Download - HP Programvare SPOR 3
©2009 HP Confidential1©2009 HP Confidential
Fornebu Park Hotel21.Juni 2010
SPOR 3: PROGRAMVARE
©2009 HP Confidential2
14.45 HP Software & Solutions 2010-2012
Strategi, fokus, samarbeid – Anita Krohn Traaseth
Kundetilfredshet – Kirsten Oeding
15.15 – 16.45 TeknologiInnledning – Aleksander Gjerde
Hvor ble det av merkevaren HP Openview?
Hva inneholder egentlig BTO porteføljen?
Hva har skjedd med HP sin programvaresatsning etter alle oppkjøpene?
Diverse oppdateringer
• Fra Openview til HP BSM 9.0 – Are Sjøflot
• Nytt i SM 9.2 – Stine Sandvik
• Ytelsestesting i skyen – Kjell Lillemoen
• Ny satsning fra Information Management teamet – TRIM – Tom Nordby
AGENDA
©2009 HP Confidential3
HVORDAN DEKKER VI DET NORSKE MARKEDET? HVORDAN OG HVOR
SKAL VI SATSE OG FOKUSERE I FREMTIDEN? HVORDAN SKAL VI
LEVERE LØSNINGER BEDRE SAMMEN MED PARTNERE? TAR VI GODT
VARE PÅ KUNDENE VÅRE? HVORDAN VIRKER PARTNERSTRATEGIEN
VÅR? HVORDAN KOMMUNISERER VI TIL MARKEDET? HVORDAN ER
HELE VÅRT ”ØKOSYSTEM” ORGANISERT FOR Å LEVERE PÅ
UTFORDRINGENE OG MULIGHETENE FREMOVER?
HVOR SKAL VI VÆRE SOM SW HUS I 2012 OG HVORDAN SKAL VI
DIFFERENSIERE OSS SETT FRA KUNDENS PERSPEKTIV?
©2009 HP Confidential4
VI HAR EN JOBB Å GJØRE
Fra Burson – Marsteller Norway:Det er et inntrykk i markedet at HP Software og Solutions har
solgt mer enn de kan levere og at flere kunder ikke opplever produktenes potensial – og at SW ligger på ”hylla”...
Kunnskap om og synligheten til HP Software & Solutions er lav og blir assosiert med å være kompleks og dyr...
Nøkkelutfordringene er å følge opp kundene etter et lisenssalg og sørge for en bedre supporthåndtering...
”HP Software og Solutions er markedsledere i Norge, med svært gode produkter, men det er fortsatt en godt bevart hemmelighet i det norske markedet...
©2009 HP Confidential5
STORT VEKSTPOTENSIAL - STRATEGI
– 2002-2010
– Markedsledere
– Mange fornøyde, lojale kunder
– BTO porteføljen
– PARTNERstrategi
– NY ”go2market” modell
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FOKUS
– KUNDETILFREDSHET
– SUPPORT
– KOMMUNIKASJON
– SYNLIGHET & TILSTEDEVÆRELSE
©2009 HP Confidential7
SAMARBEID
– NY ORGANISERING
– ”DEN EKSTRA MILEN”
– MER TYDELIG
– LYTTE til DERE
– KUNDETILFREDSHET=DNA
©2009 HP Confidential8 ©2009 HP Confidential8
KIRSTEN OEDINGKVALITETSSJEF I HP
©2009 HP Confidential9
THE CUSTOMER
DEFINES
A JOB
WELL DONE
HP Rules of the Garage
©2009 HP Confidential10
"I WANT HP TO BE KNOWN AS THE COMPANY CUSTOMERS CAN TRUST TO DELIVER — THAT ONCE WE MAKE A COMMITMENT, THEY CAN BANK ON US TO LIVE UP TO IT. IF WE DO THAT, HP WILL BE SUCCESSFUL, BUT MOST IMPORTANT, OUR CUSTOMERS WILL BE SUCCESSFUL"
Mark HurdChief executive officer and president Hewlett-Packard Company
chief executive officer and president
©2009 HP Confidential11
LEADERSHIP MEANS FLAWLESS EXECUTION
Best financial & operational results
Best customer experience Best talent
©2009 HP Confidential12
LEADERSHIP MEANS FLAWLESS EXECUTION
Best financial & operational results
Best customer experience
Best talent
©2009 HP Confidential13
HEALTHY ACCOUNTS = SHARE OF WALLET
51% of our “Loyal” customers plan to increase the HP share of their overall spend
31% of our “At risk” customers plan to decrease HP’s share of their IT spend.
“Image and Relationship” is a leading loyalty driver. Top 4 components of “Image and Relationship”:Integrity Understanding business needsSuperior customer experiences Development of strong relationships
©2009 HP Confidential14
TOTAL CUSTOMER EXPERIENCE (TCE) DEFINED
Aware
Choose
Orderand/orpurchase
Install
Learn
Use
Support
Disposeand/orupgrade
Relationship
Overall customer impression of HP based on perceptions and experiences with
• HP people
• Partners
• Products
• Services
• Solutions
… at every touch point
©2009 HP Confidential15
TCE & QUALITY 2010 STRATEGYBe the industry benchmark for customer satisfaction & loyalty
Deliver great customer experiences
Execute fundamentals
Make it easy
Transform customer relationships –be proactive
TCE Leadership
©2009 HP Confidential16
HP CUSTOMER MEASUREMENT SYSTEM
LEVEL 1 - End-to-end Customer ExperienceMeasuring the Total Customer Experience by customer segment“How do we compare to the competition?”
LEVEL 2 - Category/Lifecycle Phase ExperiencesMeasuring lifecycle phase or product/service category experiences“Are we doing the right things?”
LEVEL 3 - Event/Transaction ExperiencesMeasuring customer satisfaction at a touchpoint“Are we doing things right ?”
LEVEL 4 – Internal Process MetricsMeasuring key value delivery system processes (leading indicators of TCE)“What do our internal metrics show us?”
©2009 HP Confidential17
HP S&S NORWAYCUSTOMER SATISFACTION PROCESS
Objectives
– To ensure that existing customers perceive value from the SW they have already purchased
– To introduce a customer satisfaction culture
– Make basis/fundament for a Deployment Plan for key customers
Method:
Face-to-face interview with prime client contacts for HP S&S
17 6/23/2010 HP Confidential
©2009 HP Confidential18
The Closed Loop Process
A process to improve long term customer satisfaction and loyalty by acknowledging customer feedback, and proactively engaging customers in the action planning and follow-up resulting from their feedback. Objectives:
• Increase customer loyalty by demonstrating that inputs are taken into account
• Documented account level action plan, reviewed and agreed
• Full visibility of action plans and their status
• Escalation/Elevation of systematic issues
©2009 HP Confidential19
THE CUSTOMER
DEFINES
A JOB
WELL DONE
HP Rules of the Garage
©2009 HP Confidential20
HP Software & SolutionsHva skjedde med OpenView?
Hva inneholder BTO?21. JUNI 2010
Aleksander [email protected]
HP Software & Solutions
©2009 HP Confidential21
AGENDA
• Historikk. Hvor ble det av OpenView?• BTO overblikk• Q&A
©2009 HP Confidential22
Historikk
Kjøpt i alt 12 selskaper 2005-2008;
– ledd i en rettet, publisert strategi for å øke bredden i vår portefølje
©2009 HP Confidential23
HP Software & Solutions
NNMOVOOVSD
2004 2008 20092005 20072006
Novadigm
$3.5B
SystinetKintanaAppilogFreshwater
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STRATEGY: manage demand and direct effort
CIO office
Maximize focus/budget on only the most strategic programs
Optimize financial and resource plan
Establish governance: architecture, policies and re-use
Manage projects, programs and business requirements
Demand, policies
#1 Project, Portfolio Management#1 SOA Governance
Businessrequirements
Portfolio choice
Application projects
Service catalog SLAsFinancial
planArchitecture governance
APPLICATIONS OPERATIONSSTRATEGY
* Based on industry analyst publications - market share and/or capabilities assessment
Best-in-class* strategyautomationproducts
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APPLICATIONS: enable application modernization
STRATEGY APPLICATIONS OPERATIONS
Policies Demand Portfolio Functional requirements
Complete system validation
End user managementapplication mapping
Business impact change management
New deployment
Plan Define/design
Develop/test
Launch
Minor release Minor release
Fix/ patch
Fix/ patch
Fix/patch
Full Application
Lifecycle Management
• From demand, approval to change• Enforce quality processes• Identify security vulnerabilities• Scale from single projects to
global deployments
#1 Quality Management#1 Performance Management#2 Application Security
Best-in-class* applicationsproducts
* Based on industry analyst publications - market share and/or capabilities assessment
30
OPERATIONS:improve delivery and agility
* Based on industry analyst publications - market share and/or capabilities assessment
OPERATIONSAPPLICATIONS
Service HealthManage services from
business process down to infrastructure
BSM
Service AutomationAutomate datacenters
and clients
BSA
Service ManagementManage ITIL – based
service lifecycle processes
ITSM
Release control – change decision support
CMS (CMDB) – provide a single discovered version of the truth
Orchestration – automate across operations
Decision support
Controlled release to production
End-to-end business service health
Consolidated service desk
Change control & impact mgmt.
Release mgmt. &change execution
Compliance/ security audit
STRATEGY
Unified Operations• Drive application efficiency,
availability and performance• Manage virtualized servers,
storage, networks, and virtualized services
• Automate configuration management and deployment
#1 Application Management#1 Event Management#2 Network Management
Best-in-class* operationsproducts
#1 Client Automation#1 Data Center Automation
#1 Service/helpdesk#1 Asset Management
©2009 HP Confidential
Are SjøflotHPSSJune 21st 2010
Fra OpenView til BSM 9.0
IT Service Management
Process
People
Technology
ServicesA service is the result of a process performed by people and supported by technology
Ett konsoll for status
network
management information portal
applications
server
Operations console
servicemanagement
storage
customerexperience
backup &restore
performance
HP Business Service Management 9Unlocking the innovation value of IT
AgilityQualityTransparencyOptimization
It’s all about 9
BSM 9.0OMi 9.0APM 9.0NNMi 9.0SM 9.20
uCMDB 9.0Sitescope 11
What is BSM9?
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HP solution that redefines IT operations to become strategy broker of business services
for complex and dynamic application to infrastructure environments
• NEW Application Performance Management• NEW Consolidated Operations bridge• Improved integration with Network Management• Improved Closed Loop Incident Process use case.
Business aligned, fully integrated, highly automated
This is a Statement of Direction and is subject to change without notice.
BSM9 Top features that make the difference
Rationalized BSM platform Shared components, services and reduced footprint / TCO
BSM Web 2.0 Mashup DashboardRole-based for operations and executives
Open Extendible Platform Integration, extendible, federated
Business Transaction MonitoringTransaction monitoring and tracing across RUM, TV and Diagnostics and topology
Consolidated Operations BridgeCross domain operations bridge with topology based event correlation
1
Enterprise Readiness End User MonitoringAdmin, configuration, reporting, data model
Next Generation Network Management Center
2
3
4
5
6
7
This is a Statement of Direction and is subject to change without notice.
Rationalized BSM platformShared components, services and reduced footprint
HP Confidential
• Increased Business + IT alignment• Business impact scores
• Reduced MTTR via unified operations and single source of truth
• Improved operator efficiency and productivity
• Standardized BSM services (e.g. downtime) for efficient ops
• Collaboration, personalization and mobility
• Reduced cost of ownership• Full support virtualized enterprise
deployment• Deployment manager for
optimizing resource utilization• Standardized platform support
matrix
BSM Benefits
Consolidation and Calculation
(600K CIs, 10K locations)
EUM Application Server Storage Network
Data Collection
Event Correlation Service Impact
LOW TCO | Performance | Flexibility | Breadth
(1300 EPS)
Metrics Events Topologies
User Permissions Downtime Alerting and
NotificationDeployment Manager HA / DR
Centralized Services
myBTO Service Health
Event Console Mobile BSM BSM Apps
Operations Bridge
Events ODB
1
JMS MQS CICSInternet
/ intranet
FirewallWeb
servers
AppsSAP, Siebel,
Oracle,J2EE,.Net
Middleware
Backend
Mainframe
Database
When there’s a problem, the business needs to know which customers, users, and businesses are being impacted.The Business Challenge
CUSTOMERS
Which customers and users were affected?
How many/what transactions
succeeded/failed?
What does “slow” mean?
Are premium customers being well served?
How many customers are active or stopped
using services?
BUSINESS
How much is this incident costing the
business?
How long has this been happening?
User defined Transaction Profiling
Application Component Discovery and Modeling
What makes an ideal Application Performance Management (APM) solution?
JMS MQS CICSInternet
/ intranet
FirewallWeb
servers
AppsSAP, Siebel,
Oracle,J2EE,.NET
MiddlewareBackend
Mainframe
Database
End-user Experience Monitoring Application component deep dive monitoring
Application Performance Management Database
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2
3
5
Quickly diagnose to lower IT costs and reduce mean time to repairHP APM Diagnose
.
We can locate the slow application sub-component with
the call profile details kept for each synthetic transaction
Detail call profiles of server requests Correlate back to BPM transaction
Supports Composite applications Single unified tool
Supports J2EE, .net, SOA, Siebel, SAP
Improve customer satisfaction, revenue and employee productivityHP Application Performance Management
Runtime service model
End user Management
Service Level Management
Modeling, collaborative views, EUM reporting
HP Diagnostics
HP Operations Orchestration
HP Application Lifecycle Management
Draft content from EMEA BSM 9 train the trainer event. Paris, France June 8-9
©2009 HP Confidential47©2009 HP Confidential
Speaker NameJob TitleDate
STINE SANDVIK
©2009 HP Confidential48©2009 HP Confidential
Stine Sandvik, [email protected]
WHAT’S NEW INHP SERVICE MANAGER
9.20
©2009 HP Confidential49
HP SERVICE MANAGER 9.20 A fresh new look for enterprise tough IT Service Management
©2009 HP Confidential51
SERVICE MANAGER 9.20 RELEASE THEMES
Improved User Experience•Web 2.0 UI update for key processes•MySM Dashboard leveraging BTO UI Mashup•Enhanced change management including new change calendar•Localization enhancements•New Documentation
Performance and Quality•10% - 30% improvement in web client•Enhanced Server Resiliency•COST program with customer data
BTO Solution Supporting Integrations•Enhanced support for CLIP & CCRM•Operation Orchestration integration with KM and Change
©2009 HP Confidential55
Form ModernizationHP SERVICE MANAGER 9.20
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Record listsHP SERVICE MANAGER 9.20
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Change Management embedded functionalityHP SERVICE MANAGER 9.20
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CHANGE CALENDAR
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HP SERVICE MANAGER CERTIFIED GOLD IN ITIL V3More OGC-certified ITIL processes than any other vendor
– U.K.'s Office of Government Commerce (OGC), the creator of the Information Technology Infrastructure Library (ITIL), has certified HP Service Manager 7.1/9.20 for NINE ITIL v3 processes at the Gold Level
• Incident Management, Problem Management, Change Management • Service Asset and Configuration Management• Request Fulfillment, Service Catalog Management • Service Level Management, Knowledge Management• Service Portfolio Management
– Gold Level indicates that multiple customers have provided written verification of using HP Service Manager to automate these ITIL processes
– HP has more Gold-Level certified processes than any other vendor
©2009 HP Confidential68©2009 HP Confidential
Q&A
©2009 HP Confidential70©2009 HP Confidential
Kjell LillemoenLøsningsarkitekt21.juni 2010
LOADRUNNER I SKYEN
©2009 HP Confidential71
HVA GJØR LOADRUNNER
• Erstatter virkelige bruke med tusenvis av virtuelle brukere
• Genererer nøyaktig, målbar og repeterbar last mot systemetFra ett enkelt kontrollpunkt
• Peker på flaskehalser i systemet
Web server App. server DatabaseInternet/WAN
Simulated usersController
©2009 HP Confidential72©2009 HP Confidential
Tom NordbyPresale, Information ManagementHP Software & Solutions
HP TRIM SOFTWARE
FASTER, TRANSPARENT RECORDS MANAGEMENT
©2009 HP Confidential73
HOW WE COMMUNICATE
20 Years Ago
©2009 HP Confidential74
HOW WE COMMUNICATE
Today
©2009 HP Confidential75
WHAT CUSTOMERS ARE TELLING US…
There are new regulations I need to comply with
I am faced with e-discovery requests
Employees spend too much time searching for information
I have to secure more information than ever before
My last document and records management project took
forever to implement
I need to gain control of my SharePoint sites and content
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How many different ways can people in my company create information?
How would you feel about handing over your inbox or “home drive” to a group of lawyers who are suing your company?
How much of that content is “WE” fully aware of ?
Ask yourselves
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THE “ANSWER” TO THESE PROBLEMS
Proactive records management:
• Establish “Intent” and “good faith”
• Have an audit record of what you did and when
• Do it consistently and systematically
• Keep what you need and get rid of everything else
©2009 HP Confidential78
COMPLIANCE… IT’S EVERYWHERE
Electronic Ledger Storage Law (Japan)
11MEDIS-DC (Japan)
Canadian ElectronicEvidence ActSEC 17a-4 (USA)
HIPAA (USA)
FDA 21 CRF Part 11
ISO 18501/18509
Sarbanes-Oxley Act (USA)
AIPA (Italy)
GDPdU & GoBS (Germany)
BSI PD0008 (UK)Public RecordsOffice (UK)
NF Z 42-013 (France)
Financial ServicesAuthority (UK)
Basel II CapitalAccord
These are just a few examples as there are over
20,000 compliance requirements worldwide
If your company isn’t directly affected by compliance, think about your suppliers and partners; they may be and may pass down
the request directly to you
©2009 HP Confidential79
INFORMATION GOVERNANCE
THE PROCESS
Dispose
Classify
Retain and Protect
Discover
Capture
Reduce
Paper docs E-docs/email ApplicationsSharePoint
©2009 HP Confidential80
INFORMATION GOVERNANCE
THE SOLUTION
Dispose
Classify
Retain and Protect
Discover
Capture
Reduce
Paper docs E-docs/email ApplicationsSharePoint
TRIM 7.0
©2009 HP Confidential81
Lower your business risk
Faster, more transparent
records management
for your enterprise,
SharePoint and
all your information.
HP TRIM 7.0
©2009 HP Confidential82
Information sharing Collaboration Check in/out, versioning Lifecycle workflow Automated processes Renditions/transformation Simple contextual search Security and audit trails Classification & file plans Retention and disposal
HP TRIM
MANAGE & SHARE
Capture, manage and secure information in business contextHP TRIM SOFTWARE
Enterprise
Applications
(ERP, CRM)
FaxCD-Rom
Paper
WirelessPortals
Archival /storage
DELIVER/ARCHIVE
INTEGRATE
SharePoint
Desktop applications
Scanned images
Structured data
CAPTURE
Business applications
©2009 HP Confidential83©2009 HP Confidential
Q & A
www.hp.com/go/hptrim
©2009 HP Confidential84
UNIVERSAL RECORDS MANAGEMENT WITH HP TRIM
Mitigate risk • Securely manage all
electronic and physical records from creation through ultimate disposal
• Seamlessly integrate applications for a single source of the truth
Lower costs• Quickly find and
present all relevant information
• Drastically reduce the cost of responding to litigation
• Enable regulatory compliance to avoid fines and penalties
Improve efficiency• Manage information in
context with the business process to make more informed, timely decisions
• Streamline business processes to improve productivity and customer service
©2009 HP Confidential85©2009 HP Confidential
Fornebu Park Hotel21.Juni 2010
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