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

Session ID: BTOT-WE-1730/3Twitter hashtag #HPSWU

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

Speaker Name: Scott KnoxDate: Wed, December 1, 2010Session ID: BTOT-WE-1730/3

Tips for optimizing your HP Service Manager deploymentA Tale of two Implementations

“It was the best of times, it was the worst of times, it was the age of wisdom, it was the age of foolishness, it was the epoch of belief, it was the epoch of incredulity, it was the season of Light, it was the season of Darkness, it was the spring of hope, it was the winter of despair, we had everything before us, we had nothing before us, we were all going direct to Heaven, we were all going direct the other way--in short, the period was so far like the present period, that some of its noisiest authorities insisted on its being received, for good or for evil, in the superlative degree of comparison only.”Speakers Name Charles Dickens

A Tale of Two Cities, Book 1, Chapter 1

4 HP Confidential

What defines the success of your implementation?External Pressure

•Dynamic services•Complex processes•Competing priorities•Missing requirements•Integrated solutions•Service expectations

Internal pressure

• Costs containment• Compliance• Industry shifts• Political

pressures• Personnel factors• Outsourcing

needs

ROI

TCO

BTW… who’s job is on the line again?

5 HP Confidential

Two stories– Which one succeeds best

– A very large implementation migrating from Service Desk • 2500 concurrent users

• Horizontal scaled across multiple boxes with HPUX and HP Virtualization

• 10 integrations including UCMDB, RC, and Asset Manager

• Reasonable staff dedicated to project

– A medium solution upgrading from ServiceCenter • 650 concurrent users

• Microsoft technologies

• Cool web 2.0 portal solution

• 5 integrations mostly home grown

• Reasonable staff dedicated to project

6 HP Confidential

Top technical focus areas

– Servlet memory consumption issues

– Large record set handling

– Configuration issues with 3rd party components

– System infrastructure and architecture issues

– Integration issues

– Unanticipated user behaviors

– Improper or excessive taloring

– Version issues

– Upgrade issues

7 HP Confidential

Technical considerations

– Diagnostic and tuning guide• http://support.openview.hp.com/selfsolve/document/KM718389?searchIden

tifier=7e5da8f8%3a12c3add70a6%3a-1ed0&resultType=document&documentURL=KM718389&resultsURL=%2fselfsolve%2fdocuments&allowReturn=true

– Reference Configurations• http://support.openview.hp.com/selfsolve/document/KM994618

/binary/SM9.20ReferenceConfigurationsSizingGuide.pdf%20Help%20Server%20content

– Service Manager administrator tasks• http://support.openview.hp.com/selfsolve/document/KM718390

?searchIdentifier=7e5da8f8%3a12c3add70a6%3a-1e9e&resultType=document&documentURL=KM718390&resultsURL=%2fselfsolve%2fdocuments&allowReturn=true

– Advantages of binary update• http://support.openview.hp.com/selfsolve/document/KM100081

0?searchIdentifier=7e5da8f8%3a12c3add70a6%3a-1c4e&resultType=document&documentURL=KM1000810&resultsURL=%2fselfsolve%2fdocuments&allowReturn=true

Pre-Deployment considerationsThe best way to ensure your solution success

ITIL Service Lifecycle

Request

Define

Analyze Approve

Charter Design Develop Build Test Release

Change

Project

Service

Portfolio

Scope

Portfolio

Demand Management

Define

Analyze

Approve

Charter

Design

Develop

Build

Test

Release

– Issue: Excessive scope for timeline and scope creep

– Mitigations:• Establish realistic scope with a manageable element of risk

• Provide clarity to consumers on tradeoffs for time, quality, cost

• Establish an unambiguous change model

• Monetize scope creep − “nothing says NO like a price tag”

• Incorporate formal Demand Mgmt process

•What is the thing that most contributed to you getting the project to production and stability?•“Clearly defined scope of the project.  It allowed me to say “no” to many requests which allowed us to stay ahead of schedule and under-budget. “

Demand Management

Define

Analyze

Approve

Charter

Design

Develop

Build

Test

Release

– Issue: Misaligned product expectations

– Mitigation: • Establish a strong collaboration with HP to understand product strategy • Factor tool training for staff, users and key stakeholders into plan• Challenge legacy processes and application behaviors

– References• Integration catalog: http://support.openview.hp.com/sc/integration_catalog.jsp

• General Product info: https://h10078.www1.hp.com/cda/hpms/display/main/hpms_content.jsp?zn=bto&cp=1-11-85^12473_4000_100__

•What would you try to avoid in a future project?•“More time focused on changing our internal processes to be “out of the box”.  This would allow us to upgrade easier and take advantage of new functionality in releases“

Product Design

Define

Analyze

Approve

Charter

Design

Develop

Build

Test

Release

– Issue: Limited alignment to out-of-box designs

– Mitigation: • Make upgradeability a key decision criteria

• Aggressively challenge all bespoke proposals − “Just because you can do anything doesn’t mean you should”

• Establish cost and value criteria for changes to baseline

• Advertize best practice savings

•What is the top lesson you learned•“Do not underestimate the effort to prepare and train the users of the solution. This can be easily , in terms of efforts, costs and headache, the single most

Product Design

Define

Analyze

Approve

Charter

Design

Develop

Build

Test

Release

– Issue: Heavily engineered processes

– Mitigation: • Challenge all processes that require coding

• Iterate between design, tooling and UAT

• Balance training costs with development and maintenance costs for all processes

• Consider documentation costs for all processes

• Invoke a 10 word rule for process definition

•What is the top thing that you would have done differently?•“A better job of collecting data on our old system to show the value of the new system.  .“

Product Design -- Integrations

Define

Analyze

Approve

Charter

Design

Develop

Build

Test

Release

– Issue: Custom integrations and solutions • Mitigation:

−Build only in core competency −Exhaust out-of-box integrations first−Challenge any “leading Edge” technology solutions−Consider 5 year maintenance cost

• References− ITSM 9 TOI− http://support.openview.hp.com/selfsolve/document/KM995278?searchIdentifier=7e5da8f8%3a1

2c3add70a6%3a-1e9e&resultType=document&documentURL=KM995278&resultsURL=%2fselfsolve%2fdocuments&allowReturn=true

−UCMDB to Service Manager guide− http://support.openview.hp.com/selfsolve/document/KM916129/binary/SM9.2_UCMDB_SM_Integr

ation.pdf?searchIdentifier=-52187823:12af809ca47:30bc&resultType=document

•What is the top thing that contributed to your success?•“Committed and influential sponsor to remove roadblocks

Product Development & Build

– Issue: Late stage stress

•Mitigation:

−Identify critical issues immediately

−Actively contain scope creep

−Establish clear production release criteria

−Execute UAT early

−Actively engage with HP early and regularly

−Remember that nature hates a vacuum

−Fully Replicate production environment

Define

Analyze

Approve

Charter

Design

Develop

Build

Test

Release

•What is the top lesson from your development exercise?•“Clear line of authority to allow decisions to occur in a timely and effective manner.  At time we had meetings to discuss the ”best process” but ultimately I had the authority to make the necessary decisions.  So I would recommend that companies select someone who has a vision of what they want, is able to effectively communicate it and can make decisive decisions. “

Product Development & Build

– Issue: Tailoring Issues

•Mitigation:

−Clearly understand existing workflow strategies and align to them

−Avoid any code that requires working with large data sets

−Avoid the possibility of “unbounded” queries or record sets

−Disable everything you don’t need

−Avoid queries into *.LOB

Define

Analyze

Approve

Charter

Design

Develop

Build

Test

Release

•What is the top lesson from your development exercise?•“A small team with very good people can do much more and much faster than a big team with average people “

Product Development & Build

– Issue: Resource issues

•Mitigation:

−Create a “Single Vision” Strategy with HP

−Establish clear lines of authority

−Prepare for costs of training and doc

−Establish a tight engagement with domain teams

Define

Analyze

Approve

Charter

Design

Develop

Build

Test

Release

•What is the top lesson from your Implementation?•“Do not underestimate the effort to prepare and train the users of the solution. This can be easily , in terms of efforts, costs and headache, the single most important element of the whole project“

Product Test

– Issue: Performance issues

•Mitigation:

−Leverage architecture reviews

−Test with representative data sets

−Take advantage of sizing guides

−Constrain user created searches

−Control legacy data aggressively

Define

Analyze

Approve

Charter

Design

Develop

Build

Test

Release

•Were there any secondary benefits you consider valuable lessons for other implementation teams?•“Data clean up.  We have enormous amounts of information, we did not move those data elements to the new tool without a high level of scrutiny. Reduce reporting and data migration by ~ 50%  “

Product Test

– Issue: User Experience issues

•Mitigation:

−Be mindful of compliance and legal issues

−Create core user representative council

−Actively educate stake holders in product issues

−Users do not build solutions

−Control legacy data aggressively and drop as much as possible

Define

Analyze

Approve

Charter

Design

Develop

Build

Test

Release

•What is the top lesson from your development exercise?• “People do not like changes, this is a fact and you will always discover during the project that they

dislike changes even more than you thought possible”

Final ConsiderationThoughts on the best of times and the worst of times

Lessons from the best of breed implementations

– The 2500 concurrent user solution succeeded as a migration from Service Desk despite many stresses because they• Determined early to align with Service Manager rather than “rebuild” Service

Desk

• Spent the time and money to prepare their customers to understand Service Manager

• Built a top quality team with sufficient knowledge to overcome the problems

• Engaged with HP throughout the project

– The 650 concurrent user solution struggled to upgrade from ServiceCenter because they• Had custom integrations that were difficult to troubleshoot and upgrade

• Had a state of the art technology configuration that Service Manager was not prepared for

• Were not able to adopt new HP solutions and corrections effectively

Lessons from the best of breed implementations

– The BTO 9 solution succeeded despite adopting new integrations and new versions because• They understood the HP vision and were willing to stretch to get it

• They adopted the best practices designs for all the products in the suite

• They found experts in all the product disciplines and got them to work together

• They understood that problems would occur and had solid programs to deal with them

– The out-of-box Service Manager implementation converted from heavily customized to out-of-box designs because they • Tightly aligned with HP to understand roadmap and direction

• Worked with HP on needed enhancements to the out-of-box deliverables

• Staged their solution delivery across multiple years to provide sufficient time to complete effectively

Continue the conversation with your peers at the HP Software Community hp.com/go/swcommunity