1 How Cisco IT Implemented Organizational Change and Advanced Services for Operational Success New organizational framework greatly improves operations. Given today s pressing need to optimize IT services and resources while reducing costs and improving organizationwide productivity, the Cisco lifecycle methodology offers the framework needed to make operations more efficient and responsive. Cisco IT Network and Data Center Services (NDCS) changed from using a traditional organizational model to Cisco s own lifecycle model, with substantial operations improvements across five different metrics. This case study describes Cisco IT s internal infrastructure, a leading-edge enterprise IT environment that is among the largest and most complex in the world. By moving from a traditional technology, silo-based organizational structure to a lifecycle-based model, we were able to improve our operational metrics considerably. Our number of cases decreased by approximately 60 percent, and our time-to-repair to get clients back up and running has decreased by almost 70 percent. John Manville, Vice President, IT Network and Data Center Services, Cisco BACKGROUND An enterprise with 300 locations in 90 countries, Cisco has 46 data centers and server rooms supporting the 65,000-plus employees. Fourteen of the data centers/server rooms are production or customer-facing and 32 are used for product development. Like most IT organizations of large enterprises, Cisco IT used a traditional siloed organizational structure, with staffers doing both implementational as well as operational work, often having to drop operational projects to complete deployments. With the traditional organizational arrangement, there was much duplication of effort and lack of focus across the organization. In many cases, employees were unaware of the duplication that existed across the organization. The original organizational model included regional network teams and regional voice teams that were responsible for all aspects of implementing and operating their environments and services (Figure 1). All contents are Copyright Cisco Systems, Inc. All rights reserved. This document is Cisco Public Information. Page 1 of 10
2 Figure 1. NDCS Pre-existing Traditional Model. With two separate service organizations, there was much duplication and lack of focus. CHALLENGE Cisco IT s Network and Data Center Services (NDCS) organization needed focus. NDCS engaged Cisco Advanced Services Network Availability Improvement Services organization (NAIS) to identify the areas that needed to be changed and recommend how to proceed. The charter of Cisco Advanced Services NAIS is to leverage Cisco and industry network leading practices to achieve a highly available, reliable operations infrastructure. NAIS assesses and remediates the people, process, and tools needed to mitigate operational risk and network complexity by running an Operational Risk Management Analysis (ORMA). The ORMA is a Cisco support deliverable that outlines a roadmap for operational excellence and availability via a best-practice approach to network design, tools, process, and expertise. Cisco Advanced Services NAIS bases the identification and ongoing improvement of best practices upon its ongoing support experience, industry guidance, and the accepted Cisco network design principles for all networks demanding high availability. Over the past eight years, NAIS has worked with more than 300 customers,evaluating the critical areas of: 1. Managing Service Support 2. Managing Change 3. Managing Service Performance 4. Managing Service Resiliency 5. Staffing and Expertise NAIS begins the process by interviewing business and IT leaders and senior engineers, and then gathers technical, process, tools, and organizaitonal documents and templates. After an assessment of the current state, NAIS outlines a detailed remediation plan to achieve business and availability goals, and prepares an achievable vision and roadmap. After the ORMA report was performed in 2006, it was apparent to Cisco Vice President of IT NDCS John Manville that organizational changes were needed to drive the team to provide the additional scalability and agility that Cisco s business required. The Network and Data Center organization could not accommodate the kind of growth and technology evolution that Cisco and Cisco IT were expecting, says Manville. The existing resources were not structured to support this, and there was significant duplication of work and processes. These would likely be All contents are Copyright Cisco Systems, Inc. All rights reserved. This document is Cisco Public Information. Page 2 of 10
3 strained, possibly to the breaking point, with even a minimal amount of growth. It was time to think outside of the traditional IT box, and restructure the organization to accommodate the rapidly changing IT needs. The processes had to be consolidated and simplified, and communication/collaboration vehicles were needed. However, a change of this nature was not inconsequential; it would have a ripple effect throughout Cisco IT s data centers and globalwide. SOLUTION An organizational restructure to Cisco s IT NDCS group solved the business problem. In Cisco s second quarter of fiscal year 2008 (CY08 fourth quarter), Manville restructured NDCS to map to its own lifecycle business model, typically used by Cisco Services for customer network implementation. With more than 400 employees in NDCS, this was a substantial restructuring. The Cisco lifecycle methodology (Figure 2) is comprised of six phases, all closely related: Prepare, Plan, Design, Figure 2. Cisco Lifecycle Methodology. Cisco IT NDCS now uses this framework for its organizational structure. Implement, Operate, and Optimize. The lifecycle phases are implemented as follows: Prepare phase: Business agility starts with preparation: anticipating the broad vision, requirements, and technologies needed to build and sustain a competitive advantage. In the Prepare phase, the organization determines a business case and financial rationale to support the adoption of new technology. By carefully anticipating future needs and developing both a technology strategy and a high-level architecture to meet those needs, a business is better equipped to contain costs during deployment and operations. Plan phase: Successful technology deployment depends upon an accurate assessment of the organization s current network, security state, and overall readiness to support the proposed solution. In the Plan phase, the organization ascertains whether it has adequate resources to manage a technology deployment project to completion. To evaluate and improve network security, the IT department tests its network for vulnerability to intruders and outside networks. IT then develops a detailed project plan to identify resources, potential difficulties, individual responsibilities, and the critical tasks necessary to deliver the final project on time and on budget. Design phase: Developing a detailed design is essential to reducing risk, delays, and the total cost of network deployments. A design aligned with business goals and technical requirements can improve network performance while supporting high availability, reliability, security, and scalability. Day-to-day operations and network management processes need to be anticipated, and, when necessary, custom applications need to be created to integrate new systems into existing infrastructure. The design phase can also guide and accelerate successful implementation with a plan to stage, configure, test, and validate network operations. All contents are Copyright Cisco Systems, Inc. All rights reserved. This document is Cisco Public Information. Page 3 of 10
4 The new organizational structure gave us the opportunity to focus on our core operational work. Our critical metrics quickly displayed the positive results from these changes, and outstanding results started consistently being delivered quarter after quarter. Shawn Shafai, IT Manager, Network Services, Cisco staff skills to further increase productivity and reduce system downtime. Implement phase: A network is essential to any Organizational successful Change organization, and Advanced and Services it must for deliver Operational vital Success services without disruption. In the implement phase, the organization works to integrate devices and new capabilities in accordance with the design, without compromising network availability or performance. After identifying and resolving potential problems, the organization attempts to speed return on investment with an efficient migration and successful implementation, including installing, configuring, integrating, testing, and commissioning all systems. After the network operation is validated, the organization can begin expanding and improving IT Operate phase: Network operations represent a significant portion of IT budgets, so it is important to be able to reduce operating expenses while continually enhancing performance. Throughout the operate phase, the IT department proactively monitors the health and vital signs of the network to improve service quality, reduce disruptions, mitigate outages, and maintain high availability, reliability, and security. By providing an efficient framework and operational tools to respond to problems, a company can avoid costly downtime and business interruption. Expert operations also enable an organization to accommodate upgrades, moves, additions, and changes, while effectively reducing operating costs. Optimize phase: A good business never stops looking for a competitive advantage. That is why continuous improvement is a mainstay of the lifecycle. Optimization is the continuous process of planning, designing, and implementing incremental improvements to existing processes. Have business goals or technical requirements changed? Is a new capability or enhanced performance recommended? As the organization looks to optimize its network and prepares to adapt to changing needs, the lifecycle begins anew, continually evolving the network and improving results. Testing the Lifecycle Methodology Within Cisco IT NDCS Cisco s new NDCS organization includes administration on both the front end (via the Program Office) and the back end (via the Business Office), and incorporates Cisco s Lifecycle Model (Figure 3). All contents are Copyright Cisco Systems, Inc. All rights reserved. This document is Cisco Public Information. Page 4 of 10
5 Figure 3. NDCS New Lifecycle Model. Cisco IT NDCS s current organizational structure provides focus. While the original organization model included regional network and voice teams responsible for implementing and operating their environments and services, the new organizational model splits out the Implement phase from the Operate phase for both the network and voice areas. Organizationally, the change involved moving some resources from the former Engineering and Operations teams to the new Implementations team. This was a key component of the restructuring and presented the opportunity for the new Operations team to focus on operations without the distraction of deployments. As well, other NDCS team members were able to concentrate on their specific areas of expertise. For example, in the former organization, there was a single Storage Engineering and Operations team, which handled the implementation, operation, and design of storage. In the new organization, this storage team has been dispersed into the Implementation, Operations, and Design teams. RESULTS The restructuring, together with the NAIS ORMA report affected change in NDCS. Over the past two years, NDCS has deepened its relationship with Cisco IT advanced services for significant results. Overall, the operational maturity comparison of 2006 to 2008 shows dramatic improvement in each of the five areas (Figure 4). Figure 4. Operational Maturity Comparison. In two years, Cisco IT NDCS showed dramatic improvement in each of the five areas per a followup ORMA. Cisco IT 2006 vs Starting with Staffing NDCS began by addressing the Staffing and Expertise issue. By separating the project-related implementation 1.00 activities apart from the operational, run-the-business activities, Cisco NDCS has been able to channel more attention 0.50 to the break/fix efforts that were previously consuming its resources. The Operations engineers are now taking time 0.00 to identify the root Managing cause of incidents, Managing and then Service translating the Service causes into Staffing actionable, andlong-term fix tasks. The tasks Service Change Performance Resiliency Expertise Cisco IT 2006 Cisco IT 2008 are then documented Support and tracked within the incident tickets. Further, the attention to these statistics, and the fact that All contents are Copyright Cisco Systems, Inc. All rights reserved. This document is Cisco Public Information. Page 5 of 10
6 NDCS now has an accountable team identified, is shifting behaviors. The Advanced Services group interacts regularly with NDCS. Jim Scaduto, service delivery executive, has experienced a dramatic difference: Previously, most NDCS personnel had to balance design, operational, and architectural issues, which is practically impossible. Now the design engineers are less likely to be pulled out of meetings or are on call after their regular work hours for emergencies. Likewise, the Operations teams can concentrate on providing priority services to the clients. Now we know exactly who has the focus and expertise in a specific area. I used to have to invite multiple people to meetings because no one IT staff member had the specific expertise that was needed. Likewise, architects and engineers changed their alignment from hardware perspective to a lifecycle perspective. When asked what they do, previously the response would be storage or networking. With the restructuring, the response would now be design or implementation. The new organizational structure enables Cisco NDCS to proactively look for additional ways to improve efficiency in managing service support. To this end, experienced engineers are called onto the incident bridge to train newer staff members to handle incidents more quickly, which in turn reduces the impact time. Tools are being created to identify problems before they cause client impact. As well, the restructure has enabled NDCS to track service-level agreements (SLAs) for client support, freeing up more time to talk to clients and educate them on Cisco s processes. Overall, this change increases awareness, communication, and improves overall customer satisfaction. Before using the lifecycle methodology, NDCS had: An average of approximately 150 client-impacting incidents per quarter Total impacting outage duration of 1000-plus hours per quarter A defective root cause percentage consistently above 40 percent The Cisco lifecycle methodology now provides a focus on operational excellence with these results: Incidents have decreased to approximately 70 per quarter The total impacting outage duration has been reduced to 300 impact hours per quarter The defective root cause percentage is now consistently below 10 percent Meanwhile, demonstrating quantitative positive linear results, Cisco NDCS has achieved customer satisfaction scores of 4.856, with 5 being the best possible score (Figure 5). All contents are Copyright Cisco Systems, Inc. All rights reserved. This document is Cisco Public Information. Page 6 of 10
7 Figure 5. Customer Satisfaction. Cisco s IT customer satisfaction has gradually risen since the restructuring C-Sat CY07 Q2 CY07 Q3 CY07 Q4 CY08 Q1 CY08 Q2 CY08 Q3 CY08 Q4 CY09 Q1 CY09 Q2 CY09 Q3 Q3FY07 Q4FY07 Q1FY08 Q2FY08 Q3FY08 Q4FY08 Q1FY09 Q2FY09 Q3FY09 Q4FY09 The customer satisfaction improvement is at least in part due to improved case handling, and maintaining SLA levels of 90 percent (Figure 6). Figure 6. Service-Level Agreements. Cisco s percentage of cases that were satisfied within the alotted SLA timeframe has risen from 60 percent to 90 percent since the NDCS restructuring. 90% 85% 80% 75% 70% 65% 60% 55% 50% 45% 40% SLAs 80.9% 82.1% 82.3% 81.7% 86.0% 72.0% 60.0% 60.0% 57.0% 55.0% Q2FY07 CY07 Q1 Q3FY07 CY07 Q2 CY07 Q4FY07 Q3 CY07 Q1FY08 Q4 CY08 Q2FY08 Q1 CY08 Q3FY08 Q2 CY08 Q4FY08 Q3 CY08 Q1FY09 Q4 CY09 Q2FY09 Q1 CY09 Q3FY09 Q2 Affecting Change with Metrics Lack of metrics and ineffective measurement were called out in both the Managing Service Support and Service performance areas. IT performance metrics are fundamental to achieving and maintaining business value. According to Martha Bohler, senior manager of NDCS Business Operations, Cisco has found that the key to success is choosing a small number of metrics that are relevant to the business and have the most impact on business outcomes. For this reason, we ve focused on measuring service level and operational excellence, the business value of data center investments, and IT availability. The increased focus in the individual areas has enabled the Business Operations team to institute a web-based NDCS Dashboard Central to track operational, organizational, and financial IT performance. Available on Cisco s All contents are Copyright Cisco Systems, Inc. All rights reserved. This document is Cisco Public Information. Page 7 of 10
8 intranet, the Dashboard Central includes these individual dashboards: Global Traffic Overview (GTO) Dashboard: Summarizes Cisco s global network traffic by platform, region, and protocol. It provides bandwidth usage statistics per the Telecom Management Office on the traffic types running over the WAN using NetQos ReporterAnalyzer. Data can be searched by protocol header (of Cisco TelePresence, Non-TelePresence video, close-captioned TV, YouTube, or Content Delivery Networks), and by region to obtain the WAN capacity information. Rolling three- and six-month summaries are available. Fleet Dashboard: Provides information on the "health of the network." It focuses on an ongoing hardware and software standardization effort for Cisco's IT production network. Operations Metrics Dashboard: Provides alliance incident and case data dashboardfrequency, duration defective root cause, SLAs, and customer satisfaction metrics. Service Metrics Dashboard: Provides service reports for case volume, distribution, and client experience per service. Data Center Metrics Dashboard: Offers data center utilization, consumption, and virtualization stastics. It can be searched by vice president, group, or operating system (e.g., Windows, Linux, etc.). Together, the NDCS Dashboards provide multiple views of massive amounts of information that have tracked the results of IT NDCS s restructuring (Figure 7 and Figure 8). Figure 7. Incident Frequency and Duration. Both the frequency and duration of IT incidents have declined dramatically since the restructuring. CY07 Q2 CY07 Q3 CY07 Q4 CY08 Q1 CY08 Q2 CY08 Q3 CY08 Q4 CY09 Q1 CY07 Q2 CY07 Q3 CY07 Q4 CY08 Q1 CY08 Q2 CY08 Q3 CY08 Q4 CY09 Q1 The frequency of outages dropped from 190 per quarter to 68. And because the number of incidents dropped, the total duration of incidents dropped from 6000 hours per quarter down to only 200 hours per quarter. Likewise, the severity of the cases dropped significantly. All contents are Copyright Cisco Systems, Inc. All rights reserved. This document is Cisco Public Information. Page 8 of 10
9 Figure 8. RCA Case Status. The overall number of incidents Organizational decreased from Change upwards and Advanced of 200 per Services quarter, down for Operational to 60. Also Success lowered were the number of Severity 1 and 2 cases, leaving primarily only the more easily resolved Severity 3 cases. CY07 Q2 CY07 Q3 CY07 Q4 CY08 Q1 CY08 Q2 CY08 Q3 CY08 Q4 CY09 Q1 The Power of Focus Enabling the teams to focus had a tremendous impact on productivity and effectiveness. Shawn Shafai, IT manager, Network Services, says, The new organizational structure gave us the opportunity to focus on our core operational work. Through this greater focus, we developed best practices and special purposed workflows to address opportunity areas. Our critical metrics quickly displayed the positive results from these changes. Consequently, the outstanding results started consistently being delivered quarter after quarter." The restructuring led to a number of positive results: The team can now spend more time training and mentoring. The creation of focus areas within the team has enabled sub-teams to tackle specific service areas that require attention. The team developed a strategy around proactive operations, executed with matching team processes. The team has nurtured relationships with its peers with in the new NDCS organicational structure to enable horizontal processes. This ensures that each team receives from its peers what it needs as a client, and also enables a service provider-client feedback process. In addition, reinforcement and consistent messaging within the team has enabled the team to fully use staff meetings to review metrics and directly connect them in to recognition and rewards for the team members. NEXT STEPS The existing structure is currently finely tuned and well-positioned to accommodate growth and enable Cisco to respond quickly to its rapidly-changing business demands. And, as Cisco continues to grow, its IT department will continue to evolve to better serve the business needs. Shafai comments, The Cisco lifecycle methodology laid the groundwork for us to structure our efforts for greater effectiveness and productivity. We re continuing to direct the right people to focus further. The same initial concept is being put to use as a microcosm in the various teams to reap further benefits. We wouldn t have been able to do that without this evolutionary framework. All contents are Copyright Cisco Systems, Inc. All rights reserved. This document is Cisco Public Information. Page 9 of 10
10 Manville sums it up: By moving from a traditional technology, silo-based organizational structure to a lifecycle-based model, we were able to improve our operational metrics Organizational considerably. Change Our number and Advanced of cases Services decreased for Operational by Success approximately 60 percent, and our time-to-repair to get clients back up and running has decreased by almost 70 percent. Overall, five out of five metrics improved dramatically. FOR MORE INFORMATION To read additional Cisco IT case studies on a variety of business solutions, visit Cisco on Cisco: Inside Cisco IT NOTE This publication describes how Cisco has benefited from the deployment of its own services. Many factors may have contributed to the results and benefits described; Cisco does not guarantee comparable results elsewhere. CISCO PROVIDES THIS PUBLICATION AS IS WITHOUT WARRANTY OF ANY KIND, EITHER EXPRESS OR IMPLIED, INCLUDING THE IMPLIED WARRANTIES OF MERCHANTABILITY OR FITNESS FOR A PARTICULAR PURPOSE. Some jurisdictions do not allow disclaimer of express or implied warranties, therefore this disclaimer may not apply to you. All contents are Copyright Cisco Systems, Inc. All rights reserved. This document is Cisco Public Information. Page 10 of 10
Data Sheet Cisco Optimization s Optimize Your Solution using Cisco Expertise and Leading Practices Optimizing Your Business Architecture Today, enabling business innovation and agility is about being able
Service Data Sheet Cisco Network Optimization Service Optimize your network for borderless business evolution and innovation using Cisco expertise and leading practices. New Expanded Smart Analytics Offerings
Cisco IT Technology Tutorial Overview of ITIL at Cisco Ian Reddy, IT Manager David Lietzell, IT Program Manager May 2009 Produced by the Cisco on Cisco team within Cisco IT 2007 Cisco Systems, Inc. All
Cisco Video Surveillance Services Accelerate the deployment of your flexible, scaleable video surveillance solution while lowering operating costs and managing risk CHALLENGE To access surveillance video
Thought Leadership white paper Reduce IT Costs by Simplifying and Improving Data Center Operations Management By John McKenny, Vice President of Worldwide Marketing for Mainframe Service Management, BMC
Cisco Unified Communications Scoped Planning and Design Services Successfully plan and design a high-performance Cisco Unified Communications system, accelerating business advantage. Service Overview Cisco
SOLUTION BRIEF CA Wily Application Performance Management May 2010 how can I deliver better services to my customers and grow revenue? we can With the right solution, you can be certain that you are providing
Benchmarking VoIP Performance Management March 2008 Page 2 Executive Summary Aberdeen surveyed 159 organizations to identify best practices for managing Voice over Internet Protocol (VoIP). This report
Cisco Nexus Planning and Design Service Efficiently migrate to a 10GbE environment. Create a more scalable, efficient, and resilient data center architecture with Cisco Nexus Planning and Design Service.
Cisco IT Case Study February 2013 Cisco RMS Delivers Large-Scale Business Outcomes for Cisco IT Cisco Remote Management Services Delivers Large-Scale Business Outcomes for Cisco IT Out-tasking simplifies
. Service Data Sheet Cisco Network-Level Service Increase operational efficiency and improve risk management through a smart services foundation. Service Overview A Network-Level Approach to Service Network-level
How Cisco IT Improved Strategic Strategic sourcing for vendor management results in flexibility, simplicity, and reduced costs. Cisco IT Case Study / Business Management / : This case study describes the
How Cisco IT Uses to Minimize Business Risk Application change management process improves software quality and developer productivity. Cisco IT Case Study / Business Management / : This case study describes
Cisco Security Optimization Service Proactively strengthen your network to better respond to evolving security threats and planned and unplanned events. Service Overview Optimize Your Network for Borderless
Cisco Data Center Optimization Services Evolve your data center solutions to support business growth, deliver nextgeneration services, and maintain competitive advantage with Cisco Data Center Optimization
Cisco Unified Workforce Optimization for Cisco Unified Contact Center Express Cisco Unified Communications is a comprehensive IP communications system of voice, video, data, and mobility products and applications.
Cisco IT Case Study Januar 2012 Planning a Large-Scale Application Migration How Cisco IT Plans and Executes a Large-Scale Data Center Application Migration Moving applications and services between data
White Paper Intel Information Technology Computer Manufacturing Strategic Planning Aligning IT with Business Goals through Strategic Planning Intel IT has developed and implemented a new approach to strategic
Automated IT Asset Management Maximize organizational value using BMC Track-It! WHITE PAPER CONTENTS ADAPTING TO THE CONSTANTLY CHANGING ENVIRONMENT....................... 1 THE FOUR KEY BENEFITS OF AUTOMATION..................................
DATASHEET PULSE SECURE CARE PLUS SERVICES Service Overview In today s dynamic marketplace, organizations are under constant pressure to meet market demand while maintaining or increasing return on investment.
END TO END DATA CENTRE SOLUTIONS COMPANY PROFILE About M 2 TD M2 TD is a wholly black Owned IT Consulting Business. M 2 TD is a provider of data center consulting and managed services. In a rapidly changing
Service quality management solutions To support your business objectives Implement a unified approach to service quality management. Highlights Deliver high-quality software applications that meet functional
Security and WAN optimization: Getting the best of both worlds E-Guide As the number of people working outside primary office locations increases, the challenges surrounding security and optimization are
IT Services Management Service Brief Capacity Management Prepared by: Rick Leopoldi May 25, 2002 Copyright 2002. All rights reserved. Duplication of this document or extraction of content is strictly forbidden.
solution brief September 2012 How Can I Deliver Innovative Customer Services Across Increasingly Complex, Converged Infrastructure With Less Management Effort And Lower Cost? Converged Infrastructure Management
Cisco TelePresence Select Operate and Cisco TelePresence Remote Assistance Service Cisco TelePresence Select Operate allows customers to make full use of the benefits of the Cisco TelePresence solution,
4 Steps to Surviving Big Data As big data projects slam network performance, network managers must be ready for the challenges they bring. There s No Doubt that Big Data is a Big Deal to Companies Today
Qlik UKI Consulting Services Catalogue The key to a successful Qlik project lies in the right people, the right skills, and the right activities in the right order www.qlik.co.uk Table of Contents Introduction
Simplify and Automate IT The current state of IT INCIDENT SERVICE LEVEL DATA SERVICE REQUEST ASSET RELEASE CONFIGURATION GOVERNANCE AND COMPLIANCE EVENT AND IMPACT ENTERPRISE SCHEDULING DASHBOARDS CAPACITY
TECHNOLOGY BRIEF: SERVICE CATALOG MANAGEMENT Catalog : A CA Process Map JULY 2009 Enrico Boverino SR PRINCIPAL CONSULTANT, TECHNICAL SALES ITIL SERVICE MANAGER ITAC CERTIFIED Table of Contents Executive
Accenture Architecture Services DEVOPS: INNOVATIVE ENGINEERING PRACTICES FOR CONTINUOUS SOFTWARE DELIVERY Development Operations WHAT IS DEVOPS? IT delivery supporting the new pace of business Over the
ITIL-aligned solutions White paper Use product solutions from IBM Tivoli software to align with the best practices of the Information Technology Infrastructure Library (ITIL). January 2005 2 Contents 2
Cloud Infrastructure Services for Service Providers VERYX TECHNOLOGIES Meeting the 7 Challenges in Testing and Performance Management Introduction With advent of the cloud paradigm, organizations are transitioning
Juniper Care Plus Services Service Overview In today s dynamic marketplace, organizations are under constant pressure to meet market demand while maintaining or increasing return on investment. IT departments
Optimizing IT to meet Business Objectives The role of Business Analysis, Project Management and ITIL V3 Figure 1 The role of IT in business is changing. Where IT was once a cost an arcane but necessary
EXECUTIVE BRIEF Service Operations Management November 2011 Transforming IT Processes and Culture to Assure Service Quality and Improve IT Operational Efficiency agility made possible David Hayward Sr.
01 Table of Contents Executive Summary... 3 The case for Application Delivery over Application Deployment... 4 Application Delivery Challenges and ADaaS... 5 Business Benefits of ADaaS... 6 Conclusion...
How Cisco Enables Electronic Interactions with Sales, Manufacturing, and Service Partners Business-to-business drives productivity, growth, and an improved customer experience. Cisco IT Case Study/Business
Cisco Security Services Cisco Security Services help you defend your business from evolving security threats, enhance the efficiency of your internal staff and processes, and increase the return on your
Network Performance Management Solutions Architecture agility made possible Network Performance Management solutions from CA Technologies compliment your services to deliver easily implemented and maintained
Cisco IT Article September 2012 Enterprise Architecture and IT Service Management Business Transformation through Architectures Enabling Business Transformation with Enterprise Architecture and IT Service
Cisco Data Center Optimization Services Conquer Your Most Compelling Business Challenges and Capitalize on Future Opportunities by Making Efficient Use of Your Data Center Resources Challenge Just sustaining
Technical white paper Enterprise Business Service Management Key steps and components of a successful solution Table of contents Executive Summary... 2 Setting the goal establishing an IT initiative...
Achieving ITSM Excellence Through Availability Management Technology Concepts and Business Considerations Abstract This white paper outlines the motivation behind Availability Management, and describes
SOLUTION WHITE PAPER Align Change and Incident Management with Business Priorities Table of Contents Executive summary 1 the Need for Business aware Service support processes 2 The Challenge of Traditional
IBM Netcool network management solutions for enterprise The big picture view that focuses on optimizing complex enterprise environments Highlights Enhance network functions in support of business goals
Cisco IT Case Study November 2012 Global Data Center Program: Conclusion How Cisco IT Planned and Executed a Global Data Center Strategy We Value Your Feedback EXECUTIVE SUMMARY CHALLENGE Increase capacity
AT A GLANCE The VMware Performance and Capacity Management Accelerator Service rapidly deploys a performance management, capacity optimization, and log management solution focused on a limited predefined
Network Health Framework: A Proactive Approach Cisco Services Solution Improves Network Health with Preemptive Practices: Analyses, Action Plans, and Remediation. Abstract Service Providers (SPs) today
Cisco Unified Workforce Optimization 1.0 for Unified Contact Center Express Cisco Unified Communications is a comprehensive IP communications system of voice, video, data, and mobility products and applications.
A discussion of information integration solutions November 2005 Deploying a Center of Excellence for data integration. Page 1 Contents Summary This paper describes: 1 Summary 1 Introduction 2 Mastering
SOLUTION BRIEF Service Assurance Solutions from CA Technologies for VCE Vblock Systems can you improve service quality and availability while optimizing operations on VCE Vblock Systems? agility made possible
CISCO UNIFIED COMMUNICATIONS FOR MIDSIZE DATA CENTERS ON VBLOCK SYSTEM 200 Version 1.0 March 2013 2013 VCE Company, LLC. All Rights Reserved. Copyright 2013 VCE Company, LLC. All Rights Reserved. VCE believes
SESSION 709 Wednesday, November 4, 9:00am - 10:00am Track: Strategic View The Business of IT Provisioning Bill Irvine Transformation Strategist, Accelerate Innovation, VMware firstname.lastname@example.org Session
Process Assessment and Improvement Approach June 2008 The information contained in this document represents the current view of Virtify on the issues discussed as of the date of publication. Virtify cannot
SOLUTION BRIEF Software Rationalization Services August 2010 how can you stop sprawl in your IT infrastructure? we can You can optimize your software portfolio with Software Rationalization Services from
SOLUTION BRIEF CA Capacity Management and Reporting Suite for Vblock Platforms can you effectively plan for the migration and management of systems and applications on Vblock Platforms? agility made possible
Table of Contents Moving Ahead... 2 Service Delivery... 3 Agency-specific Applications... 4 Shared Services... 6 Targets for Initiatives and Outcomes... 7 Outcomes... 8 Cross-walk between the Goals, Strategies
SOA policy management White paper April 2009 Realizing business flexibility through integrated How integrated management supports business flexibility, consistency and accountability John Falkl, distinguished
White paper Nokia Siemens Networks Network management to service management - A paradigm shift for Communications Service Providers Service management solutions enable service providers to manage service
Cisco and VMware Virtualization Planning and Design Service Create an End-to-End Virtualization Strategy with Combined Services from Cisco and VMware Service Overview A Collaborative Approach to Virtualization
WHITE PAPER By Tony Thomas Senior Network Engineer and Product Manager Numara TM Software Inc. ADAPTING TO THE CONSTANTLY CHANGING IT ENVIRONMENT The challenge in controlling the corporate IT infrastructure
How Cisco Actively Manages Voice Availability and Quality Cisco IT automates daily testing of all voice elements in the global network. Cisco IT Case Study / Unified Communications / Unified Operations
Customer Success Stories TEKsystems Global Services Designing and Implementing IT Infrastructure Standardization for a Large Energy Company ENERGY SERVICES NETWORK INFRASTRUCTURE SERVICES TECHNOLOGY DEPLOYMENT
WHITE PAPER Using SAP Solution Manager to Improve IT Staff Efficiency While Reducing IT Costs and Improving Availability Sponsored by: SAP Elaina Stergiades November 2009 Eric Hatcher EXECUTIVE SUMMARY
Predictive Intelligence: Identify Future Problems and Prevent Them from Happening BEST PRACTICES WHITE PAPER Table of Contents Introduction...1 Business Challenge...1 A Solution: Predictive Intelligence...1
IBM Global Technology Services White Paper IBM Business Continuity and Resiliency Services Using the cloud to improve business resilience Choose the right managed services provider to limit reputational
Work Order Scheduling/Dispatch Best Practices from Projection to Customer Satisfaction Work Order Scheduling/Dispatch Best Practices from Projection to Customer Satisfaction Best-In-Class utilities use
W H I T E P A P E R E n a b l i n g D a t a c e n t e r A u t o mation with Virtualized Infrastructure Sponsored by: VMware Tim Grieser August 2008 IDC OPINION Global Headquarters: 5 Speen Street Framingham,
Cisco Unified Computing Remote Management Services Cisco Remote Management Services are an immediate, flexible management solution that can help you realize the full value of the Cisco Unified Computing
IBM Global Services April 2008 Five best practices for deploying a successful service-oriented architecture Leveraging lessons learned from the IBM Academy of Technology Executive Summary Today s innovative
Improve your unified compute so it remains a competitive resource with the Cisco Unified Computing Optimization Service. Cisco Unified Computing Optimization Service Increase Agility and Performance with
Cisco Cloud Comprehensive, enterprise cloud enablement services help you realize a secure, agile, and highly automated infrastructure-as-a-service (IaaS) environment for cost-effective, rapid IT service
SOLUTION WHITE PAPER BMC Manages the Full Service Stack on Secure Multi-tenant Architecture Table of Contents Introduction................................................... 1 Secure Multi-tenancy Architecture...................................
Accenture CAS: Solution Implementation Making change happen Rooted in a strong culture of client service and success, our smart, committed and experienced professionals collaborate as global teams to create
WHITE PAPER APRIL 2015 Redefining Infrastructure Management for Today s Application Economy Boost Operational Agility by Gaining a Holistic View of the Data Center, Cloud, Systems, Networks and Capacity
Datasheet FUJITSU Cloud Monitoring Service FUJITSU Cloud Monitoring Service powered by CA Technologies offers a single, unified interface for tracking all the vital, dynamic resources your business relies
IT Services Management Service Brief Release Management Prepared by: Rick Leopoldi May 25, 2002 Copyright 2002. All rights reserved. Duplication of this document or extraction of content is strictly forbidden.
Simplify and Automate IT Expectations have never been higher Reduce IT Costs 30% increase in staff efficiency Reduce support costs by 25% Improve Quality of Service Reduce downtime by 75% 70% faster MTTR
SOLUTION BRIEF CA Virtual Desktop Automation for Vblock Platforms can you simplify your infrastructure? agility made possible You Can. With services that increase the speed of virtual provisioning on Vblock
Solution brief HP solutions for IT service management Integration, automation, and the power of self-service IT Make IT indispensable to the business. Turn IT staff into efficient, cost-cutting rock stars.
Managed Desktop Services End-user workplace management solutions for your distributed-client computing environment HP Services Managing your distributed-client computing environment If your IT organization
Master Hybrid Cloud Management with VMware vrealize Suite Increase Business Agility, Efficiency, and Choice While Keeping IT in Control Empower IT to Innovate The time is now for IT organizations to take
SOLUTION BRIEF Service Assurance May 2010 assure the quality and availability of business services to your customers we can is a mature, integrated portfolio of management products for delivering exceptional
Contact Centers in the Cloud: A Better Way to Source By Irwin Lazar Vice President and Service Director, Nemertes Research Executive Summary Contact Center Software as a Service (CCSaaS) solutions provide
ITSM 101 Patrick Connelly and Sandeep Narang Gartner 1 IT Service Management 101 Agenda What is IT Service Management? Why is IT Service Management Important? Speaking a Common Language: Overview of Key
Your consent to our cookies if you continue to use this website.