energy complete its initial
SAP-to-Salesorce.com integration in just two weeks. The
project delivered bidirectional connectivity or data on invoices
and orders, enabling sales sta to view customer data within
Salesorce.com in real time. The project was used as a template
or subsequent projects involving synchronization o customer
and project master data in SAP with Salesorce.com. The ease
o use and reusable templates led Siemens to capitalize on the
WebSphere platorm or other projects and within other
divisions as well, including Siemens Communications.
Benefts• Achieved ast time to value thanks to “confguration, not
coding” approach to integration
• Accelerated adoption o Salesorce.com by sales sta as a
result o improved user interace
• Increased sales productivity, reduced cycle times and
enhanced customer credibility rom real-time visibility
into needed inormation
For more inormation
To learn more about WebSphere Cast Iron Cloud technology,please contact your IBM representative or IBM Business
Partner, or visit:
ibm.com /software/integration/cast-iron-cloud-integration/
“By harmonizing inormation and processes between SAP and Salesorce.com, weincreased adoption o Salesorce.com by our
sales team and improved the efectiveness o
our sales process.”
— CIO, Siemens Energy
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IBM Case Study
Wuxi builds engine for economic
growth with cloud computing solution
from IBM
Overview
■ Challenge
Create flexible, shared computing
resources for local government
projects and for software develop-
ment start-ups; provide completevirtual infrastructure precisely
sized for each requirement; lower
barriers to market entry for new
companies by eliminating need to
commit capital to in-house
infrastructure.
■ Solution
Worked with IBM to deploy the
Wuxi Cloud Center, based on
IBM Blue Cloud™ technology and
featuring both x86 and IBM Power
Architecture® servers. The cloud
hosts the full IBM Rational Suite®
of software development and test-
ing tools, and will later provide
other IBM software on a pay-as-
you-use model.
■ Benefits
Shared infrastructure enables
high utilization of available
resources, delivering excellent
cost-efficiency; each company’s
virtual resources can be flexed up
and down as required, and priced
according to usage; cloud para-
digm offers almost instant set-up
and total flexibility, with zero
requirement for customers to own
or even understand the underlying
infrastructure.
Located in Jiangsu Province in south-
eastern China, Wuxi is a major center
for industry and commerce, ranked in
the top 15 cities in China. Among its
other responsibilities, the municipal
government must balance the need for
economic development with the
requirement to preserve its natural
resources and safeguard the wellbeing
of its population of more than four mil-
lion people.
When a combination of factors pro-
duced an unprecedented algal bloom in
Lake Tai, the large body of fresh water
on which Wuxi is situated, the municipal
government embarked on an ambitious
program of environmental developmentand relocation of industries. By shutting
down or relocating heavily polluting fac-
tories and creating more environmen-
tally friendly business parks, the
government aimed not only to reverse
the damage to the local ecosystem but
also to move towards a more sustain-
able, services-led economy.
With a large number of highly educated
software engineers and business grad-
uates in its population, Wuxi had the
opportunity to take a leading position in
both the local and international markets
for software. Recognizing that start-up
companies did not always have the
financial capital required to invest in
enterprise-class IT infrastructure, the
municipal government decided to cre-
ate a hi-tech business park offering
shared resources on a pay-as-you-use
basis. The government’s aim was simul-
taneously to meet its own internal ITrequirements in the most flexible and
cost-effective manner possible.
“ The combination of the
IBM Smart Business
cloud portfolio and
IBM Blue Cloud
technology enabled us
to create a highly
flexible platform for
delivering rich services
via the Internet.”
— Paul Lu, CEO of Wuxi
Cloud Center
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To ensure that shared services would be available not just inside the business park
but across the whole municipal area, Wuxi opted for a cloud computing solution.
“We recognized that IBM is a global leader in cloud services, and we were also
attracted by the company’s strong presence and support network in China,” said
Paul Lu, CEO of Wuxi Cloud Center. “The combination of the IBM Smart Business
cloud portfolio and IBM Blue Cloud technology enabled us to create a highly flexi-
ble platform for delivering rich services via the Internet.”
Flexible resources
In the initial phase of its cloud deployment, Wuxi created a set of shared, virtualized
resources to meet the requirements of internal development teams within the
municipal government. Running on IBM Power Systems™ servers with
IBM POWER6® processors, and also on IBM BladeCenter® and IBM System x®
servers, the cloud provides the full IBM Rational Suite of software development and
testing tools. There are currently 12 separate government projects using the cloud,
which provides securely isolated environments that can flex up and down to meet
the changing demands of each project.
“A key benefit of the IBM cloud is that the individual departments do not need to
know anything about the underlying infrastructure—they simply get precisely the
computing resources they need at any given time,” said Paul Lu. “The solution
includes services running on both Intel® Xeon® and POWER6 processors, but
from the end-user’s point of view, there’s no complexity and no concerns about
integration.”
Rapid, right-sized deployment
In the second phase, Wuxi has opened the cloud to the 150 companies registered
in the New Town Science and Education Industrial Park. The IBM cloud effectively
enables new software development businesses to gain a virtual enterprise-class
data center, complete with all the Rational tools they need, sized perfectly for their
requirements. Creating a new private environment for each business takes a matter
of minutes—compared with the weeks or months it would take for a business to
build its own physical data center and deploy its own software—so new busi-
nesses can hit the ground running.
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“The IBM cloud reduces the significant barrier to entry for start-up companies in
the software development businesses,” said Paul Lu. “In the past, a new company
would not typically have the time or the financial capital to invest in building up an
enterprise-class data center. With the IBM cloud, we can rapidly deliver a secure
set of virtual resources, providing all the performance and availability of a world-
class data center, sized and priced to fit each company’s profile.”
Rather than having capital tied up in an inflexible physical infrastructure, start-up
companies using the Wuxi cloud pay a variable fee according to the amount of
compute resources they consume. In addition to the IBM Rational tools, they can
also use IBM WebSphere® Application Server and IBM DB2® information manage-
ment software. The cloud resources are managed and orchestrated using
IBM Tivoli® systems management software. Wuxi plans to introduce new software
and services, including Lotus® Domino® collaborative software, CRM and
eCommerce applications, enabling the delivery of a full range of software-as-a-
service solutions.
Pre-integrated solutions
The Wuxi cloud is built on IBM Blue Cloud technologies, which have become the
foundation for IBM CloudBurst™ and IBM Tivoli Service Automation Manager.
IBM CloudBurst is a family of pre-integrated service delivery platforms that include
the hardware, storage, networking, virtualization and service management software
to create a private cloud environment, transform data centers, and build dynamic
infrastructures that deliver new levels of service at reduced cost.
The base hardware configuration for IBM CloudBurst includes an IBM BladeCenter
chassis with a management blade and three further HS22 blades, an attached
IBM System Storage™ DS3400 fibre channel disk array. On the software side, the
solution is delivered with IBM Tivoli Provisioning Manager, IBM Tivoli Monitoring,
IBM Systems Director Active Energy Manager™, and VMware VirtualCenter.
IBM offers a range of services to help clients get up and running quickly, including
the IBM CloudBurst QuickStart implementation and configuration service.
Depending on eligibility, businesses that want to preserve capital, improve cashflow and extend their purchasing power can use IBM Global Financing to structure
payments for their IBM CloudBurst solution.
Solution Components
Hardware
● IBM Power Systems™
● IBM BladeCenter® HS22
● IBM System x®
● IBM System Storage™ DS4300
Software
● IBM Rational Suite®
● IBM WebSphere® Application Server
● IBM DB2®
● IBM Tivoli® Provisioning Manager
● IBM Systems Directory
● IBM Tivoli Active Energy Manager
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Seeding clouds for growth
By transforming an industrial zone into a state-of-the-art business park offering
IBM cloud computing, Wuxi has created a true engine for growth. The Wuxi cloud
has the capacity to provide services to hundreds of small and midsized softwaredevelopment companies, providing powerful tools and flexible resources that help
lower the barriers to market entry.
“The IBM Blue Cloud technologies enabled us to provide cost-effective computing
resources on demand to software start-ups,” said Paul Lu. “The completely flexible,
pay-as-you-use model allows start-ups to bring new high-quality software to mar-
ket faster and without requiring large amounts of capital investment. Effectively, the
IBM cloud gives each company the right-sized virtual infrastructure, ready to flex up
or down as their needs change.”
For more information
Contact your IBM sales representative or IBM Business Partner. Visit us at:
ibm.com /cloud
© Copyright IBM Corporation 2009
IBM Systems and Technology Group
Route 100
Somers, NY 10589
U.S.A.
Produced in the United States of America
October 2009
All Rights Reserved
IBM, the IBM logo, ibm.com and Blue Cloud 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 a trademark symbol (® or ™),
these symbols indicate U.S. 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
ibm.com /legal/copytrade.shtml.
Intel and Intel Xeon are trademarks or registered
trademarks of Intel Corporation or its
subsidiaries in the United States and other
countries.
Other product, company or service names may
be trademarks or service marks of others.
References in this publication to IBM products,
programs or services do not imply that
IBM intends to make these available in all
countries in which IBM operates. Any reference
to an IBM product, program or service is not
intended to imply that only IBM’s product,
program or service may be used. Any
functionally equivalent product, program or
service may be used instead. Offerings are
subject to change, extension or withdrawal
without notice.
All client examples cited represent how some
clients have used IBM products and the results
they may have achieved. Performance data for
IBM and non-IBM products and services
contained in this document was derived under
specific operating and environmental conditions.
The actual results obtained by any party
implementing such products or services will
depend on a large number of factors specific to
such party’s operating environment and may
vary significantly. IBM makes no representation
that these results can be expected or obtained
in any implementation of any such products or
services.
THE INFORMATION IN THIS DOCUMENT IS
PROVIDED “AS-IS” WITHOUT ANY
WARRANTY, EITHER EXPRESSED OR
IMPLIED.
DIC03005-USEN-00
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Smarter Computing
IBM Systems & Technology Group Computer Service
Servimatica S.A., a subsidiary o Ibermática S.A., is an IT services
company that caters predominately or three banking customers –
Kutxa, Caja Vital and Banco de Madrid. The organization oersoutsourced IT support services as well as production and system
services. Incorporated in 1996, the company has its headquarters in San
Sebastian, Spain, and employs 37 people.
Servimatica manages and operates the IT inrastructures or its three
main banking customers rom a single data processing center. To meet
international regulations concerning bank data security, Servimatica
needed to enhance its existing business continuity and resiliency
solution, or risk being unable to meet nancial services customers’
demands.
The company used a continuity and resiliency service provided by IBMbased on tape backup and restore procedures that could recover system
within two days o an outage. Satised with the overall IBM solution,
Servimatica wanted to augment its existing contract to improve system
restore times and to increase overall business resiliency. At the same
time, the company saw an opportunity to upgrade many o its existing
IT inrastructure with more reliable and stable IBM technology.
Servimatica engaged IBM Global Technology Services and IBM
Business Partner Open Norte to build and implement a new business
resiliency plan. IBM began by installing two IBM System Storage
DS8100 storage systems, one at each o the company’s data centers, which are separated by a distance o 500 miles.
The IBM System Storage disk arrays are integrated with IBM Global
Mirror and IBM TotalStorage Productivity Center or Replication V3.3
sotware. IBM Global Mirror provides data replication over extended
distances between two sites or business continuity and disaster
recovery, with just a ew seconds delay in transmission o data between
the two sites.
Servimatica boostsresiliency with smartercomputing from IBM
Overview
The need
IT hosting provider Servimatica needed
to update its business continuity and
recovery solution to meet the level of
resiliency expected by its clients and
recent government regulations to comply
with the Basel II Accord.
The solution
Engaged IBM® Global Technology
Services and IBM Business Partner Open
Norte to deploy a new BCRS solution
consisting of IBM System Storage™ and
IBM TotalStorage® hardware, IBM Global
Mirror and IBM TotalStorage ProductivityCenter for Replication software, IBM
System z® servers and IBM z/OS®
software.
The beneft
The solution meets the requirements
of Basel II Accord and offers increased
performance and reliability. Batch
processing time has been cut by more
than 50 percent, system restore time
typically by over 80 percent. The time
improvements help Servimatica to
meet agreed service levels with clients
and boost IT department productivity,
contributing to IT savings of 10 percentand overall increased protability.
servimáticasociedad de servicios informáticos, S.A.
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Smarter Computing
IBM Systems & Technology Group Computer Service
IBM TotalStorage Productivity Center or Replication simplies
replication conguration or the complex environments hosted by
Servimatica, helping reduce replication errors between the two data
centers. The sotware provides a simple graphical user interace(GUI) or conguring automation, managing ongoing activities and
monitoring the progress o key tasks. This is combined with IBM
Tivoli Workload Scheduler, which provides a backbone or automated
workload management and monitoring. Servimatica’s storage
environment also includes an IBM TotalStorage 3494 Enterprise Tape
Library device and ve IBM TotalStorage 3590 Tape Drives.
To improve the reliability o Servimatica’s server environment, IBM
implemented an IBM System z9 Enterprise Class server running the
IBM z/OS V1.7 operating system and, or backup, and upgraded
its IBM zSeries 990 server to an IBM zEnterprise 196 (z196). The
servers support core banking applications and IBM DB2 V7.2 databasesotware.
The IBM System Storage technology provides the perormance and
reliability that Servimatica needs to back up and store business-critical
data or its customers. The IBM System z servers provide leading-edge
reliability, providing consistent uptime or core banking applications
and databases. The System z servers oer the perect platorm or the
banks’ main applications, based on IBM Customer Inormation Contro
System (CICS) and IBM DB2 inormation management sotware.
Based on IBM System Storage and IBM System z technology,Servimatica’s new server and storage inrastructure oers improved
system resiliency, a benet that can be passed onto clients, translating
into greater uptime and aster recovery rom disaster. Highly reliable,
stable and secure IBM System z servers run the company’s banking
applications, keeping sensitive client data sae at all times.
Using the Global Mirror and TotalStorage Productivity Center or
Replication sotware, Servimatica has cut system and services restore
times rom two days to our hours – even i all o the systems at its
main data center go down. This capability has improved the client’s
ability to help its customers address increasingly stringent data security
regulations, such as the Basel II Accord.
Batch processing time has been cut rom one day to our hours, saving
more than 50 percent, and system restore time has been cut rom two
days to a matter o hours, typically a better than 80 percent saving.
The time improvements help Servimatica to meet agreed service levels
with clients and boost IT department productivity, contributing to IT
savings o 10 percent and overall increased protability.
Designed for Data
• IBM technology including IBM Global
Mirror and IBM Tivoli Productivity Center
for Replication software facilitates reliablecontinuous replication of business-critical
data between the company’s two data
center locations. The solution helps
Servimatica meet the Basel II Accord
covering business continuity, security,
resilience and data governance.
Tuned to the Task
• IBM System z mainframe servers
offer leading-edge reliability, ideal for
Servimatica’s core banking applications
and databases. IBM System Storage
hardware enables the company to
consolidate enterprise data and exploit
integrated virtualization capabilities.
Managed in the Cloud
• The solution allows Servimatica to offer
reliable, exible hosting services to
customers, carving up capacity on its
IBM System z mainframe to suit business
requirements. IBM Tivoli software,
including IBM Tivoli Workload Scheduler,
enables the company to benet from
automated back-up capabilities and
optimize the workload across the
available processing capacity.
Driving Innovation
• Through enhanced performance,
scalability and security, Servimatica
has cut internal costs and improved
productivity, enabling the company to
add new clients and develop business
services without increasing its operational
expenses.
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Smarter Computing
IBM Systems & Technology Group Computer Service
The improved resilience and reduced restore time also helps
Servimatica consistently and efciently meet agreed service levels.
This enhanced business perormance helps ensure that the key existing
clients are retained, and that new customers are attracted. With ascalable, high-perormance inrastructure in place, adding new clients
does not add signicant new costs, helping Servimatica benet rom the
economies o scale and leading to improved prot margins.
By oering a single point o control or ast, eective storage
management, the TotalStorage Productivity Center or Replication
application simplies control o a complex environment, saving
administrative time and eort and helping Servimatica maintain
exceptional data and business continuity in a cost-eective manner.
IBM Tivoli Workload Scheduler provides real-time alerts, reports and
sel-healing capabilities, enabling automation o numerous workload
management capabilities that were previously handled as a manualservice by Servimatica employees.
For more information
To learn more about smarter computing rom IBM and how we can
help you integrate, automate, protect and transorm your IT, contact
your IBM sales representative or IBM business partner, or visit:
ibm.com /smartercomputing
Solution Components
Software
• IBM DB2®
• IBM Tivoli® Storage Productivity Center
for Replication
• IBM Tivoli Workload Scheduler
• IBM Global Mirror
• IBM z/OS®
Servers
• IBM System z9®
• IBM zEnterprise™ 196
• IBM System Storage DS8100
• IBM TotalStorage TS3494
• IBM 3590 Tape Drive
Services
• IBM Global Technology Services
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© Copyright IBM Corporation 2011
IBM España S. A.Santa Hortensia 26-2828002 MadridSpain
Produced in Spain June 2011 All Rights Reserved
IBM, the IBM logo, ibm.com, DB2, Tivoli, z/OS, z9, zEnterprise and System Storageare trademarks o International Business Machines Corporation, registered in many
jurisdictions worldwide. A current list o other IBM trademarks is available on the Web at “Copyright and trademark inormation” at: ibm.com/legal/copytrade.shtml .
Reerences in this publication to IBM products, programs or services do not imply that IBM intends to make these available in all countries in which IBM operates. Any reerence to an IBM product, program or service is not intended to imply that only IBM’s product, program or service may be used. Any unctionally equivalent product,program or service may be used instead.
All customer examples cited represent how some customers have used IBM productsand the results they may have achieved. Actual environmental costs and perormancecharacteristics will vary depending on individual customer congurations andconditions.
IBM hardware products are manuactured rom new parts, or new and used parts.In some cases, the hardware product may not be new and may have been previously installed. Regardless, IBM warranty terms apply.
This publication is or general guidance only.
Photographs may show design models.
Pl R l
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Cloud Computing:
Rethink IT.Reinvent Business.Accelerating the Value of Cloud with IBM
Adoption Pattern: Cloud Platform Services
Application on Private Cloud
Develop and Deploy Cloud Applications
Delivering Development and Test Environments
Cloud platform services enable organizations to define and leverage pre-built,
pre-integrated optimized workloads, tuned to application-specific needs.
Organizations can accelerate time to market for new services and increase
profitability and competitive advantage. Typically projects in this adoption pattern
are characterized by standardized and automated provisioning of topologies for
pre-defined workloads and include these projects
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Rethink IT. Reinvent Business. Cloud Computing
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IBM Software Case Study
Company saves millionswith IBM WebSphereCloudBurst Appliance
Overview
The need
Major financial services company
wanted to consolidate large, complex
IBM WebSphere product environments
in two data centers and manage config-
urations efficiently.
The solution
IBM Business Partner Haddon Hill
Group used IBM WebSphere
CloudBurst™ Appliance to roll out
and roll back configurations for the
WebSphere stack, reduce the complex-
ity of large environments and maintain
consistency of server configurations.
The benefit
● Projected 7-figure savings for enter-
prise WebSphere implementations● 13 - 15x times faster time to market
(3 - 4 days versus 40 - 60 days)● Six months to one year from go-live
for investment payback
IBM® WebSphere® Application Server powers the day-to-day opera-
tions of many of the largest companies. Many large financial services
companies, in particular, are in essence software companies that build
their custom applications that create their products on IBM operatingsystems and IBM middleware.
The result can be WebSphere product environments with hundreds
and even thousands of servers that have to be maintained to keep them
configured consistently across environments. Provisioning large envi-
ronments can be labor-intensive, and administrative costs can be
pushed upward by the number of steps and decisions involved in
designing, installing, configuring and maintaining solutions comprised
of different software components.
For example, a major financial services company wanted to consolidate
500 servers across two data centers with 48 blade servers virtualized with VMware. The company needed to be able to respond to its cus-
tomers by quickly and efficiently building temporary development
environments for the holiday sales seasons and taking them down when
they were no longer needed. The company also wanted to be able to
recreate in one data center its six security zones with complex firewall
rules without spending significant man hours on the project.
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IBM Software Case Study
“The important thing about the
IBM WebSphereCloudBurst Appliance is that it will dispense aWebSphere ApplicationServer image onto your WebSphere ApplicationServer environment or
private cloud, and that
application server will beready in a few minutes.”
—Phil Schaadt, President and CTO,
Haddon Hill Group
The company turned to an IBM Business Partner on the forefront of
the effort to help customers reduce cost and gain efficiencies in deploy-
ing and maintaining their enterprise WebSphere Application Server
environments. The Haddon Hill Group (HHG), based in Oakland,
California, was founded in 2003 to address the growing need to link ITinvestment to business value in organizations that rely on complex
computer systems.
“Leaders of large IT operations must deliver highly reliable services
across a growing array of applications despite constrained budgets,”
says Phil Schaadt, president and CTO of the Haddon Hill Group.
“For managers of high-volume, high-complexity, business-critical IT
infrastructures, Haddon Hill Group can help improve financial control
and performance, governance, reliability and service support using con-
sulting, analysis, hands-on engineering and facilitation methodologies.”
Managing computing resources cost-effectivelyFor managing complex IBM WebSphere Application Server
environments, the Haddon Hill Group chooses IBM WebSphere
CloudBurst™ Appliance. WebSphere CloudBurst Appliance is
delivered with a new addition to the WebSphere Application Server
family, IBM WebSphere Application Server Hypervisor Edition for
6.1 and 7.0.
The WebSphere CloudBurst Appliance dispenses WebSphere
Application Server Hypervisor Edition, a virtual image of WebSphere
Application Server, into the server environment.
“The important thing about the IBM WebSphere CloudBurst
Appliance is that it will dispense a WebSphere product image onto
your server environment or private cloud, and that virtual server will
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IBM Software Case Study
Solution components:
Hardware
●
IBM® WebSphere® CloudBurst™ Appliance
Software
● IBM WebSphere Application Server
Hypervisor Edition for 7.0 and 6.2● IBM WebSphere Lombardi Edition● IBM WebSphere Process Server
Hypervisor Edition for 7.0 and 6.2
be ready in a few minutes,” says Schaadt. “You can do it in a clustered
environment. And you can even roll out IBM WebSphere Process
Server and get all the settings right in a fully clustered environment
with a database connection, in about 90 minutes. And you can also eas-
ily manage all the configurations of IBM WebSphere Process Serverthat you need. All the steps that took up so much time and effort on
the part of IT staff have been removed. The savings for companies
with large WebSphere implementations can be in the millions.”
More choices in designing WebSphereenvironmentIn the initial stages of the project for the financial services company,
Haddon Hill Group focused on changing the way the company went
about provisioning to make it more efficient. “Our HHG QuickStart
Program asks basic work process and design questions about the envi-
ronment that the company has never had the luxury of addressing,”says Schaadt. “These are questions like ‘When do you go about assign-
ing TCP/IP addresses—before or after you do your security tests?’
‘Do you want to use VMotion on Virtual Center?’ ‘Do you want one
or two environments?’ ‘Do you want to be able to exchange environ-
ments between IBM Power Systems™ and x86?’ With WebSphere
environments so much easier to provision and maintain, companies
have more choice in designing their environment.”
HHG began rolling out the new environment with WebSphere
CloudBurst Appliance included to manage provisioning and keep
servers tuned with the right configuration. IBM WebSphere
Application Server Hypervisor Edition is optimized for using WebSphere Application Server in virtualized environments on top of
hypervisors such as VMware ESX and ESXi, PowerVM™ and
IBM z/VM®.
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IBM Software Case Study
$3 - 4 million in savingsLike most of HHG’s large customers, the financial services company is
focused on maintaining consistency across its environments and
enabling very quick rollout and takedown. “Instead of leaving configu-
rations in the infrastructure that have already outlived their usefulness,the company wants the ability to have these environments taken back
into the WebSphere CloudBurst Appliance,” says Schaadt. “If they ever
need them again, they can redeploy these environments quickly, which
greatly conserves the company’s assets and saves a lot of time.”
The ability to roll out and roll back temporary environments to meet
special needs with WebSphere CloudBurst Appliance will enable the
company to earn millions more in revenue during peak sales seasons.
The company will be able to save $3 - 4 million in alternative configu-
ration costs by using a WebSphere CloudBurst Appliance in each of its
six security zones and using the ‘purple box’ to reconfigure and manage
the configuration of the new physical servers that are set up,” says
Schaadt. “The company will realize a payback of its investment within
six months to a year from go-live.”
The customers’ own hardware is used to create the environment into
which WebSphere virtual images are dispensed and managed by the
appliance. At the financial services company, Haddon Hill Group has
been working with the company’s x86 machines, and will soon be
implementing WebSphere CloudBurst Appliance in conjunction
with IBM Power Systems and PowerVM-based deployments and
WebSphere Application Server.
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IBM Software Case Study
13 - 15x faster time-to-valueIn addition to lower cost of maintenance, the WebSphere CloudBurst
Appliance represents savings in power, hardware and floor space.
“But mostly it is the consolidation and operational cost savings that
companies will appreciate,” says Schaadt. “WebSphere CloudBurst Appliance is a configuration and optimization offering, and represents
significant opportunities for companies to consolidate servers on a
much lower number of machines with the correct configuration that
can be managed and maintained with much less effort. It’s making sure
that your middleware is provisioned properly and your application runs
on it. You can reduce your cycle time, your error rate, the overhead of
managing, and the server and license expenses.”
The savings in time-to-market is also dramatic. “We’ve documented
this in real time,” says Schaadt. “A development or QA server can take
40 to 60 days to be turned over to operations. Much of this time is
consumed with finding the right golden image and verifying it with
security. We can reduce that to three-to-four days. WebSphere
CloudBurst Appliance provides a catalog of standard configurations for
the WebSphere stack, and if you’re authorized, you click and it’s there
in an hour.”
The company’s IT leaders realized that even more optimizations could
be made to the deployment process on the people side. With that in
mind, they have made an investment in IBM WebSphere Lombardi
Edition to automate the requests for new development, test and pro-
duction systems. They will begin to automate the current manual
processes of getting work requests from one team to another, then look to improve those processes over time. This innovative use of business
process management (BPM) technology will help move the organiza-
tion down the path to wider adoption of BPM throughout the business.
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Please Recycle
For more informationContact your IBM sales representative or IBM Business Partner, or
visit us at: ibm.com /software/webservers/cloudburst
For more information about the Haddon Hill Group, visit:www.haddonhillgroup.com
Additionally, financing solutions from IBM Global Financing can
enable effective cash management, protection from technology obso-
lescence, improved total cost of ownership and return on investment.
Also, our Global Asset Recovery Services help address environmental
concerns with new, more energy-efficient solutions. For more informa-
tion on IBM Global Financing, visit: ibm.com /financing
© Copyright IBM Corporation 2010
IBM CorporationSoftware GroupRoute 100
Somers, New York 10589U.S.A.
Produced in the United States of AmericaNovember 2010 All Rights Reserved
IBM, the IBM logo, ibm.com, CloudBurst, Power Systems, PowerVM, WebSphereand z/VM are trademarks or registered trademarks of International Business Machines Corporation in the United States, other countries, or both. If theseand other IBM trademarked terms are marked on their first occurrence in thisinformation with a trademark symbol (® or ™), these symbols indicate U.S.registered or common law trademarks owned by IBM at the time this information was published. Such trademarks may also be registered or common law trademarksin other countries. A current list of IBM trademarks is available on the web at“Copyright and trademark information” at ibm.com /legal/copytrade.shtml
Other product, company or service names may be trademarks or service marks of others.
This case study is an example of how one customer uses IBM products. There is noguarantee of comparable results.
References in this publication to IBM products and services do not imply thatIBM intends to make them available in all countries in which IBM operates.
WSC14249-USEN-00
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A healthcare company
deploys software in just90 minutes
IBM Business Partner Haddon Hill Group automates software implementation with IBM software
IBM Software
Overview
The need
A major healthcare company wanted to
upgrade its claims processing system
and deploy IBM WebSphere Process
Server software into a virtual server farm
based on IBM System z10 servers.
The solution
Haddon Hill Group provided an
automated software implementation
solution based on the IBM WebSphere
CloudBurst Appliance device and
IBM Rational Automation Framework for
WebSphere software.
The benefitThe solution enables the company to
deploy software in 90 minutes, instead of
up to two weeks. Plus, IBM Rational
Automation Framework for WebSphere
software helps eliminate manual,
error-prone tasks.
Provisioning large virtual server environments can be labor intensive,
involving many steps and decisions. Small errors can sometimes cause
major setbacks. Therefore, minimizing the potential for errors is an
essential part of streamlining the provisioning process. Managing changein large enterprises by helping them streamline complex software imple-
mentations has become the calling card of IBM Business Partner Haddon
Hill Group, which is based in Oakland, California. “Haddon Hill Group
has a team of experts dedicated to helping enterprise customers quickly
implement complex and highly secure environments,” says Phil Schaadt,
chief technical officer (CTO) and chief consultant, Haddon Hill Group.
“Our experience includes implementing several first-of-its-kind deploy-
ments, and we can provide immediate customer-specific demonstration
proofs-of-concept on our own infrastructure.”
When a major healthcare organization with operations in multiple
regions throughout the United States wanted to upgrade its claims pro-cessing system, it turned to Haddon Hill Group for assistance in provi-
sioning its environment with IBM WebSphere® Process Server software.
“WebSphere Process Server software was a key component of the com-
pany’s service-oriented architecture and had to be implemented in five
regions; each region had to have its own code base, its own processes and
its own rules,” says Schaadt. “Each region also had to have development,
Case Study
Healthcare
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IBM Software Case Study
Healthcare
“Availability for a health-care provider is a life or death matter. The systemcan never, ever go down.There was never aquestion of using a server other than System z for our customer.”
—Phil Schaadt, CTO and Chief Consultant,
Haddon Hill Group
QA, production and test environments, which meant multiple environ-
ments to keep track of with subtle differences in environmental variables
and not-so-subtle differences in terms their data and functionality.”
“Now, anyone who’s worked in that environment knows that it’s notgoing to happen in a few hours manually. You’re lucky if it’s going to
happen in a few days or weeks.”
Leveraging the mainframe for maximum
availabilityIn the case of the healthcare company, the virtual environment is hosted
by an IBM System z10® Enterprise Class mainframe running the Linux
operating system for maximum stability, efficiency and utilization of
server resources.
“Availability for a healthcare provider is a life or death matter. The systemcan never, ever go down,” says Schaadt. “There was never any question of
any other type of server other than System z for our customer.”
Using the IBM z/VM® operating system, the mainframe can be parti-
tioned into hundreds of Linux guests, each one a virtual server with all
the stability and security of the mainframe. The healthcare company’s
System z server is equipped with Integrated Facility for Linux (IFL)
processors, which are special processors designed to run Linux
cost-effectively and with more virtual images per core processor.
Needing an automated implementation solution
The healthcare company wanted a “gold topology”—a configurationthat could serve as a reference for further enterprise implementations.
A gold topology requires a minimum of three to five servers for each
independent deployment. “In addition, there are a number of environ-
mental variables for the WebSphere Process Server side,” says Schaadt.
“We needed to isolate approximately 80 environments. But we couldn’t
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IBM Software Case Study
Healthcare
leave 80 environments up and running on the mainframe. That would be
too costly. We needed an automated implementation solution which
would enable us to roll out and roll back each image, knowing we could
get it back. Additionally, we needed a way for the customer to know
exactly what was deployed into their private cloud, for license trackingpurposes and patch fix provisioning.”
Haddon Hill Group has developed a standardized, tested solution for
implementing large-scale WebSphere environments using IBM Rational
Automation Framework for WebSphere software, an IBM WebSphere
CloudBurst™ Appliance device and IBM Rational® Build Forge®
software for automating software assembly.
Implementing WebSphere Process Server
software in just 90 minutes
Using IBM best practices, the WebSphere CloudBurst Appliance devicepackages Hypervisor Editions for key IBM WebSphere products, includ-
ing IBM WebSphere Application Server, WebSphere Process Server,
IBM WebSphere Message Broker and IBM WebSphere Portal software,
along with the IBM DB2® database. Additionally, it is possible to create
custom Hypervisor Editions of virtually any IBM AIX® operating
system-based application for provisioning and management from the
WebSphere CloudBurst Appliance device.
The WebSphere CloudBurst Appliance device leverages these
pre-configured Hypervisor Edition products to rapidly dispense virtual
images into the environment.
“The important thing about the IBM WebSphere CloudBurst Appliance
is that it will dispense a WebSphere Application Server image into your
environment or private cloud along with other products within the
WebSphere stack, and that application server will be ready in a few
minutes,” says Schaadt. “You can do it in a clustered environment. And
Solution components:
Software
● IBM DB2®● IBM Rational® Automation Framework
for WebSphere®● IBM Rational Build Forge®● IBM WebSphere Cloudburst™● IBM WebSphere Application Server
Hypervisor Edition● IBM WebSphere Process Server
Hypervisor Edition● IBM z/OS®● IBM z/VM®
Servers
● IBM System z10® Enterprise Class
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IBM Software Case Study
Healthcare
you can roll out IBM WebSphere Process Server and get it right in a fully
clustered environment with a database connection in about 90 minutes.
You can also easily manage all the configurations of the WebSphere
Process Server software that you need.”
Haddon Hill Group also implemented the claims processing module of
IBM WebSphere Healthcare Content Pack, a configurable and extensible
set of business process management (BPM) solutions based on Health
Insurance Portability and Accountability Act of 1996 (HIPAA) standards
and IBM best practices for enrollment and claims collaboration to reduce
risk and accelerate time to value.
Minimizing human intervention The components of the WebSphere Process Server software implementa-
tion solution developed by Haddon Hill Group work together to help
minimize human intervention. A user kicks off the process using Rational
Automation Framework for WebSphere software on the Rational Build
Forge application, which then invokes the WebSphere CloudBurst
Appliance device. The device then connects to the z/VM operating
system and creates virtual machines for WebSphere Process Server
Hypervisor Edition and WebSphere Application Server Hypervisor
Edition software. The WebSphere Cloudburst Appliance device starts
the virtual machines and WebSphere Application Server Hypervisor
Edition applications.
Rational Build Forge software runs configuration scripts, assigns environ-
mental variables and connects WebSphere Process Server Hypervisor
Edition to the DB2 database on the IBM z/OS® operating system.Rational Build Forge installs the real-time claims processing applications
on WebSphere Process Server Hypervisor Edition software using
application deployment scripts. The user logs on to the WebSphere
software and begins to use the application—all in about 90 minutes.
To manually deploy this environment would normally require weeks of
planning, installation, configuration, and troubleshooting.
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IBM Software Case Study
Healthcare
Automating software productionRational Automation Framework for WebSphere and Rational Build
forge software are critical elements of the solution. They help automate
software production and eliminate manual, error-prone tasks, while
reducing the maintenance of proprietary, homegrown scripts. The
applications provide repeatable and consistent processes for improved
efficiency and capture self-documenting data to create an audit trail.
The solution has transformed the way the healthcare company creates the
environments it needs. “With the WebSphere and Rational solution we
know we can build any environment in about 90 minutes, do our testing
and be able to take it back down knowing that we can always get it back,”
says Schaadt.
For more information
To learn more about Rational software, WebSphere software or theSystem z platform, contact your IBM representative or IBM Business
Partner, or visit the following websites:● ibm.com /software/rational
● ibm.com /software/websphere
● ibm.com /systems/z
Additionally, financing solutions from IBM Global Financing can enable
effective cash management, protection from technology obsolescence,
improved total cost of ownership and return on investment. Also, our
Global Asset Recovery Services help address environmental concerns with
new, more energy-efficient solutions. For more information on
IBM Global Financing, visit: ibm.com /financing
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Please Recycle
© Copyright IBM Corporation 2011
IBM CorporationSoftware GroupRoute 100Somers, NY 10589U.S.A.
Produced in the United States of America July 2011 All Rights Reserved
IBM, the IBM logo, ibm.com, AIX, Build Forge, CloudBurst, DB2, Rational,System z, WebSphere, z/VM and z/OS are trademarks of International Business
Machines Corporation, registered in many jurisdictions worldwide. A current list of IBM trademarks is available on the web at “Copyright and trademark information” atibm.com /legal/copytrade.shtml
Linux is a registered trademark of Linus Torvalds in the United States, other countriesor both.
Other company, product or service names may be trademarks or service marks of others.
The information contained in this documentation is provided for informationalpurposes only. While efforts were made to verify the completeness and accuracy of the information contained in this documentation, it is provided “as is” without warranty of any kind, express or implied. In addition, this information is based on IBM’s currentproduct plans and strategy, which are subject to change by IBM without notice.IBM shall not be responsible for any damages arising out of the use of, or otherwiserelated to, this documentation or any other documentation. Nothing contained in this
documentation is intended to, nor shall have the effect of, creating any warranties orrepresentations from IBM (or its suppliers or licensors), or altering the terms andconditions of the applicable license agreement governing the use of IBM software.
This case study illustrates how one IBM customer uses IBM products. There is noguarantee of comparable results. References in this publication to IBM products orservices do not imply that IBM intends to make them available in all countries in which IBM operates.
RAC14213-USEN-00
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Rational
IBM Sotware
Sogeti is a leading provider o proessional technology services,
specializing in Application Management, Inrastructure Management,
High-Tech Engineering and Testing. Together with its sister company
Capgemini, Sogeti has developed innovative, business-driven quality assurance (QA) and testing services, combining their own best-in-breed
testing methodologies (TMap® and TPI®) and the global delivery
model, Rightshore®, to help organizations achieve their testing and QA
goals. Capgemini and Sogeti have created one o the largest dedicated
testing practices in the world, with over 8,200 test proessionals and a
urther 12,500 application specialists, notably through a groupwide
Center o Excellence with testing specialists based in India.
Sogeti Netherlands (NL) is a major contributor to Sogeti’s worldwide
testing revenues and is a quality assurance innovator within the Group.
With over 700 quality assurance experts, it manages hundreds o test
plans or its clients in multiple locations in the Netherlands and India.Seeking to drive innovation, lower costs and improve the eciency o
its testing services, Sogeti NL wanted to:
• Develop an automated testing solution that could support multiple
projects and multiple clients, scale up rapidly and enable resources to
move between projects
• Standardize its testing centers and develop them into more highly
ecient sotware testing actories, rather than using a disparate set
o test tools
• Move to a single licensing model or test tools to more eectively
support multiple clients managing and accessing test plans, scripts,
results and other assets when and where they were needed
Sogeti NL decided to adopt IBM Rational Quality Manager sotware to
provide a centralized test management environment. Built on the IBM
Jazz platorm, Rational Quality Manager is a collaborative, web-based,
quality management solution that enables Sogeti NL test teams to
plan tests, control the test workfow and report on metrics worldwide.
Sogeti drives sotwaretesting innovations ornew service oerings andcloud initiatives using IBMRational solutions
Overview
ChallengeTo keep costs low, increase test tool
license exibility and deliver more efcient
testing services, Sogeti Netherlands
wanted to replace the test management
sotware it used or several clients.
Solution
Sogeti Netherlands adopted IBM®
Rational® Quality Manager sotware or
some client-specifc test lines within its test
service center as well as or its Sotware
Testing as a Service (STaaS) test line. As a
result, they developed a migration service
or other customers also looking or more
eective test management.
Benefts
• Migration to Rational reduced
maintenance license costs by
40 percent
• Completed migration on schedule in
eight weeks with no downtime
• Increased efciency and reduced risks
by providing on-demand cloud-based
test services
• Adoption o open IBM Jazz™ platorm
enables quality management innovation
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Rational
IBM Sotware
“Using IBM Rational Quality Manager, our sta can access all o our
testware—plans, scripts and results—via the web, so location is no
longer a concern. And, with the open licensing model, they can be
working locally, oshore or even rom home,” says Paul Bentvelzen,
Test Line Manager at Sogeti Netherlands. In addition to ullling
its immediate needs, Sogeti NL also wanted the fexibility to add
requirements management, automated testing and other capabilities to
meet its needs going orward. “When we were evaluating solutions, the
openness o the Jazz platorm, IBM Rational Suite products and the
ability o IBM to act as our strong partner were important actors in our
decision, because we are always planning or the uture.”
Addressing key challengesSogeti NL’s move to Rational Quality Manager was motivated by
several key business drivers. Among the most pressing o these was the
need or test management sotware with a licensing model that was wellsuited to the Sogeti NL Managed Testing Service environment. “The
vendor or our exist ing sotware was unable to create an open
environment that aligned suciently with our services proposition. We
needed a more open licensing model that enabled us to provide our
services to all our clients at a lower cost,” says Bentvelzen.
While reducing costs was a primary concern, it was not the only actor
in the decision. Sogeti NL chose Rational Quality Manager because it
also ullled the ollowing requirements:
• Support or multiple clients, projects and countries
•
Accessible worldwide• Integration with the TMap NEXT® process and other testing tools
• Built on an open and extensible platorm
Migrating to IBM Rational Quality Manager and
creating a new service With the contract or their existing test management sotware expiring
at the end o the calendar year, the Sogeti NL team had just eight weeks
to set up their Rational Quality Manager environment and migrate the
rst our projects into it. With support rom the IBM Rational team in
the Netherlands, the team met this goal with no downtime on their
ongoing projects.
During the migration, the group developed a fexible XML-based
technique or mapping and transitioning the many test plans, cases,
scripts, execution records and results rom their existing tool into
Rational Quality Manager. “When we started the migration eort or
ourselves, one o our goals was also to make the approach reusable or
uture projects,” says Bentvelzen. “We knew there were other
companies in the same situation, and we wanted to put ourselves in a
position to help them.”
Solution Components
Sotware
• IBM® Rational® Functional Tester• IBM Rational Quality Manager
• IBM Rational RequisitePro®
• IBM Rational Method Composer
• IBM Smart Business Development and
Test on the IBM Cloud
IBM Business Partner Sogeti Sogeti Solutions:
• TMap® Master Test Plan Template or
IBM Rational Quality Manager
• TMap Plug in or IBM Rational Method
Composer
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Rational
IBM Sotware
Sogeti oered the new migration service shortly ater completing its
own transition, and has already helped several clients migrate their test
assets to Rational Quality Manager, including Swiss Post Solutions
(SPS). SPS is a global provider o mailroom, document process and
oce support outsourcing solutions, relying heavily on ecient
workfow systems that work without error consistently or each and
every client. An advocate o proessional test sotware tools, the client
decided to switch its Test Management platorm to IBM Rational
Quality Manager sotware in order to gain global liecycle sotware
delivery eciencies.
SPS engaged Sogeti Switzerland to manage the operation o smoothly
migrating the existing legacy test assets, using Sogeti’s unique
migration mapping and execution service. Carried out as a big bang
implementation, with multiple test plans, test cases, design steps and
deects, the project went live with all necessary data migrated onto
the new platorm on schedule and within budget. The migration
was completed without any degradation o test assets and without
aecting the continuity o business processes—the criteria o a
successul SPS project.
Moving to the cloudSogeti Group recently began combining its services with IBM Rational
quality management sotware solutions via IBM Smart Business
Development and Test in the IBM Cloud. This oering provides clients
with on-demand test services or unctional, perormance, usability and
security testing while lowering deployment and maintenance costs.
Some clients, or example, need perormance testing capabilities only once or twice a year, and on-demand access to those capabilities in the
cloud is a cost-eective alternative to deploying and maintaining the
test environment locally and throughout the license period.
“We’re oering our cl ients test environments complete with the
tooling and expertise they need to get their projects done,” says Ewald
Roodenrijs, Global Lead or cloud testing at Sogeti. “When a client
needs access to IBM Rational Functional Tester to test an application
running on IBM WebSphere Application Server, IBM WebSphere
MQ and IBM DB2 sotware, we have that environment available.
They don’t have to worry about maintenance, they have the fexibility
to use it only when they need it, and they can access it globally withteams in multiple countries.”
All levels o testing can be carried out in cloud environments, and
indeed, some types o testing benet particularly rom a test
environment in the cloud. An early pilot with a European nancial
services client gave Sogeti NL a much clearer understanding o the
portability o cl ient applications to a cloud, and o how the cloud could
be implemented within the client’s existing inrastructure or use by
their development and test teams.
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© Copyright IBM Corporation 2011
IBM CorporationSotware GroupRoute 100Somers, NY 10589U.S.A.
Produced in the United States o America June 2011 All Rights Reserved
IBM, the IBM logo, ibm.com, DB2, Jazz, Rational, RequisitePro and WebSphere are trademarks o International Business
Machines Corporation, registered in many jurisdictions worldwide. A current list o IBM trademarks is availableon the Web at “Copyright and trademark inormation” at: ibm.com /legal/copytrade.shtml
Other company, product or service names may be trademarksor service marks o others.
The inormation contained in this documentation is providedor inormational purposes only. While eorts were made to veriy the completeness and accuracy o the inormationcontained in this documentation, it is provided “as is” without warranty o any kind, express or implied. In addition, thisinormation is based on IBM’s current product plans and
strategy, which are subject to change by IBM without notice.IBM shall not be responsible or any damages arising out o the use o, or otherwise related to, this documentation orany other documentation. Nothing contained in thisdocumentation is intended to, nor shall have the eect o,creating any warranties or representations rom IBM (or itssuppliers or licensors), or altering the terms and conditionso the applicable license agreement governing the use o IBM sotware.
Please Recycle
RAC14210-NLEN-00
Using testing tools on an on-demand basis, with IBM providing the
inrastructure (via IBM Smart Business Development and Test on
the IBM Cloud) and integrated test tool set, Sogeti set up a test
environment in the cloud, including access to testing tools, services or
instances, and storage. Once the system under test was installed, manual
and automated test scripts were executed. The automated test scripts
were created in Rational Functional Tester, managed with Rational
Quality Manager and executed in the virtual environment.
From this experience, together with other assignments with clients
in the public and private sectors, Sogeti has identied a number o
distinct dierences and corresponding benets to testing on the cloud,
including increased fexibility, aster setup, improved drive or
standardization and traceability.
TMap integration with IBM Rationaltesting solutions When Capgemini and Sogeti launched a joint portolio o sotware
testing services in 2010, the oering was underpinned by Sogeti Group’s
structured methodology or sotware quality assurance and testing,
TMap. Sogeti developed a TMap plug-in or IBM Rational Method
Composer sotware, which provides process guidance and is supporting
the growing adoption o TMap in combination with IBM test solutions
within Capgemini. Sogeti’s core methodology is also embodied in the
Sogeti TMap Master Test Plan Template, which is used with IBM
Rational Quality Manager to acilitate risk-based analysis and ocused
testing. Capgemini and Sogeti have deployed IBM Rational Quality
Manager and IBM Rational Functional Tester to support ongoingtesting services in India.
Sogeti NL has also started a project in which requirements managed in
IBM Rational RequisitePro® sotware are linked to test assets in
Rational Quality Manager, so they can be tracked together. “As we
continue to industrialize our test service centers, it is a tremendous
advantage to deploy integrated solutions without having to worry about
licensing hassles,” says Bentvelzen. “Our collaboration with IBM has
been very productive, and it is just getting better over time. Because we
are working with people that understand our business—in our case,
development and testing—it’s easier to prepare or uture challenges
and opportunities. That is a strong asset in our relationship with IBM.”
For more informationFor more inormation, contact your local IBM sales representative or
visit: ibm.com /sotware/rational
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Cloud Computing:
Rethink IT.Reinvent Business.Accelerating the Value of Cloud with IBM
Adoption Pattern: Business Solutions on Cloud
Business solutions on cloud help organizations gain immediate access to enterprise-
class business solutions while minimizing risk and capital expense. Software as a
service in this adoption pattern may include collaboration, business process
management, analytics, application management, email, integration, order-to-cash,
B2B, dev/test, service desk and marketing. Projects include
Business Process Redesign Enable Global Supply Chain and Inventory
Social Business
Reducing the Total Cost of Ownership of B2B Integration
Digital Marketing Optimization
Monitoring as a Service
Desktop Cloud
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Rethink IT. Reinvent Business. Cloud Computing
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IBM Software Case Study
Healthcare
Presbyterian Healthcare
Services lays a foundation for innovation
Overview
The need
To remain at the cutting edge of innova-
tion, Presbyterian Rust Medical Center
needed to improve the way it captured,
analyzed and documented its day-to-day
processes.
The solution
The IBM Blueworks Live offering enables
staff to quickly discover and document
existing processes to identify opportuni-
ties for improvement in daily operations.
The benefit
Employees are approximately 12 times
more productive when mapping out
processes with the Blueworks Live
solution than they were before.
Presbyterian Healthcare Services is a not-for-profit healthcare system that
has served the residents of New Mexico since 1908. It includes hospitals,
a health plan and a growing medical group. To reduce the burden on one
of its larger hospitals in Albuquerque and to make it easier on residentsliving in the western suburbs of Albuquerque to receive the services they
need, the organization decided to open a full-service hospital in the
community of Rio Rancho. With 68 beds, the Presbyterian Rust Medical
Center will open in October 2011 and will feature labor and delivery
services, intensive care, operating rooms, cardiac services, MRI and
imaging, and emergency care. The center is part of the Presbyterian
Westside Healthcare System.
Laying a foundation for innovationDoug Johnson, director of innovation for the Presbyterian Westside
Healthcare System and clinical project manager for the new hospital, was
tasked with making the new hospital as innovative as possible. “My role is
to look at how we can lay a foundation for innovation. Innovation is really
about people and processes, rather than innovation for its own sake.” But
this task was extremely challenging, considering that a hospital setting can
include hundreds of processes that must be mapped. “I’ve never been
faced with a challenge like opening up a 68-bed hospital and designing
all of the processes within that environment,” Johnson says. “We need
to make sure that all of our systems are going to work before we open
up the facility, and we needed a way to define and standardize all of
these needs.”
The IBM Blueworks Live offering gives everyonea voice in process improvement initiatives
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IBM Software Case Study
Healthcare
“Using IBM Blueworks Live, employees areabout 12 times more
productive. The keyword here is empower-ment. Employees are nowempowered to create the
processes that they need.”
—Doug Johnson, director of innovation,
Presbyterian Westside Healthcare System
and clinical project manager,
Presbyterian Rust Medical Center
In the past, the organization had used tools such as Microsoft Visio
software to map out its processes. However, these process diagrams were
often simply forgotten after they were created. They weren’t updated or
shared with other parts of the organization. Therefore, Johnson sought a
better way to document the process flows of the new hospital. He wantedto find a methodology for documenting the current and future states
of the hospital’s processes and process flows; one that would analyze
constraints, standardize its process flows and encourage collaboration
among department managers. The organization also sought to identify
performance metrics, apply them to its processes and ensure that it could
meet its performance goals.
Easily creating process flows with the
IBM Blueworks Live toolUnder the visionary guidance of Drew Cobb, chief applications officer,
and Sam Waissman, director of systems architecture, both of PresbyterianHealthcare Services, Johnson was introduced to the IBM Blueworks Live
offering, which appeared to be a perfect solution for creating and opera-
tionalizing the hospital’s process flows. The Blueworks Live offering
enables managers to create a process flow so they’re not reliant on techni-
cal staff to do the work for them. Plus, with the Blueworks Live offering,
users can operationalize the process and then make sure all the process
stakeholders are reviewing it on an ongoing basis to ensure it continues
to meet the needs of the hospital. Finally, the tool serves as a central
repository for artifacts such as standard workflows, performance methods,
and links to policies and procedures.
Getting up and running with the tool was easy. Because it’s cloud-based,it can be easily accessed via a web browser. Johnson found that after just
six hours of training, employees are productive and able to begin creating
process flows. And once employees begin using the tool, they are dramat-
ically more productive than they would be using other process manage-
ment suites. “Using IBM Blueworks Live, employees are about 12 times
more productive. The key word here is empowerment. Employees are
now empowered to create the processes that they need,” says Johnson.
In fact, in just two months, the managers of the Presbyterian Rust
Medical Center documented in detail approximately 120 process flows.
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IBM Software Case Study
Healthcare
Quickly identifying process gaps and conflictsUsing the Blueworks Live tool, the hospital was able to quickly identify
gaps and conflicts in its processes—some of which had been causing
inefficiencies for years. For example, by using the solution, the hospital
was able to design a process to ensure medications were available for new
procedure designs for the new hospital. It was also able to identify where
gaps existed that led to mitigation activities to ensure patient safety.
Further, the hospital gained the ability to discover gaps in scheduling
and connect departments so that patients are transferred efficiently.
Encouraging collaborationEach week, Johnson meets with all of the managers of the new hospital to
train them on the Blueworks Live solution and to share information and
experience. According to Clay Holderman, hospital administrator, the
Blueworks Live offering has encouraged collaboration among the hospi-
tal’s managers. “I’d almost say that it has democratized process work,”he states. Many of the hospital’s managers are nurses or other medical
professionals who don’t necessarily have a lot of experience with process
design. But the managers have found the Blueworks Live tool to be
approachable and easy to use. Because the tool enables the hospital to
store all of its process flows in a central repository, managers can work
together on their process flows and reuse process elements across
departments.
Presbyterian Healthcare Services plans to expand its use of the Blueworks
Live tool to other groups within the organization. “Blueworks Live is
more than just a tool,” Johnson says. “It does a lot of work behind the
scenes to help standards, encourage documentation and set expectations with leadership and management.”
Solution components:
Software
● IBM Blueworks Live
“I’d almost say that IBM Blueworks Livehas democratized
process work.”
—Clay Holderman, hospital administrator,
Presbyterian Rust Medical Center
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Please Recycle
For more information To learn more about the IBM Blueworks Live offering and try the
tool free of charge, please contact your IBM representative
or IBM Business Partner, or visit the following websites:
ibm.com /software/integration/blueworks-live or www.blueworkslive.com
Additionally, financing solutions from IBM Global Financing can enable
effective cash management, protection from technology obsolescence,
improved total cost of ownership and return on investment. Also, our
Global Asset Recovery Services help address environmental concerns
with new, more energy-efficient solutions. For more information on
IBM Global Financing, visit: ibm.com /financing
© Copyright IBM Corporation 2011
IBM CorporationSoftware GroupRoute 100Somers, NY 10589U.S.A.
Produced in the United States of America
August 2011 All Rights Reserved
IBM, the IBM logo and ibm.com are trademarks of International Business MachinesCorporation, registered in many jurisdictions worldwide. A current list of IBM trademarks is available on the web at “Copyright and trademark information” atibm.com /legal/copytrade.shtml
Other company, product or service names may be trademarks or service marks of others. The information contained in this documentation is provided for informationalpurposes only. While efforts were made to verify the completeness and accuracy of theinformation contained in this documentation, it is provided “as is” without warranty of any kind, express or implied. In addition, this information is based on IBM’s currentproduct plans and strategy, which are subject to change by IBM without notice.IBM shall not be responsible for any damages arising out of the use of, or otherwiserelated to, this documentation or any other documentation. Nothing contained in this
documentation is intended to, nor shall have the effect of, creating any warranties orrepresentations from IBM (or its suppliers or licensors), or altering the terms andconditions of the applicable license agreement governing the use of IBM software.
This case study illustrates how one IBM customer uses IBM products. There is noguarantee of comparable results. References in this publication to IBM products orservices do not imply that IBM intends to make them available in all countries in which IBM operates.
WSC14304-USEN-00
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Dal-Tile Corporation
Customer background
Established in 1947 in Dallas, Texas,
Dal-Tile Corporation, a subsidiary of
Mohawk Industries, manufactures,
distributes and markets high-quality
ceramic tile and natural stone products.
They are the largest ceramic tilemanufacturer in the U.S., and one of the
largest in the world, with nearly 8,000
associates. Their products go to market via
three channels: company-operated sales/
service centers, independent distributors,
and home center retailers.
The company operates three strategic
business units: Dal-Tile, American Olean,
and Home Center Services. Dal-Tile
currently operates eight manufacturingfacilities, five Regional Distribution
Centers, and over 250 Sales Services
Centers throughout the U.S., Canada, and
Puerto Rico.
Business challenge
Dal-Tile understood that the 1980’s
technology they were using would need
to be updated. “We had to get ourselves
a new generation of software,” said Rick
Odorico, General Manager, Dal-Tile
Business Operations. After seeing rapid
growth in the 1990s and early 2000s,
Dal-Tile changed their single store type
mentality and began to focus on a multi-
store approach. At the helm of a growingbusiness, Dal-Tile’s existing system was
becoming an anchor, costing them both
time and money due to the inflexibility of
the system.
Dal-Tile proactively began their search
for a new solution that would reduce the
load and maintenance overhead on their
existing legacy systems. It would also
need to be able to track a customer’s order
throughout its lifecycle, provide all theassociated transfers, purchase orders, and
return details to the user, and ease the end
to-end order fulfillment and order tracking
process across all Dal-Tile locations.
Solution
Twenty-two years ago, the typical Dal-Tile
customer was a ceramic tile contractor.
Today, they still work with ceramic tile
Sterling Order Managementimproves Dal-Tile’s end-to-end
customer lifecycle process
STERLING COMMERCE CASE STUDY
Location
Dallas, Texas
Industry
Manufacturer and distributor of ceramic tile and
natural stone products
Business challenge
Reliably administer all operations through a•
flexible solution within the sales service centers
and stone slab facilities
Integrate with existing legacy systems•
Manage the lifecycle of a customer order while•
interfacing with the overall supply chain
Solution
IBM® Sterling Order Management
Benefits
Improve profitability•
Add flexibility for future growth•
Reduce lost sales and out-of-stocks•
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worked hand-in-hand to create a system in
which all orders taken during the business
day could be viewed, and pricing set to
ensure the best price for the customer
as well as ensuring margins were correct
so that Dal-Tile could continue to be
profitable.
The Sterling Commerce solution lowers
total cost of ownership by providing
flexibility based on each local store’s needs.
By recommending stock replenishment
quantities based on demand and forecast,
Sterling Order Management enables
Dal-Tile to keep store inventory at a
minimum and reduce their overhead
inventory cost.
Dal-Tile associates can now void invoices
and create credit and debit memos, and
search for available inventory across the
supply chain in one seamless flow. Sterling
Order Management not only provides a
lower cost of ownership, but also improves
the customer buying experience by
providing more flexibility and ensuring
the best overall value.
Key benefits
Improved profitability
Dal-Tile is expecting a full return
on investment within three years of
implementing Sterling Order Management
solutions. Upon retiring their legacy
system, Dal-Tile will save over $2 million
per year. Due to the more efficient
contractors, but also conduct the majority
of their business with floor covering and
full line dealers, residential contractors,
commercial contractors, builders, retailers
and more. “Our existing system didn’t have
the flexibility to handle change very well,”
said Rick Odorico. “We were looking for a
solution that off-the-shelf was a better fit
than any other.”
Dal-Tile selected Sterling Order
Management based on its peripheral
strength and flexibility to do business with
multiple partners and grow their product
line sales.
Dal-Tile now has end-to-end functionality
that allows them to view, maintain and
update orders at the store level. Dal-Tile
uses Sterling Order Management for pick-
up, ship-out, pack-and-hold, transfers
and direct-ship orders. Pricing and margin
management was previously an issue
for Dal-Tile prior to the solution as the
company had no visibility into what the
actual margin was on each order until after
the sale. Dal-Tile and Sterling Commerce
“Sterling Order Management is the system
engine we have been looking for to take
our organization to a world class level of
customer service now, and for many more
years to come.”
Rick OdoricoGeneral Manager,Dal-Tile Business Operations
processes provided by Sterling Order
Management, Dal-Tile is forecasting an
increase in its profits by over $1 million per
year through improved pricing and margin
management. In addition, they are able
to reduce their order fulfillment costs by
efficiently orchestrating order and service
fulfillment across multiple systems andpartners.
Flexibility for future growth
Sterling Order Management supports
Dal-Tile’s future growth by offering the
flexibility for future process changes
required to meet changing customer
demands. Potential future acquisitions and
business model changes will be easier to
manage. As a new company is acquired
or a new product is offered, Dal-Tile willbe able to incorporate these changes into
the system without an interruption in order
management capability.
Reduced lost sales and out-of-stocks
Sterling Order Management improves
Dal-Tile’s supply chain efficiencies by
consolidating inventory information from
multiple systems and generating a single
view of all supply and demand for the
store network. Aggregation of inventoryinformation reduces lost sales due to out-
of-stock situations, and improves utilization
of all inventory. What’s more, better
visibility and functionality allow Dal-Tile to
efficiently use its partners and vendors to
fulfill customer orders.
For all Sterling Commerce offices worldwide,
visit www.sterlingcommerce.com
©2009 – 2010, Sterling Commerce, Inc.All rights reserved. Sterling Commerce and the Sterling Commerce logoare trademarks of Sterling Commerce, Inc. or its affiliated companies. Allproducts referenced are the service marks, trademarks, or registered marksof their respective owners. Printed in U.S.A.Neither this case study nor any portion thereof may be used or distributedwith any other material without the express written consent of SterlingCommerce.SC0746 11/10
About Sterling Commerce
Sterling Commerce, an IBM® Company, helps organizations worldwide increase business agilityin their dynamic business network through innovative solutions for sell ing and fulfillment and for
seamless and secure integration with customers, partners and suppliers. More information can be
found at www.sterlingcommerce.com.
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IBM Software Manuacturing
Sauer-Danoss is a worldwide leader in the design, manuacture and
sale o engineered hydraulic, electric, and electronic systems and
components or use primarily in applications o mobile equipment. The
company has sales, manuacturing, and engineering capabilities inEurope, the Americas, and the Asia-Pacifc regions.
Business challenge When Sauer-Sundstrand merged with Danoss Fluid Power A/S in
2000, the new company became Sauer-Danoss. The merger resulted in
multiple legacy enterprise resource planning (ERP) systems and
disparate B2B platorms worldwide.
In 2004, when Sauer-Danoss decided to make SAP their global ERP
system, they needed to choose and implement a global B2B platorm.
Their ultimate goal was to fnd an e-commerce system that would
seamlessly interace with SAP.
SolutionSauer-Danoss chose Sterling B2B Integrator or a number o reasons,
including its strength and leadership in the marketplace and the
correspondence with all B2B standards, including EDI. Sterling B2B
Integrator also interaces directly with SAP. With Sterling B2B
Integrator the company has one global e-commerce solution that uses a
common methodology that integrates with all business partners and
customers worldwide.
Now Sauer-Danoss has the ability to quickly onboard andcommunicate with any and all business partners, despite their B2B
standards or protocols. In addition, Sauer-Danoss never has to
implement third-party adapters or communication with business
partners’ standards, like AS2 or FTP.
Sauer-Danfoss IBM ® Sterling B2B Integrator works with SAP,enables B2B with all customers and partners
Overview
Business ChallengeImplement a global e-commerce system
that interfaces with SAP and enables B2B
with all trading partners and customers,
regardless of their communication
methods or requirements.
Solution
IBM Connectivity and Integration
• IBM Sterling B2B Integrator
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IBM Software Manuacturing
Sterling B2B Integrator also acilitates business processes. For example,
when Sauer-Danoss ships goods, their customers need advance ship
notices (ASNs) beore the goods arrive. Prior to adopting Sterling B2B
Integrator, ASNs oten arrived late, and Sauer-Danoss had to scramble
to fgure out what happened. Now they send ASNs in near real-time,
which automatically triggers a business process within Sterling B2B
Integrator that translates the data. Within seconds, ASNs are available
to customers.
Having one B2B platorm has simplifed the support required o the
team due to the retirement o legacy third-party tools and
standardization on Sterling B2B Integrator to handle all needs.
Additionally, Sterling B2B Integrator is engineered to help ensure that
support and reliability are maximized while automating monitoring as
much as possible. Business processes have been set up to watch or
ailures and send an e-mail detailing the problem. This allows the IT
team to ocus on multiple high-level projects.
Business benefts:
• Interfaces with and extends SAP,
Sauer-Danfoss’ global ERP
• Enables B2B and EDI with all business
partners and customers, despite
disparate standards or protocols
• Improvesbusinessprocessefciencies
through visibility
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IBM Software Manuacturing
Key beneftsInterfaces with SAP
Sauer-Danoss chose SAP or their global ERP system. When they
needed to choose and implement a global B2B platorm, they chose
Sterling B2B Integrator because it interoperates perectly with SAP.
Enables B2B with all business partners
Sauer-Danoss can communicate with all business partners, despite
their B2B standards or protocols. And, they never have to implement
third-party adapters or communication with diering standards, like
AS2 or FTP.
Improves business processes
Sterling B2B Integrator is a transaction engine that runs processes
Sauer-Danoss defnes according to their business needs. Since it
communicates directly with SAP, a business process like sending ASNs
to customers is acilitated with ease. Beore the IBM solution, customersoten received ASNs late, but now Sauer-Danoss sends them in near
real time, which automatically triggers a business process within
Sterling B2B Integrator that translates the data.
“Sterling B2B Integrator is our global e-commerce
solution. It lets us interface with all trading
partners worldwide and integrates seamlessly withour global SAP system.”
— Patrick Weil - SAP Center Manager,
North America, Global IT SAP Applications
and EDI Integration Services
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ZZC03083-USEN-00
Please Recycle
© Copyright IBM Corporation 2011
IBM CorporationSotware GroupRoute 100Somers, NY 10589
Produced in the United States o America July 2011 All Rights Reserved
IBM, the IBM logo, ibm.com and Sterling Commerce are trademarks or registeredtrademarks o International Business Machines Corporation in the United States,other countries, or both. I these and other IBM trademarked terms are marked ontheir frst occurrence in this inormation with a trademark symbol (® or ™), thesesymbols indicate U.S. registered or common law trademarks owned by IBM at thetime this inormation was published. Such trademarks may also be registered orcommon law trademarks in other countries. A current list o IBM trademarks isavailable on the web at “Copyright and trademark inormation” at www.ibm.com/legal/copytrade.shtml .
The inormation contained in this publication is provided or inormational purposesonly. While eorts were made to veriy the completeness and accuracy o theinormation contained in this publication, it is provided AS IS without warranty o any kind, express or implied. In addition, this inormation is based on IBM’s currentproduct plans and strategy, which are subject to change by IBM without notice.IBM shall not be responsible or any damages arising out o the use o, or otherwiserelated to, this publication or any other materials. Nothing contained in thispublication is intended to, nor shall have the eect o, creating any warranties orrepresentations rom IBM or its suppliers or licensors, or altering the terms andconditions o the applicable license agreement governing the use o IBM sotware.
Reerences in this publication to IBM products, programs, or services do not imply that they will be available in all countries in which IBM operates. Product releasedates and/or capabilities reerenced in this presentation may change at any time atIBM’s sole discretion based on market opportunities or other actors, and are notintended to be a commitment to uture product or eature availability in any way.Nothing contained in these materials is intended to, nor shall have the eect o,stating or implying that any activities undertaken by you will result in any specifcsales, revenue growth, savings or other results.
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IBM Software Retail
True Value is one o the world’s largest retailer-owned hardware
cooperatives, serving 54 countries with more than 5,000 stores and
12 regional distribution centers.
They source merchandise rom domestic and international suppliers.
Logistically, they process 64,000 domestic inbound loads and over
600 million pounds o reight annually. Internationally, True Value
imports 3500 containers annually through 30 international ports, and
10 domestic ports, using 5 ocean carriers.
Business challengeDue to complexity and sheer volume o data and product movement,
True Value was challenged with being more proactive by resolving
supply chain exceptions beore they had a negative impact on inbound
ordering costs and customer service levels. Proactively identiying and
adjusting to exceptions was a daunting task due to the lack o
procurement, shipping, and receiving visibility rom their supply chain.
The shortcomings in their inbound supply processes were caused by:
• Fragmented visibility into the physical movement o shipments
• Inability to model and track the events specic to each product fow
• Inability to create custom role specic alerts
In order to achieve their goal o delivering the right product, to the
right place at the right time, True Value required electronic access to
accurate decision critical data; real-time. The solution they were
looking or would provide a comprehensive realtime view o orders andshipments across their global supply chain network.
SolutionIBM Sterling Supply Chain Visibility provides True Value with the
tools to improve the collection o order liecycle inormation by tying
data rom internal procurement, warehouse, and transportation systems
together with external data rom their reight orwarder, broker and
carriers. Sterling Supply Chain Visibility is the central repository that
provides a view o the entire order liecycle.
True Value Company True Value optimizes their inbound supply processes with IBM ® Sterling Supply Chain Visibility
Overview
Business ChallengeDeliver the perfect order: the right
product, to the right place, at the right
time.
Solution
• IBM Sterling Supply Chain Visibility
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IBM Software Retail
Sterling Supply Chain Visibility provides True Value with the ability to
minimize supply chain delays through customized supply chain process
models that track and alert on potential bottlenecks in their network.
True Value has dened milestones, thresholds, and alerts or three
distinct process models.
• DomesticPrepaid– Transportation is prepaid and the routing is
handled by the vendor
• DomesticCollect– True Value plans and routes the shipments rom
suppliers using either common carriers or their own feet
• InternationalDirect–Containers shipped rom China direct to a
True Value depot
For each o these process models, True Value created milestones to
provide the ability to monitor order and delivery progress. Alerts are
then created based on the status o these milestones or shortages. The
international process model tracks milestones based on ocean booking,
sailing date, port arrival, customs clearance, and more, all the way to the
stocking o product in the distribution center. The domestic process
models track milestones such as appointment made, cross docked,
delivered, received, and put away.
Business benets:
• Reduces lead time variability
• Increasesfllrates
• Reduces lost sales
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IBM Software Retail
Greg Linder, Director o Supply Chain Operations or True Value said
“The better data you have, the better decisions you can make. Having
end to end visibility allows us to pick and choose the high priority alerts
and then drill down into the cause o the alert.”
By providing visibility across their global trading partner networks,
Sterling Supply Chain Visibility has become a part o True Value’s
initiative to optimize their inbound supply processes, which helped
minimize supply chain exceptions and contributed to a 57 percent
reduction in lead time, 10 percent increase in ll rate, and 85 percent
reduction in backorders.
Key beneftsReduce lead time variability
True Value has reduced lead time variability by alerting their
procurement, transportation, and warehouse personnel when
predetermined lead times are in danger o, or have been missed.
Procurement reduces their response time to late shipments;
transportation proactively manages delays and expedites deliveries; and
warehouse operations prioritize receiving and restocking activities.
Increase fll rates
True Value maintains a very high order ll rate standard. The impact o
Sterling Supply Chain Visibility eectively managing the inbound fow
o goods rom supplier to distribution center enables True Value to
identiy potential order delays or shortages even beore the order is
shipped.
Reduce lost sales
True Value Company serves the needs o a retail marketplace ocused
on immediate gratication. I the product isn’t available, chances are
their consumers will go elsewhere to nd it. Sterling Supply Chain
Visibility enables True Value to reduce out o stocks and optimize
inventory in their stores without increasing costs thereby keeping lost
sales to a minimum.
“The better data you have,the better decisions youcan make. Having end toend visibility allows us to pick and choose the high priority alerts and thendrill down into the causeof the alert.””
— Greg Linder, Director of Supply Chain
Operations, True Value
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ZZC03093-USEN-00
Please Recycle
© Copyright IBM Corporation 2011
IBM CorporationSotware GroupRoute 100Somers, NY 10589
Produced in the United States o America July 2011 All Rights Reserved
IBM, the IBM logo, ibm.com and Sterling Commerce are trademarks or registeredtrademarks o International Business Machines Corporation in the United States,other countries, or both. I these and other IBM trademarked terms are marked ontheir rst occurrence in this inormation with a trademark symbol (® or ™), thesesymbols indicate U.S. registered or common law trademarks owned by IBM at thetime this inormation was published. Such trademarks may also be registered orcommon law trademarks in other countries. A current list o IBM trademarks isavailable on the web at “Copyright and trademark inormation” at www.ibm.com/legal/copytrade.shtml .
The inormation contained in this publication is provided or inormational purposesonly. While eorts were made to veriy the completeness and accuracy o theinormation contained in this publication, it is provided AS IS without warranty o any kind, express or implied. In addition, this inormation is based on IBM’s currentproduct plans and strategy, which are subject to change by IBM without notice.IBM shall not be responsible or any damages arising out o the use o, or otherwiserelated to, this publication or any other materials. Nothing contained in thispublication is intended to, nor shall have the eect o, creating any warranties orrepresentations rom IBM or its suppliers or licensors, or altering the terms andconditions o the applicable license agreement governing the use o IBM sotware.
Reerences in this publication to IBM products, programs, or services do not imply that they will be available in all countries in which IBM operates. Product releasedates and/or capabilities reerenced in this presentation may change at any time atIBM’s sole discretion based on market opportunities or other actors, and are notintended to be a commitment to uture product or eature availability in any way.Nothing contained in these materials is intended to, nor shall have the eect o,stating or implying that any activities undertaken by you will result in any specicsales, revenue growth, savings or other results.
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Seneca Foods Corporation
Customer background
Seneca Foods Corporation is an
independent, publicly traded food
processing company. As a fully integrated
producer, the company has made
significant investments in facilities and
technologies to enhance manufacturing
processes, increase line speeds and
guarantee premium quality. Seneca even
develops crop seeds and manufactures
their own cans to give them an additional
competitive advantage. Remaining on
the leading edge of agribusiness by
implementing advanced technologies and
information systems, Seneca Foods is able
to produce an exceptional range of quality
products more efficiently and with fewer
imperfections.
Products are sold under the Libby’s®, Aunt
Nellie’s Farm Kitchen®, Stokely’s®, READ®
and Seneca® labels, as well as through the
private label and industrial markets. Under
an alliance with General Mills Operations,
Inc., Seneca produces canned and frozen
vegetables, which are sold by General
Mills under the Green Giant® label.
Business challenge
Prior to Sterling Transportation
Management System (Sterling TMS),
Seneca Foods managed freight
contracts through a centralized route
guide; however, regional transportation
managers selected the carriers. That
meant contracts were negotiated on a
regional basis instead of a corporate-wide
contract rate.
In addition, shipments were tendered via
phone and fax with no cross-company
visibility to shipment status. Performance
measurement was handled by carriers,
who did not always report on a
monthly basis.
Implementing a transportationmanagement system to
consolidate the shipping process
STERLING COMMERCE CASE STUDY
Location
Marion, NY
IndustryCPG/Grocery
Revenues
For the fiscal year ended March 31, 2006, net
sales were $883,823,000 and net earnings were
$21,993,000.
Business challenge
To implement a transportation management system
that would enable the company to centrally manage
contracts with carriers and execute logistics in a
distributed manner
Solution
IBM® Sterling Transportation Management System
BenefitsConnected disparate systems, locations•
and carriers
Centralized control of operations through•
enhanced visibility of shipment activity
Improved control of routing guide compliance•
Increased contract compliance regarding invoices•
and freight payment
Reduced manpower and paperwork•
Decreased freight costs by 2% within first year•
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dock scheduling for Seneca. Again,
Seneca expects to see a savings in overall
costs, manpower and paperwork.
Key benefits
Centralized management and distributed
execution: Now all interplant and
outbound shipments to customers andwarehouses are centrally managed, with
full visibility to shipment activity. This
allows the company to maintain and
control routing guide compliance.
Reduced costs and improved operations:
Seneca improved control over logistics
operations through online track and trace
capabilities, automated tendering and
enhanced carrier performance analysis.
Within three months of implementation,
the company was on track to reduce
overall transportation spending by using
carriers more efficiently and minimizing
off-contract purchasing.
Faster deployment, easy enrollment:
With the decentralized nature of Seneca’s
business, users were located throughout
the United States. However, Sterling
TMS provided a phased rollout so every
location and user was fully trained quickly.
This approach significantly increased user
adoption and allowed for contingencies to
be easily addressed during the rollout.
Seneca Foods needed a new
transportation management system
that would provide rate management,
tendering, visibility and supply chain
management, thus enabling them to
reduce off-contract purchasing, improve
carrier utilization and centrally manage
logistics.
Solution
Seneca Foods chose Sterling TMS
because its Web-based technology offers
robust transportation management system
capabilities, such as online tendering,
shipment tracking and tracing and supply
chain event management. It also provides
cross-company shipment visibility, as well
as consistent performance measurement.
Now Sterling TMS helps Seneca manage
more than 55,000 orders per year. With
both interplant and outbound shipments
to 12 warehouses and roughly 1,000
customers, Seneca relies on Sterling TMS
network to centrally manage contracts
with carriers and execute logistics in a
distributed manner.
Sterling TMS has streamlined Seneca’s
shipping process. In fact, now three
people manage transportation logistics.
Prior to Sterling TMS, 15 people were
involved. And by the end of 2006, Sterling
TMS will facilitate freight payment and
“The speed and ease by which Sterling
TMS helps us move orders to the carrier
base have definitely reduced our freight
cost. The entire process is streamlined,which has led to a reduction in shipping
costs, manpower and paperwork.”
Gene Schaetten
Vice President of Transportation,
Seneca Foods Corporation
For all Sterling Commerce offices worldwide,
visit www.sterlingcommerce.com
©2006-2010, Sterling Commerce, Inc.All rights reserved. Sterling Commerce and the Sterling Commerce logoare trademarks of Sterling Commerce, Inc. or its affiliated companies.All products referenced are the service marks, trademarks, or registeredmarks of their respective owners. Printed in U.S.A.Neither this case study nor any portion thereof may be used or distributedwith any other material without the express written consent of SterlingCommerce.SC0377 10/10
About Sterling Commerce
Sterling Commerce, an IBM®
Company, helps organizations worldwide increase business agilityin their dynamic business network through innovative solutions for selling and fulfillment and for
seamless and secure integration with customers, partners and suppliers. More information can be
found at www.sterlingcommerce.com.
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Case Study
Signature Mortgage Corporation is a fast-growing mortgage company
that provides thousands of customers with creative, low-cost and
hassle-free mortgage solutions. Founded in 1996, the company has
closed more than US$2 billion in residential mortgages.
Challenge
Signature Mortgage needed to replace its manual, paper-based application process
that required customers to either go to a retail branch to sign documents or wait ordocuments to be couriered to their homes. Many customers ound it inconvenient
to go to a branch, so they opted to receive the documents via mail. During the time
it took or the application package to arrive, customers would oten shop around
or loan products rom other lenders, potentially putting Signature Mortgage at risk
o losing the customer to a competitor. In order to remain competitive, Signature
Mortgage needed to improve its customer service by providing a aster and more
convenient application process.
Solution
Signature Mortgage worked with IBM Business Partner Silanis Technology Inc.
to implement a solution based on Silanis e-SignLive integrated services and IBM
LotusLive Engage collaboration services. The solution enables customers to
complete, review, initial and sign mortgage applications electronically through
services delivered via the cloud.
LotusLive Engage delivers cloud-based, integrated Web conerencing, social
networking and collaboration capabiliti es, like ile storing and sharing, instant
messaging and activity management, to simpliy and improve daily business
interactions with customers, partners and colleagues—all with IBM’s ocus on
security, reliability and integration. Built on an open Web platorm, LotusLive oers
business partners the ability to integrate their applications into LotusLive, creatinga seamless user experience across applications and business processes.
By adding integrated solutions rom business par tners like Silanis, LotusLive
provides more cloud-based options to help companies o all sizes work more
eiciently and eectively.
IBM LotusLive Engage helps Signature Mortgage reduce loan processing time
Overview
Signature Mortgage
Canton, Ohio
www.smcinc500.com
Industry
• Banking
Products
• IBM® LotusLive™ Engage
• Silanis e-SignLive
Business Partner
• Silanis Technology Inc.
For more information, visit:
www.lotuslive.com
“Now with e-SignLive and
LotusLive, our customers
have the ability to
electronically review and
sign applications rom the
convenience o their home
or ofce. No more time is
wasted manually printing,
shipping, signing, returning
and veriying applications.”
—Bob Catlin, President,
Signature Mortgage
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Copyright IBM Corporation 2010
IBM Sotware Group
Route 100
Somers, NY 10589
Produced in the United States
September 2010
All Rights Reserved
IBM, the IBM logo, ibm.com and LotusLive are
trademarks or registered trademarks o International
Business Machines Corporation in the United States,
other countries, or both. I these and other IBM trade-
marked terms are marked on their irst occurrence in
this inormation with a trademark symbol (® or ™),
these symbols indicate U.S. registered or common law
trademarks owned by IBM at the time this inormation
was published. Such trademarks may also be registered
or common law trademarks in other countries. A
current list o IBM trademarks is available on the
web at “Copyright and trademark inormation” atibm.com /legal/copytrade.shtml
Other company, product, or service names may be
trademarks or service marks o others.
The inormation contained in this documentation is
provided or inormational purposes only. While eorts
were made to veriy the completeness and accuracy
o the inormation contained in this documentation, it is
provided “as is” without warranty o any kind, express
or implied. In addition, this inormation is based on
IBM’s current product plans and strategy, which are
subject to change by IBM without notice. IBM shall
not be responsible or any damages arising out o the
use o, or otherwise related to, this documentation orany other documentation. Nothing contained in this
documentation is intended to, nor shall have the eect
o, creating any warranties or representations rom
IBM (or its suppliers or licensors), or altering the terms
and conditions o the applicable license agreement
governing the use o IBM sotware.
LOC14229-USEN-00
The Silanis e-SignLive ser vices are ully integrated with the LotusLive Engage
platorm, providing the company with a simple, eicient and cost-eective solution
or signing the mortgage applications documents online. The lender simply
invites new customers into the e-SignRoom in LotusLive where all o the loan
documents and disclosures are presented electronically to the customers or
their review and e-signing. Intuitive “click-to-sign,” “click-to-initial” and “click-
to-accept” arrows appear throughout the documents, prompting users to
electronically sign and initial in all the right places through a click o the mouse.
No sotware or plug-in needs to be downloaded or installed by customers.
An executive dashboard enables Signature Mortgage to monitor the status
o pending customer applications. The lender can see which customers have
signed what documents and when, allowing it to ollow up on a timelier basis and
take corrective action to close pending applications more quickly.
Benefits
• Signature Mortgage expects to cut costs and reduce loan-processing time
rom an average o seven days to 24 hours
• Solution creates competitive advantage by reducing the loan closing process
to 10-15 days compared to 30-45 days typically experienced at local, regional
and national banks
• Green solution reduces paper and uel use
• Enabling customers to review and sign loan documents rom the convenience
o their homes improves customer satisaction and reduces the risk o
customers shopping around or a better loan while enabling Signature
Mortgage to oer better rates and increase company revenue
• Cloud-based solution eliminates the need to dedicate IT resources to develop
and maintain a web site to provide similar services
©
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IBM Software Distribution and Logistics
Customer backgroundBonnie Plants (Bonnie) began in 1918 in a backyard and has grown
to include 68 growing stations around the country. Bonnie currently
has 450 sales representatives servicing more than 13,000 accounts. A national plant wholesaler based in Alabama, Bonnie is dedicated to
supplying retail stores throughout the United States and Canada with
the best herb, ower, and vegetable plants available. As part o Alabama
Farmers Cooperative (AFC), a regionally ederated supply and
marketing agricultural cooperative, Bonnie has brought top-quality
plants to gardeners across the country throughout the company’s
history. AFC acquired its most proftable division, Bonnie in 1975.
Business challengeBonnie has been an IBM Sterling customer since 1994, using
Gentran:Director® or EDI and Sterling Collaboration NetworkSM or
their VAN services. “With sales data taking up to three days to process,
we elt like we were drowning in data,” said Tim Hazle, Computer
Services Manager, AFC. “It could take an entire day to process sales
orders, and those stats were subject to human error.” Ater pulling
inormation across a dial-up modem, Bonnie oten discovered the data
was incomplete. Continuously acing the challenges o trading
electronically with little visibility, Bonnie realized they had outgrown
the systems they had been using or the past 10 years and began looking
or a solution.
Bonnie had to ace the challenge o 70 percent o their business
occurring between the months o March and May. They lookedin-house, but they did not have the technical resources, and it did not
make sense fnancially because o their seasonal business. The scalability
o the solution needed to be that o a big seller versus that o a smaller
homegrown solution. Looking or a better way to understand their
sales, and project the needs o the retail chains carrying their plants,
Bonnie decided outsourcing would be the best answer.
Bonnie Plants IBM ® Sterling B2B Integration Services enables Bonnie Plants to grow and operate more efciently
Overview
Business ChallengeManual data processing made Bonnie
vulnerable to human errors and long
delays. To improve customer service,
they needed a solution for increasing
operational efciency and providing better
visibility into internal business processes
and external trading partners.
Solution
IBM• ® Sterling Business Integration
Suite
– IBM® Sterling B2B Integration
Services
° IBM® Sterling B2B Integration
Services Plus
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IBM Software Distribution and Logistics
SolutionIn the spring o 2007, Bonnie recognized that Sterling B2B Integration
Services would allow them to remain competitive while reducing their
overall costs. They began the implementation process in September,
and had all trading partners moved by December. The solution was
deployed in phases to ensure Bonnie’s business would not be
interrupted during implementation. As the world’s largest producer
o vegetable plants, Bonnie’s customers are some o the top-named
home improvement and discount department stores in the United
States and Canada.
Sterling B2B Integration Services now enables Bonnie to connect
people, processes, and technology across boundaries. With Sterling B2B
Integration Services, each time a Bonnie product is scanned at a retail
store, the inormation is collected, put into a common layout, and
then processed immediately. Bonnie’s sales team can check sales, andproject the needs o an individual retail store carrying their plants.
This real-time visibility allows salesmen to drop o new plants where
and when they are needed. Sterling B2B Integration Services helps
improve the service Bonnie provides and enables them to trade more
efciently, maximizing market opportunities. With Sterling B2B
Integration Services, Bonnie has gained real-time, end-to-end
visibility and control over their business processes internally and
external trading partners.
Business benefts:
Improved onboarding time•
Increased visibility•
Enhanced reporting capabilities•
Improved internal customer satisfaction•
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IBM Software Distribution and Logistics
Sterling B2B Integration Services processes invoices, adjustments,
payment orders, remittance advice, purchase orders, product activity
data, and customer text messages or Bonnie. Bonnie now processes,
on average, 90,000 documents per month, with around six million
transactions during their peak season o March through May. Sterling
B2B Integration Services is designed to accelerate Bonnie’s ability to
achieve B2B collaboration by empowering them to use their internal
resources to rapidly grow and adapt their B2B community.
Key beneftsMaximized business opportunities
Due to the seasonal nature o Bonnie’s business it was critical they had
a system that could handle a large inux o data during a short period o
time. Bonnie ound that Sterling B2B Integration Services oered the
scalability they needed. With Sterling B2B Integration Services,
Bonnie’s sales orce has confdence they can deliver on the needs o
their customers. Bonnie has visibility into their customer’s inventory,
enabling them to anticipate the needs o an individual store and have
merchandise dropped o when needed.
Better B2B integration
Bonnie now has the technical ability to meet their customers’
requirements pertaining to data translation. They have been able to
increase proftability by reducing costs and increasing reliability o their
B2B operations. Prior to the implementation o Sterling B2B
Integration Services, the onboarding o new trading partners was a
daunting task or both Bonnie and their customers. Now, Bonnie adds
customers aster and more accurately. Bonnie also uses Sterling B2BIntegration Services to ensure business critical documents are processed
on-time, which allows or better service and aster sales turnarounds.
Ease of implementation
It was critical to Bonnie that their business not be aected during the
implementation o Sterling B2B Integration Services. A high degree o
proactive support through a single-point-o-contact or all business
issues, escalations, and questions, as well as an assigned customer service
representative, ensured a smooth delivery o the solution without
interruption to their business.
“The $10-20 million growth we saw in 2008can be attributed toSterling B2B IntegrationServices. Bonnie Plants cannot live without thedata that Sterling B2B Integration Services delivers to us daily.”
— Tim Hazle, Computer Services Manager,
Alabama Farmers Cooperative
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© Copyright IBM Corporation 2011
IBM CorporationSotware GroupRoute 100Somers, NY 10589
Produced in the United States o America July 2011 All Rights Reserved
IBM, the IBM logo, ibm.com and Sterling Commerce are trademarks or registeredtrademarks o International Business Machines Corporation in the United States,other countries, or both. I these and other IBM trademarked terms are marked ontheir frst occurrence in this inormation with a trademark symbol (® or ™), thesesymbols indicate U.S. registered or common law trademarks owned by IBM at thetime this inormation was published. Such trademarks may also be registered orcommon law trademarks in other countries. A current list o IBM trademarks isavailable on the web at “Copyright and trademark inormation” at www.ibm.com/legal/copytrade.shtml .
The inormation contained in this publication is provided or inormational purposesonly. While eorts were made to veriy the completeness and accuracy o theinormation contained in this publication, it is provided AS IS without warranty o any kind, express or implied. In addition, this inormation is based on IBM’s currentproduct plans and strategy, which are subject to change by IBM without notice.IBM shall not be responsible or any damages arising out o the use o, or otherwiserelated to, this publication or any other materials. Nothing contained in thispublication is intended to, nor shall have the eect o, creating any warranties orrepresentations rom IBM or its suppliers or licensors, or altering the terms andconditions o the applicable license agreement governing the use o IBM sotware.
Reerences in this publication to IBM products, programs, or services do not imply that they will be available in all countries in which IBM operates. Product releasedates and/or capabilities reerenced in this presentation may change at any time atIBM’s sole discretion based on market opportunities or other actors, and are notintended to be a commitment to uture product or eature availability in any way.Nothing contained in these materials is intended to, nor shall have the eect o,stating or implying that any activities undertaken by you will result in any specifcsales, revenue growth, savings or other results.
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Case Study
IBM Software Retail
Ace Mart reduces onlinemarketing spend by 25percent to improve ROI
Overview
Business challenges• WantedtobenchmarkmarketingROI
acrossmultiplecampaigns
• Requiredacommonwaytotrack
revenues
Solution
• LeveragedCoremetricsWebAnalytics
totrackpaidsearch,paidinclusion,
andbanneradROIwithinasingle
interface
• Eliminatedmarketingspendwhichwas
drivingclickthroughbutnotsales
including:50percentofallpaid
keywords,75percentofpaidinclusion
spendandalltextbanneradvertisements
Beneft
• Reducedmarketingspendby
25percentpermonthwhilerealizingan
increaseinmarketingROI
Ace Mart is a leading restaurant supply retailer with annual sales
exceeding ty million dollars. The Company is committed to building
and maintaining one o the best online stores in the industry and
currently oers more than 4,000 in-stock products online.
Challenge Ace Mart allocates a monthly budget to online marketing campaigns—
including paid search, paid inclusion, aliate and online text banners—
to drive website trac and increase online sales. This specialty retailer
wanted to maximize the ROI rom their online marketing spend, but
the conficting metrics and tools available in the industry gave them
absolutely no idea how their campaigns were perorming relative to
each other. Further, the analysis they received rom their marketing
partners showed click through rates but not the resulting sales.
Solution Ace Mart implemented IBM Coremetrics Marketing Management
Center (MMC), a eature o IBM® Coremetrics® Web Analytics,
to track and analyze the ROI rom every online marketing campaign
in a single interace. At a glance, they were able to identiy
under-perorming campaigns based on actual revenue numbers.
Today, Ace Mart has successully reduced their monthly marketing
expenditures by 25 percent and increased ROI by eliminating keyword
buys, cutting paid inclusion marketing spend and canceling online text
banner advertising.
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Case Study
IBM Software Retail
“We were running several online marketing campaigns and all o them
were driving trac to our website. However, website trac is not the
right metric to gauge whether or not a marketing campaign is
eective—you must look at the resulting sales. With IBM Coremetrics,
our team can analyze the ROI o all our campaigns in a single interace.
We were able to rapidly identiy our under-perorming campaigns
and eliminate them rom our budget. Because o IBM Coremetrics,
we are saving 25% o our budget per month and we nally understand
which campaigns drive sales. Our team can now re-direct those
savings into our top perormers and increase our revenue,” states
Ace Mart’s Webmaster.
Eliminate 50 percent of paid keywords The rst change Ace Mart made was to eliminate low-perorming
keywords rom their paid search campaigns. Out o 800 leading PPC
provider keywords, they identied that over 50 percent o them weredriving trac to the website but not resulting in any actual sales. By
eliminating over 50 percent o their keyword buys, they were able to
reduce marketing keyword spend while attaining an increased ROI.
Cut paid inclusion marketing by 75 percent The second change was to reduce their paid inclusion marketing spend
by 75 percent. IBM Coremetrics quickly revealed that a paid inclusion
marketing program through a leading provider was not delivering
enough ROI to validate their current spend on particular inclusion
advertisements. Ace Mart analyzed the ROI o each inclusion term via
the IBM Coremetrics MMC.
“What our team fnds interesting is the things that work well in most
PPC advertising models dier rom what works inother areas o Internet advertising. The MMC lets us see and address this issue in record speed.”
—Webmaster
AceMart
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Case Study
IBM Software Retail
Cancel all online text banner advertising The third and nal change was to eliminate their entire online banner
advertising campaigns. Ace Mart was delivering an XML eed o their
products to a marketing partner, who was building text banner
advertisements based on those eeds or inclusion in major search
provider results. However, Ace Mart soon realized that only
32 percent o the visitors rom those advertisements were converting
to a sale, so they eliminated the program altogether.
For more information To learn more about IBM Coremetrics please contact your IBM
marketing representative or IBM Business Partner, or visit the
ollowing website: ibm.com /software/marketing-solutions
Solution Component
Software
• IBM®Coremetrics®WebAnalytics
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© Copyright IBM Corporation 2011
IBM CorporationSotware GroupRoute 100Somers, NY 10589 U.S.A.
September 2011 All Rights Reserved
IBM, the IBM logo, ibm.com, and Coremetrics are trademarks or registeredtrademarks o International Business Machines Corporation in the United States,other countries, or both. I these and other IBM trademarked terms are marked ontheir rst occurrence in this inormation with a trademark symbol (® or ™), thesesymbols indicate US registered or common law trademarks owned by IBM at the timethis inormation was published. Such trademarks may also be registered or commonlaw trademarks in other countries. A current list o IBM trademarks is available on the web at “Copyright and trademark inormation” at ibm.com /legal/copytrade.shtml
Other company, product and service names may be trademarks or service marks o others.
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Case Study
IBM Software Retail
Orvis increases cross sellrevenues by 70 percent
Overview
Business challenges• Driveadditionalsalesandincrease
averageordervalue
• Keepproductrecommendations
relevantanduptodateforthesite’s
4,400products
• Keepthecrossselleffortmanageable
Solution
• ImplementingIBMCoremetrics
IntelligentOffertoengagecustomers
withtimely,behavior-basedproduct
recommendations
• Recommendingproductsthathelpin
theselectionprocess
• Crosssellingappropriateitems
Benefts
• Revenuesfromproduct
recommendationsincreasedby
70percent
• Recommendationsonproductdetails
pageasapercentageoftotalsitesales
doubled,risingfrom3percentto
6percent
• IBMCoremetricsIntelligentOffersaved
approximately8to10merchanthours
eachweek
For more than 150 years the Orvis name has stood or outdoor
traditions, quality, and customer satisaction. Orvis is the longest-
running mail order business in the United States. In addition, the
company has more than 44 retail stores in the United States and UnitedKingdom and more than 500 dealers worldwide, selling the company’s
world-amous y-fshing gear, distinctive clothing, home urnishings,
gits and dog products. Orvis moved into the eCommerce space in 1998
with the launch o www.orvis.com. This award-winning website oers
not only products but also content, including Orvis-endorsed lodges
inormation, ree y fshing tips, and expert articles.
Savvy retailers are integrating the web with other channels to create a
multichannel network that delivers a quality customer experience across
the board. At The Orvis Company, or example, catalog and online sales
are tightly linked. Many customers browse the company’s print catalogs,
and then place their orders at orvis.com. In act, the catalog is the mostimportant marketing vehicle or online sales at Orvis.
Once those catalog shoppers go online, Orvis merchandisers want to
ensure the best possible shopping experience or them. To do this, they
build upon Orvis’ 150-plus-year history o customer satisaction and
quality products.
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Case Study
IBM Software Retail
Providing useul product recommendations is a vital part o their eort
to deliver a superior customer experience. As customers browse product
pages or view items in the shopping cart, they are presented with other
products to consider. Consequently, they quickly fnd the right product
or combination o products.
Ratcheting up the level of automationUntil recently, Orvis merchandisers were struggling to keep product
recommendations up to date or the site’s 4,400 products. To keep the
cross sell eort manageable, they took the approach o populating best
sellers at the subcategory level. They were concerned, however, about
the time they had to spend keeping product pages current.
Merchants were also concerned that their approach was not delivering
the optimal shopping experience. Moreover, they were “leaving money
on the table” by not providing options that might drive additional salesand increase average order values.
To make recommendations more relevant and reduce the time spent
on maintenance, merchandisers needed to ratchet up the level o
automation. However, they were wary o ully automated solutions
because most solutions take a black-box approach that does not allow
them to ensure that recommendations are both relevant and
appropriate. For example, behavioral data might show a high statistical
signifcance with respect to men’s apparel being browsed or purchased
in the same session as women’s apparel. That does not mean,
however, that a man’s cardigan is a good cross sell recommendation
or women’s blouses.
“We knew Coremetrics Intelligent Offer would lift revenues. We just didn’t think it would provide this much lift. After the initial set up it runs by itself,constantly updating recommendations on our
site based on new product introductions and changing customer interests. It’s substantiallymore hands off.”
—SeniorManager
E-commerceMerchandising&Analytics
TheOrvisCompanyInc.
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Case Study
IBM Software Retail
Making smart choicesOrvis tackled the challenge with IBM® Coremetrics® Intelligent
Oer, which engages customers with timely, behavior-based
product recommendations.
Merchandisers were particularly attracted by the solution’s exibility,
which supports the delivery o dierent recommendation styles that
address customer needs at dierent points in the sales cycle.
On the product page, or example, customers are trying to decide on a
specifc item. Recommending products that help in the selection
process is appropriate at this point. I the customer is looking at men’s
hiking boots, alternative hiking boots or walking shoes are good choices
or cross sell. When the customer is viewing the cart, however,
complementary items make more sense. I the cart contains hiking
boots, appropriate cross sell items might include socks, hats or gloves.
More importantly, Orvis merchandisers liked the strong controls that
Coremetrics Intelligent Oer provides. They can manage all
recommendations through business rules based on category, price,
inventory, margin and other actors. An IBM Coremetrics
implementation specialist consulted with the sta to discover key
business-rule needs and share best practices learned as a result o
implementing solutions or more than 100 clients.
Doubling cross sell revenues The day Coremetrics Intelligent Oer went live, revenues rom
product recommendations increased by 70 percent, and the site hassustained that level over time. Product recommendations on the
product details page as a percentage o total site sales doubled, rising
rom 3 percent to 6 percent.
In addition to the direct revenue lit, Orvis estimates that Coremetrics
Intelligent Oer saves approximately 8 to 10 merchant hours
each week.
Solution Component
Software
• IBM®Coremetrics®IntelligentOffer
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For more information To learn more about IBM Coremetrics please contact your IBM
marketing representative or IBM Business Partner, or visit the
ollowing website(s): ibm.com /software/marketing-solutions.
© Copyright IBM Corporation 2011IBM CorporationSotware GroupRoute 100Somers, NY 10589 U.S.A.
August 2011 All Rights Reserved
IBM, the IBM logo, ibm.com, and Coremetrics are trademarks or registeredtrademarks o International Business Machines Corporation in the United States,other countries, or both. I these and other IBM trademarked terms are marked ontheir frst occurrence in this inormation with a trademark symbol (® or ™), thesesymbols indicate US registered or common law trademarks owned by IBM at the timethis inormation was published. Such trademarks may also be registered or commonlaw trademarks in other countries. A current list o IBM trademarks is available on the
web at “Copyright and trademark inormation” at ibm.com /legal/copytrade.shtml
Other company, product and service names may be trademarks or service marks o others.
PleaseRecycle
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Smarter PlanetLeadership Series
The core values o Seton Hall University meant a lot toRob Brosnan when he joined its sta six years ago. What reso-nated most strongly to Brosnan was Seton Hall’s deeply rootedcommitment to leadership through service to others. It was aboutbeing part o a community that can make a di erence. Assuming
the newly created role o Senior Director o Strategic Marketing,Brosnan knew he had an opportunity to make such a dier-ence. His broad mission was to transorm the means by whichSeton Hall made its case to prospective incoming students, romthe time they rst express interest in the university to their enroll-ment– and all points along the way. That last caveat is signicant,or the overall intake cycle can last as long as 36 months, begin-ning in the student’s sophomore year o high school.
By and large, the length o the recruitment cycle has been a long-standing
part o the landscape or marketers in higher education, as is the core mission
o delivering a strong brand message and attracting the best students. The
importance o Brosnan’s role– as with colleagues at other universities– derivesrom signicant changes in the way student prospects go about making what
may well be the most infuential decision o their lives. It’s no revelation that
students ace more pressure than ever to choose the right school. Enabled by
technology, students are not only comparing a larger number o schools, but
also applying to more to maximize their options.
LeadershipSpotlightRob Brosnan’s reluctance to takethings on aith serves him wellas Senior Director o StrategicMarketing at Seton Hall University.
With competition or the best andthe brightest students tougherthan ever, Brosnan was deter-mined to leverage marketinganalytics to get a granular under-standing o what’s happening inthe recruitment pipeline and makedecisions that produce the high-est yield.
How Seton Hallgot smarter
Seton Hall recognized that withthe decision process gettinglonger and more complicated orincoming candidates, it needed
to tailor its marketing strategiesand resources to dierent parts othe cycle, while at the same timeexpanding the role o social mediaUsing advanced marketing analyt-ics, Seton Hall was able to gaugethe impact o specic marketingprograms, and thus make moreintelligent marketing decisions thatengage prospects more deeply.By inusing marketing intelligenceinto its recruitment process,Seton Hall was able to increase itsprospect conversion rate by 18.2percent in just the rst year.
Let’s Build a Smarter Plane
Seton Hall UniversitySocial media marketing analytics helpsengage incoming prospects and increaseenrollment yield
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A new ballgame
Seton Hall, which has built a powerul reputation or quality, doesn’t shrink rom this intensiying
competition or students. But it does recognize the risks it poses on the operational level, the biggest
o which, says Brosnan, is the university not making the all enrollment numbers. “At one time, we could
take our March deposits and begin to orecast our September numbers, and rom them our budgets,”
says Brosnan. “The truth is that as kids send out more applications, they’re moving the decision to
much later in the cycle, with a greater number leaving deposits at multiple schools and in some cases
even attending multiple orientations. This amplies the uncertainty and makes orecasting much more
o a challenge.”
Brosnan entered the picture at a time when Seton Hall was just beginning to grasp the implications
o this new decision environment. In the years preceding his arrival, the Admissions Oce had con-
ducted a stepped up communications program that successully increased the fow o prospects into
the recruitment “unnel” (in college admissions parlance) and engaged them earlier in the process.
However, the conversion o these prospects to actual enrolled students– the yield rate– was fat. They
wanted to know why and what they could do to increase it.
Looking into the pipeline
That required a better understanding o what went on inside the pipeline than the traditionally opaque
system would allow. From the time prospects enter the unnel, measures o their all intentions– how
they’re thinking, who they’re talking to and how they eel about Seton Hall – have traditionally been an
uncomortable “blind spot” until enrollment time. It’s analogous, on some levels, to one o the quirks o
lunar exploration, that spacecrat passing behind the moon “went silent” since they were out o direct
radio communication with the Earth. Only when they reemerged was contact reestablished and the
true situation with the spacecrat detectable to nervous controllers on the ground. Traditionally, college
admissions personnel have had to endure a comparable period o anxious waiting.
The benefits ofSeton Hall’s marketinganalytics solution
•18.2 percent year-to-yearincrease in enrollment candidateconversion rate, representingan additional US$29 million intuition revenues by leveragingFacebook and social media met-rics analysis.
•25 percent increase in
tuition deposits due to theability to attract prospectivestudents aster.
•Improved ability to targetmarketing programsand resources.
•Improved accuracy in reshmenenrollment orecasts.
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But Brosnan recognized that the added length and complexity o the enrollment process required a
more targeted and granular marketing approach, with campaigns and resources ocused on specic
phases o the overall recruitment cycle. With academic training in physics and an empirical streak
by nature, Brosnan also recognized that the ability to measure campaign eectiveness – the relative
impact o each marketing activity on conversion rates– was o paramount importance. Put simply, the
more granular an understanding o what works, the better Brosnan and his clients are able to apply
the most eective marketing tools or the situation.
While the Admissions Oce was the initial trigger or the smarter recruiting initiative, Brosnan’s ultimate
clients were the leaders o Seton Hall’s academic programs. His role in the process was to work with
each client to design the most eective communications strategy and, i necessary, to make adjust-
ments along the way to ensure their goals are met. At the earliest stages, Brosnan needed to get his
clients on board with the new approach to recruitment marketing– one that was a marked departure
rom what they were used to – but he aced a conundrum. “I needed to convince clients to change the
way they thought about marketing their programs, but because we were just starting, we didn’t have
anything substantive to make that case,” Brosnan explains. “That made getting perormance analytics
data top priority.”
Building the case for analytics
Though Brosnan knew he couldn’t get ar without Seton Hall’s IT organization, he recognized rom
a cultural standpoint, getting its support to purchase a marketing analytics solution would be a tough
pill to swallow. It was – initially. But then came two crucial developments. The rst was a strong show
o support rom CIO Stephen Landry, who lent valuable credibility to the vision Brosnan had laid out.
Even stronger support came rom the process owner– VP or Student Aairs and Enrollment Services
Laura Wankel– who not only validated the goal o looking more deeply into the recruitment cycle, but
also provided valuable insights as to which points in the process to ocus on.
The ollowing months were eventul. Not long a ter Seton Hall rst began using Coremetrics Digital
Marketing Optimization Platorm to analyze its campaign and recruitment data, subtle yet interesting
patterns had begun to emerge that caused Brosnan’s academic clients to take notice. To deliver these
results and discuss their implications, he had instituted monthly meetings, held individually with eacho his clients. In the earliest meetings, lingering signs o ambivalence to the new approach weren’t
uncommon. But over time, as the data began to reveal messages that clients could relate to the suc-
cess o their programs, attitudes soon shited. Clients who, at one point, weren’t even sure o the
purpose o the debriengs were now beginning to clamor or more.
Leadership is…Building supportfrom within
Ever the realist, Rob Brosnan knewhe needed support in the rightplaces to transorm the way SetonHall marketed itsel to candidatesin the “pipeline.” Convincing theleaders o IT and EnrollmentServices o the viability o his visionestablished a critical beachhead osupport to start rom.
“ We learned the value o ndingsomeone who could go to bat ous when the going was tough.”
– Rob Brosnan, Senior Directoro Strategic Marketing,Seton Hall University
Lessons learnedKeep it simple
Rob Brosnan ound that the keyto getting academic leaders to
buy into the notion o data-drivenmarketing decisions is to keep itsimple and the reasons or doingit clear.
“ People running academicprograms are busy. They don’twant to know about jargon like‘bounce rates.’ What they doocus on is the risk o ailure[to make the numbers]. Ourmessage is how to help themavoid that.”
– Rob Brosnan
...the ability to measure campaigneffectiveness – the relative impact of each
marketing activity on conversion rates – was of paramount importance.
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In my
opinion...
I’m considering
applying
When can I
visit?
I have a
question
!
?
Seton Hall:The parameters ofsmarter recruitment
Instrumented
Captures inormation aboutprospective students’ interestsand questions by taggingFacebook pages with impressionattribution tags, which providesan understanding o how incom-ing reshmen use Facebook.
Interconnected
Links online and ofine marketingdata, which allows the universityto maximize marketing spend withoutreach programs most likely toprovide results.
Intelligent
Identies correlations betweensocial media usage and tra-ditional marketing campaignswith subsequent applicationsand enrollments.
Sowing the seeds of community
Recognizing the potential or social media as a new channel to boost marketing and recruitment
eorts, Brosnan and his team created a Facebook page known as the Class o 2014, with the purpose
o engaging potential Seton Hall recruits in the coming school year. As they watched over the course
o six months, trac on the site grew steadily, communities sprang up and fourished, and the trac
began to surge. Through Coremetrics, Brosnan could see that the Class o 2014 Facebook site was
proving to be a hotbed o interaction among that all’s enrollment candidates, the net result o which
was a higher level o engagement at a critical point in the pipeline. But to Brosnan, perhaps the biggest
takeaway was the changing dynamics o the decision process itsel. “We were seeing the selection
process taking on a ‘group’ or peer-to-peer quality,” says Brosnan. “The community interactions were
having a real infuence on the mechanics o the decision process.”
While a high level o prospect engagement is a good thing by any measure, Seton Hall’s bottom-line
priority was to translate a higher proportion o its candidates to enrolled students in the all. Brosnan’s
instincts pointed in that direction. But it was Coremetrics that helped him prove it. Using Coremetrics
Impression Attribution, Brosnan was able to correlate specic Facebook activities with the likelihood
that candidates would complete various milestones (such as the completion o orms and applica-
tions) on the path to enrollment. By gaining visibility into which social media practices – part ar t, part
science– work best, Seton Hall took a major step orward in optimizing its marketing strategies or
maximum yield.
A ew weeks later, when Brosnan sat down with a group o Seton Hall leaders (that included the Dean
o Admissions) to discuss ways o boosting enrollment yield in the coming all, he gave Facebook top
billing. “I presented a chart that showed how prospects are becoming more engaged not just because
o what [Seton Hall] is doing, but because they’re connecting with one another,” Brosnan explains. “A
year beore, they would need to show up on campus to experience what Seton Hall is like. Now they’re
creating that experience themselves.”
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Seton Hall’s marketing analy ticssolution is...
Software
Coremetrics,® an IBM Company
That discussion went a long way toward convincing Seton Hall’s leadership o the importance o
social media and analytics in recruitment marketing strategy. But only a ew months later, they received
an even stronger validation in the orm o strong recruitment numbers. By leveraging their social
media intelligence, and adjusting marketing campaigns accordingly, Seton Hall had increased its can-
didate conversion rate by 18.2 percent over the prior year, representing an additional US$29 million in
tuition revenues.
The evidence o how deeply analytics has become embedded in Seton Hall’s marketing eorts isn’t
hard to nd. It’s seen in how once skeptical clients are now bursting with new ideas and enthusiasm
in their monthly meetings with Brosnan. It’s also seen in the widely attended “war” (Web Analytics
Review) call he conducts every Monday morning to go over the numbers. Most o all, Brosnan believes
it’s changing the way people think about recruitment marketing. “The combination o social media andanalytics represents not only a new channel, but a whole new way o nurturing relationships through
stronger engagement,” says Brosnan. “That approach is a perect complement to the strength o
Seton Hall’s brand message.”
“The combination of social media and analytics represents not only a new channel, but a whole new way of nurturing relationships through stronger engagement.”
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© Copyright IBM Corporation 2011 IBM Corporation 1 New Orchard Road Armonk, NY 10504 U.S.A.
Produced in the United States o America. June 2011. All Rights Reserved. IBM, the IBM logo, ibm.com, Let’s Build a Smarter Planet, Smar ter Planet, the planet icons and Coremetrics are
trademarks o International Business Machines Corporation in the United States, other countries, or both. I these and other IBM trademarked terms are marked on their frst occurrence
in this inormation with a trademark symbol (® or TM), these symbols indicate U.S. registered or common law trademarks owned by IBM at the time this i normation was published.
Such trademarks may also be registered or common law trademarks in other countries. A current list o IBM trademarks is available on the Web at “Copyright and trademark inormation”
at www.ibm.com /legal/copytrade.shtml. Other company, product or service names may be trademarks or service marks o others. This case study illustrates how one IBM customer
uses IBM products. There is no guarantee o comparable results. Reerences 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.
ODC03198-USEN-00Please Recycle
For more information
Please contact yourIBM sales representativeor IBM Business Partner.
Visit us at:ibm.com /smarterplanet/educatio
Let’s Build a Smarter Planet
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IBM IT group to reduce costs and
conserve energy with a secure cloud
environment
IBM Case Study
Overview
How do we make the most of our IT
resources? Facing increased pressure
to reduce spending and rising power
and cooling costs, it’s a question that IT
departments worldwide are asking.
In Hursley, United Kingdom, one IBM®
IT department is finding its answer in
secure cloud computing.
The IT department in Hursley supports
about 2,000 IBM software engineers,
spread across about 25 different teams.
These teams are responsible for
developing and testing new
IBM CICS®, IBM WebSphere® MQ
and related products and for helping to
solve product issues that customers
may be experiencing. To do so, the
teams must be able to replicate a
variety of software and hardware
operating environments. However,
because each team operates
independently, over the years the
organization has accumulated a large
number of servers to support their
projects, many of which sit idle for
much of the year.
“ With the ability to poolour resources, we canoperate as efficiently as possible, reducing energy consumptionand IT costs whileresponding morequickly to customer needs.”
— Jon Tilt, Chief Test Architect, IBM WebSphere MQ and Enterprise Service Bus (ESB) Development Department, IBM
■ Challenge
Facing increased pressure to
reduce spending and rising
power and cooling costs, the
IBM Software Group United
Kingdom IT Department in
Hursley needed to increase
utilization of its hardware
assets.
■ Solutions
Using IBM Tivoli and
IBM WebSphere software along
with IBM Power Systems, the
organization is implementing a
secure cloud environment that
will give development teams
access to services whenever
and wherever they’re needed.
■ Benefits
Improved resource utilization
and server consolidation for
decreased power usage and
costs; reduced server
provisioning time from up to
three days to as little as
15 minutes; enhanced security
provides faster access to
resources while documenting
compliance.
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Additionally, previously manual provisioning processes meant that setting up new
environments with the proper operating systems and middleware could take up to
three days of elapsed time for an existing server and several weeks or more of
elapsed time for a new server. With these delays, users within a team might hold onto
systems longer than required, just in case they needed them in the future. As a result,
some users struggled to find sufficient assets to achieve business commitments while
others had systems that were not being used.
“We could not meet customer needs with our existing business model,” says Jon Tilt,
chief test architect, IBM WebSphere MQ and Enterprise Service Bus (ESB)
Development Department, IBM. “We needed to change our mindset if we were to
eliminate inefficiency and respond quickly.”
Breaking down IT silos
With the move from a traditional IT service model to a secure cloud environment, the
IBM Software Group UK IT department in Hursley will give development teams access
to services whenever and wherever they’re needed while reducing energy and space
usage and optimizing resource utilization. These teams will no longer need to worry
about how the service is being delivered—whether it’s through a new server built from
bare metal up or through a virtualized image on an existing resource. They’ll simply log
in to a portal to request the capabilities they need—including operating system,
memory, disk space, middleware and more—and gain access in minutes.
The first phase in this multiphase project has focused on creating a service
management platform that provides greater visibility and control of IT resources and
automates previously manual processes.
For example, through a new interface developed with IBM Lab Services in Toronto
using IBM WebSphere Portal software, software engineers in Hursley have a single
screen to request new systems. Users can select the appropriate hardware, install the
operating system and apply security patches at the touch of a button. IBM Tivoli®
Provisioning Manager software works behind the scenes to orchestrate the workflows
required to build these systems, integrate them into the network and confirm thesoftware is properly licensed. There are currently more than 485 UNIX® and
x86-based servers capable of being provisioned. In peak months, more than
200 provisioning requests have been fulfilled—a level not previously possible. And
requests that could take between one and three days can now be completed in less
than 60 minutes.
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“We can now do an install on IBM Power Systems™ from the metal up in just
15 minutes,” says Tilt. “It gives our software engineers confidence that we can meet
their needs, which is critical in making the transition from separate resource ‘pools’ to
a shared environment.”
IBM Tivoli Monitoring software provides IT staff with a graphical representation of how
servers are being used including CPU usage, disk usage and power consumption.
This information has been critical in helping users for the first time to understand what
capacity is needed and when. In one case, a development team consistently
requested 32 GB of memory for a particular test. With Tivoli Monitoring, the IT team
reviewed server usage for 90 days and found that the developers never used more
than 8 GB of memory. Upon seeing this, the developers were comfortable in letting IT
staff create new images on the system for other teams to use.
“By understanding our hardware usage we are becoming smarter on how we use our
resources,” says Dave Barnes, IT specialist, IBM Software Group UK IT Department in
Hursley.
Uncovering hidden problems to improve product quality
The insight gained with Tivoli Monitoring has been so valuable that development
teams have begun to use the software to help them uncover software problems that
might previously have gone undetected. The teams are using Tivoli Monitoring to
create a baseline graph for each test and then monitor the tests to identify anyvariances. If the new graph varies from the baseline—such as indicating higher
memory usage at a specific point in time or longer run time—developers can address
the cause, helping to prevent these issues from cropping up in real-world applications.
“Problems that would have gone undetected before can be clearly seen on the Tivoli
Monitoring charts and addressed,” says Steve Peggs, information architect,
IBM WebSphere MQ and Enterprise Service Bus (ESB) Development Department,
IBM. “We are finding information about how the software is performing that we didn’t
even know existed.”
Security in a dynamic infrastructure
Providing approved users with access to services had to be as dynamic as the
infrastructure itself. Because of this, the team implemented IBM Tivoli Identity Manager
software to eliminate lag times in delivering access.
Solution Components
Hardware
● IBM® Power® 570
● IBM Power 550
● IBM Power 520
Software
● IBM Tivoli® Identity Manager
● IBM Tivoli Monitoring
● IBM Tivoli Provisioning Manager
● IBM WebSphere® Portal
Services
● IBM Lab Services, Toronto
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Before, password resets could take from a few hours to a few days to complete.
Now, users can log into a self-service portal and reset their passwords in just
minutes. As new members join the team, they can gain rapid access to all the
services they’re allowed. And as members depart, IT staff can remove accessrights to all systems with one command, rather than logging into dozens of different
systems. The software also provides a full audit trail of who removed which access
rights and when, which has been valuable in documenting security compliance for
audits.
“We’ve shortened the time to provide passwords from hours to minutes while
providing the appropriate controls to make sure the right people have access to the
resources they should have,” says Peggs.
A flexible model for maximum efficiency
In the first two quarters alone, improved resource utilization has driven a 6 percent
reduction in power usage and saved nearly US$150,000. And as teams have
become more comfortable sharing resources, the IT department has consolidated
systems for even greater savings. In one area, an IBM Power® 570 server now
performs the work that 60 UNIX systems once provided. IT staff estimate that this
investment will pay for itself in just 11 months through the power savings alone.
Once the organization fully transitions to a cloud environment and more
development teams use the service, the IT team expects to see significant returns.
“All of this would not be possible without Tivoli software,” says Tilt. “With the ability
to pool our resources, we can operate as efficiently as possible, reducing hardware
requirements, energy consumption and operating costs while responding to
customer needs more quickly.”
For more information
Contact your IBM sales representative or IBM Business Partner. Visit us at:
ibm.com /cloud
You can get even more out of Tivoli software by participating in independently run
Tivoli User Groups around the world. Learn about opportunities near you at:
www.tivoli-ug.org
Additionally, IBM Global Financing can tailor financing solutions to your specific IT
needs. For more information on great rates, flexible payment plans and loans, and
asset buyback and disposal, visit: ibm.com /financing
© Copyright IBM Corporation 2009
IBM Corporation
Software Group
Route 100
Somers, NY 10589U.S.A.
Produced in the United States of America
November 2009
All Rights Reserved
IBM, the IBM logo, ibm.com and Tivoli 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 a trademark symbol (® or ™),
these symbols indicate U.S. 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
ibm.com /legal/copytrade.shtml
UNIX is a registered trademark of The Open
Group in the United States and other countries.
Other product, company or service names may
be trademarks or service marks of others.
This case study is an example of how one
customer uses IBM products. There is no
guarantee of comparable results. References in
this publication to IBM products and services do
not imply that IBM intends to make them
available in all countries in which IBM operates.
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Let’s build a smarter planet
Pike County Schools Enhancing the learning experience withvirtual desktops
Pike County Schools is a regional school district in eastern Kentucky that
supports the educational needs o more than 10,000 students, oering a
rich, comprehensive education that includes the use o computers in the
day-to-day classroom. The organization maintains 27 elementary, middleand high schools, as well as a pair o day treatment acilities and three
technical centers.
The Need
Pike County Schools needed a consistent and integrated technology
environment to support learning objectives and enable its more than
10,000 students to be technology profcient upon graduation. With 27
educational acilities to manage, ensuring its systems were loaded with
the latest educational sotware—and capable o running the sotware—
was challenging. And it became more so when its unds were reduced
by 80 percent.
The Solution
Rather than replace thousands o workstations, Pike County Schools
implemented a virtual desktop solution that leverages existing desktop
hardware and moves the application inrastructure to a remote
operating environment. Students now access school applications using
either a Web browser or a special CD that bypasses the boot processes
o the desktop system. Now, all students have access, at home or at
school, to the latest educational tools.
Pike County Schools
Kentucky
Education
http://www.pike.k12.ky.us/
“We no longer worry about what hardware is in the
school … [or] about theapplications or processes that the schools are using,because they are the same
for everyone.” — Maritta Horne, Chie Inormation Ofcer and
Director o Technology, Pike County Schools
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Please Recycle
© Copyright IBM Corporation 2010
IBM Corporation
1 New Orchard Road Armonk, NY 10504U.S.A.
Produced in the United States April 2010 All Rights Reserved
IBM, the IBM logo and ibm.com are trademarks o International Business MachinesCorporation, registered in many jurisdictions worldwide. A current list o IBMtrademarks is available on the Web at “Copyright and trademark inormation” at ibm.com/legal/copytrade.shtml
Other company, product or service names may be trademarks or service marks o others.
The inormation contained in this documentation is provided or inormationalpurposes only. While eorts were made to veriy the completeness and accuracy o theinormation contained in this documentation, it is provided “as is” without warranty o any kind, express or implied. In addition, this inormation is based on IBM’s currentproduct plans and strategy, which are subject to change by IBM without notice. IBMshall not be responsible or any damages arising out o the use o, or otherwise relatedto, this documentation or any other documentation. Nothing contained in thisdocumentation is intended to, nor shall have the eect o, creating any warranties orrepresentations rom IBM (or its suppliers or licensors), or altering the terms andconditions o the applicable license agreement governing the use o IBM sotware.
EDC03006-USEN-00
Solution Components
• IBM® Global Technology Services
• SmartBusinessDesktopCloud
What Makes it Smarter
Provides the latest educational tools and sotware to students enrolled•
in the district, home-schooled students and sta working remotely
Increases the eectiveness o instruction and encourages greater•
interaction between students and sta by delivering a more responsive
environment
Reduces the cost o modernizing the district’s desktop systems by •
roughly 64 percent through access to a virtual, desktop cloud
environment
Enables teachers to track student progress and recommend specifc•
actions using more data rom homework and testing activities
For more information
Please contact your IBM sales representative or IBM Business Partner.
Visit us at:
ibm.com/education
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Cloud Computing:
Rethink IT.Reinvent Business.Accelerating the Value of Cloud with IBM
Adoption Pattern: Cloud Service Provider
Cloud service providers deliver reliable, highly secure and scalable cloud-based
platforms and then capitalize on these business models by offering them to others.
Examples of this adoption pattern range from core cloud service delivery to
industry-specific integrated service management with storage, networking and
security. Projects in this area include the following:
Build the Cloud Infrastructure Enable Applications in the Cloud
Extend Applications in the Cloud
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Rethink IT. Reinvent Business. Cloud Computing
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Case Study QuickView
Star Technology (Star) is an Information and Communications Technology
(ICT) services provider in the United Kingdom, serving more than 500,000
business users. Star has more than 13 years experience in providing practical
Internet-driven services for UK businesses.
Challenge
Starting out as a managed hosting provider, Star needed to meet stringent service
level agreements (SLAs) to help ensure that its customers’ operations were always
available. Thus it required an infrastructure that could grow as the number ofcustomers increased.
Solution
Star chose IBM Service Management solutions for service quality management
to provide end-to-end visibility of its customers’ IT infrastructure through a single
customizable workspace portal to deliver optimized service within agreed
service levels.
The company can set thresholds for alerts to situations which may cause problems,
such as disks filling up, so that it can proactively intervene to avert downtime. Using
IBM® Tivoli® software’s proactive monitoring capabilities, Star’s current environment
of 1,000 servers can easily scale to 10,000 without increasing the supporting
infrastructure or creating an exponential rise in operational resources.
To keep the number of physical interventions low and save on administration
overhead, Star uses the Tivoli solution to automate processes as it increases the
visibility of its customers’ systems. For example, Star can automatically monitor
Microsoft® Windows® servers and restart services if they fail or if a certain condition
is met, eliminating the need for a technician to intervene manually.
The solution allows Star to proactively monitor customers’ Web sites and the
infrastructure supporting their Web sites with robotic transactions that can send an
alert should there be an issue from an end-user perspective. Issues with a database
server are quickly flagged and failed-over to a secondary database server without
causing the customer any outages. Similarly, if there’s an issue with a Web server,
Star can take it out of the load balancer so that it will not accept requests and
create errors.
Star Technology (Star)
Gloucester, UK
www.star.net.uk
Industry
• ComputerServices
Solution Components
IBM Service Management Solution
• IBM® Tivoli® Application Dependency
Discovery Manager 7.1.2
• IBM Tivoli Business Service
Manager 4.2
• IBMTivoliCompositeApplication
Manager for Applications
• IBMTivoliCompositeApplication
Manager for Transactions
• IBM Tivoli Intelligent Orchestrator 7.1
• IBM Tivoli Monitoring family
• IBMTivoliMonitoringforCluster
Managers
• IBM Tivoli Monitoring for Microsoft
Applications
• IBM Tivoli Monitoring (for Microsoft
Windows, Red Hat and Solaris)
• IBM Tivoli Monitoring for Virtual
Servers
• IBM Tivoli Netcool® /OMNIbus 7.2
• IBM Tivoli Network Manager 3.7
• IBM Tivoli Performance Analyzer 6.1
For more information, visit:
www.ibm.com / tivoli
“Star has built a successful cloud computing infrastructure using
IBM Tivoli Monitoring software and working closely with IBM.” — Mark Whitehead, Manager, Enterprise Management
Systems, Star Technology
Overview
Star Technology meets stringent SLAs with IBM Service
Management solutions
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®
©CopyrightIBMCorporation2009
IBMCorporation
Software Group
Route 100
Somers,NY10589 U.S.A.
Produced in the United States of America
June2009
All Rights Reserved
IBM, the IBM logo, ibm.com, Netcool, Tivoli and Tivoli
EnterpriseConsolearetrademarksofInternational
BusinessMachinesCorporation,registeredinmany
jurisdictions worldwide. A current list of IBM trademarks
isavailableontheWebat“Copyrightandtrademark
information” at
www.ibm.com/legal/copytrade.shtml
Microsoft and Windows are registered trademarks of
MicrosoftCorporationintheUnitedStates,other
countries or both.
Other company, product, or service names may be
trademarks or service marks of others.
The information contained in this documentation is
provided for informational purposes only. While efforts
were made to verify the completeness and accuracy of
the information contained in this documentation, it is
provided “as is” without warranty of any kind, express or
implied. In addition, this information is based on IBM’s
current product plans and strategy, which are subject to
change by IBM without notice. IBM shall not be
responsible for any damages arising out of the use of, or
otherwise related to, this documentation or any other
documentation. Nothing contained in this
documentation is intended to, nor shall have the effectof, creating any warranties or representations from IBM
(or its suppliers or licensors), or altering the terms and
conditions of the applicable license agreement
governing the use of IBM software.
TIC14073-GBEN-00
IBM Service Management solutions also allow Star to better visualize and present
data. The company now has a single view of all its hosting customers and can see
which ones have issues. This enables Star to show customers what it is doing for
them. For instance, a customer might know that its Web site is up 100 percent of the
time, but it may not know why. Star can show them the performance of their servers
and applications, and how they are trending.
Star uses IBM Tivoli Network Manager to monitor its core network. Additionally, Star
hasmigratedfromIBMTivoliEnterpriseConsole®
to IBM Tivoli Netcool®
/OMNIbussoftware. This provides a single consolidated event management system which can
handle events from any source including non-Tivoli systems.
Star plans to fully exploit the capabilities of IBM Service Management solutions for
service quality management to obtain a holistic view of its data center, including
energy consumption, so it can help provide customers with green options. Star can
use a combination of existing products including IBM Netcool/OMNIbus software
and IBM Tivoli Monitoring universal agents to understand power consumption and
for interfacing with non-IT resources. With greater insight into energy usage, data
center managers can forecast additional power and cooling requirements as new
clients are added. Additionally, they can analyze power consumption for each
resource to identify areas in which more energy-efficient products can be used. A
holistic view of data center power usage will also allow Star to assess the potential
impact of energy savings initiatives, and, in the future, correlate power usage
against IT loads. In cases where clients use Star’s co-location facility to manage
their hardware and applications, Star would have the ability to track and accurately
charge clients for their energy usage. One of the benefits of IBM’s approach is that
it provides staff with a single infrastructure to monitor network, server and non-IT
resources, simplifying management and delivering end-to-end visibility that was
previously impossible.
The mutually beneficial working relationship between Star and IBM enables Star to
make use of IBM resources to assist in:
• Architectureplanning
• Businesscases
• Deploymentofsolutions
• Proof-of-technologyworkshops
• Betasoftwareprograms
Benefits
• Abilitytoproactivelyaddresspotentialfailuresforitscustomers
• Reducedoperationaladministrationthroughautomatedprocesses
• Scalabilitytogrowfrom1,000serversto10,000withoutincreasingthesupporting
infrastructure or creating an exponential rise in operational resources
• Improvedenergyefficiencyandlowerenergycosts
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IBM Systems and Technology Computer services
Case Study
VNTT creates climate ofbusiness innovation withIBM cloud solution
Overview
The need
VNTT wanted to create a shared
central infrastructure to deliver flexible
infrastructure and software services to
small- and mid-sized companies, on a
pay-as-you-use pricing model.
The solution
Launched the VNTT Cloud Center, built
on IBM Service Delivery Manager cloud
solution and featuring IBM System x®
and BladeCenter® servers, enabling the
dynamic creation of secure virtual infra-
structures for local businesses.
The benefitShared infrastructure leverages
economies of scale to deliver high-quality
IT services at low cost; virtual resources
can be flexed up and down as business
requirements change; cloud removes
need to understand the underlying infra-
structure, allowing businesses to focus
on innovation.
Vietnam Technology and Telecommunication (VNTT) provides technol-
ogy services to industrial parks in the Binh Duong province in the south
east of Vietnam. This area is one of the most attractive for foreign invest-
ment; several high-profile Western companies have set up factories andplants here. Established in 2008 with capital funding from Vietnam Post
& Telecommunication Corp., Becamex IDC Corp., and the Bank for
Investment and Development of Vietnam, VNTT aims to make enter-
prise-class IT facilities available to the small- and mid-sized businesses
that dominate the Vietnamese economy.
An estimated 80 percent of businesses in Vietnam employ 500 people or
fewer, and many of these companies lack the financial capital to invest in
state-of-the-art IT infrastructure and software solutions. Indeed, compa-
nies at the smaller end of the scale are unlikely even to have skilled IT
personnel. VNTT set out to create a shared central infrastructure that
could deliver flexible services to small- and mid-sized companies, enablingthem to access the latest business applications for a low monthly fee.
“Our vision was to create a platform to foster innovation and growth in
the Vietnamese economy, taking advantage of our economy of scale to
deliver highly cost-effective enterprise-class IT services to small- and
mid-sized businesses,” says Nguyen Minh Tan, CEO, Vietnam
Technology and Telecommunication. ”We chose IBM as our trusted part-
ner for delivering commercial cloud services, based on its comprehensive
portfolio and proven track record in other client engagements. We knew
that IBM had the expertise and the local support to help us leverage cloud
in a way that is safe, reliable and efficient for our business.”
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IBM Systems and Technology Computer services
Case Study
“We chose IBM as our trusted partner for deliv-ering commercial cloud
services, based on its comprehensive portfolioand proven track record in other client engagements.”
—Nguyen Minh Tan, CEO, Vietnam Technology
and Telecommunication
Dynamic shared services VNTT built its new Cloud Center on IBM Service Delivery Manager
solution, deploying IBM System x and IBM BladeCenter servers,
IBM System Storage® disk and tape solutions, and a variety of
IBM Tivoli®, and Lotus® solutions.
The VNTT Cloud Center enables companies in the Binh Duong indus-
trial parks to access anything from an individual hosted virtual server
right through to a full virtual data center. The Cloud Center also pro-
vides software-as-a-service (SaaS), enabling companies to run corporate
portals, email systems, collaboration and more—and the entire
environment is supported by the IBM Cloud Labs in Vietnam.
”Our initial offering covered infrastructure-as-a-service, providing
co-location services and the rental of physical and virtual servers,“ says
Nguyen Minh Tan. “We later expanded to offer a full range of cloud-
based SaaS solutions, using Lotus Notes and Domino for email,
IBM WebSphere® Portal Express for company intranets and IBM Lotus
Foundations to provide an all-in-one business platform. The cloud
architecture enables companies to have a private, secure set of resources
that can dynamically expand and contract as their business needs
change—so that they always have the right-sized infrastructure for their
requirements.”
Both business users and IT administrators use a self-service portal to
access the VNTT cloud resources, and flexible pricing options bring
enterprise-class computing within the financial reach of even the smallest
companies. Behind the scenes, an integrated suite of IBM software keepsthe cloud running smoothly and reliably: IBM Tivoli Monitoring
provides system health checks, IBM Tivoli Storage Manager enables
automated backup and recovery of data, and IBM Tivoli Provisioning
Manager enables the rapid creation and deployment of new virtual
environments.
“The IBM cloud technologies enable us to rapidly provision new services
for businesses, giving them enormous flexibility and enabling dynamic
response to changing economic conditions,” says Nguyen Minh Tan.
“Rather than investing significant amounts of capital in an inflexible infra-
structure of their own, small- and mid-sized businesses can tap into the
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IBM Systems and Technology Computer services
Case Study
cloud, getting precisely the resources they need for the time they need
them, and at a price that makes business sense. As their businesses grow,
we can easily add new resources to the cloud and dynamically expand
their virtual environments.”
Packaged cloud from IBMIBM Service Delivery Manager is a single solution that provides all of the
necessary software components to implement cloud computing. Cloud
computing is a services acquisition and delivery model for IT resources,
which can help improve business performance and control the costs of
delivering IT resources to an organization.
IBM Service Delivery Manager provides preinstalled capabilities essential
to a cloud model, including:
● A self-service portal interface for reservation of computer, storage, and
networking resources, including virtualized resources
● Automated provisioning and de-provisioning of resources
● Prepackaged automation templates and workflows for most common
resource types, such as VMware virtual images and LPARs
● Service management for cloud computing
● Real time monitoring for elasticity
● Backup and recovery
Supporting business innovation The introduction of the IBM cloud at VNTT has dramatically acceler-
ated the creation of new virtual infrastructures and SaaS solutions,
enabling businesses to launch new services in hours rather than months.
The cloud paradigm also removes the need to know about the underlying
infrastructure, allowing businesses to focus on innovation rather than
worrying about IT service provision. The low start-up costs and flexible
pricing lower the barriers to market-entry for new start-ups, without
restricting their flexibility to expand as their businesses grow.
“The IBM cloud is a true platform for business innovation in Vietnam,”
concludes Nguyen Minh Tan. “It enables us to be extremely flexible in
providing IT services, and ensures that even businesses with zero IT
expertise can benefit from enterprise-class infrastructure. What’s more,
our close collaboration with IBM ensures that we have all the skills weneed in-house to support our customers as they look to exploit powerful
new software solutions.”
Solution components:
Software
● IBM Service Delivery Manager● IBM Lotus® Domino®● IBM Lotus Foundations®● IBM WebSphere® Portal Express● IBM Tivoli® Storage Manager
Servers
● IBM System x®● IBM BladeCenter®● IBM System Storage®
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DIC03006-USEN-00
For more information To learn more about the IBM Service Delivery Manager solution,
please contact your IBM marketing representative or
IBM Business Partner, or visit the following website:
ibm.com /software/tivoli/solutions/service-delivery/
To learn more about IBM System x and BladeCenter, visit the following
website: ibm.com /systems/x
Additionally, financing solutions from IBM Global Financing can enable
effective cash management, protection from technology obsolescence,
improved total cost of ownership and return on investment. Also, our
Global Asset Recovery Services help address environmental concerns
with new, more energy-efficient solutions. For more information on
IBM Global Financing, visit: ibm.com /financing
© Copyright IBM Corporation 2011
IBM Systems and Technology GroupRoute 100Somers, New York 10589U.S.A.
Produced in the United States of America January 2011 All Rights Reserved
IBM, the IBM logo, ibm.com, BladeCenter, Lotus, System Storage, System x, Tivoliand WebSphere are trademarks of International Business Machines Corporation in theUnited States, other countries or both. If these and other IBM trademarked terms aremarked on their first occurrence in this information with a trademark symbol (® or ™),these symbols indicate U.S. registered or common law trademarks owned by IBM at thetime this information was published. Such trademarks may also be registered orcommon law trademarks in other countries. A current list of IBM trademarks isavailable on the web at “Copyright and trademark information” atibm.com /legal/copytrade.shtml
Other 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 thatIBM intends to make them available in all countries in which IBM operates. Offeringsare subject to change, extension or withdrawal without notice. All client examples citedrepresent how some clients have used IBM products and the results they may haveachieved.
The information in this document is provided “as-is” without any warranty, eitherexpressed or implied.
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The University of Bari
fosters innovation in thecloudBuilding a service-oriented cloud architecture on
IBM System z and Linux
The University of Bari is one of southern Italy’s premier educational
institutions, with 12 faculties offering degrees in a wide range of subjects.
Established in 1925, the University has nearly 70,000 students and more
than 1,800 teaching staff at its main campuses in Bari, Brindisi and Taranto.
The University is a member of DAISY-net, a consortium of public
universities and information and communication technology (ICT) com-
panies in the Puglia region of southern Italy. DAISY-net aims to carry out
research and development and provide technology transfer and training
to support economic and industrial growth within the region. As part of
this mission, DAISY-net wanted to create a highly secure, scalable and
flexible architecture for application development and deployment.
Harnessing cloud computing The University of Bari decided to host the infrastructure for this new
architecture, and became interested in the possibility of creating a cloud
computing infrastructure. This would provide very rapid and simple pro-
visioning and management of new development, test and production
environments, and enable each environment to scale up or down to meet
demand. This level of flexibility would encourage students and other
developers to concentrate on application innovation, instead of worrying
about infrastructure-related issues.
As the basis for the new cloud infrastructure, the University selected the
IBM System z Solution Edition for Cloud Computing. This comprises an
IBM System z9® Business Class server with three Integrated Facility for
Linux (IFL) processors that can support hundreds of Novell SUSE Linux
Enterprise Server virtual machines. Storage is provided by IBM System
Storage DS6800 disk systems. The Linux for System z architecture is
controlled by IBM Tivoli Service Automation Manager, which automates
the key processes around the request, deployment, monitoring and man-
agement of standardized virtual server images.
Smart is...
Bringing Cloud-based IT support into the local community
The University of Bari is strongly commit-
ted to developing cloud-based solutions
for communities and businesses in
southern Italy. The University needed a
platform to facilitate cost-effective,
flexible application development.
The University leveraged the
IBM® System z® Solution Edition for
Cloud Computing—a virtualized infra-
structure that uses IBM System z,
IBM System Storage®, SUSE Linux®
Enterprise Server for IBM System z and
IBM Tivoli® Service Automation Manager
to enable intelligent management of Linux
virtual machines.
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Creating the cloud platform Working with teams from IBM Italy and MAUDEN, an IBM Business
Partner, the university installed the System z platform and began provid-
ing members of DAISY-net with access to core resources such as
IBM WebSphere® Process Server and IBM DB2®, which both run in an
IBM z/OS® partition. By leveraging a Linux for System z cloud on top of
these core platforms, these developers were quickly able to create a wide
range of innovative solutions, using service-oriented architecture (SOA)
principles to enable rapid development of composite applications by
orchestrating existing services and components.
Bringing ICT into new industries Most of the development projects focus on exploring new ways of helping
communities and small businesses in the Puglia region—especially in
areas and industries where ICT has not traditionally penetrated, such as
fishing, wine production and local transportation.
The solution that one of the DAISY-net development teams has
created for the fishing industry is particularly interesting. It provides a
touch-screen solution that fisherman can install in their boats and use to
report the size and species of the fish they catch. This information is then
automatically shared with potential customers such as local markets,
shops and restaurants, who can compete in a live auction while the fishing
boat is still out at sea. When the fish has been purchased, the solution
shows which customers have bought which fish, so that the fisherman can
package it for delivery on the way back to the harbor. As a result, the fish-
ermen obtain the best price for their catch, and customers get the freshest
possible fish.
Smarter education Bringing Cloud-based IT support into the local community
Instrumented Captures humidity, temperature, soil and traffic conditions through a
specialized appliance via RFID devices deployed in the appropriate
location.
Interconnected Integrates sensor, market and GPS data with mainframe systems at the
university, private sector and government regulatory agencies.
Intelligent Provides real-time status of transportation logistics and market demand
for particular fish and wine products. GPS geo-localization allows
transportation companies to make adjustments for routes and deliver-
ies, while fishing companies can begin product auctions while fish are
being caught. Winemakers are also able to understand market demand
for products, while also being able to ensure environmental quality by
monitoring soil isotopes.
Business benefits
● Accelerates the sale and deliveryof wine, fish and other cargo toend-customers.
● Provides real-time information fromRFID sensors on variables such astemperature, humidity and whether car-gos have been subjected to any shocksor stresses.
● Integrates sensor, market and GPSdata with mainframe systems at theuniversity, private sector and govern-ment regulatory agencies.
● Virtualizes the University Laboratory forstudents.
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A second DAISY-net application supports local vineyards by providing
constant monitoring of soil conditions, which helps to improve the
quality of the product. Data from the soil monitors is automatically
transmitted to the central application, which runs centrally on the
IBM System z server. Isotopic soil monitoring enables wines to be catego-rized by isotopic characteristics, which determine grape color and taste.
The monitoring equipment also provides information about the grapes’
origin for an academic research project.
Another solution is already being used in production by a local transport
and logistics company. Sensors installed in each of the company’s trucks
send data to a central monitoring application that runs in the System z
cloud. The sensors provide real-time information on variables such as the
temperature, humidity and whether the cargo has been subjected to any
shocks or stresses. It can also monitor the route taken by the truck. This
allows the company to ensure that even the most sensitive cargo can be
delivered quickly and in excellent condition.
The University is planning to adapt this solution for other uses—for
example, environmental monitoring within data centers. Because the
application has been developed in a service-oriented way, it will be rela-
tively easy to reuse its components in other solutions.
The use of such a real-time flexible environment helps make industries in
the Puglia region of southern Italy more competitive in local, national
and global markets. More solutions like this are planned.
The latest project is the virtualization of the University of Bari’s
Computer Science labs, which allows students to use educational
platforms as services. Students of each course use whatever platform
is specified by their teacher, so it is possible to use different platforms in
the same laboratory. Moreover, students can access their platform even
when they are not in the lab. The use of cloud computing allows teachers
to change platforms without changing the underlying infrastructure.
Therefore, Cloud Computing allows the continuous improvement of lab-
oratory infrastructure while minimizing the costs.
Making small-scale solutions viable The biggest advantage of developing these applications on the System z
cloud platform is that it is easy to start small, with trial implementationsfor just a few users, and very quickly scale up as the technology is adopted
more widely.
“The IBM System z Solu-tion Edition for Cloud Computing eliminates the trouble and expense of buying and managing new infrastructure, mak-ing the development of
small-scale solutions much more viable. Moreover, as demand for a solution increases, thecloud can simply allocatemore resources, so thereis no problem with
scalability.”
—Professor Visaggio, full professor of SoftwareEngineering at the University of Bari
Solution components:
Servers
●
IBM System z®
● IBM System Storage® DS6800
Software
● IBM DB2® for z/OS®● IBM Tivoli® Service Automation
Manager● IBM WebSphere® Process Server● IBM z/OS● IBM z/VM®● Novell SUSE Linux® Enterprise Server
IBM Business Partner
● MAUDEN
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“In a traditional ICT model, the idea of creating a solution for a small
group of fishermen or a local transport company would probably never
get off the ground because the initial infrastructure costs would be too
high,” explains Professor Visaggio, full professor of Software Engineering
at the University of Bari. “The IBM System z Solution Edition for CloudComputing eliminates the trouble and expense of buying and managing
new infrastructure, making the development of small-scale solutions
much more viable. Moreover, as demand for a solution increases, the
cloud can simply allocate more resources, so there is no problem with
scalability.”
“Working with IBM and MAUDEN to create this new cloud infrastruc-
ture has already made a huge difference to businesses and communities in
southern Italy, and will continue to provide an agile, flexible platform that
helps our brightest students and ICT professionals collaborate and
express their most innovative ideas.”
For more information To learn more about the IBM System z Solution Edition for Cloud
Computing, please contact your IBM marketing representative or
IBM Business Partner, or visit the following website:
ibm.com /systems/z/solutions/editions/cloud/
© Copyright IBM Corporation 2011
IBM Systems and Technology GroupRoute 100Somers, New York 10589U.S.A.
Produced in the United States of America January 2011 All Rights Reserved
IBM , the IBM logo, ibm.com, Tivoli, System Storage and System z are trademarks of International Business Machines Corporation in the United States, other countriesor both.
Linux is a registered trademark of Linus Torvalds in the United States, other countries,or both.
Other 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 thatIBM intends to make them available in all countries in which IBM operates.
ZSC03093-USEN-00
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The Chilean Red Cross
improves disasterresponseBoosting humanitarian relief efforts with
IBM System x and Lotus
IBM Systems and Technology Healthcare
Case Study
Overview
The need
To replace manual processes and enable
higher speed in managing projects and
coordinating emergency response, the
Chilean Red Cross needed an efficient
automated resource management
solution.
The solution
IBM donated IBM® System x® 3250 M2
and IBM System x3250 M3 servers
powered by Intel® Xeon® Processors,
running Red Hat Enterprise Linux.
IBM is also implementing Sahana and
IBM Lotus® software.
The benefit
IBM System x servers provide a powerful
yet efficient server solution. Sahana
ensures effective emergency resource
management while IBM Lotus software
will improve management efficiency.
Headquartered in Santiago, the Chilean Red Cross seeks to promote the
International Red Cross Federation’s humanitarian values in Chile. The
Chilean Red Cross focuses predominantly on three key areas, namely:
disaster response, disaster management, and health. The organization hasbeen active in Chile for over a century and currently has more than
100 employees working in a number of offices across the country.
The IT infrastructure challenge As a humanitarian organization, the Chilean Red Cross needs to
coordinate fast and efficient emergency responses in the event of a
large-scale disaster.
However, with little or no IT infrastructure, the organization lacked the
means to manage its resources optimally, particularly when coordinating
emergency relief efforts. “The vast majority of the logistics work carried
out in our Santiago headquarters and branches was done with personal
computers or simply using pen and paper,” said Ismael Espina, IT
Administrator, Chilean Red Cross. “Equally, we had no internal
IT platform to coordinate activities between our Santiago headquarters
and regional offices, making it difficult to collaborate on projects across
our branches.”
He adds, “All in all, a major technological overhaul was needed to
modernize our organization and improve its operational efficiency.”
Assistance from IBM Global Technology
Services As part of its corporate responsibility program, IBM Global Technology
Services supplied a number of IBM solutions to the Chilean Red Cross,
to provide the organization with a customized IT architecture. IBM set
out to identify the principal needs of the organization and established that
it required a robust server platform and specialist communication and
collaboration software.
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IBM Systems and Technology Healthcare
Case Study
“The IBM donation will contribute greatly to themodernization of theChilean Red Cross, help-ing us achieve our goal of becoming a moreefficient humanitarianorganization.”
—Ismael Espina, IT Administrator,
Chilean Red Cross
With this specification in mind, IBM Global Technology Services is
currently assisting the Chilean Red Cross in the implementation of
IBM System x3250 M2 and IBM System x3250 M3 servers powered
by Intel Xeon 3400 Series Processors and running Red Hat Enterprise
Linux. “The IBM system x platform is well-suited to the size of the RedCross branches receiving IBM technology donations,” said Cecilia
Anríquez, Chilean Red Cross Project Manager, IBM Chile. “What’s
more, as an NGO, the Chilean Red Cross does not have a limitless
budget for utilities. The low energy consumption, reliability and price-
performance of the IBM System x servers featuring Intel Xeon Processors
will enable the organization to maintain low operating costs.”
In addition, IBM has customized and implemented Sahana Open Source
Disaster Management software, running on Linux, and will shortly be
rolling out cloud-based IBM LotusLive™ software.
“Above all, our priority is to ensure the long-term sustainability of the
IBM systems,” said Cecilia Anríquez. “The IBM solutions need to be
easily manageable by the Red Cross IT team and accessible to all Red
Cross employees and volunteers. For this reason, IBM Chile is offering
comprehensive training to Chilean Red Cross users to ensure they feel at
ease with the new solutions.”
Improving disaster response and management
processesSahana Open Source Disaster Management software was first developed
following the 2004 Indonesian Tsunami and is designed specifically for
non-profit organizations. The software contains a number of modular, web-based disaster management applications which together help coordi-
nate emergency responses in the aftermath of a catastrophe.
IBM worked with the Chilean Red Cross to ensure that all Sahana
applications were customized to meet the exact protocols of the Red
Cross Federation. “Sahana emerged as the right choice after the Chilean
earthquake of February 2010 when the Missing Person module was dis-
cussed in detail,” said Cecilia Anríquez Cespedes. “The module enables
users to enter very specific characteristics about missing individuals, such
as height and hair colour, in order to create an online bulletin board with
descriptions of missing people and information about those attempting to
locate them.”
In addition, Sahana’s Volunteer Coordination module enables the Chilean
Red Cross to harness its pool of volunteers in a faster and more efficient
manner by creating volunteer directories containing volunteer contact
information, availability and specialist skills. Synchronized with Google
Maps, the module also enables the Red Cross to establish which
volunteers are based closest to disaster-affected areas, ensuring faster
first responses.
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IBM Systems and Technology Healthcare
Case Study
Solution components:
Hardware
● IBM® System x®3250 M2● IBM System x3250 M3● Intel® Xeon®Processors
Software
● IBM Lotus® Symphony™● IBM LotusLive™● Red Hat Enterprise Linux● Sahana Open Source Disaster
Management
Services
● IBM Global Technology Services
The Chilean Red Cross also benefits from customized Inventory
Management modules, which list the location and expiry date of medical
and food supplies.
Improving long-term project managementprocesses The implementation of IBM business productivity software - IBM Lotus
Symphony and IBM LotusLive, hosted in cloud computing centers - will
facilitate the exchange of information and the sharing of expertise and
resources across Chilean Red Cross branch offices. IBM Lotus Symphony
will offer a full suite of office applications, while IBM LotusLive will pro-
vide Chilean Red Cross employees and volunteers with the collaboration
tools to work concurrently on documents, spreadsheets and presentations.
Far-reaching benefits
The donation of IBM technologies to the Chilean Red Cross has giventhe organization an entirely new IT infrastructure which will vastly
improve its management processes.
“Centered on the IBM System x platform, the IBM IT infrastructure
donated to the Chilean Red Cross is closely tailored to the organization’s
needs,” said Cecilia Anríquez. “The strong performance of the systems
and the Intel Xeon processors will help the Chilean Red Cross to respond
faster and more effectively to resolve humanitarian crises.”
The implementation of customized Sahana software has equipped the
Chilean Red Cross to offer more effective emergency responses in the
aftermath of a large-scale disaster. The repository of information createdby the software modules after a catastrophe will also be an invaluable ref-
erence for the coordination of future relief efforts.
“Lotus Symphony and LotusLive will enable Red Cross branches in
Chile to collaborate more effectively when managing projects,” says
Ismael Espina. “Our estimates show that the Lotus software should
improve our internal management efficiency.”
Ismael Espina concludes, “We have been impressed with the generosity
of the IBM donation and are grateful for the level of support we are
receiving throughout the implementation process. The IBM donation
will contribute greatly to the modernization of the Chilean Red Cross,helping us achieve our goal of becoming a more efficient humanitarian
organization.”
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© Copyright IBM Corporation 2011
IBM Systems and Technology GroupRoute 100Somers, New York 10589U.S.A.
Produced in the United States of America July 2011 All Rights Reserved
IBM, the IBM logo, ibm.com, Lotus and System x are 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 inthis information with a trademark symbol (® or ™), these symbols indicate U.S.registered or common law trademarks owned by IBM at the time this information waspublished. Such trademarks may also be registered or common law trademarks in othercountries. A current list of IBM trademarks is available on the web at “Copyright andtrademark information” at ibm.com /legal/copytrade.shtml
Intel and Intel Xeon are trademarks or registered trademarks of Intel Corporation or itssubsidiaries in the United States and other countries.
Linux is a registered trademark of Linus Torvalds in the United States, other countries,or both.
Other company, product and service names may be trademarks or service marksof others.
References in this publication to IBM products or services do not imply thatIBM intends to make them available in all countries in which IBM operates. Offeringsare subject to change, extension or withdrawal without notice. All client examples citedrepresent how some clients have used IBM products and the results they may haveachieved.
The information in this document is provided “as-is” without any warranty, eitherexpressed or implied.
XSC03094-USEN-00
For more informationContact your IBM sales representative or IBM Business Partner, or visit
the following website us at: ibm.com /systems/x/
Additionally, financing solutions from IBM Global Financing can enable
effective cash management, protection from technology obsolescence,
improved total cost of ownership and return on investment. Also, our
Global Asset Recovery Services help address environmental concerns
with new, more energy-efficient solutions. For more information on
IBM Global Financing, visit: ibm.com /financing
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Rethink IT. Reinvent Business. Cloud Computing
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© Copyright IBM Corporation 2011
IBM Global ServicesRoute 100Somers, NY 10589U.S.A.
Produced in the United States o AmericaOctober 2011 All Rights Reserved
IBM, the IBM logo and ibm.com are trademarks or registered trademarkso International Business Machines Corporation in the United States, othercountries, or both. I these and other IBM trademarked terms are markedon their frst occurrence in this inormation with a trademark symbol
(® or ™), these symbols indicate U.S. registered or common lawtrademarks owned by IBM at the time this inormation was published.Such trademarks may also be registered or common law trademarks inother countries. A current list o IBM trademarks is available on the Web at “Copyrightand trademark inormation” at ibm.com /legal/copytrade.shtml Othercompany, productand service names may be trademarks or service markso others.
Reerences in this publication to IBM products and services do notimply that IBM intends to make them available in all countries in whichIBM operates.