META GroupMETA Group
SOCs and NOCs:Future Command Centers
SOCs and NOCs:Future Command Centers
Corey FerengulSenior Program DirectorService Management [email protected]
Glenn O’DonnellProgram Director
Service Management Strategiesglenn.o’[email protected]
© 2001 META Group Inc., Stamford, CT-USA, +1 (203) 973-6700, metagroup.com 2
Capitalize on economic, technological, and market changes to enhance efficiency
Capitalize on economic, technological, and market changes to enhance efficiency
The Business Case forCommand Centers of ExcellenceThe Business Case forCommand Centers of Excellence
tMain value of IT operations is business continuity
tIT operations require effective monitoring and incident escalation to quickly resolve incidents
tOperational efficiency maximizes the value of IT operations
tCentral, broadly applied command and control promotes IT efficiency
tMain value of IT operations is business continuity
tIT operations require effective monitoring and incident escalation to quickly resolve incidents
tOperational efficiency maximizes the value of IT operations
tCentral, broadly applied command and control promotes IT efficiency
© 2001 META Group Inc., Stamford, CT-USA, +1 (203) 973-6700, metagroup.com 3
Critical IssuesCritical Issues
tEstablishing value through solid processes
tAutomating processes with IAM technology
tEvolving the command COE for the future
tEstablishing value through solid processes
tAutomating processes with IAM technology
tEvolving the command COE for the future
© 2001 META Group Inc., Stamford, CT-USA, +1 (203) 973-6700, metagroup.com 4
Establishing Value ThroughSolid ProcessesEstablishing Value ThroughSolid Processes
tMonitor & escalate8Fault and performance8Components and services
tOptimizing value through iterative efficiency8Continually reassess for
efficiency improvement
tLogistical considerations8Centralized model is best
tMonitor & escalate8Fault and performance8Components and services
tOptimizing value through iterative efficiency8Continually reassess for
efficiency improvement
tLogistical considerations8Centralized model is best
The monitoring process is the central function of the command COE
The monitoring process is the central function of the command COE
Command COE ProcessesCommand COE Processes
Fault/Perf.Fault/Perf.MonitorMonitor
ComponentsComponents ServicesServices
IncidentMgmt.
Normal
Trouble
ChangeMgmt.
Config.Mgmt.
ConfigConfig ..DBDB
© 2001 META Group Inc., Stamford, CT-USA, +1 (203) 973-6700, metagroup.com 5
Monitor and EscalateMonitor and Escalate
tCollect appropriate metrics8Measure infrastructure
and operational methods
tAvoid management silos8Networks/systems/apps
tExploit the help desk8Enforces escalation and
change mgmt. policies
tTrack problems to measure effectiveness
tCollect appropriate metrics8Measure infrastructure
and operational methods
tAvoid management silos8Networks/systems/apps
tExploit the help desk8Enforces escalation and
change mgmt. policies
tTrack problems to measure effectiveness
Monitoring and other processes continue to evolve b y constant assessment and improvement
Monitoring and other processes continue to evolve b y constant assessment and improvement
Staff per 1,000 eventsStaff per 100 devices
% Level 1 incident resolution% automated resolution
Cost per event handledCost per device monitored
Operational Metric ExamplesOperational Metric Examples
Staff Efficiency
Successful Incident Triage
Cost Metrics
© 2001 META Group Inc., Stamford, CT-USA, +1 (203) 973-6700, metagroup.com 6
Endless IterationsEndless Iterations
Optimizing Value ThroughIterative EfficiencyOptimizing Value ThroughIterative Efficiency
tContinually reassess for efficiency improvement8Measure progress8Operational metrics drive
quality improvements
tTune processes8Adapt to changes in
business and technology
tApplies kaizen discipline to the command center
tContinually reassess for efficiency improvement8Measure progress8Operational metrics drive
quality improvements
tTune processes8Adapt to changes in
business and technology
tApplies kaizen discipline to the command center
A culture of relentless obsession for improvement should be pervasive within the command COE
A culture of relentless obsession for improvement should be pervasive within the command COE
© 2001 META Group Inc., Stamford, CT-USA, +1 (203) 973-6700, metagroup.com 7
Logistical ConsiderationsLogistical Considerations
tFault tolerance is essential8Power, security, HVAC8Management systems
tA centralized model is best8All systems and people
are together
tMultiple centers make inefficient use of resources8Staff, systems, facilities
tFault tolerance is essential8Power, security, HVAC8Management systems
tA centralized model is best8All systems and people
are together
tMultiple centers make inefficient use of resources8Staff, systems, facilities
NOCs and SOCs evolve to command COEs through an emphasis on process and reassessment
NOCs and SOCs evolve to command COEs through an emphasis on process and reassessment
Central Global Command COECentral Global Command COE
© 2001 META Group Inc., Stamford, CT-USA, +1 (203) 973-6700, metagroup.com 8
Business Impact: Rapid identification and resolution of incidents minimize lost revenue from
IT service and infrastructure failures
Business Impact: Rapid identification and resolution of incidents minimize lost revenue from
IT service and infrastructure failures
Establish Value ThroughSolid ProcessesEstablish Value ThroughSolid ProcessestOptimize processes for comprehensive
monitoring of infrastructure components8Capture all components and services
tQuickly escalate incidents to proper responders 8Use a help desk for dispatching and tracking
tConstantly seek to improve efficiency
tUse one command COE, even in global situations8Resource utilization is more efficient
tOptimize processes for comprehensivemonitoring of infrastructure components8Capture all components and services
tQuickly escalate incidents to proper responders 8Use a help desk for dispatching and tracking
tConstantly seek to improve efficiency
tUse one command COE, even in global situations8Resource utilization is more efficient
Bottom Line
Bottom Line
© 2001 META Group Inc., Stamford, CT-USA, +1 (203) 973-6700, metagroup.com 9
Distributed TechnologyDistributed Technology
Automating Processes WithIAM TechnologyAutomating Processes WithIAM Technology
tAutomation serves process8Build technology around
processes, not vice versa
tCustom integration is necessary8Primary skill set of the
command COE staff
tTechnology trends8Distributed processing
promotes scalability
tAutomation serves process8Build technology around
processes, not vice versa
tCustom integration is necessary8Primary skill set of the
command COE staff
tTechnology trends8Distributed processing
promotes scalability
Automation technology facilitates rapid executionand integration of command COE processes
Automation technology facilitates rapid executionand integration of command COE processes
© 2001 META Group Inc., Stamford, CT-USA, +1 (203) 973-6700, metagroup.com 10
Automation Serves ProcessAutomation Serves Process
tProcesses built to fit technology will fail8 Inefficient execution 8Bounded by limitations of
the technology choice
tUnderstand the process and seek tools to fit8Automate established
methods8Reduce manual effort8The right tool for the job
tProcesses built to fit technology will fail8 Inefficient execution 8Bounded by limitations of
the technology choice
tUnderstand the process and seek tools to fit8Automate established
methods8Reduce manual effort8The right tool for the job
IAM technology rarely functions properly without significant customization and integration work
IAM technology rarely functions properly without significant customization and integration work
“A Fool With a Tool Is Still a Fool!” — Lindsay Parker, HP
“A Fool With a Tool Is Still a Fool!” — Lindsay Parker, HP
Tacoma Narrows Bridge (1940)(a.k.a. Galloping Gertie)
Good Technology, Poor Process
© 2001 META Group Inc., Stamford, CT-USA, +1 (203) 973-6700, metagroup.com 11
Custom Integration Is NecessaryCustom Integration Is Necessary
tNo single solution exists8Elusive vendor claims 8Frameworks are a failure
tIntegration standards are maturing8XML message exchanges
now appearing8Popular by 2003
tFocus command center talent on tool integration
tNo single solution exists8Elusive vendor claims 8Frameworks are a failure
tIntegration standards are maturing8XML message exchanges
now appearing8Popular by 2003
tFocus command center talent on tool integration
Object-oriented, standardized integration will be among the most profound IAM trends through 2003
Object-oriented, standardized integration will be among the most profound IAM trends through 2003
Object Relationships in CIMObject Relationships in CIM
•*
•*
•*
•0..1
•*
•*
•0..1
•*
•1
•*
•w
Tool B
Tool C
Tool A
© 2001 META Group Inc., Stamford, CT-USA, +1 (203) 973-6700, metagroup.com 12
Technology TrendsTechnology Trends
Sophisticated distribution of processing and presentation (Java, XML)
Central servers with limited distribution architectures
Management processing
Expanding to include physical relationships
Based on logical relationships (maybe)Fault correlation
Integral to monitoring and correlation systems
Manual; relied on silo experts for analysis
Configuration integration
Modular point tools with strong integrationMonolithic frameworksPopular tools
Predict failuresPost-failure reactionIncident detection
Management function (clusters)Technology silosDomain groupings
Infrastructure and services (applications)Mainly infrastructureMonitored agents
FutureFuturePastPastTopicTopic
© 2001 META Group Inc., Stamford, CT-USA, +1 (203) 973-6700, metagroup.com 13
Business Impact: Appropriate technology automates processes for optimum command center efficiency
Business Impact: Appropriate technology automates processes for optimum command center efficiency
Automate Processes WithIAM TechnologyAutomate Processes WithIAM TechnologytSeek automation solutions that fit the
needs of the operational processes 8Avoid the fatal trap of the reverse adaptation8Beware vendor claims
tBe prepared to undergo significant customization 8 IAM tools are not shrink-wrapped software!8Command COE value is proportional to integration
tApplication views, correlation and integration technologies will lead the next trends8Full integration of configuration management lags
tSeek automation solutions that fit theneeds of the operational processes 8Avoid the fatal trap of the reverse adaptation8Beware vendor claims
tBe prepared to undergo significant customization 8 IAM tools are not shrink-wrapped software!8Command COE value is proportional to integration
tApplication views, correlation and integration technologies will lead the next trends8Full integration of configuration management lags
Bottom Line
Bottom Line
© 2001 META Group Inc., Stamford, CT-USA, +1 (203) 973-6700, metagroup.com 14
NOCs & SOCs Develop Into COENOCs & SOCs Develop Into COE
Evolving the Command COEfor the FutureEvolving the Command COEfor the Future
tAdopt standardized process models8Process Maturity Model
tE-business management8Expanding beyond the
bounds of the enterprise
tTechnological progress8End-to-end service views8Embedded intelligence8 Integration technologies
tAdopt standardized process models8Process Maturity Model
tE-business management8Expanding beyond the
bounds of the enterprise
tTechnological progress8End-to-end service views8Embedded intelligence8 Integration technologies
COE evolution begins with standardized processesCOE evolution begins with standardized processes
1 2 3 4 5
Command Center Maturity
Simple NOC/SOC
Command COE
Effi
cien
cy
© 2001 META Group Inc., Stamford, CT-USA, +1 (203) 973-6700, metagroup.com 15
Standardized Process ModelsStandardized Process Models
tITIL is gaining momentum as a foundation for IT service management
tMETA Group’s Process Maturity Model is a superset of ITIL
tTransition to these models is a growing best practice
tITIL is gaining momentum as a foundation for IT service management
tMETA Group’s Process Maturity Model is a superset of ITIL
tTransition to these models is a growing best practice
Standard processes are needed for cooperative management among business partners
Standard processes are needed for cooperative management among business partners
META GroupProcess Maturity ModelMETA GroupProcess Maturity Model
Process FlowsProcess Flows
Cross-Process IntegrationCross-Process Integration
© 2001 META Group Inc., Stamford, CT-USA, +1 (203) 973-6700, metagroup.com 16
E-Business ManagementE-Business Management
tInfrastructure and users outside your control
tPassing information across firewalls8Another case for XML
tA different approach to agent distribution8Services like Mercury
Interactive, Keynote8Applet (Appliant, Porivo)
tInfrastructure and users outside your control
tPassing information across firewalls8Another case for XML
tA different approach to agent distribution8Services like Mercury
Interactive, Keynote8Applet (Appliant, Porivo)
New traffic patterns are emerging to reflectemerging applications, including peer-to-peer
New traffic patterns are emerging to reflectemerging applications, including peer-to-peer
All Parties Must Agreeon StandardsAll Parties Must Agreeon Standards
Poor Definitions
PoorProcess
Standard Definitions and Processes
© 2001 META Group Inc., Stamford, CT-USA, +1 (203) 973-6700, metagroup.com 17
Technological ProgressTechnological Progress
tEmbedded intelligence:8Localize processing
tBetter integration between:8Processes, tools, and
businesses
tPattern recognition:8Will be the next
correlation breakthrough
tInfrastructure organisms
tEmbedded intelligence:8Localize processing
tBetter integration between:8Processes, tools, and
businesses
tPattern recognition:8Will be the next
correlation breakthrough
tInfrastructure organisms
Technology evolution rounds out thefuture vision of the command COE
Technology evolution rounds out thefuture vision of the command COE
Sophisticated VisualizationSophisticated Visualization
© 2001 META Group Inc., Stamford, CT-USA, +1 (203) 973-6700, metagroup.com 18
Business Impact: Businesses will capitalize on COE cost savings and automation beyond IAM — dynamic
business management itself will benefit
Business Impact: Businesses will capitalize on COE cost savings and automation beyond IAM — dynamic
business management itself will benefit
Evolve the Command COEfor the FutureEvolve the Command COEfor the FuturetStandardization around process models
based on ITIL is driving operations excellence8META Group Process Maturity Model
tCross-enterprise e-business patterns demand new monitoring processes and technologies8Command and control will overflow into full
business management automation (2002/03)
tTechnology breakthroughs will enable extreme automation, including current manual response8Ultradynamic systems develop organic
characteristics within the infrastructure (2003/04)
tStandardization around process modelsbased on ITIL is driving operations excellence8META Group Process Maturity Model
tCross-enterprise e-business patterns demand new monitoring processes and technologies8Command and control will overflow into full
business management automation (2002/03)
tTechnology breakthroughs will enable extreme automation, including current manual response8Ultradynamic systems develop organic
characteristics within the infrastructure (2003/04)
Bottom Line
Bottom Line
© 2001 META Group Inc., Stamford, CT-USA, +1 (203) 973-6700, metagroup.com 19
TransformationSteps
TransformationSteps
SOCs and NOCS:Future Command CentersSOCs and NOCS:Future Command Centers
tBuild the command COE around strong processes 8Encompass all infrastructure and services8 Implement a review process and take action
tApply automation technology to the processes8Use commercial software (COTS) with
in-house customization and integration
tExploit evolving process models and automation technology
tLeverage command COE benefits for other business functions
tBuild the command COE around strong processes 8Encompass all infrastructure and services8 Implement a review process and take action
tApply automation technology to the processes8Use commercial software (COTS) with
in-house customization and integration
tExploit evolving process models and automation technology
tLeverage command COE benefits for other business functions
© 2001 META Group Inc., Stamford, CT-USA, +1 (203) 973-6700, metagroup.com 20
Upcoming Events and ResourcesUpcoming Events and Resources
tOperations Excellence Workshop8 Infusion Workshop — June 26-28, 2001, Fairfax, VA
tOperations Excellence Teleconferences8Update Teleconference — May 24, 20018EBT Special Event Teleconference — June 12, 20018How-To Teleconference — August 23, 2001
tDirect META Group Analyst or Consultant Interaction8Teleconferences8Half-Day, On-Site Briefings
tOperations Excellence Workshop8 Infusion Workshop — June 26-28, 2001, Fairfax, VA
tOperations Excellence Teleconferences8Update Teleconference — May 24, 20018EBT Special Event Teleconference — June 12, 20018How-To Teleconference — August 23, 2001
tDirect META Group Analyst or Consultant Interaction8Teleconferences8Half-Day, On-Site Briefings