Dynamic Infrastructure. Hans Peder Thomsen Consultant IT Specialist, IBM Software Group

Dynamic Infrastructure Hans Peder Thomsen Consultant IT Specialist, IBM Software Group

Dynamic Infrastructure Strategy Something meaningful is happening The world is about to get a whole lot smarter. Every human being, company, organization, city, nation, natural system and man-made system is becoming interconnected, instrumented and intelligent. This is leading to new savings and efficiency but perhaps as important, new possibilities for progress. 2

Globally, systems and infrastructure are reaching a breaking point. Explosion of data, transactions, and digitallyaware devices strains IT infrastructure and operations. Exponential growth in communications subscribers and services exposes bandwidth limitations. Supply inefficiencies and demand spikes tax energy and utility systems. Clogged and congested roadways impact productivity. Networks, supply chains, and borders face a proliferation of new risks and threats. Meanwhile, customer expectations and competitive pressures are increasing. 3

We must move past today s challenges to seize tomorrow s opportunities. HOW CAN WE ADDRESS HIGHER SERVICE EXPECTATIONS Internet-savvy consumers and employees expect 24x7 access to quality services. WHILE ALSO LAYING A FOUNDATION FOR BREAKTHOUGH PRODUCTIVITY Almost any person, object, or service can become digitally aware and connected creating new possibilities for change. RISING COST PRESSURES Staggering levels of complexity and inefficiency drive up cost and stifle innovation. ACCELERATED VALUE CREATION More adaptive capabilities like cloud computing create new opportunities. NEW RISKS & THREATS The connected, collaborative world is also a more vulnerable world. INCREASED VELOCITY The faster pace of business and society demands a more responsive, agile infrastructure. 4

A dynamic infrastructure. enables visibility, control, and automation across all business and IT assets DYNAMIC INFRASTRUCTURE Mobility Infrastructure Facilities Infrastructure Production Infrastructure Technology Infrastructure Communications Infrastructure + + + + VISIBILITY CONTROL AUTOMATION...converged management to deliver smarter business outcomes 5

How do we build a more dynamic infrastructure? Address today s operational challenges to free up resources for new investments. Converge business and IT infrastructure to work in concert, achieving breakthrough productivity and greater business value. Utilize alternative sourcing approaches, like cloud computing, to deliver new services with agility and speed. 6

A dynamic infrastructure Enables visibility, control, and automation across all business and IT assets. Transforms assets into higher value services. Highly optimized to achieve more with less. Addresses the information challenge. Leverages flexible sourcing like clouds. Manages and mitigates risks. 7 delivers superior business and IT services with agility and speed.

What is Service Management? Service Management is the combination of systems and capabilities needed to manage and deliver quality services while controlling cost Examples of service management systems and capabilities include: Improving service delivery through repeatable processes Minimizing the impact of IT failures on business productivity Protecting the business from internal and external threats Controlling the business and IT assets you rely upon to bring value to your business Ensuring that data and business information is retained according to compliance requirements Reducing power consumption with effective energy management Optimizing the return on investment of all assets across the business enterprise Meeting customer expectations for services delivered 8

IBM Service Management Connects all Elements of a Dynamic Infrastructure IBM Service Management provides solutions and expertise you need to design, build and manage a dynamic infrastructure. IBM connects all elements of the dynamic infrastructure so that organizations can: Leverage and integrate IT and smart business assets to deliver next generation services. Respond rapidly to change and support new business needs through greater agility Deliver higher quality service to customers and business partners at a lower cost 9

Dynamic Infrastructure and Tivoli Workload Automation position We are building a smarter planet Instrumented Interconnected Intelligent Three client imperatives Companies need to revisit how they manage their infrastructure A dynamic infrastructure integrates business and IT assets and aligns them with the overall goals of the business while taking a smarter, new and more streamlined approach to helping improve service, reduce cost, and manage risk. Tivoli Workload Automation Seven primary initiatives Service Management is at the centre 10

IBM Service Management Our Unique Value The set of methods, middleware and machines from IBM that provide customers with: Visualize See Your Business 11 Control Manage Your Business Automate Improve your business

Tivoli Workload Automation in the paradigm Respond faster and make better decisions Manage risk and compliance Lower costs and build agility roject MS P t/prod Forecas lan uction p export TDW C load Work ard Dashbo TDW B h enc W orkb jobs Dynamic iew nv definitio Single point of operational control End to end visibility Visualize 12 Predictable plans Workload Service Assurance Control Event Driven Workload Automation Virtualization Automate

Visibility: See your Business Challenge: Business and operational audiences lack the visibility needed to directly support and deliver against business objectives Industry, LoB, & Executive Dashboards 13 Solution: Targeted real-time dashboards Business and Operational dashboards provides the real-time visibility needed to manage against business objectives Tivoli Dynamic Workload Console IBM Tivoli Monitoring (TEP), TBSM Any data. Anywhere. For any audience. In real-time. TDWC Operational, Service, Customer, & IT Dashboards Workload Dashboard

Control: Manage your Operation and Investments Challenge: Poor control increases CapEx, OpEx, & risk impacting growth and innovation Over 85% of service problems result from changes to the infrastructure Solution: TWS predictable plans Workload Service Assurance Identification of critical workload Determination and promotion of jobs on critical path 14 Not just Business. Not just Technology. Integrated Business & Technology Asset Control. Forecast/production plan export

Automation: Build Agility into Operations Challenge: The operational processes that directly support delivery of revenue generating business services and processes are not automated or integrated. Solution: Operational Automation TDWB Workbench Dynamic jobs definition view TWS is automation Event driven workload automation Tivoli Dynamic Workload Broker Improved with new 8.5.1 functions Support for virtualization Automating operations for greater business agility. Operational Spend 70% of CIO budget is labor By 2008 73% of CIO budgets will be labor spend Growth supporting app. dev. will decline at -10% CGR Total operations labor spend will reach $325B 15

Key IBM Differentiators IBM Service Management--integrated software, hardware and services--provides the Visibility, Control, and Automation across business and technology assets needed to deliver quality services, manage risk and compliance, optimize business investments and accelerate business growth. Only IBM: Offers the broadest, deepest, most integrated service management capabilities addressing all stages of the service lifecycle. Provides the integration needed to maximize the value from both your business and IT assets. Is supported by knowledgeable and skilled people with years of best practice expertise, methodologies and services across industries 16

Get Your Customers Started Today! ITSM Self-Assessment Tool Facilitates identifying your service management priorities Self-assessment of your capabilities, importance, current levels of automation and governance effectiveness Based on a proven approach IBM Tivoli Unified Process Navigation tool that provides how-to for customizing and implementing best practices for mapping, modifying and improving IT processes Prescribe specific actions for ITIL Includes the IBM Process Reference Model for IT (PRM-IT) 17

Thank You Any Questions? 18