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Global Business Services © 2007 IBM Corporation End-To-End Application Monitoring Business Benefits and ROI Gabriel Hradilek Telco and Utility Sector Leader, Global Business Services IBM SK IBM Business Day; Thursday 6 th November 2008
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Global Business Services

© 2007 IBM Corporation

End-To-End Application MonitoringBusiness Benefits and ROI

Gabriel HradilekTelco and Utility Sector Leader, Global Business Services IBM SK

IBM Business Day; Thursday 6th November 2008

Global Business Services

© 2007 IBM Corporation2 Thursday 6th November 2008

Agenda

GBS Short Introduction

E2E Monitoring – Benefits & ROI

Service Management Simulator

Back-up: Tivoli Netcool Value Proposition

Global Business Services

© 2007 IBM Corporation3 Thursday 6th November 2008

Global Business Services Slovakia Global approaches, know-how, methodologies, processes,

references, best practices, resources, etc. applying locally

Support on different level: – Global Integrated Account Team, Delivery Centers, Expertise groups, Knowledge Communities, etc.

IBM Slovakia has 3.000+ employees; more than 90+ GBS consultants in Slovakia (including DC BA)

Delivery Centre Bratislava – part of GBS Slovakia

Industry and Solution focus:

Sect

or

Public

Finance

Telecommunication

UtilityIndustryHealth

Con

sulti

ng

Syst

em In

tegr

atio

n

Appl

icat

ion

Serv

ices

Out

sour

cing

Global Business Services

© 2007 IBM Corporation4 Thursday 6th November 2008

Areas Covered by Delivery Center in Bratislava DC BA covers demand in

generic layers like

– Java/J2EE, C/C++, .Net/C#

– SAP Programming, ABAP

– DataWareHouse, ExtractTransformLoad

DC BA provides solution layers for:

– SAP

– CustomApplicationDevelopment

– CRM Siebel

Delivery Center Bratislava

DWH / ETL

SAP Programming, ABAP

Java/J2EE, C/C++, .Net

Solution 1 S2 S3

Gen

eric

Lay

erS

olut

ion

Laye

r

GBS Consultancy

Global Business Services

© 2007 IBM Corporation5 Thursday 6th November 2008

GBS SK - Our Delivery Framework Objective: Perform tasks for the best combination of costs, skills and risk

Framework: On site IBM staff, complemented by regional and global competence and delivery centers

Bring work to established delivery centres

– stable environment

– rapid & systematic execution

– mature processes

Minimal impact of geopolitical factors

location workGlobal Capabilities

All around the Worldlocation work GBS & Regional Delivery CenterBratislava

Client

Global Business Services

© 2007 IBM Corporation6 Thursday 6th November 2008

Bringing Carrier-Class Solutions to the Global 2000 Enterprise

> Alcatel> Boeing> Cadence Design Systems> Graybar Electric> Ericsson> GE Appliances> Lockheed Martin> LSI Logic> Motorola> Renault> TRW

> Brazilian Postal Service> Dist. Of Columbia Govt.> European Commission> French Postal Service> Fed Deposit Insurance Corp> Int’l. Monetary Fund> LA Dept. of Water & Power> NASA> Nat’l. Institutes of Health> NY / NJ Port Authority> SEC> Shanghai Government> SRA International> State of Michigan> State of Utah> US Dept. of Corrections> US Dept. of State> US Dept. of Treasury> US Navy / Marine Corps

> Atlanta Public Schools> SW Texas State Univ.> University of Arizona> University of Arkansas> University of Maryland> Syracuse University> Texas A&M> UNC Charlotte> Wichita Public Schools

FINANCIAL:

MANUFACTURING:

GOVERNMENT: ENERGY:EDUCATION:

RETAIL:

> British Gas> Devon Energy> Dynegy Corp.> Pemex> Schlumberger

> Bay Area Rapid Transit> RATP (Paris Transport)> Virgin Atlantic> Delta Technology

TRANSPORT:

HEALTH CARE:

> ABN Amro> Aetna Insurance> AIG Insurance> BancAmerica> Bear Stearns> Barclays Capital> Czech Ministry of Finance> Depository Trust Corp.> Deutsche Bank / DMG> e*Trade> Erie Insurance> First Union> ING Barings> Instinet/ Reuters> JP Morgan Chase> KeyBank> Liberty Mutual Insurance> Merrill Lynch> Morgan Stanley> Providian Financial> Salomon Smith Barney> USBancorp> Wells Fargo Bank> Wells Real Estate Fund

> 1-800 Flowers> Amazon.com> Circuit City> DirecTV> The Gap> Home Depot> JC Penney> Kohl’s

> Celera Genomics> Kaiser Permanente> Medtronic> Norwegian American> NW Memorial Hospital> Partners Healthcare> William Beaumont

15 of the top 25 Fortune 500 companies use the Netcool® suite*:

Global Business Services

© 2007 IBM Corporation7 Thursday 6th November 2008

Managing World’s Leading Service Provider Networks

> Sprint> SBC> Verizon> Qwest> BellSouth> MCI> Bell Canada> Telmex> Cingular> Nextel> Triton PCS> AOL> UUNET> Digex> Verio> Earthlink> Comcast> Cablevision> Cox Comm.

> British Telecom> Deutsche Telekom> Telecom Italia> France Telecom> Belgacom> Telefonica> Cable & Wireless> Telekom Austria> Telkom South Africa> T-Mobile> Hutchison 3G> KPN> NTL> Telia> Telenor> Vodacom> Vodafone

> Cesky Telecom> Slovak Telecom> Hrvatski Telecom

> China Telecom> China Mobile> China Unicom> China Rail> Shanghai Cable

> NTT> JiTong> Japan Telecom> Philippine LDT

> Telstra> Singtel> ISTT Singapore

AMERICAS EMEA

ASIA PACIFIC

19 of the world’s 20 largest carriers use the Netcool® suite*:

Global Business Services

© 2007 IBM Corporation8 Thursday 6th November 2008

Geographic Market References

Representative customers in these regions include:

CENTRAL / EAST EUROPE:◣ Deutsche Telekom◣ Telekom Austria◣ Cesky Telecom◣ Hrvatski Telecom◣ Slovak Telecom◣ TPSA◣ Polkomtel◣ Energis Polska◣ Equant Russia◣ Golden Telecom Russia◣ T-Mobile Austria◣ T-Mobile Czech◣ T-Mobile Hungary◣ Mobilkom Austria◣ TETRA Austria◣ CSOB Czech Republic◣ Ceske Drahy◣ CEZNet◣ Ceska Pojistovna◣ Ceska Sporitelna

Global Business Services

© 2007 IBM Corporation9 Thursday 6th November 2008

Tivoli Netcool Solutions Benefits and Customer’s ROI Examples

Global Business Services

© 2007 IBM Corporation10 Thursday 6th November 2008

ROI

Global Business Services

© 2007 IBM Corporation11 Thursday 6th November 2008

Tivoli Netcool Solutions Benefits and Customer’s ROI Examples

Global Business Services

© 2007 IBM Corporation12 Thursday 6th November 2008

ROI

Global Business Services

© 2007 IBM Corporation13 Thursday 6th November 2008

Tivoli Netcool Solutions Benefits and Customer’s ROI Examples

Global Business Services

© 2007 IBM Corporation14 Thursday 6th November 2008

ROI

Global Business Services

© 2007 IBM Corporation15 Thursday 6th November 2008

Customer Comments on IBM Performance

IBM fully manifested its ability to deliver an end-to-end solution in a very short time according to an approved schedule, yet it was also flexible enough to dynamically adjust to the changing conditions of

the telecommunications market. IBM has also shown extensive knowledge of T-Mobile's environment.

Implementation of the system provides an even higher quality of surveillance and management of T-Mobile's telephone network and I firmly believe that it will also contribute to the higher satisfaction of

our customers.

Source: Petr Mačák, Networks Operations Manager T-Mobile CZ

Global Business Services

© 2007 IBM Corporation16 Thursday 6th November 2008

Global Business Services

© 2007 IBM Corporation

The IBM ISM Simulator An interactive learning tool that

provides: High impact, interactive education

– For Sellers and Customers

Better understanding of IT business value

Engagement at c-level & at departments

Cross-organization shared conclusions

Reduced implementation times

Increased buy-in, take up and compliance

Great cross-organization team exercise

That “AHA!” moment– When the light bulb goes off and an IT Process

Mgmt concept is suddenly real

Global Business Services

© 2007 IBM Corporation

Simulation Aim

The ISM Simulator is designed to demonstrate the value of ITSM best practices (e.g. ITIL), processes and tools within the context of a business and technology model

Global Business Services

© 2007 IBM Corporation

How Could the Simulator Be Used?

To convince people, whether internal or external, of the need for ITSM and PM; culture, processes, technology, services and education.

To educate people in ITSM and PM process, and specifically ITIL, Prince 2 or PMBoK, in a fast, effective and cost efficient manner.

To support the successful implementation of ITSM or PM culture, processes and tools in a roll out situation.

To help vendors, their sales forces, and developers to understand the problems their customers face so that they can align their activity to their needs.

Global Business Services

© 2007 IBM Corporation

Kolb’s Experiential Learning Cycle

Global Business Services

© 2007 IBM Corporation

Organizational Maturity

Global Business Services

© 2007 IBM Corporation23 Thursday 6th November 2008

Thank You

MerciGrazie

Gracias

Obrigado

Danke

Japanese

English

French

Russian

German

Italian

Spanish

Brazilian Portuguese

Arabic

Traditional Chinese

Simplified Chinese

Hindi

Tamil

Thai

Korean

Global Business Services

© 2007 IBM Corporation24 Thursday 6th November 2008

Back Up

Global Business Services

© 2007 IBM Corporation25 Thursday 6th November 2008

What is Tivoli Netcool?

The industry’s leading software portfolio for service managementof complex, distributed business infrastructures, including:

All 20 of the world’s 20 largest service providers, by revenue

12 of the top 20 customers in the Fortune 500

The world’s most demanding civilian and military government agencies

Formerly Micromuse (NASDAQ:MUSE), a profitable, growing, and independent software company delivering Netcool® Solutions

Acquired in February 2006 by IBM’s Tivoli software business unit, to create the world’s most comprehensive service, process, and operations management portfolio

Global Business Services

© 2007 IBM Corporation26 Thursday 6th November 2008

Tivoli Netcool Vision: The “Single Pane of Glass” to Manage Your Business Services

Line of Business Views

Service Health Views

– Availability

– Performance

– SLA Status

– E2E Visibility

Business Activity Views

– Realtime KPIs

Realtime Business Indicators

Third Party Data

Realtime & Historical Reports

ServiceStatus

Indicators

Global Business Services

© 2007 IBM Corporation27 Thursday 6th November 2008

Roadblocks to Effective Service Management

NOC SOC Data Center

Line ofBusiness

Network Security Application

Network

Network

Network

Security

Security

Security

System

Mainframe

Storage

Application

System

Data

Application

Multiple Silos, Tools, Technology, Data, Staff

Multiple Operations Centers

NOC (n)

SOC (n)

Network

Network

Network

Network

Data Center (n)

Application

System

Mainframe

Storage

Line ofBus. (n)

Application

System

Data

Application

Security

Security

Security

Security

Service A

Multiple Services

Service B

Service C

Service D

Service E

Service F

Service G

Service H

Visibility Gap

APEX CAPEXMTTR

Operational Impact

Revenue CompetitiveCustomer

Business Impact

Service IntelligenceWorkflowOperationsExecutive Customer

Global Business Services

© 2007 IBM Corporation28 Thursday 6th November 2008

Bridging the Visibility Gap

Service A

Multiple Services

Service B

Service C

Service D

Service E

Service F

Service G

Service H

Service IntelligenceWorkflowOperationsExecutive Customer

Leverage

Apps Security StorageSystems Network Mainframe Voice OtherService Infrastructure

ToolA

Tool B

Tool C

Tool D

Tool E

Tool F

Tool G

Tool H

CollectMonitoring & Discovery

ConsolidateCentralized Management

Analyze & AutomateService Impact & Root Cause

InformDashboards, Reports, Notification Bridge the

Gap:

Multiple Silos, Tools, Technology,Data & Staff

Global Business Services

© 2007 IBM Corporation29 Thursday 6th November 2008

Netcool Core Differentiators:

BREADTH: From optical to applications and beyondThe only industry solution that delivers integrated, real-time management and visibility of Layers 1 – 7 in the technology infrastructure and the business layer

SCALE: Scalability to cover business growthThe industry’s fastest, most scalable assurance architecture spanning event and availability, performance, and security management

SPEED: More value, fasterDeploys quickly for immediate ROI and enables true realtime response to service-affecting problems

LEVERAGE: Leverage your existing investmentsIntegrates and add value to your existing platforms, tools, and applications … without disruptive changes to architecture or workflow

FLEXIBILITY: Fit the tool to the businessCustomizable and configurable, adapts to your organization’s unique requirements … not the other way around.

Global Business Services

© 2007 IBM Corporation30 Thursday 6th November 2008

Change: Market demands, workloads, service levels

Cost: Management and administration

Compliance: Regulations, security, audit capabilities

Complexity: Heterogeneous resources, organizational silos, composite applications

IT Organizations Are Under Tremendous PressureChallenges are coming from many fronts:

Global Business Services

© 2007 IBM Corporation31 Thursday 6th November 2008

The same drivers are translated to “level of pain”The Challenge is that I/T is comprised of :–Different Technology–Groups with different views of the drivers by Domain:NetworksServersStorageDatabaseApplications

Visibility is Vital to IT and Operations => Network Management is a Key

prerequisite for Services Management

Global Business Services

© 2007 IBM Corporation32 Thursday 6th November 2008

The Basic Criteria for Effective Network Management

Accurate Analysisto quickly hone in on network problems and speed time to repair

Scalability to meet the world’s most demanding complex networks

Visibility and knowledge of end-to-end network assets and connectivity

Breadth of managementscope across disparate, complex networks

Flexibility and modularity to adapt to new network changes and convergence

Integration with third party systems and tools for further diagnosis

Today’s business environment is putting higher demands on network reliability and performance, while networks are becoming more complex

Global Business Services

© 2007 IBM Corporation33 Thursday 6th November 2008

Service Management Goals Avoid Service Downtime

Accelerate Service Rollout

Improve Operational Efficiency

Decrease Risk

Integrate Development and Operations

link the availability and performance status of IT infrastructure componentsto business-oriented IT services:

Support the definition, storage and visualization of IT service topology or dependency mapsGather real-time operational status data from underlying applications and IT infrastructureComponents Process status data against the object model to communicate real-time IT service status

Global Business Services

© 2007 IBM Corporation34 Thursday 6th November 2008

Key components to manage business impact

1. Discovery

2. Topology Mapping

3. Service Modeling

4. Performance monitoring

5. Event management and root cause analysis

6. Workforce priority dispatch

Discovery

Global Business Services

© 2007 IBM Corporation36 Thursday 6th November 2008

Examples of the Netcool Portfolio in Action

A European telco accelerated rollout of nationwide DSL services by utilizing Netcool to oversee its vendors and reduce costly truck rolls

A top-10 US bank implemented a company-wide availability system, underpinned by Netcool, to consolidate and streamline monitoring of 11 IT-based “service channels”

A global airline monitors thousands of terminals, kiosks and check-in desks through its centralized Netcool deployment

The Netcool suite monitors several of the world’s largest military online user communities, helping to ensure coordinated operations

A large telco consolidated 27 network operations centers to just 2 using the Netcool suite as their manager-of-managers

Operational Efficiency

Revenue Protection

Risk Management

Global Business Services

© 2007 IBM Corporation37 Thursday 6th November 2008

Examples…


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