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HP Service Integration and Management


Name
Title
HP Software Professional Services

© Copyright 2012 Hewlett-Packard Development Company, L.P. The information contained herein is subject to change without notice.
Multi-sourcing IT is becoming a standard
The multi-supplier eco system was typical, cloud is making it a standard
An estimated 60 percent of large companies currently outsource to four or more
suppliers1
• Multi-supplier outsourcing is driven by a combination of factors –including the desire
to tap individual vendors for particular areas of expertise as well as the aim of
avoiding vendor lock-in

By 2014 CIOs will have lost effective control of 25% of their organizations’ IT
spending3
• CIOs need to keep control of their organization and the services delivered
through effective governance & operational control of service delivery

By 2015, 40% of the most successful CIOs will use cloud sourcing to cut costs and
generate new revenue in order to out perform competitors 2
• A multi-supplier eco system WILL be the default in the future, in fact
1 BCG it exists 3today –
2 Forrester
2 © Copyright 2013 Hewlett-Packard Development Company, L.P. The information contained herein is subject to change without notice.
there is simply no escaping it. Gartner
Different Needs, Different IT Operating Models
Shared Service Service
Standalone Service Integrator Broker
Legacy Shared Service Hybrid Service Open Market
Standalone Delivery Delivery Service
Transform Transform Transform Delivery

Optimise Optimise Transform Optimise Optimise

IT Operating Model
Architecture
Reference

Process Model
Information Model
Foundational Technology Integration

Operational focus Strategic focus


Low maturity High maturity
3 © Copyright 2012 Hewlett-Packard Development Company, L.P. The information contained herein is subject to change without notice.
Hybrid delivery model - Multi-sourcing

Build, manage & secure Consume HP Cloud


Information Services
Agility Innovation
Faster response to changing Applications Deliver competitive & service
business and customer Infrastructure advantage
needs
Traditional Public
cloud

Private cloud Managed cloud


Optimization
Risk
Achieve better ROI & reduce IT costs
Mitigate threat of business service
through service provider & delivery
failures and inability to comply with
optimization
regulations

Analysts predict enterprise cloud services will be used by eight out of 10 of the Fortune 1,000
companies
4 © Copyright 2012 Hewlett-Packard Development Company, L.P. The information contained herein is subject to change without notice.
The challenge of managing suppliers
Why does IT need to worry about optimising a multi supplier eco system
“Successful multi-sourcing requires establishing SIAM (Service Integration and
end-to-end visibility, reporting, and accountability Management)
for services that are delivered by multiple
Major benefits of a new operating model to
suppliers.” manage a multi-vendor outsourcing
Bill Martorelli, Forrester Research Inc., September 2011.
Busines Busines
environment:
s s
Business 25-30% improvement in speed of
Demand & Demand & implementation and supplier onboarding
Supply Chain Supply Chain
Service (Forrester)
Orchestration
Internal Delivery

Inhouse Average Multi-supplier Management


External
Supplier

Internal Delivery
Single

IT cost is 10% of TCV, Best in class is 3%.

Supplier

Supplier
External

External
Cost Cost
(Gartner)
25% 15%
A“right sourced” multi-vendor delivery
model which includes cloud should lead
to savings of 40%. (Gartner)
Flexibility
5 © Copyright 2012 Hewlett-Packard Development Company, L.P. The information contained herein is subject to change without notice.
Multi-sourcing challenges
Increases IT complexity, costs and
Lack of multi-supplier integration resource inefficiencies

Inability to measure and manage Threatens service quality levels and accountability
services and suppliers

Disparate architecture and Impair business agility and adaptability


integration standards

Governance models are Hinders IT alignment with business strategy


challenging to implement

Complex on-boarding and Increases vendor lock-in


handover processes

6 © Copyright 2013 Hewlett-Packard Development Company, L.P. The information contained herein is subject to change without notice.
Multi-sourcing complexity
IT must provide and manage all IT services, no matter the source

Business
units

Clear responsibilities
Demand Service sourcing
and accountability strategy

CIO
CIO
Compliance and
security
Service assurance
and quality
? Visibility of the
service portfolio
Cost effective,
predictable service
usage
Services
Internal organization External suppliers
In-house Data Private Workplace Hosted Outsourced Cloud Communication
applications centers cloud services services services services services
services

7 © Copyright 2012 Hewlett-Packard Development Company, L.P. The information contained herein is subject to change without notice.
The emerging role of the service integrator
New roles and requirements
Business units IT organization Suppliers
• Specify demand and define • Govern and control end-to- • Deliver services according to
requirements end service delivery of contract and standards
• Agree on service levels performing suppliers • Operational management of
(SLAs) • Define IT Service strategy services in scope
• Pay for service consumption and align demand with • Provide information and
business report on service
• Capture and analyze
business demand
• Identify sourcing options and
select service suppliers
• Monitor SLAs and report
performance to business
through business-impact
metrics
8 © Copyright 2013 Hewlett-Packard Development Company, L.P. The information contained herein is subject to change without notice.
The HP Supplier Integration Solution
Framework
Transforming to a new IT operating model ...
SIAM Operating model
Lines of Business Business Users components
Service integration & management
Obligations, policies and roles
Demand & Supply Chain

Service Orchestration
Processes, goals and metrics
Operational Integration

Integrated management tools


Workplace Datacenter Network Application Other Other
services services services services services services

... to improve business outcomes:


• Optimization of resources • A commercially focused service sourcing strategy
• Consistent service quality • IT aligned to the business strategy
• Increased agility and improved time to market
9 © Copyright 2013 Hewlett-Packard Development Company, L.P. The information contained herein is subject to change without notice.
HP service integrator solutions
Contract
An outsourced or retained IT function OLA or

Retained IT organization Retained IT organization

Service integrator Service integrator


(retained IT function) (provided as a service)

External suppliers External suppliers

10 © Copyright 2012 Hewlett-Packard Development Company, L.P. The information contained herein is subject to change without notice.
HP SIAM—Service Integration and Management
capability model
SIAM provides a single framework for
governing and managing
multi-supplier ecosystems
Demand & Supply Chain

Service Orchestration

Operational Integration

11 © Copyright 2013 Hewlett-Packard Development Company, L.P. The information contained herein is subject to change without notice.
HP SIAM transformation stages

Plan Action & Govern


SIAM Transformation SIAM design and implementation services
Workshop
Vision Assessmen Roadmap Design Implement
t
• SIAM capability framework
SIAM SIAM
Assessment Roadmap • Service integrator software stack based on
Service Service HP IT Performance Suite
• Management of change and training to
support adoption

Q uick
Roles
Process
ITIL Reference
aRACI
nd
Best
Interpreta Ca rds
Responsibilities
MPra
a trix
ctice
tions
Incident Co-ordina tor

SO 0
SO 2 .1 .1 7 SO 2 .1 .1 1 SO 0 .4 .1 1 SO 2 .1 .8

Customer / Monitoring
Assign Assign Review
Incident to
Group
Incident to
Group
Close
Interaction Start rejected
Incident
O pera tor information

User
Interaction Tools
· Management
Registers Incidents based on an event and assigns them to the
ITIL Best Practice Level 1 correct support group.
SO 2 .2 .1 2 .2 .2 SO 2 .2 .8

Process
Incident complete No
Review Incident and correctly Reject Incident
information assigned?

Overview SO 0
Service Desk Agent
Yes
SO 1

·
SO 2 .2 .3 SO 2 .8 .3

Register Interactions
Interaction based Assign
on Analyst
contact
Incident to with user
Yes
Event
Re-assignment
required?

· Match Management
SO 2 .1
Management
user Interaction to Incidents, Problems, Known Errors,
or Knowledge document
· Incident Logging
SO 2 .2 .4

Solve and close InteractionsReview Incident


Level 2 ·
information
Incident Ana lyst

Provide status updates to users


RACI Matrix Individual Module · Register Incident based on a user Interaction and assign to
SO 2 .2 .7 2 .2 .5

the correct support group


Re-assign Incident
No
Able to resolve

Overview Process · Register Request


SO for
2 Change, based
Incident?
to Co-ordinator
on a user Interaction
·
Yes

Register Service Request, basedSO


on2a.2user Interaction SO 2 .2 .6

· Report andIncident
verify a solution Accept
to a Incident
user
Incident
· MonitorManagement
Service Level Agreement (SLA) targets of all Incidents
Assignment
registered and escalate, if required SO 2 .3 .1

Roles & · Communicate about service outages


Incident to all users.
Review

Level 3 Detailed description of the end to end process


Responsibilities. 1Work
page covering allcommon
processes in scope.
Individual Module Detail Process (WQuick
Industry alkthrough
Definition
Definition
Detailed Instruction)
1standard
page
Reference
of
of of the
or
covering
Cards
Responsibility,
roles
process best
and
flow Level
each 3 Process,
requirement
module.
fordetailing
practice
responsibilitiesuserfor
Accountability,
each publications
module.
Process Shows links between modules.
and Responsibility briefly
(Procedure)
Shows
roles explaining
high
frequently
Consulted
used
for including
Showslevel
used
Service
within
and the
flow
tool
Informed
Role steps,
tool
and 3decisions
use, fields
module
functionality,
Management
the level
Swimlanes. forprocess
each and
links.
Interpretations Used forfor
high level overview
Used and
screenshots.
Used
screenshots
for requirements
Used
process
swim
detail, tostep
and
lanes
W create
documentation
orkprocesstraining
Instructions
manuals,
&and Audit etc
tooltraining.
overview
design.

Quick
Level 4
Reference
W ork Instructions and Procedures
Cards

Education and Premier Services supporting adoption and on-going


maintenance
12 © Copyright 2012 Hewlett-Packard Development Company, L.P. The information contained herein is subject to change without notice.
Pharmaceutical company
HP SIAM provides IT agility and transparency
Goals Operational Service Management Business Management
• Establish a globally harmonized process and tool landscape for • Incident Management • Service Catalog
IT service management based on “out-of-the box” best practices • Problem Management • Request Fulfillment
• Change Management • Requirements Management
• Enhance operational IT service management processes to • Service Measurement & Reporting Governance Management
support a multi-supplier delivery model and application • Configuration Management • Executive Scorecard
rationalization
• Implement an IT service portal to give all employees uniform ~85% out-of-the-box functionality + HP best
access to IT services practices
Solution 100%
80% Non-Best-Practice Tailoring &
• HP SIAM processes for end-to-end service management 60% Customization
visibility across multiple suppliers 40% Best Practice Tailoring &
• Standardized service interface layer to drive rapid adoption of 20% Customization
new vendors and Executive reporting to control supplier 0%
Out-of-the-box functionality incl.
performance Configuration
• HP IT Performance Suite—Service Manager, CMS, Executive
Scorecard
Results
• Improved efficiency of supplier on-boarding
•13 Cost-effective corporateDevelopment
© Copyright 2012 Hewlett-Packard and regulatory IT compliance
Company, L.P. The information contained herein is subject to change without notice.

• Improved quality of service through clarity of supplier


Why HP Software
Professional Services?
• End-to-end consulting portfolio ensures SIAM strategy services can be
successfully implemented with HP Software
• Extensive experience designing and implementing solutions for large, complex
global organizations
• HP Service Management Reference Model for consistent application of ITIL
processes
• HP Common Solution Framework enables rapid architecture of large-scale
solutions with proven best practices
• Flexible “Best of HP” approach gives clients the choice of managing multi-
supplier services in-house or outsourced to HP
© Copyright 2012 Hewlett-Packard Development Company, L.P. The information contained herein is subject to change without notice.
Thank you

www.hp.com/go/SIAM
www.hp.com/go/hpswprofessionalservi
ces
www.hp.com/go/hpexperts
www.hp.com/go/software

© Copyright 2013 Hewlett-Packard Development Company, L.P. The information contained herein is subject to change without notice.

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