1 ©2010 Hewlett-Packard Development Company, L.P. The information contained herein is subject to change without notice

Realizing business value quickly from data center automation in a large, multi-organization environment

Dave Cadoff & Jimmie NeighborspureIntegration

Pure Integration, LLC Confidential & Proprietary

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Agenda

Introduction

Partnering with pureIntegration

Automation Approach

Challenges We Faced

Results Achieved

Lessons Learned

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During Spring/Summer 2008, a large MSO initiated a campaign to maximize business

value from their existing Data Center Automation (DCA) investment. This journey

uncovered several business processes and organizations that could benefit from

broader DCA capabilities. Ultimately, MSO committed to deploying DCA across their

enterprise, and this culminated in an ELA transaction.

pureIntegration played an active role in the initial discovery phase:

1) Exploration and analysis of business processes that could utilize DCA (Ex/Softswitch)

2) Provide a service delivery framework for business-focused DCA enablement

Greenfield DCA Install

•Buyer – Single

•Focus – Local

•Use Cases – Limited

•DCA Products – 1 to 2

Expansion of DCA Capability

•Buyer – Multiple

•Focus – Departmental

•Use Cases – Many

•DCA Products –Limited

Enterprise DCA Deployment

•Buyer – Multiple

•Focus – Enterprise

•Use Cases – Many

•DCA Products - Many

DCA Lifecycle

SW Deal Profile

MSO

2008

MSO

Future Vision

Introduction

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Early in the rollout, MSO recognized that DCA program success would be largely

dependent on factors above and beyond the technical capabilities of the DCA software

products. MSO needed a delivery partner who could successfully manage parallel

initiatives, inter-dependent tasks, and cross-organizational work efforts.

MSO chose to partner with pureIntegration based on our:

Proven track record of successfully delivering complex projects at MSO

Differentiated service delivery methodology designed to maximize DCA program

success

DCA Program Success

Project Execution

Organizational Alignment

Capability Delivery

Solution Sustainability

User Acceptance

Business Value Attainment

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AUTOMATION APPROACH

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Rapidly deploy Data Center Automation (DCA) capabilities to

realize savings associated with a business case that required a

$M+ initial investment.

One of the main use-cases driving the overall business case involved

automating video headend configuration management. This capability

development required the client to work across multiple applications within the

video headend, as well as multiple organizations within the SDLC

(Dev/QA/Ops). MSO encountered many challenges such as:

• Poor Cross-organization Communications

• Lack of Automation Adoption

• Unable to Accurately Identify Resource Requirements

The Challenge

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Initiative Assessment

Process

Requirements Management

Process

Value Metrics Definition

Enterprise Architecture

Process Standards &

Project Management

Overall Process

Definition and

Execution

Individual Capability Delivery

Data Center

Automation

Use Case Definition

Design & Development

QA Deployment Operations

This component was missing!

Establish a single entity that is accountable for delivering DCA capabilities

across the enterprise.

pureIntegration was engaged to support the DCA enterprise deployment

program, utilizing their Data Center Automation Deployment Services

(DCADS) Methodology.

The Solution

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Automation Category Target Use Cases

Configuration ManagementProvides ability to create scheduled complex audits

against a golden standard configuration.

Incident Management

Provides automated identification and remediation

of production incidents. Also provides automated

execution of scheduled maintenance tasks.

Release Management

Provides lifecycle management for enterprise servers

and applications. SA and OO will contribute to

reduction in operational costs by automating manual

deployments.

Reporting, Admin, and

Infrastructure

SA and SAR provide the extensive reporting

capabilities required to manage an IT infrastructure.

This also includes DCA infrastructure upgrades

required to support new initiatives.

We structure our capability development, as well as resource alignment, based on

the following automation categories. This allows us to maximize delivery team

effectiveness based on the unique skills and toolsets required for each automation

category.

Automation Approach

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CHALLENGES WE FACED

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DCA

Program

Success

Challenges Mitigation Strategy

Project

Execution

• No dedicated program

manager

• No additional headcount to

design/build the DCA

framework

• Engage pureIntegration to

lead/drive program execution

• Utilize DCADS methodology

Organizational

Alignment

• Obtaining sponsorship and

support from senior

management across

business units and teams

(Eng/QA/Ops)

• Work directly with key

management stakeholders to

understand MBO’s and how

DCA directly, or indirectly,

affects them

Challenges We Faced

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DCA

Program

Success Challenges Mitigation Strategy

Capability

Delivery

• Developing and deploying DCA

was initially silo’d amongst

teams

• Capability development without

requirements or feedback from

end-users

• Centralize and standardize process

for requirements, design,

development, testing and

deployment of DCA across all teams

(Eng/QA/Ops)

Solution

Sustainability

• Architecting for scale – utilizing

cores and satellites

• Central vs distributed DCA

resource support model

• Incorporate capacity planning as a

front-end design activity

• Perform detailed work scoping to

determine the number of resources

required to support each

organizations DCA plan-of-record

Challenges We Faced

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DCA

Program

Success Challenges Mitigation Strategy

User

Acceptance

• Skepticism of new tool

introduction

• Resistance to process

change

• Facilitate monthly brownbag

sessions with various user

groups to promote DCA

awareness

• Focus on delivering quick wins

to each user group

Business

Value

Attainment

• No definitive way to

measure program success

• Delivery timelines were

being missed, but the cost

of delay was not known

• Defined value metrics across

hard/soft savings categories

• Publish value to senior

management to communicate

current status and justification

for future initiatives

Challenges We Faced

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RESULTS ACHIEVED

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MSO initiated the DCA Enterprise Deployment Program in March 2009. As a result,

MSO has achieved key program milestones and significant business savings.

HSD

Video

Network

Eng QAVideo

Ops

Field

Ops

Eng QASustaining

EngineeringRDCs

Eng QA SysOps NOC

DCA Metrics 2008 2009 2010 (Plan)

Data Centers 9 51 67

NA (Devices) 0 9000 18000

SA (Devices) 1800 2200 3100

OO (Flows) 0 43 100

Annual Savings $1.2M $2.4M $4M

DCA Program Adoption

2008

2009

2010 Target

Legend

Results Achieved

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Automation Category

SysOps Network Video Voice

ConfigurationManagement

- 1800 managed servers- DHCP Audit- LDAP Audit- DNS Audit- DTFTP Audit- Mailstore Audit- License/Maintenance

Mgmt

- 8000 managed devices

- 25 Network Policies- Automated routine

configuration changes across data centers

- 550 managed servers- BMS Server Audit- MAS Server Audit - Web Based reporting

tool for displaying dashboards and reports (Packages, RPMs, STBs OOS, etc.)

- Limited device management

- POC built to audit Cisco BTS softswitches in lab env

ReleaseManagement

- Mail 4.0 OS/application profile

- Commercial mail OS/application profile

- Mail 4.3 OS/application profile

- Cisco CMTS IOS deployment

- Automated installation/upgrade Mystro BMS 3.1

Results Achieved

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Results Achieved

Automation Category

SysOps Network Video Voice

IncidentManagement

- Restart failed app processes

- Repair corrupt mailbox- Veritas disk replacement- SAN attached host health

check- DTFTP bootfile.conf- Log file parsing (root

cause diagnosis)- Additional NOC

automated workflows

- Syslog integration (root cause diagnosis)

- Event notifications for all configuration changes

- PMG Status- VOD troubleshooting- Start Over

troubleshooting- MAS Health

verification

Reporting, Admin & Infrastructure

- Executive style status reports for audits emailed weekly with SAR

- All changes made to network devices in last 24 hours

- Devices with different startup and running configurations

- Agents installed on BTS softswitches in lab env

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LESSONS LEARNED

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Secure high-level executive support for DCA…..even if you are initially

starting small. Bottom-up adoption is tough without top-down support.

Treat DCA initiatives like application rollouts vs toolset enablement.

DCA is a framework and requires rigor around processes such as

requirements, design, development, QA & deployment.

DCA capability development should be value-driven vs capability-

driven. Avoid the trap of building automation for the sake of

automation.

Enterprise DCA delivery is NOT a product consulting engagement. If

approached in this manner, there is a high probability that DCA

deployment will stall and user acceptance/adoption will not be realized.

Lessons Learned

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