are you helping your customer maximize the business value of IT and enabling them with tools and frameworks to deliver IT as a Service?

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1 PARTNER BRIEF Service Portfolio Management from CA Technologies are you helping your customer maximize the business value of IT and enabling them with tools and frameworks to deliver IT as a Service? FOR PARTNER USE ONLY DO NOT DISTRIBUTE

2 Service Portfolio Management (SPM) solutions from CA Technologies provide your customers with the ability to manage demand, know their cost, and prove their value. This helps you position yourself as a trusted advisor. Executive summary Challenge In a world that is becoming more dynamic and highly virtual, the abstraction of physical IT assets from the applications they serve makes overall delivery of IT services more challenging, and renders siloed product oriented approaches to service management obsolete. In addition, the overall consumerization of IT resources raises the expectations of the user community to one of anytime, anywhere, any device information. This increased expectation and demand from end users to be treated as customers in a service provider model, combined with competition from external service providers, will require the IT departments that you serve to evolve their skills, approaches, and tools. Opportunity As your customers continue to transition to highly virtualized, automated infrastructure based on a service provider model, their tools must evolve with them. No longer can applications and the infrastructure they run on be viewed through disparate lenses or managed in siloed approaches. Your customers need tools which not only help effectively manage IT assets, but also provide the executives you serve with end to end management visibility of full business services. According to research firm The Enterprise Strategy Group (ESG)*, only 17% of enterprises are highly satisfied with the extent to which priorities, budgets, and service levels align with business requirements. In addition, only 21% of enterprises believe that their organizations are highly effective with respect to the day to day delivery of IT services. With such a disconnect between user demands for IT delivered as a service and IT s perception of how well it delivers on this promise, there is an opportunity for both integrators and managed service providers to step in with solutions that help IT transform from a cost based provider of infrastructure to a requirements driven service provider with the tools and strategies necessary to track resources and demonstrate tighter alignment with the business. Partner Use Only Do Not Distribute 2

3 In 2011, ESG s IT Spending Intention Survey* showed a clear return to a focus on applications and operational efficiencies on behalf of end users. Your customer now puts less focus on discretionary cost cutting, and a higher premium on business process improvement and overall reductions in operational expenditures. At the same time, users cite increased use of server virtualization and major application upgrades and rollouts as among the top IT initiatives for Systems integrators and solution providers need to focus their efforts on enabling organizations to meet these needs. By developing overall strategies for service portfolio management and deploying solutions that can improve business processes and reduce costs, end users can create a tighter alignment to the business. The result is that you become a more strategic partner. Benefits By leveraging Service Portfolio Management solutions from CA Technologies, partners can deliver true business value to their clients either through architecting and building complete service portfolio management strategies or by providing the same services through innovative SaaS based implementations that allow partners to generate recurring revenue streams. This service driven, services led approach allows partners to develop and build consulting practices tied to the business process re engineering, application skills, and vertical industry expertise that will differentiate you and provide your clients with unique business value. Business challenges Inward focus and technology silos Macro economic pressures and emerging cloud alternatives to in house IT are driving customers to demonstrate their business value. Heroic, ad hoc efforts at business alignment manual data gathering, custom reports, complex spreadsheets, slideware driven meetings, and decisions based on relationships and gut feel are not sustainable. IT must unite its technical, operational, and project management competencies into a systematic method for managing IT for business value one that overcomes key obstacles including: Partner Use Only Do Not Distribute 3

4 Unmanaged and fragmented business demand Managing IT for business value starts with understanding what the business needs and why. This is difficult when there are multiple front doors to IT, a mash up of formal and informal ways to request resources through projects (strategic demand), break fix and changes (operational demand), and everyday requests like granting application access (tactical demand). Squeaky wheel and firstin first out approaches often decide which demand is met and when. Your customers find it hard to say no to their end users or accurately gauge the cost and time needed to deliver. Over commitment leads to missed project deadlines and operational expectations, budget over runs and inefficient use of finite resources. Costs don t relate to things the business cares about Many IT executives dread the simple question from a business unit or CFO: What are we getting for our IT dollars? Even when IT budgets can be presented, they are usually categorized by things the business doesn t understand or value. How can the value of IT be expressed without linking cost to benefit? In addition to frustrating attempts to make or defend sound investment decisions, a lack of financial visibility gives rise to the free rider problem. IT isn t free, but sometimes the business makes demands or consumes it like it is. Unstructured delivery Business users often don t understand what IT provides them or how to get it, or why in a Web 2.0 world it should be so convoluted. Requests are typically made via service desk tickets, e mails, or chance encounters in the hallway. How your customer responds and fulfills requests is often improvised, churning through valuable staff time and leaving the business user in the dark on exactly what to expect and when. Quality undershoots or overshoots the mark IT often lacks clear agreement with the business on what quality metrics truly matter and why, and on a way to cut through the technical clutter to monitor and report on it. As a result, IT often misses business expectations for performance, availability, or response time even when all the lights and dials in operations are showing a calm, steady green. In addition, without sound demand Partner Use Only Do Not Distribute 4

5 management and financial transparency, there is little reason the business shouldn t ask for platinum level capabilities like 100% availability every time, leading to overbuilt capabilities that exceed business requirements and consume precious resources. Open loop investment bakes in high operational costs This drives customers to build and buy over time to meet business demand, often lacking the ability to take stock and see a clear picture of which investments are providing enough benefit to justify ongoing operational costs. For all the worthwhile time and energy spent automating operations for a leaner IT environment, relatively little effort is spent deciding what is worth operating at all. IT and business contexts don t match IT and the business don t just speak different languages; they are immersed in different contexts. Project completion rates, application response time, and server availability can be simply stated for non technical users but still do not answer how well IT is helping a business unit open new markets, increase market share, reduce costs, or manage risk. Manage for business value with service portfolio management Services create a common IT business context From its inception, the ITIL framework has made services the cornerstone of IT management best practice, with the notion of customer value right there in the definition of a service a means of delivering value to customers by facilitating outcomes that customers want to achieve without the ownership of specific costs and risks. Services create a bridge between IT and the business by providing a common context for linking IT to business value. Line of business and C level executives can understand how business services like Customer Relationship Management and Order Fulfillment support business objectives like increasing customer retention or reducing costly shipping errors. IT can understand how projects, Partner Use Only Do Not Distribute 5

6 applications, infrastructure, cloud services, and staff activity support services. With this common context, IT and its business customers can collaborate to ensure that the function, cost, and quality of services are right sized from inception to retirement to drive business objectives. Introduced in 2007, ITIL v3 introduced Service Portfolio Management (SPM) as a dynamic method for governing investments in service management across the enterprise and managing them for value. Now, you can help your customers put this guidance into practice as a pragmatic, sustainable approach for managing IT for business value throughout the service lifecycle with SPM. Continuously align IT resources to business value Service Portfolio Management is a strategy for demonstrating and improving the business value of IT. With integrated Service and Portfolio Management solutions from CA Technologies, you can use an SPM strategy to continuously right size IT investments and resources to meet business requirements for service quality, cost, function, and benefit. SPM provides common interfaces and metrics for fact based collaboration to empower your customer to deliver the following value to their end users: Manage Demand with a unified process for balancing strategic, tactical and operational service demand against available budgets, staff and assets Know Costs with transparency into how your asset, staff and vendor costs relate to services that your customers value Show Value with a single pane of glass demonstrating how your services align to business objectives, cost and quality Professional services and managed services In addition to leveraging the SPM portfolio and approach to enable IT as a Service, Service Portfolio Management requires a comprehensive and consultative approach including both professional services and managed service to assist customers in making the transition. SPM re enforces and compliments existing ITIL practice offerings and enables practice managers developing new practices to accelerate value for their customers. For managed service providers, the broad SPM framework provides opportunities to offer functionality on demand as well as the ability to leverage the Partner Use Only Do Not Distribute 6

7 technology in the delivery of your own existing adjacent managed services as a consumer of the approach. For partners heavily leveraging the momentum of advanced virtualization and cloud, a practice in SPM complements initiatives to assist large scale customer in building private cloud infrastructure and enables customers to fully achieve the benefits of charge back as well as facilitating efforts around business process mapping. Combined, these opportunities present a healthy potential revenue stream for consulting around process re engineering and development. Technology, subject matter expertise, programs Partnering with CA Technologies means not only access to leading technology, but also access to subject matter expertise and programs that support growing your business. Regardless of whether you are a systems integrator, solutions provider, technology builder, or service provider, CA Technologies has tailored programs to support your efforts, which include: Clearly documented rules of engagement with the CA Technologies field organization Dedicated field business development managers and solution architects to collaborate with and support account development Technical training and certification programs to support both your pre sales team and consultants IP and methodology sharing for delivery of value added services CA Technologies shares its deep subject matter expertise in service portfolio management with its partners in the form of both access to people and tools. Our marketing and business development teams are ready to support your sales cycles and are hard at work turning their knowledge into tools you can use. The Service Portfolio Management Partner micro site is available 24x7 to give you access to sales tools and resources to help you prospect, close business, and develop your unique thought leadership. Partner Use Only Do Not Distribute 7

8 The CA Technologies advantage CA Technologies has evolved into an agile execution company, committed to changing our culture and processes as we apply our own technology to our business. Our company growth goals are focused on expanding our customer base through and with partners. Our strength as a global technology firm allows us to leverage our heritage of: 30+ years in technology, solutions, and complex systems management across all platforms Industrial strength infrastructure software run by the world s most demanding customers A broad and growing portfolio of high performing products across mainframe and distributed environments As an architecture leader, we bring vision and completeness of execution to the rapidly evolving ITas a Service (ITaaS) management space. * IT Spending Intention Survey, Enterprise Strategy Group, Copyright 2011 CA. All rights reserved. For internal partner use only. Do not distribute. All trademarks, trade names, service marks and logos referenced herein belong to their respective companies. ITIL is a Registered Trademark and a Registered Community Trademark of the Office of Government Commerce, and is registered in the U.S. Patent and Trademark Office. This document is for your informational purposes only. CA assumes no responsibility for the accuracy or completeness of the information. To the extent permitted by applicable law, CA provides this document as is without warranty of any kind, including, without limitation, any implied warranties of merchantability, fitness for a particular purpose, or noninfringement. In no event will CA be liable for any loss or damage, direct or indirect, from the use of this document, including, without limitation, lost profits, business interruption, goodwill, or lost data, even if CA is expressly advised in advance of the Partner Use Only possibility Do Not Distribute of such damages. CS1607_0811 8

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