Transforming IT Operations: From Utility Monitoring to Optimizing Business Service Delivery and Reliability

Transcription

1 Transforming IT Operations: From Utility Monitoring to Optimizing Business Service Delivery and Reliability An ENTERPRISE MANAGEMENT ASSOCIATES (EMA ) White Paper Prepared for CA Technologies March 2014 IT & DATA MANAGEMENT RESEARCH, INDUSTRY ANALYSIS & CONSULTING

2 Table of Contents Executive Introduction... 1 Interview Number One: An Insurance Company Based in North America... 2 Interview Number Two: A Global Managed Service Provider... 4 Interview Number Three: A U.S.-based Provider of Healthcare and Healthcare Payment Processing Services... 7 EMA Perspective About CA Technologies... 10

3 Executive Introduction The fact that IT organizations are facing dramatic requirements for change and even transformation has been established so many times, in so many different ways, that it has all but become a cliché. Nonetheless, with the very visible laundry list of factors, from cloud in all its dimensions, to agile, to mobile, to the consumerization of IT, to big data and the rising pressures in IT to deliver value versus just manage costs, the notion that IT organizations can operate just as they always have in the past has pretty much been abandoned across the industry. Exactly what this means, however, is a little less clear. Enterprise Management Associates (EMA ) research 1 substantiates that at least six factors are primary to success, both for IT as a whole, and to Operations teams in particular: The move to a service-centric, cross-domain model versus a siloed model to support common vision, triage, analytics, reports and other data sharing across and beyond operations Increased process automation Increased integration between operations and the service desk Improved awareness of the impact that incidents and problems have on the business outcomes Evolving processes and dialogs across operations, IT and between IT and the business directed at improving efficiencies and maximizing value of IT Data just in, at the time of this writing, from Network Megatrends, 2014, EMA, March 2014, indicates that IT networking teams are already moving in this direction, with 40% integrated, at least to some degree, into a converged, cross-domain Operations Center. Of those, however, only 24% have tools currently integrated within an operations console to support the effort. Other data from EMA research, Operationalizing Cloud: The Move Towards a Cross-Domain Service Management Strategy, February 2011, traces a steady rise of cross-domain organizations seeking to manage services. In this research, 59% claimed that their IT organization had a cross-domain service management organization at least at some level, and historical data showed that these teams had been steadily on the rise year-to-year. Significantly, those IT organizations with cross-domain service management teams were 71% more likely to be favored with an increase in the IT budget, compared to those with more siloed ways of working. Other data across multiple EMA research reports over the last three years clearly substantiate that those IT organizations in which Operations is able to move towards a more cross-domain way of working are more efficient, more effective, more able to assimilate new technologies and resources (such as cloud) and more able to work collaboratively with the business stakeholders they support. However, the move towards a more service-centric, cross-domain Operations team requires a combination of technology, process awareness and solid leadership. The goal of this report is to highlight how the move from utility monitoring to optimized business service delivery and reliability were achieved leveraging CA Technologies Service Operations Insight (SOI) in three different deployments. Each deployment provides different, complementary insights, so that together they provide a nuanced model of how good technology can help to transform both Operations, and IT as a whole. The move towards a more service-centric, crossdomain Operations team requires a combination of technology, process awareness and solid leadership. 1 Page 1

4 Service Operations Insight CA Service Operations Insight (SOI) delivers a cohesive set of service- and elementrelated perspectives across infrastructure (network, systems and storage), as well as application, database and mainframe environments. CA SOI s unique approach is to integrate, normalize, correlate and analyze data from CA Technologies own product suite of monitoring tools (such as Nimsoft Monitor, Spectrum, ehealth, Network Flow Analysis, Unified Communications Monitor, Application Performance Management, etc.) as well as a growing number of toolsets from third parties (such as BMC, HP, IBM, Microsoft, etc.). Moreover, integration with CA Service Desk Manager and/or third-party service desks can augment CA SOI value in terms of process automation, process resolution efficiencies, integrated insights into change management, and overall IT efficiencies. CA Service Operations Insight targets the following values: Flexible, easily customizable, role-aware dashboards for PCs and mobile devices Unified event management including alert queues for automating policy-driven actions Dynamic, cross-domain business service modeling with real-time instrumentation Service quality, impact and risk analytics and alerts Service-driven automation including escalation, synchronization and workflow Integrated service level objective/agreement performance management Interview Number One: An Insurance Company Based in North America This interview targets an enterprise with both core data center and remote office requirements. Among the featured values, look for the strong story of Operations Service Desk integration with automated Alert Queues to drastically improve trouble-ticket efficiencies both internally, as well as with a third-party service provider. EMA data shows that on average, fewer than 30% of trouble tickets are automatically generated from alerts in most IT organizations. The dramatic improvements here in raising that number should speak for themselves. EMA data shows that on average, fewer than 30% of trouble tickets are automatically generated from alerts in most IT organizations. Could you tell me a little more about your IT organization and the business you support? We sell insurance in nineteen different states with remote agent locations that book their own business. So we support a core corporate organization through a centralized data center, as well as remote agent-based locations, which typically have a server with attached workstations. There are about 4,000 remote agent locations. On the corporate side, we support about 2,500 servers and about 1,000 network components. Our IT organization has leveraged the IT Infrastructure Library (ITIL) in how we ve organized. For instance, there s a Service Level Management group, a Configuration Management group, and an Incident Management group. And a Service Team that owns the CMDB. 2 Page 2

5 Within Operations, my title is Systems Platform Specialist, and I lead a team of four people that s focused on network and server monitoring as well as setting up systems for delivering services. Another group is focused on Web performance and Web monitoring, as well as middleware like MQ Series. The third group supports the CA Service Desk, CA Process Automation, and CA Service Catalog. A fourth group supports mainframes and CA Workload Automation Autosys for job scheduling. What services are you supporting and how did you determine them? We have defined about 180 services that will need to be represented in CA Service Operations Insight. Right now we have about 70 in production in SOI, each with its own set of Service Level Objectives (SLOs). Our Service Team has provided service definitions based on what was deemed to be financially significant. They worked from a questionnaire that targets both the benefits and owners of the service, and relevant business processes, as well as the names and locations of critical servers, databases and middleware interdependencies. This team also worked with subject matter experts resident within IT familiar with both the application and its business impact. How are you currently leveraging CA Service Operations Insight? Right now SOI takes alarms in from a lot of different integration points whether from mainframe, server, network, Web or MQ monitoring tools with the typical output being highly effective troubleticket generation at the service desk. We have an operation that s 24x7, and about 40 Level One employees who coordinate or dispatch actions when an alarm comes in. SOI helps us to visualize service interdependencies, so we can take action more appropriately. When there s a SWAT meeting an application service flaring up we can leverage SOI to navigate across time to help us isolate and correct a problem. How did you come to select CA Service Operations Insight? Initially we were using HP OpenView, but it was more targeted at element management and from a service level view we didn t find it to be very robust. Overall, we d taken a best-of-breed approach with a mixture of tools, including Quest FogLight, Microsoft and others. Then, about 2010, CA came in and did a proof-of-concept, to show us how a more coordinated management system might help us to move towards a more service-centric versus siloed way of working. It took about years to migrate from our legacy investments to CA s domain monitoring tools and complete the move to SOI. At present, we re heavily leveraging CA Spectrum, CA Insight Database Performance Manager and CA Application Performance Management as key SOI data sources. And we have an SOI integration with CA Service Desk, which is a very critical part of our organization. What are some of the things that you like most about CA Service Operations Insight? One of the standouts is that in the same management environment, one tab lets you look at the bigger, service management picture, and another tab lets you drill down into element management. In other words, you can navigate between the service and its supporting elements easily and effectively. One of the standouts is that in the same management environment, one tab lets you look at the bigger, service management picture, and another tab lets you drill down into element management. 3 Page 3

6 A lot of value also comes from the Alert Queues, which in many respects represent service-aware, element management priorities. Alert Queues aggregate relevant components and help to orchestrate actions via integrations with the Service Desk. We have about 15 Alert Queues, such as Application Performance Management Alarms, Corporate Network, Job Alerts, MQ Queues, Database Alarms, etc. Managing and optimizing our job-scheduling environment is by itself a big plus. Over the course of a year we may have as many as 50,000 jobs scheduled working with CA Workload Automation (formerly Autosys ), CA Unicenter and CA7, and managing and optimizing those job queues so that they re optimized in a way that doesn t interfere with other services is a huge value. One of SOI s benefits was in optimizing efficiencies for managing alarms across our agency network, which is managed by a third party. They used notifications for broadband alarms, latency, packet loss, etc., and we would often experience disruptions as they waited to sort through network interdependencies manually. I took that behavior and automated it into SOI via Spectrum, including automating wait times to see if the alarm clears so instead of waiting hours to trigger any needed remediation, we reduced it to a few minutes. Overall, with SOI, we ve been able to automate about 60% of our alarms so no human has to touch them in order to route them to the proper owner or to trigger an automated action. Our goal is to ramp this up to 80% this year. This puts us well on the way to achieving the impossible dream of a lights-out data center at least in terms of initial diagnostics and alert management. And I m not alone in my enthusiasm for SOI. I think if you asked the Operations Center how they liked SOI for automating the alarms into tickets, they would stand up and cheer. Do you have any recommendations for anyone moving towards a serviceaware, consolidated operations model? It s a move that has to occur in phases. So how do you eat an elephant? The answer is bit by bit. The same goes for ITIL. Don t try to put everything in place at one time. Do the change and incident management together first, and then move to the problem and configuration management later. Also, integrated operations and service desk is key for effective process automation and routing. I recommend two main feeders into the service desk for incident and change management one for IT events, and one for people calling in about service issues. Having a unified view of services and their interdependencies can help to better coordinate these two streams. It s a move that has to occur in phases. So how do you eat an elephant? The answer is bit by bit. Interview Number Two: A Global Managed Service Provider This interview addresses the challenges of supporting a large, global networked infrastructure with more service-aware efficiencies. Among some of the distinctive details are support for application services, service desk services and unified-communications requirements, including video. The interview also shows how CA Service Operations Insight can assimilate information from CA Technologies as well as third-party monitoring tools, and answer executive as well as operations-specific concerns. Executive interest in CA SOI isn t surprising, since EMA research shows that executives favor proactive ability to communicate with the lines of business when service problems arise, and better control of service delivery across their organization as among their top four priorities. While difficulty in sharing IT metrics more broadly across IT and with business stakeholders topped the list of executive concerns. 4 Page 4

7 Can you say a little about your role and your organization? I am the Manager of Network Operations. We focus on our internal global network and don t directly touch the many individual customer networks that we support through our technology services. My organization s responsibilities include voice, video, and data services, and all the transports necessary for service delivery. A core responsibility is to ensure that the tools are in place to monitor the infrastructure and the services it delivers, including effective reporting and root cause analytics. My immediate organization is made up of about 30 people in India and a smaller team of Level 2 and above professionals here in the U.S. We support sites all over the world somewhere between 50 and 70 locations. Our network includes about 3,000 routers, switches and firewalls. We also monitor about 500 servers focused for internal use within our organization, such as Exchange and DNS servers. Can you say more about what services you are currently supporting? There s a broad range, so it s probably best to key on a few specifics. For one thing, we re monitoring about 20 service desks in 20 different locations across the world. Our customer-facing IT services depend on these service desks in their interactions with our many global external customers. To support them, we have created a service instance for each desk. This includes monitoring all the telephonyrelated capabilities for 27,000 employees leveraging CA Unified Communications Monitor across Avaya and Nortel switches. We also monitor other applications utilized by the service desks globally. As another example, our company has about thirteen video rooms around the world that are used primarily by executives and for talking to external clients. We also monitor those. Then we have a broad range of application services used, once again, primarily to support the internal organization. PeopleSoft and Exchange are just two examples. Our company has about thirteen video rooms around the world that are used primarily by executives and for talking to external clients. We also monitor those. What management solutions are you currently using? Going back in time, we ve had ehealth for infrastructure performance monitoring before CA acquired it, for about 20 years. In 2008 we deployed Spectrum for fault monitoring and network root cause analysis before it was acquired by CA. Then we added Service Operations Insight in 2010, and just this year we brought in CA Unified Communications Monitor which supports our Avaya phones, VoIP telephony and unified communications including video. We also use CA Network Flow Analysis for NetFlow analysis and are just starting with CA Application Delivery Analysis for application response. We also have CA Application Performance Management for transaction and user experience monitoring, but we haven t fully deployed it yet. We import information from the monitoring tools, including infrastructure service models from Spectrum, into SOI for managing voice, video and data network services in one place. We are also deploying CA s Nimsoft Monitor and will use its application and website response monitoring in SOI so we ll have full business services in production in SOI for having an application and infrastructure view in one place. In terms of third-party capabilities, we re leveraging Microsoft System Center Operations Manager (SCOM) for managing our Microsoft servers, as well as BMC s BEM, ITSM 7.1 (Remedy) and Atrium CMDB, and we ve integrated them all with SOI for incident, problem, change and asset management, so that, for instance, both SOI and Spectrum analytics can help to minimize redundant trouble tickets. 5 Page 5

8 SOI s Unified Event Management and Service Impact Analysis functions trigger tickets in BMC ITSM. Spectrum also triggers service tickets in ITSM, since we do not have all our services yet modeled in SOI, and SOI can suppress Spectrum alerts from triggering redundant tickets. Can talk briefly about administration and stakeholders currently engaged with CA Service Operations Insight? Administration and deployment are going well, as we continue to expand our reach. We have five primary administrators in the U.S. that support our IT toolsets, and each of them does some work supporting SOI and all its integrations. We have some additional toolset support in India. Anyone in our company outside of our organization can come to us and request individualized support. We have multiple business units that request our support in monitoring each of their unique critical services. There are already hundreds of people who have access to SOI, who can look at the quality, say, of service desk calls, or ticketing through SOI reports. Our executive team has access to SOI and is seeing value from it as well. As a result, we are continuously building out new SOI-supported services, which keeps our core team of five administrators very busy. We are also getting clear signals that other business units in our company are interested in deploying SOI for their environments, but it s still very early in the game there. How did you get started with the move to CA Service Operations Insight and a more consolidated approach to service management? Five or six years ago, when we were still using HP OpenView, there was a major outage that impacted our entire infrastructure. Our CEO came to us and asked what had caused the problem and what was affected by it, and no one could answer his question. Our business was impacted globally, but we couldn t tell proactively which clients might be affected. So the CEO said, This has to change! Get whatever tools you need to make this right. Given the support of this executive mandate, we asked CA to come in. CA worked closely with our organization and helped us make initial investments in infrastructure and service monitoring that ultimately enabled us to move to Service Operations Insight. What are some of the benefits you re seeing? We can immediately see if a device is down and what s being impacted or, for instance, if a one path is down for a service, are there other paths that are still functioning well? In which case the severity is lesser. SOI drill-down is also very powerful, across a much broader range of events and Key Performance Indicators (KPIs) than we had in the past from a fragmented array of multiple toolsets. This minimizes downtime and improves operational efficiency. We can immediately see if a device is down and what s being impacted or, for instance, if a one path is down for a service, are there other paths that are still functioning well? Before, when we were very siloed, we d have several organizations, each with their own monitoring tools, working on the same problem. Is it the network, the application or the server causing the service problem? Now, with SOI, they come together as a team and can look at the big picture and know what each other is doing. We have cut down the number of tickets that people have to look at. For example, they now only have one ticket to close, not the 20 or so downstream tickets that would have been generated before we had SOI. 6 Page 6

9 We re also starting to see a big advantage from the SOI reporting features which allow us to better understand how all the pieces of our infrastructure fit together and impact each other. For instance, we re getting a lot of data for capacity management, and sharing reports with engineering and other organizations that require a service versus just a domain view. Our CIO has a view of our critical services, and he s eagerly watching the range of SOI-driven capabilities expand. I believe the next step is to take it right into the CEO s office. So we re doing our best to keep up with our stakeholders enthusiasms. I guess that s about as good an outcome as we could hope for. Interview Number Three: A U.S.-based Provider of Healthcare and Healthcare Payment Processing Services This interview stands out for offering both a detailed list of metricized benefits from CA Service Operations Insight deployments, as well as providing useful insights on the importance of process and stakeholder buy-in for moving Operations toward a more service-centric model. Can you describe your role vis-à-vis your overall initiative? As a healthcare services provider, we provide claims processing and administration on a state-by-state basis as a kind of ASP, and we also fully support more than 30 clinics throughout the United States. Our business is growing rapidly in part because of the Affordable Care Act with revenues above $6 billion currently. We expect to more than double that by In 2011, the Affordable Care Act had not yet been passed, but we wanted to be in a good position to anticipate the future to be ready for Our initiative targeted converged infrastructure management, including application performance management. Our CIO wanted me to assess the health of our infrastructure, and we wanted to move from a technologycentric, siloed organization to a service-based organization. Basically we needed to achieve higher levels of business alignment and operational efficiency to support business growth without increasing headcount or incurring additional IT costs. Basically we needed to achieve higher levels of business alignment and operational efficiency to support business growth without increasing headcount or incurring additional IT costs. How large is your IT organization? We have more than 400 full-time IT employees working within the United States, and then we also have about 300 off-shore contractors to support our application development efforts. Can you say more about your application and infrastructure environment? Because much of our work involves government contracts, it s critical that our data is very secure in order to comply with the U.S. Health Insurance Portability and Accountability Act (HIPAA) and other requirements. As a result our infrastructure is largely a private versus public cloud. We are centralized in two data centers one of which we own. It s about 10,000 square feet of raised floor. And then we have a collocation facility with about 2,500 square feet of cage space for disaster recovery. Over the last three years, we have moved towards a largely virtualized environment with VCE vblock Systems and Cisco UCS Blade Servers. We are also using VMware for our virtualization stack and we have about 8,300 virtual machines, with a very big storage footprint since we have to keep patient data 7 Page 7

10 forever. There are also some legacy, distributed HP servers. Right now we are about 90% virtualized and our goal is to become 95% virtualized or better. Our first virtualized application with vblock was unified communications including IP telephony. But we ve also deployed a number of other application services, including MS Exchange, SharePoint, Web Services and others. From an application perspective, we re supporting two types of business models: services to healthcare clinics who operate and services to third-party clinics. For our clinics we provide support for Electronic Medical Records (EMR) as well as basic administration. Pretty much all healthcare information is electronic now, including doctors charts and prescriptions which saves a lot of paper and makes it easier to transfer data, say, when a patient is admitted into a hospital. In those states where we re serving as a claims processing Application Service Provider for other healthcare providers, we re deploying claims-processing software, and we also provide substantial call center support. What was the overall IT environment like when you first joined this healthcare services provider? To be honest, it was something of an eye opener for me. I had prior experience in the entertainment space working in companies that were very mature. This included both mature processes often with IT Infrastructure Library (ITIL) certification, as well as a mature approach to engineering and toolsets. When I arrived here, they were very siloed, and their tool sets reflected this. They had largely domain-focused tools, such as What s Up Gold and Microsoft Systems Center Operations Manager (SCOM) and Ionix tools for EMC storage. But the processes were very broken. The server team didn t talk to the network team and the network team didn t talk to storage, etc. The people weren t trained to share information, and the toolsets they had couldn t support cross-domain root cause analysis. So it was hard to get even a temporary fix, let alone an effective resolution of ongoing, or recurring problems. When I arrived here, they were very siloed. The server team didn t talk to the network team and the network team didn t talk to storage, etc. What management solutions did you select for your initiative, and how did you select them? We are leading with CA s Service Operations Insight, including CA Spectrum and ehealth, as well as the CA NetFlow Analysis and Application Delivery Analysis capabilities. We re also using the Application Performance Management solution from CA. We did a proof-of-concept between CA, BMC and HP in part because they all offered enterprise-wide capabilities, and in part because we all had some product investment there. For instance, we had HP LoadRunner, Autosys from CA for job scheduling, and we were using BMC for database management. We went through a formal RFP and did a bakeoff for one month. CA came out the winner. The big plus was really the strength of integrated insight between the application and the infrastructure. It was much easier to drill down and we could really reduce mean-time-to-repair and correlate events to root cause. Overall, I would say that CA has done a superior job integrating its toolsets, including those from acquisitions. This wasn t as true for the other vendors. 8 Page 8

11 What are some of the benefits you ve achieved? We ve seen high levels of availability above 99.9, strong savings on storage, and overall 60% lower costs overall. This includes a 50% reduction in our cabling footprint and 30% reduction in power costs. Overall, we re enjoying better than 60% fewer alarms, a 70% reduction in trouble tickets and nearly a 60% reduction in mean-time-to-repair. About 40% more problems are now resolved by Level 1 staff. When it comes to supporting new application service requirements, we ve reduced the time from 2 4 weeks to just one week or less. And while we re not directly targeting a complete DevOps solution yet, we have performance data integrated with Quality Assurance Testing to establish baselines based on prior production histories. What have the impacts of this been on your organization? Organizationally, I ve also been able to achieve new levels of efficiency by breaking down technology silos. When I started we had 250 full-time employees just dedicated to operations tasks, and I ve been able to reduce that number to fewer than 200. Right now, rather than having everyone broken up in separate domains, we are organized by process with cross-functional skills in each group. We have a Service Operation Team dedicated to maintaining overall monitoring. We have a Service Delivery team dedicated to provisioning, capacity planning and installation. This team also provides support for very complex problems and incidents. And we have a Service Design team a small group of engineers that just does design and optimization of the infrastructure and provides technical consulting services. The CA tools we have of course support everyone in Operations, but they help us with insights in all three areas. We also have what we call Service Delivery Managers who act as liaisons to the business and work actively with business stakeholders. They are resident in different states where we are providing claims-processing services, and help to communicate local requirements back to us at the data center. If you engage the people early on and tell them what you re planning, the result is much more positive. What advice would you give someone seeking to lead a similar effort in IT transformation towards a more cross-domain, service-centric organization? I ve been through many reorganizations in the past decades, and most involving a big transformation are poorly communicated and shock the people who are going to experience change. But if you engage the people early on and tell them what you re planning, and get their voices heard once the reorganization gets underway the result is much more positive. I think we were ahead of the game because my direct reports and I took a hard look at the skill sets of the people who worked for them, and then we developed what we called an Engagement Strategy. We had a workshop for six weeks on the IT Transformation initiative. Each director would conduct his or her workshop and share directions and listen to each employee. We asked them to think about where their individual talents and passions might lie in the new organization and that helped us a lot. Overall, we ended up with an enthusiastic, high-performing team. 9 Page 9

12 EMA Perspective No two IT organizations, and indeed no two IT Operations organizations, are identical. Each environment has its own distinctive leadership, technology issues, culture and personalities along with often very different dynamics as to how IT and the business model it empowers align. However, these three interviews share many things in common as they all help to illustrate building stakeholder support, ongoing interest in extending the value of CA Service Operations Insight more broadly across their IT organizations, and the power of combining both a service and an element-centric view into a cohesive set of role-aware dashboards and reports in transforming Operations. They also help to underscore the importance of integrations, both with third-party monitoring tools, and with service desks, CMDB/CMS and other investments. EMA is pleased to have had the opportunity to engage in these dialogs and learn from them as well, in documenting the successes and challenges of going forward towards a truly service-aligned Operations organization. We also look forward to CA Technologies continued market growth in this arena as CA Service Operations Insight continues to evolve, and as CA Technologies continues to grow its support not only as a technology provider, but as a true partner in operational transformation. About CA Technologies CA Technologies (NASDAQ: CA) is an IT management software and solutions company with expertise across all IT environments from mainframe and distributed, to virtual and cloud. CA Technologies manages and secures IT environments and enables customers to deliver more flexible IT services. CA Technologies innovative products and services provide the insight and control essential for IT organizations to power business agility. The majority of the Global Fortune 500 relies on CA Technologies to manage evolving IT ecosystems. For more on CA Service Operations Insight, see About Enterprise Management Associates, Inc. Founded in 1996, Enterprise Management Associates (EMA) is a leading industry analyst firm that provides deep insight across the full spectrum of IT and data management technologies. EMA analysts leverage a unique combination of practical experience, insight into industry best practices, and in-depth knowledge of current and planned vendor solutions to help its clients achieve their goals. Learn more about EMA research, analysis, and consulting services for enterprise line of business users, IT professionals and IT vendors at or blogs.enterprisemanagement.com. You can also follow EMA on Twitter, Facebook or LinkedIn. This report in whole or in part may not be duplicated, reproduced, stored in a retrieval system or retransmitted without prior written permission of Enterprise Management Associates, Inc. All opinions and estimates herein constitute our judgement as of this date and are subject to change without notice. Product names mentioned herein may be trademarks and/or registered trademarks of their respective companies. EMA and Enterprise Management Associates are trademarks of Enterprise Management Associates, Inc. in the United States and other countries Enterprise Management Associates, Inc. All Rights Reserved. EMA, ENTERPRISE MANAGEMENT ASSOCIATES, and the mobius symbol are registered trademarks or common-law trademarks of Enterprise Management Associates, Inc. Corporate Headquarters: 1995 North 57th Court, Suite 120 Boulder, CO Phone: Fax: Page 10