Table of contents
3 Executive summary
3 Mastering IT change
4 How Intact Technology implements the change process
5 Step 1: Change management
6 Step 2: Change control
6 Step 3: Change automation
7 The sequential step approach to achieve change automation
8 How Intact Technology services work with HP change management solutions
8 HP Service Manager (Step 1)
8 HPUniversalConfigurationManagementDatabase(Steps1and2)
9 HPUniversalDiscovery(Steps1and2)
9 HP Release Control (Step 2)
9 HPOperationsOrchestration(Steps2and3)
10 HP Business Service Automation (Step 3)
10 HPBusinessAvailabilityCenter(Step3)
10 VisibleImpactSolutionforRemedy:anidealsolutionforBMCRemedydeployments
11 HPandIntactTechnology—changemanagementinaction
11 Conclusion
12 AboutIntactTechnology
12 AboutHP
Businesswhitepaper|HPandIntactTechnology change management solution
3
Executive summary
Ifbusinessesaretoinnovate,competesuccessfully,andachievebetterbusinessoutcomes,theirITorganizationsneedtomanagechangeaseffectivelyaspossible.
Successfulenterprisesincreasinglyrecognizetheneedtoimplementbasicchangemanagement policiesbasedonInformationTechnologyInformationLibrary(ITIL)bestpractices,andmanybusinessesalreadyhavedeployedatleastsomeITIL-basedchangemanagementpolicies.ITIL isageneralITframeworkand,assuch,setsforthonlythebasicstructureforaddressingcomplex changemanagementchallenges.WithoutsupplementingITILbestpracticeswithconsistentprocesses,governance,configurationmanagement,andcentralizedreportingtotrackchanges,evenanITIL-drivenITorganizationcanendupinchangechaos.
Onewaytoavoidthechaosthatcancomewithchangeistobuildtowardmaturityandgreatercontroloverit.Thekeyistoautomatechangeprocesses.Accordingtothe2013ITOperationsOQ Report1,morethanhalfofthe300IToperationsexecutivessurveyedsaidthatoneoftheirgreatestchallengescomesfrommanagingchangesintheirenvironments.Also,240executives(80percent)saidthattheycan’tautomaticallyvalidatetheaccuracyoftheirdeployments.
IntactTechnology,anITandbusinessservicemanagementconsultingfirm,fillsacrucialgapin thechangemanagementmarketplacebyhelpingorganizationsmovefromchangemanagement tochangecontroltochangeautomation.ThestepsthathelpITorganizationsmoveprogressively throughthesestagesofmaturitymakeupthetestedandprovenIntactTechnologyChangeManagementFramework—asequentialsetofbestpracticesthathelpsorganizationstaketheriskoutofchange.Theframework,coupledwiththedeploymentofHPchangemanagementsoftware,helpsturnchangechaosintochangeefficiency—andallowsorganizationstoachievematurityintheirtechnologyenvironmentsmorequickly.
ThiswhitepaperwilloutlinetheprocessesandtoolsyourorganizationneedstoaddressthechallengeofchangechaosandevolvebeyondITIL-basedchangemanagementtochangeautomation.ItwilldemonstratehoweventhemostunwieldyandinternallyresistantITorganizationscanbehelpedbyembracingchangemanagementsolutionsfromHPandIntact Technology.Finally,itwillillustrate,throughreal-worldexamples,howorganizationsthat implementtheIntactTechnologyChangeManagementFrameworkandHPchangemanagement applicationscanachievethebenefitsofreducedrisk,lowercost,decreasedcomplexity,greateravailability,andastrongreturnoninvestment(ROI).
Mastering IT change
Mostlargecompanieshaveprocessesthatsimplifythecontinuallyincreasingvolumeofchange, butthoseprocessesareoftenmanual,time-consuming,andfraughtwithhumanerror.Byadheringtochangemanagementprinciplesthatalignwithproven,standardizedmethodologies,suchasITILbestpractices,organizationswillbeinbetterpositiontomanagechange.
ITILv3changemanagementdefinitionsdictatethatchangesaretoberecordedandthenevaluated,authorized,prioritized,planned,tested,implemented,documented,andreviewedinacontrolledmanner.Whenchangesareimplementedinthisfashion,theycanbeanalyzedforrisk,dependencies,businessimpact,scheduleconflicts,in-flightissues,andothercharacteristics.Withgreatervisibilityintotheseissues,technologystaffmembersarebetterabletofollowapredetermined,prescribedpathtoexecutechange.Theresultisreducedrisk,lowercost,andfewernegativeeffectsonthebusinessservicesthatITdelivers.
Ingeneral,ITILbestpracticesarebroaderthantheyaredeep.ItisuptoeachITorganizationtoapplyITILguidelinesinitsownuniqueenvironment,turnchaosintoorderbyfocusinghardonthemostminutedetails,andthenturnorderintoasmoothlyfunctioning,automatedprocess.Iforganizationsaccomplishthis,theycandramaticallyandconsistentlyimprovetheresultsofITchangebecausetheyreduceandeveneliminatehumaninvolvementinroutineyetresource-intensivechangeevents.
1 2013ITOperationsOQReport:ImprovingyourOperationsQuotient(OQ),Evolven
Businesswhitepaper|HPandIntactTechnology change management solution
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ChangeautomationisparticularlyusefulforhelpingITteamsavoidbeingoverwhelmedbylargevolumesofITchange.IthelpsITdepartmentsplanmoreeffectivelyandavoidresourcebottlenecks.AutomatedchangeismorescalablebecauseitallowsrequestsforITchangestobeprocessedmoreefficiently.Moreover,itenablesthechangesthemselvestobeimplementedmorequicklybyfewerstaffmembers.
Change chaos
Focus: Process and implementation
ROI factor: Avoid unnecessary cost
Focus: Making decisions around change; identifying high and low risk
ROI factor: Lock down environment; reduce change failure
Focus: Enabling resources for advanced IT focus, automating low-risk changes, and maintaining process consistency
ROI factor: Free up resources and reduce resource requirements
Intact Technology Change Management Framework
ITIL best practices for change management
Ret
urn
on in
vest
men
t
Step 1Change management
Step 2Change control
Step 3Change automation
Figure 1. KeymilestonesoftheIntactTechnologyChangeManagementFramework
How Intact Technology implements the change process
Achievingautomatedchangerequiresembarkingonacarefullyconsideredandsystematic pathwhosecoursedependsuponanorganization’scurrentmaturitylevel.
AmigrationfromITILbestpractices—whichfocusonbasicchangemanagementpoliciesandprocesses—tochangeautomationisnotaseamlessundertakingbecauseofthesignificanthumanelementassociatedwiththisprogression.Thismeansthattheorganization’sleadershipmustenlistenterprise-wideadvocacywhenembarkingonthechangematurationpaththatIntactTechnologyrecommends.
Intactdevelopedthisframeworktofocusonhelpingorganizationssetandimplementthechangeprocess,makebetterbusinessdecisions,andreducecostsandresources.Intacthasbecomealeaderinthemarketplacebyprovidingachangemanagementsolutionthathelps theoverallbusinessfunction.
TheIntactTechnologyChangeManagementFrameworkmapsthreedistinctsteps—orlevels— onthewaytoautomatedchangemanagement:
1.Change management
2.Change control
3.Change automation
Intactrecommendsthatbusinessestransitionsystematicallyfromonesteptothenext, ratherthanattemptinga“bigbang”styleofimplementationthatcouldpotentiallydisrupt theorganization’soverallbusinessprocesses.Intactalsorecommendsimplementing anddeployingthefollowingHPchangemanagementsolutionsatspecificphases:
•HP Service Manager
•HPUniversalConfigurationManagementDatabase(UCMDB)
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•HPUniversalDiscovery(UD)
•HP Release Control
•HP Operations Orchestration
•HP Business Service Automation (BSA)
•HPBusinessAvailabilityCenter(BAC)
Table 1. IntactTechnology’schangemanagementmilestones
Step Name Proc
ess
defi
ned
Serv
ice
desk
RFC
pr
oces
s
CAB
form
ed
Impa
ct a
nd r
isk
anal
ysis
CI c
olli
sion
in
form
atio
n
Chan
ge in
tell
igen
ce
Chan
ge r
econ
cili
atio
n
Serv
ice
cont
ext
chan
ge a
naly
sis
an
d im
pact
Chan
ge a
utom
atio
n
Chan
ge r
emed
iati
on
1Change management
• • • †
2Change control
• • • • • • • †
3Change automation
• • • • • • • • • •
Legend†=Partialdeployment•=Maturingdeployment
Table1showswherekeymilestonesappearduringeachofthethreestepsofchangemanagementmaturation.
Step 1: Change managementThemajorityofITorganizationstodayareonstep1,changemanagement.Atthislevel,organizationshaveformedachangeadvisoryboard(CAB),andarealreadyinitiatingandmanagingrequestforchange(RFC)processesthroughtheirservicedesks.TheCABreviews andapprovesthesechangerequests,andITthenimplementsthem.
Organizationsatthebeginningofstep1frequentlyexperiencefailureduringchange.Infact, itisnotuncommontoseea60percentorhigherchangefailurerateduringthisphase.Implementingstep1processesdoesnotguaranteeacorrespondingimprovementinthechangefailurerate,especiallyiftheCABdoesnothavecomprehensive,up-to-dateinformation tomakemoreaccuratedecisionsthatavoid,forexample,configurationitem(CI)collisions.ChangecontroltriestoreducethechangefailureratebyleveraginginformationfromtheconfigurationmanagementdatabaseasthebasisfortheCABtomakeappropriatedecisions.
MostorganizationsnoticeshortlyafterorganizingaCABthatvitalinformation,suchasimpactandriskanalysis,isnotreadilyavailableinordertomakeadecisionregardingtheRFC.Mostofthetime,theseorganizationsrelyon“tribal”knowledgeoftheCABconstituents—andtheyareoftenwrong.OthercriticalelementsincludeCIcollisioninformation,approvalprocesses,collaboration,andgeneralRFCworkflowmanagement.
Thisiswhenorganizationstakethenextsteptochangecontrol,whereITdepartmentsfocus onmakingbetterdecisionsaroundchange.
HPoffersasystematicanddisciplinedfour-stepapproachtogettingstartedwithintegrationandautomationrequirementstobringtheservicedeskandoperationstogetherfromachangemanagementperspective.Thesefourstepsare:
•Standardize—Itisimportanttodevelopaconsistentorstandardapproachtomanagingchangeacrossallrelevantstakeholders.
•Consolidate—ThisincludesbothservicedeskandCABfunctionalityandmayrequirecreatingtieredCABsforsupportinglessglobaldecision-makinginlargerenterprises.
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•Understandyourenvironment—Thisrequirestakingahardlookatexistinginfrastructure andsoftware,aswellasorganizationalandprocessrequirements.
•Useautomationtoextendtheboundariesofchange—Withthesestepsunderyourbelt, youwillbemuchmorepreparedforautomation.
Formoreinformationonimplementingtheprocessofchangemanagement,reviewthepaper,Change Management Best Practices,locatedatreducechangerisk.com.
Step 2: Change controlStep2,changecontrol,focusesonmakingbetterdecisionsbasedontheinformationyouhave,andonidentifyingthenatureanddegreeoftheriskinyourenvironment.Thisstepfocusesontheabilitytocontrol,predict,andproactivelymanagechangethroughthedigitizationofthechangemanagementprocess.Thegoalistoeliminateunforeseenissuessuchasaddedcost.ChangecontrolenablestheCABtomakebetterdecisionsthatavoidchangecollisionsandprovidesawaytoidentifytherootcauseofafailedchangebyisolatingchangestoaspecific CIataspecifictime.
Toachievethistypeofpredictability,thesystemmustbeconfiguredtogaingreaterunderstanding oftheorganization’sbusinessservice.AdiscoverytoolthatmapsthebusinessserviceswithintheCMDBcanaccomplishthedesiredpredictability.Themapsshouldbeconfiguredtoprovideimpactanalysisinformation,whichwillbeusedtoassessrisk.Onceanorganizationcreatesservicemapsandimpactanalysesforallofitsbusinessservices,theCABwillthenbeinaposition to:
•Makeobjectivedecisionsonallproposedchanges
•Objectivelypredicttheimpactofachangebeforeitisinitiated
•Assignstatisticalrisktoachangebasedonempiricalinformation
•UnderstandCIdependenciessufficientlyinordertobesureofconsultingtheproperteams forRFCapproval
•Identifypotentialchangecollisions
•Identifypriorchangeissues
•OptimizeRFCchangewindowstosignificantlyminimizerisk
Step 3: Change automationAtstep3,changeautomation,mostchangesareautomaticallydocumented,audited,controlled, timed—andlesscostly.Servicelevelsimprovebecauseitiseasiertoidentify,address,andremediateservicedegradationsthataffectbusinesscontinuityduringITchange.
Theappropriatesoftwaresolutionscanhelporganizationsattainstep3byeliminatingmanyhumantouchpoints,suchasmanuallydocumentinginfrastructurechangesandupdatingnumerousadhocsystems.Asanexample,run-bookautomationprovidesawaytoautomateroutine,error-pronetasks.Itcanreducethetimeittakestoimplementlabor-intensivetasksfromdaystominutes.
Insimpleterms,run-bookautomationcanautomatevirtualizationmanagement,performancemonitoring,infrastructureandapplicationchanges,troubleticketing,andotherITactivitiesacrossapplicationandplatformsilos.
Arun-bookprocessmayencompassmultiplemanagementdisciplinesandinteractwithalltypesofhardwareandsoftware.Byspanningsomanydiversesystemsandinteractingwithmanytypesofinfrastructureelements,run-bookautomationcanpreciselycontrolhowandwhenachangewilloccur.
Tofurtherleveragethepowerofautomation,suchtasksasprovisioningvirtualmachines,softwarereleases,patchmanagement,andservicerolloutscanbeautomatedwithserver,network,andstorageautomationtools.Table2detailsthevarioustypesofautomation andtheeffectivetime-savingsassociatedwitheachofthem.
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Table 2. Potentialsavingsstemmingfromchangeautomation
Change to automate
Average person-hours needed After automation Potential savings
Change/updatepasswords 30hours 15 minutes > 95%Change/update community strings
30hours 15 minutes > 95%
Patch operating systems 85 hours 90minutes > 95%Makenetwork-wide policy changes
50hours 150minutes >90%
CreatenewVLANs 50hours 150minutes >90%Roll out new network services 30hours 15 minutes > 95%Inventorysoftware,hardware, andconfigurations
100hours 150minutes > 95%
Auditdevicesagainst security policy
100hours 10minutes > 95%
Remediatedevicesthatarenotcompliant
30hours 60minutes > 95%
Removehostdefinition 30hours 15 minutes > 95%UpdateACLs 50hours 150minutes >90%Enable/disableportinterfaces 30hours 15 minutes > 95%
Note:Thischartshowsactualimplementationtimes;planningtimeisnotincluded.
HP Operations Orchestration for
Change AutomationHP Service Manager
HP Universal Configuration
Management Database for change management
and control
HP Universal Discovery
HP Release Control for Change Control
HP Business Availability Center
Business service monitoring
Problem isolation for change automation
BSA
Network automation
Server automation
Storage Essentials for change automation
and control
Operations orchestration
Step 1 Step 2 Step 3 Step 4 Advanced
Figure 2. SteppedapproachtoimplementingchangeautomationusingHPchangemanagementsoftware
The sequential step approach to achieve change automation
Implementingchangecontrolandchangeautomationcandelivercompellingbenefits,butorganizationsshoulddeploychangemanagementsolutionsinstepsforbestresults.Inmanycases,implementingtherecommendedchangemanagementsolutionswithonegroupinside anorganizationisaneffectivefirststepthatcanproviderapidcost-savingsandefficiencies.
IntactTechnologyworkswithitsclientstoidentifywhichopportunitiesandbusinessesinanorganizationwilldemonstratethemostsignificantresultsintheleastamountoftime.Intacthelpsbusinessesprioritizetheirgoals,choosetherightsolutions,andestablishamulti-stepprojectschedule.
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How Intact Technology services work with HP change management solutionsIntactTechnologyrecommendsthatorganizationsdeploythecomprehensive,integratedsuiteofHPchangemanagementsoftwaretoolsastheymovethroughsteps1,2,and3.AlltheseHPsolutionsworktogetherseamlessly,usingeitherasingleCMDBor,morecommonly,a“federated”systemwhosecapabilitiesareeasytoinstall,expand,andconnecttoothersystems.Inaddition,changemanagementsoftwarefromHPhasbeenproveninreal-worldenvironmentstocontrolandautomatethekeyadministration,reporting,andmonitoringprocessesassociatedwitheffectivechangemanagement.
HPSoftwareisintegratedateverystep,providingincrementalsolutionstohelpanyorganization matureonitswaytochangeautomation.
Figure 2 illustrates how the HP change management solutions work together to make implementingITchangesfasterandmorecost-effective.
HP Service Manager (step 1)HPServiceManagerisacomprehensiveandfullyintegratedITservicedesksuitethathelps ITdepartmentsdecreasethetimeittakestodeploychangesandresolvetheresultingserviceproblems.DesignedaroundITIL-basedbestpracticesandbuiltwithahighlyscalableservice-orientedarchitecture,HPServiceManagerintegrateschangemanagementwithotherkeyITprocesses,suchasincident,problem,andreleasemanagement.HPServiceManagercanbedeployedasthestartingpointofthechangemanagementprocess,inwhichRFCsarecreatedandmanagedthroughaworkflow.Eachstepthatneedstobecompletedorauthorizedshouldbeprocessedthroughthistypeoftool.WithHPServiceManager,changemanagerscan:
•Usetemplate,cloning,orEZFormstocreateRFCs—HPServiceManagerprovidesmultiplepathsforcreatingRFCs.Allfieldscanbeavailableinthetemplatesorclones,andwillautomaticallypopulateinthenewlycreatedRFC.Usingtemplatesandcloningwillminimizethenecessityofmanualdataentry.
•Automateworkflowmovementandcreatephasetriggers—WithHPServiceManager,anRFCmovesautomaticallythroughtheprocesswhenallcriteriaaresatisfied.Thiseffectivelyreducesthenumberofmanualtouches.
•Beautomaticallynotifiedofchangesintheworkflow—HPServiceManagerautomaticallycalculatesandsendsnotifications.Thisprovideseveryoneinvolvedinthechangemanagementprocesswithmoretimetofocusonotheritems,ratherthanmanuallygeneratingandsendingemail.
•Createrulestoenableanautomaticworkflow—Whenspecificcriteriaaremet,HPService Managerwillautomaticallyhandledeferrals,cancellations,unauthorizedchangeidentification, closure,removalofunusedrecords,andremovalofterminatedusersbasedonbusinessrules.Thiseliminatestheneedformanualhousekeeping.
•Createreminders,email,andescalations—HPServiceManagersavesstafftimebydistributingsystematicreminderscontaininglinksbacktothesystem.
OrganizationscanimplementHPServiceManagerduringchangemanagement,step1,andcontinuetomaturetheirdeploymentthroughouttheentireprocess.
HP Universal Configuration Management Database (steps 1 and 2)TheUCMDBisadatarepositoryforstoringCIs,CIproperties,andtherelationshipsamongCIs.HPUniversalDirectory(UD)softwareautomaticallypopulatesandmaintainstheUCMDB,thencreatesmodelsrepresentingthecomplexrelationshipsbetweenCIsandthebusinessservicestheysupport.TheUCMDBintegratesseamlesslywithotherHPsoftwaresolutionsaswellasmanythird-partysolutionstoprovidethemwithCIandservicecontextinformation.Thisway,everysolutionsharesthesameviewoftheCIsthatmakeupthetechnologyenvironment, aswellasthesameviewofhowtheseCIsworktogethertodeliverbusinessservicesto theenterprise.
BecausevaluabledataresidesinmultiplerepositoriesthroughouttheITenvironment,theUCMDBprovidesfederationandreconciliationcapabilitiesthatenablebusinessestoleverageexistingdatathroughouttheenvironment.Thesecapabilitiesallowuserstosearchforandusedatawithoutneedingtounderstandwherethatdataresidesorthetechnologythatisusedtoaccessit.ExpandingthebreadthofdatasourcesthroughfederationwiththeUCMDBenhancesanorganization’sunderstandingofchangeimpactandprovidesgreaterCIdepthduringthechangemanagementprocess.
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Duringchangemanagement,step1,organizationscanusetheinformationstoredinthe UCMDBastherepositoryofCIsfortheirservicedesksolution.Duringchangecontrol,step2,servicemapswithimpactanalysisinformationareaddedtotheUCMDBandusedforthe changecontrolprocess.
Table 3. HowHPsoftwareproductscanhelpbusinessesmovefromchangechaostochangeautomation
Step Name HP
Serv
ice
Man
ager
HP
Uni
vers
al
Confi
gura
tion
M
anag
emen
t D
atab
ase
HP
Uni
vers
al
Dis
cove
ry
HP
Rel
ease
Con
trol
HP
Ope
rati
ons
Orc
hest
rati
on
HP
Bus
ines
s Se
rvic
e A
utom
atio
n
HP
Bus
ines
s A
vail
abil
ity
Cent
er
1Change management
• • •
2Change control
• • • •
3Change automation
• • •
Legend•=StepduringwhicheachHPsoftwareproductislikelytobeimplemented
HP Universal Discovery (steps 1 and 2)UDsolvesoneofthemostcriticalchallengesassociatedwithdeployingabestpractices-basedchangemanagementsolution:howtomaintainanaccurateCMDB.WhileUDfacilitatesthe discoveryaspect,UDwithUCMDBprovidestheabilitytodiscoveranddevelopanappropriate modelofthebusinessservicesorapplications.UDpopulatestheUCMDBbyfacilitatingthe comprehensivediscoveryandmappingoftherelationshipsofanorganization’sinfrastructure— includingapplications,databases,servers,storage,virtualenvironments,mainframes,andnetworkelements.Accomplishingthistaskcandramaticallyreducetheleadtimerequiredtoestablishaneffectivechangecontrolandchangeautomationsolution.
ThedepthatwhichUDdiscoversinformationwilldeterminethelevelitwillsupport.Rudimentary CIdiscoverywillsupportstep1,whilein-depthbusinessservicemappingswillsupportstep2.
HP Release Control (step 2)HPReleaseControl(formerlyHPChangeControlManagement)automaticallyaggregates,analyzes,andnormalizesRFCsthataresubmittedtoHPServiceManagerorotherchangemanagementsystems.Thissolutionautomaticallyandcontinuallyperformsimpactanalysis onrequestedchangesbycombiningdatainasharedcontextamongtheRFC,CIs,andtheimpactanalysiscalculatedwithintheUCMDB.
BeyondhelpingtheCABproactivelymanageandassesstheimpactofchange,HPReleaseControladdressesanumberofotherrequirementsofamodernCABthatmustfunctioninalargeenterprisewithgeographicallydistributedstakeholderswhohavelimitedtimetomeet inperson.
HPReleaseControlisthekeycomponentfortheimplementationofchangecontrolandstandsasthecenterpieceoftheIntactTechnologyChangeManagementFramework.
HP Operations Orchestration (steps 2 and 3) HPOperationsOrchestrationautomatesoperationalworkflowsduringeachphaseofthechangemanagementlifecyclebyprovidingacompliantaudittrailthroughouttheprocess.EachworkflowcaneasilybedirectedthroughoutthechangemanagementprocesstounifytraditionallysiloedITsystemsandteams.HPOperationsOrchestrationcurrentlysupports morethan3,000HPandnon-HPelementsthatareusedtoautomateunderlyingITmanagementprocesses.
HPOperationsOrchestrationcanbeimplementedduringthechangecontrolphasetobridgethegapbetweenapplicationsandunifyprocessesacrossallapplicationsinvolvedinthechangecontrolworkflow.Onceanorganizationisreadytointegrateafullchangeautomationsolution,HPOperationsOrchestrationwillbethekeytooltotietheoperationalprocessestogether.
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HP Business Service Automation (step 3)BSAprovidesrobustautomationacrossservers,storage,networks,andclients.Italsofeatures best-in-classrun-bookautomationwithHPOperationsOrchestration.BSAachievessignificantoperationalefficiencieswithoutasignificantinvestmentinheadcount.Italsohelpscompaniesreducecostsandriskthroughautomation,andenablesa“closed-loop”changeexecutionprocess.
HP Business Availability Center (step 3)BACisacomprehensivebusinessserviceandapplicationmonitoringanddashboardsolutionthathelpschangemanagerstrackthesuccessofITchangesandtheireffectontheoverallcustomerexperienceandsystemperformance.WithBAC,technologyteamscanmonitorthehealthofbusinessservicesandtrackservice-levelmetricsonapplicationsfromtheperspectiveofthecustomerexperience.
BACallowstechnologyandchangemanagersto:
•Viewtheirentireenvironmentsfromasinglepoint,integratinginternalITsystemsandcustomer experience
•Proactivelymonitorreal-timebusinessprocesses,encompassingITsystems,volumemetrics,andinfrastructurekeyperformanceindicators(KPIs)
•Correlatedata,enablingroot-causeanalysisandproblemisolation
•Proactivelyidentifyavailabilityandperformancedegradationaswellasthecompositeinfrastructurethatsupportsthosetransactions
•Reducemeantimetoresolutionofoutagesandincreasemeantimebetweenfailures
•Providebetterservicetobusinessunitsbyimprovingtheperformanceandavailability ofcompositeapplications
Whenusedduringthechangeautomationphase,BACprovidesperformanceandavailabilityinformationthatcanbeusedtoidentifybusinesscontinuityissues,proactivelyidentifyanomalies,andreactivelyprovidealertsonbusiness-serviceissuesthathavebeencausedbychangesintheenvironment.Insomecases,thismonitoringcanbeusedasatriggertoremediatechangeand,therefore,cansignificantlyreducethetimetakentodeterminethe rootcauseandresolveissues.
Visible Impact Solution for Remedy: an ideal solution for BMC Remedy deployments
OrganizationsthatalreadyuseBMCRemedyandwantgreatervisibilityintotheirinformationcanalsotakeadvantageoftheVisibleImpactSolutionforRemedy.Thissolutionofferscapabilities similartoHPServiceManagerandintegrateswithintheIntactTechnologyChangeManagementFramework.Itdeliversaccurateinsightintothebusinessimpactofproposedchanges,providingmeasurablybetterchangemanagement,reducedrisk,andastrongerreturnoninvestment.Additionally,thankstohighlydetailedanalysis,manychangescanbeapprovedoutsideofCAB meetings,enablingyoutofocusonthemostcriticalorhigh-riskchanges.VisibleImpactSolution forRemedyoffers:
•Changevisibility—Throughthecombinationofautomateddiscovery,applicationmodeling,andcomprehensivechangeanalysis,youwillbearmedtomakecontext-awaredecisions onchanges.
•Changeauditing—Youwillhavetheabilitytodetectchangesbeingperformedoutsidenormalprocesses.Andyoucanreceivealertsandreportsonchangesthatwereimplementedwithoutanassociatedapprovedchangerequest.
•Understandingofpotentialeffects—You’llhaveabetterunderstandingofthepotentialrisk,impact,orcollisionofchanges.
Customer case study: Large U.S. communications company
AlargeU.S.communicationscompanyneeded toresolvethefollowingissues:
• Changeswereheavilyimpactingproductionenvironment
• Risksandimpactofchangeweredetermined by“tribal”knowledge
• Longandcumbersomechangeadvisoryboard(CAB) meetings
• Inabilitytodetectthechangesbeingimplementedoutsidethechangeprocess
• Lackofdatasourcesrelatingtheinfrastructureelementsassociatedwithchangestoapplicationsorbusinessservices
• BMCRemedyhadprovidedsolidworkflowandchangeprocesses,butthecurrentsolutionwas
notprovidingnecessarydetails
The solution:
• IntactTechnology’sVisibleImpactforRemedy
• HPUCMDBwithUD
• HP Release Control
The results:
• DiscoveredandmodeledkeyapplicationsandbusinessservicesbyleveragingtheHPUCMDB
• PopulatedtheBMCAtriuminstancetoprovideanaccurateconfigurationitem(CI)listforproposedchangeswiththeout-of-the-boxUCMDBintegrationadapter
• AnalyzedBMCRemedy’srequestforchange(RFC)againstdataintheUCMDBtoprovideaccurateimpact,collisions,andriskinformationonproposedchangesviaHPReleaseControl
• UseddiscoveredUCMDBdataandHPRelease Controltodetectlatentchangesbeingconducted intheenvironmentwithoutassociatedchangerequests
• ReducedthelengthofCABmeetingsby30percent
• Reducedproductionimpactofchangesbyasmuchas30percent
• Dramaticallyreducedlatentchangesintheenvironment
• LeveragedtheservicedefinitionsintheUCMDBtoenhanceoveralloperationsandmonitoring
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HP and Intact Technology—change management in action
IntactTechnologyhasalongandsuccessfulhistoryofhelpingenterprisesofallsizestransform toastateofchangeautomation.Eventhemostskepticalandinstitutionallyresistantorganizations haveexperiencedthetime-andcost-savingbenefitsofautomatingchangebyembracingthe IntactTechnologyChangeManagementFramework,alongwithsolutionsfromtheHPchange managementportfolio.Pleasemakesuretoreadaboutthehighlightsoftwoofthosesuccesses ontheleft-handsideofthesepages.
Conclusion
ManagingchangeforanITorganizationcanbefraughtwithrisksandextracostsunlesstestedandprovenchangemanagementmethodologiesandpoliciesareinplace.AlthoughmanycompaniesalreadydeployatleastsomechangemanagementproceduresbasedonITILbestpractices,theseoftenaren’tenoughtocounteractsuchcriticalbusinesscontinuityissuesasunplanneddowntimecausedbyhumanerror.
ITILbestpracticesneedtobesupplementedwithconsistentprocesses,regimentedgovernancepolicies,provenconfigurationmanagementtools,andcentralizedreportinginordertoachievegreaterchangecontrol.Theultimategoalofsuccessfulorganizationsshouldbetoautomatetheirchangeprocessessothatchanges,suchasinstallingpatchesandprovisioningnewservers, requirenomanualimplementationandarealwaysconsistent.
IntactTechnologyisinthebusinessofhelpingorganizationsachievethedesiredstateofchange automationthroughastep-by-stepprocesscalledtheIntactTechnologyChangeManagementFramework.Thistestedandprovenmethodologytakestheriskoutofchangeandisdesignedtodeliver:
•Lowersystemsmanagementcosts
•Simpler processes
•Better resource allocation
•Reduceddowntimeandrelatedbusiness-processdisruptions
•Fewer costly manual mistakes
Ratherthanprovidea“onesizefitsall”solution,theIntactTechnologyChangeManagementFrameworkfocusesondesigningthebestpossibleprocessesandsoftwareenvironment foreachcustomer’suniquebusinessandITneeds.Supplementedbythebroadanddeep HPportfolioofchangemanagementsoftware,theIntactframeworkcanhelporganizations ofanysizereapthecompetitivebenefitsofahighlyresponsiveandchange-resilienttechnology environment,whiletheyreducerisk,lowercost,decreasecomplexity,experiencegreateravailability,andachieveastrongROI.
Customer case study: Public sector
Alargegovernmentagencyneededtoovercomethese pain points:
• Cumbersomeandineffectivechangeprocesses
• Multipleanddisparatetools,processes,workflows,andapprovalstandardsacross the organization
• Inabilitytodetermineimpact/riskofchanges
The solutions:
• HPUCMDBwithHPUD
• HP Service Manager
• HP Release Control
The results:
• Mergedsevenchangeboardsintoone
• Alignedtheorganizationwithacommonchange processandworkflow,andbuiltchangestandards into the tool with HP Service Manager
• ReducedthetimeonCABmeetingsbymorethanhalf
• DiscoveredandmodeledkeyapplicationsandbusinessservicesusingHPUCMDBwithHPUD
• LeveragedtheUCMDBdatatoprovideaccuratechange analysis with HP Release Control
• Reducedproductionoutagesfromchangesbyasmuchas40percent
Businesswhitepaper|HPandIntactTechnology change management solution
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About Intact TechnologyIntactTechnologydeliverscomplete,outcome-basedsolutionsinshort,successfulcycles. ThecompanyimplementstransformationalITmanagementsolutionstohelpyouoperate ITfaster,better,andcheaper,focusingyourresourcesonwhatmatters.
Intactleadsyoutoensureyourmissionsuccessthroughtechnologyinnovationsthatresult inmajoroperationalimprovements.
Asanorganization,IntactspecializesinHPSoftwareintegrationswiththird-partyvendors, suchasBMC,ServiceNow,andTroux,enablingcustomerstoaccelerateprofitablegrowth andefficiency.
About HPHPisatechnologycompanythatoperatesinmorethan170countriesaroundtheworld.Weexplorehowtechnologyandservicescanhelppeopleandcompaniesaddresstheirproblemsandchallenges.Weapplynewthinkingandideastocreatemoresimple,valuable,andtrustedexperienceswithtechnology,continuouslyimprovingthewayourcustomersliveandwork.
NoothercompanyoffersascompleteatechnologyproductportfolioasHP.Weprovideinfrastructureandbusinessofferings,fromhandhelddevicestosomeoftheworld’smostpowerfulsupercomputerinstallations.Weofferconsumersawiderangeofproductsandservices,fromdigitalphotographytodigitalentertainmentandfromcomputingtohomeprinting.Thiscomprehensiveportfoliohelpsusmatchtherightproducts,services,andsolutionstoourcustomers’specificneeds.
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Businesswhitepaper|HPandIntactTechnology change management solution