View
226
Download
2
Category
Tags:
Preview:
Citation preview
©Andersen Consulting 1998
Managing an Information Center(Computer Data Center)
Josef C. MuellerAssociate Partner
©Andersen Consulting 1998
Agenda
• Introduction
• Information Center Best Practice
• Information Center Resources Management
• Information Center Financial Considerations
• Case Study
• Open Discussion
©Andersen Consulting 1998
Introduction
Technology
BusinessProcesses
PeopleBusiness
Integration
Strategy
SystemImplementation,
Operation Architecture, Tools
SystemImplementation,
Operation Architecture, Tools
Human Resources Development,
Communication Plan
Human Resources Development,
Communication Plan
IT Strategy, IT Master Plan
IT Strategy, IT Master Plan
Methodology, IT Operation Processes
Methodology, IT Operation Processes
Successful Information Centers take a holistic(total) approach . . .
©Andersen Consulting 1998
Introduction
Goal:Harness the power of IT
Planning
QualityManagement
Training
Service Management
ResourcesManagement
Data CenterOperation
TechnicalInfrastructure,
SolutionImplementation
What are the key activities of Information Center Management ?
©Andersen Consulting 1998
Introduction
Strategy & Design
Business Process
AlignmentApplication
Development
Application Maintenance
NetworkIntegration
OperationsManagement
Desktop
New Functionality
SoftwareInstallation
Strategy
Business Process
Help Desk(Tier 2/3)
Software Upgrades
Minor Enhancements
Telecom (3rd Party) WAN LAN
Hardware MaintenanceAsset
Management
Help Desk (Tier 1) Hardware Operations Disaster Recovery
Service Managem
entWhat are the roles and responsibilities of Information
Center management?
©Andersen Consulting 1998
Introduction
• Application programs run on a mainframe host system• Centralized IT system management and operation• User IT environment managed locally at central location• Complete single proprietary systems, solutions • IT operation infrastructure and processes are simplified.
Computer Room
MainframeOperation
Application Maintenance
Helpdesk
User/ Internalcustomer
Information Center environment typically used to be mainframes and centralized (some may still be this way
today)
©Andersen Consulting 1998
Introduction
• Distributed environment, multi-tier clients/servers application • Complex IT system management, operation and control• Various extension/implementation of proprietary systems, solutions
Information Center environments today are significantly more complex and demanding than in the past . . .
©Andersen Consulting 1998
Introduction
Desktop
LAN Admin
Help Desk
NetworkManageme
nt
DBA
Operations
Mainframe
Security
IT O
rgan
izati
on
Non IT DevicesApplicationsDatabasesSystems Networks
Complexity !
Various IT functions have to put great amount of effort to deal with these complexity and the interdependency of
components in the IT systems.
©Andersen Consulting 1998
Introduction
Desktop
Help DeskLAN Admin
DBA
Operations
MainframeSecurity
NetworkManageme
nt Chaos !
IT functions need to work across several components, resulting in . . .
©Andersen Consulting 1998
Information Center Best Practice
Where are we going?
Where are we now?
What will we
do ?
Vision Assessment
Strategy
Formulation
Planning
How will we do it?
Key Question
s
DESIGN BUILD RUN
Journey & Program Management
System Design/Build
Service Delivery Design/Build
Run
Key considerations:• Value preposition • Business process,
functional• Technology
architecture• Human resources,
capability, sourcing• IT processes and
policies
An Information Center manager must ensure that any IT initiative has been planned at all phases; Design, Build, Run . . . and deliver value . . .
©Andersen Consulting 1998
Information Center Best Practice
Execution Architecture
Execution Architecture
Provides services to
ManagesBuilds
Builds Manages
DevelopmentArchitecture
DevelopmentArchitecture
Operations Architecture
Operations Architecture
Builds
Provides services to
Provides services to
Manages
Technology Architecture
ApplicationsApplications
The Complexity of Information Center environments requires System Design/Build to be more then just functioning
applications - a robust Technology Architecture is needed to operate applications
System Design/Build:
• Application• Execution
Architecture• Development
Architecture• Operation
Architecture
©Andersen Consulting 1998
Information Center Best Practice
The Service Management Framework provides guidelines for Computer Data Center managers to better manage computer
operations and be more customer oriented.
Use the best practice; service management framework; work down to details
Service Delivery Design/Build:
• Scope and service items• Volume• Service Levels• Service management
processes• Operation architecture• Organization
Service Management Framework
Systems Management
ServicePlanning
ManagingChange
Users
Developers& Vendors
Service Planning:
• Disaster Recover Planning & Contingency Planning
• Capacity Modeling & Planning• Organization Planning
Service Planning:
• Disaster Recover Planning & Contingency Planning
• Capacity Modeling & Planning• Organization Planning
Managing Changes:
• Operational Readiness Testing includes Production Validation, Release Testing
• Software & Data Distribution• Asset Management includes License Management,
Procurement Planning, and Procurement• Rollout Management includes Rollout Planning, Site
Assessments, Initial Installation, and System Component Configuration
• Change Control includes Release Control, Migration Control, and Release Planning
Managing Changes:
• Operational Readiness Testing includes Production Validation, Release Testing
• Software & Data Distribution• Asset Management includes License Management,
Procurement Planning, and Procurement• Rollout Management includes Rollout Planning, Site
Assessments, Initial Installation, and System Component Configuration
• Change Control includes Release Control, Migration Control, and Release Planning
System Management: • Production Scheduling • Print Management• File Transfer & Control (Run-time Controls) • Mass Storage Management• Backup and Restore and Archiving• Monitoring includes event, performance &
fault management• User account/ID administration
System Management: • Production Scheduling • Print Management• File Transfer & Control (Run-time Controls) • Mass Storage Management• Backup and Restore and Archiving• Monitoring includes event, performance &
fault management• User account/ID administration
Service Management: • Problem Management • Request Management• Service Reporting• Service Control and Monitoring• SLA Management
Service Management: • Problem Management • Request Management• Service Reporting• Service Control and Monitoring• SLA Management
Service Level Agreement: • Service scope and details• Service priority and processes• Service management, metrics, KPI and
reporting• SLA maintenance, change procedure
Service Level Agreement: • Service scope and details• Service priority and processes• Service management, metrics, KPI and
reporting• SLA maintenance, change procedure
©Andersen Consulting 1998
Information Center Best Practice
Computer Data Center managers must ensure the
services provided consistently meet the user needs and are continuously improved
• Define and agree on the services and service level
• Establish metrics, KPI and process to measure, monitor and review
• Improve by reviewing, benchmarking and apply change
• Review target service level
Change Request
Customer Groups
Measure
ReportReview
Service Management Framework
SLAs
Service Baseline
©Andersen Consulting 1998
Information Center Best Practice
• Keep it simple KPIs need to be simple and
easy to understand Fewer is better KPIs should focus on
measuring the behavior we want
Performance management and compensation need to support KPIs by incentive the behavior.
Metrics are the key to improvements. What you measure is what you get. key performance
indicator
• Meaningful KPIs must be meaningful to
the people who will use them and be measured by them
• Controllable The person or people being
measured by the KPI must be able to control the KPI to some extent.
Guideline for Designing KPI
©Andersen Consulting 1998
Information Center Best Practice
KPIs for Computer Data Center must be setup as a part of
top-down process in order to leverage the value to organization strategic objectives.
OrganizationCritical Success Factors
OrganizationStrategic Objectives
OrganizationKPIMeasures
Group/ Department Objectives
Organization
Group/ Department
Individual
Group/ DepartmentCritical Success Factors
Group/ DepartmentKPI Measures
Individual Critical Success Factors & KPI
IndividualGoals
©Andersen Consulting 1998
Information Center Resources Management
WHY I NEED TOOLS?
MIS Faces New Support Cost Paradigm
Data CenterData Center Client / ServerClient / Server
Gartner Group recommends MIS invest in technology to reduce labor costs $200 - $300 per node per year
Hardware15%15%
Software6%
LAN2%
Support77%
Other10%
Software14%
Support28%
Hardware48%
©Andersen Consulting 1998
Information Center Resources Management
Total Cost of Ownership (TCO) is the total cost per seat incurred across an information center through provision of continuous computing services to its
users.
TCO Cost Component
Client
Network
ApplicationServer
Management
Support
Training
General Operations
TCO Cost Components
- Capital Components - Operational Components
©Andersen Consulting 1998
Information Center Resources Management
TCO Cost Component
Client
Network
Application
Server
TCO Cost - Capital Components Breakdown
Client
H/W • PC • Monitor • RAM upgrade• Disk upgradeS/W• Operating
Systems• Utilities
Network
H/W •Cable •Hubs •Routers•SwitchesS/W•Network Mgt.
Application
•Personal Prod.•Group Prod.•Business App.•Database
Server
H/W
•Server •Ram upgrade
•Disk upgradeS/W•OS•Utilities
©Andersen Consulting 1998
Information Center Resources Management
TCO Cost
Component
Management
Support
Training
General Operations
Management
•Asset Inventory•Change/Config.•Security•Event/perform•Storage•User admin.
Support
• How to/break/fix Operating System
• Application• Network• Hardware
Training
•End-user•IT
General Operations
• Architecture /Planning
• Product Testing
• Vendor Management
TCO Cost - Operational Components Breakdown
©Andersen Consulting 1998
Information Center Resources Management
ApplicationsApplicationsApplicationsApplications
ComputingComputingInfrastructureInfrastructure
ComputingComputingInfrastructureInfrastructure
IT StaffIT Staff
ToolsTools
ProcessesProcesses
HardwareHardware
Help DeskHelp Desk
TrainingTraining
Line(s) of Line(s) of BusinessBusiness
Line(s) of Line(s) of BusinessBusiness
IT IT DepartmentDepartment
IT IT DepartmentDepartment
The Cost of Computing Services
©Andersen Consulting 1998
Information Center Resources Management
How the tools help lowering TCO?
Service Center:• Calls are related to
the customer / user• Problems are defined
against assets inventory type
• Provides history of asset lifecycle
• Find sources to problems
Benefits:• Improved
Service• Higher control• Faster response
time• Define business
dependent SLAs
IncreasedProductivity
Expert comment:
Average diagnosis time reduced from 17 min. to 8
min. when asset and system configuration is known at the
helpdesk
Service Management Tools
©Andersen Consulting 1998
Information Center Resources Management
How the tools help lowering TCO?
Service Center:• Defines the Change
types• Controls approval /
review of changes• Impact visible• Emphasize planning• Streamline
configurations• Builds experience
Benefits:• Availability• Improved quality• Lower Support
costsImproved
Availability
Expert comment:
70 percent of all problems are caused by changes to the
environment
Change Management Tools
©Andersen Consulting 1998
Information Center Resources Management
How the tools help lowering TCO?
Service Center:• Defines data
elements specific to inventory type
• Defines relationship between entities
• Define required workflow
• Loads data from many sources
• Provides history and monitoring of costs
• Asset verification
Benefits:• Auto Discovers
Network Objects• Collects HW/SW
inventory data• Lower software
distributes cost• Configures User
ID’s• Confirms install
IncreasedProductivity
Asset Management& ESD Tools
©Andersen Consulting 1998
Information Center Resources Management
How the tools help lowering TCO?
Service Center:• Opens a problem
ticket.• Notifies responsible
technician(s).• Escalates notification
is necessary.• Manages workflow
Benefits:• Monitors the
health of hardware & software.
• Provides criteria for proactive problem generation.
ImprovedReliability
Automated Problem Identification
©Andersen Consulting 1998
Information Center Resources Management
Benchmarking in one of the best methods to search for the best practice. Benchmarking measures your
position against a known reference.
Reference PointReference Point BenefitsBenefits RisksRisks
• Self• Self• Learn how your
position has changed
• Learn how your position has changed
• No external reference point - Narrow focus for best practices
• No external reference point - Narrow focus for best practices
• Other Companies• Informal group• Other Companies• Informal group
• Comparisons with outside
• Identify “Better” Practices”
• Comparisons with outside
• Identify “Better” Practices”
• Non-standard measures
• Usually qualitative
• Non-standard measures
• Usually qualitative
• Other Companies• Formal Group• Other Companies• Formal Group
• Comparison with outside
• Standard measures• Research
foundation
• Comparison with outside
• Standard measures• Research
foundation
• Higher cost• May not address
you key issues
• Higher cost• May not address
you key issues
©Andersen Consulting 1998
Information Center Resources Management
There is a number of TCO studies available for
benchmarking.Example of Benchmarking data
Note: Excludes end-user costs
Capital Labor
Software PC LAN12%
Mgmt. &Utilities
28%NOS
& Connectivi
ty
60%PC
Software
11%
37%
27%
25% 50% 75% 100%
21%Support
28%Operations
51% Administration
47% Operations
29%Support
24%Administration
— Gartner Model —
0%
25%
50%
75%
100%Hardware
3% Cabling
4% NIC
6% Bridge/Router
8% Disk Subsystem
11% Server
18% Help DeskInfrastructure
44% PC Hardware
0%
6% Hub Port
Gartner TCO Study
©Andersen Consulting 1998
Information Center Resources Management
How is your staff workload compare to others?
Example of Benchmarking data
Worker Supported per IS employees by Organization Size
©Andersen Consulting 1998
Information Center Resources Management
IS Staff Mixed by Organization Size (Percentage of staff by job category)
Example of Benchmarking data
©Andersen Consulting 1998
Information Center Financial Considerations
IT spending is split into two components:
Non-Discretionary and Discretionary
Operations (Non-Discretionary)
Value Creation (Discretionary)
Examples:• Data Center Operations• Network Operations• Data Base Administration• Client/Server Systems Support• Systems Maintenance• Operation of Existing Applications
Examples:• New Applications
•Customer-Targeting Geographic Information System•Field Electronic Data Collection/Reporting•Sales and Marketing Database•Full-Featured Customer Service Workbench•Mobile Assistant
• Infrastructure Reinvestment
IT Spending
©Andersen Consulting 1998
Information Center Financial Considerations
How do we optimize the IT spending?
Operations (Non-Discretionary)
Value Creation (Discretionary)
Ways to Squeeze Out Costs:• Reduce maintenance costs• Optimize vendor relationships• Consider alternative sourcing options• Invest in new operational technology
Ways to Increase Value:• Strategic Investment• Competitive strength• Value added structure• Market attractiveness• Hands-on excellence
IT Spending
Squeeze out costs from these tasks whilemaintaining high quality service
Invest sensibly on important IT and business opportunities where business value can be proven
©Andersen Consulting 1998
Information Center Financial Considerations
How do you know how good you are in lowering the TCO?
How effectively the Computer Data Center contributes to lower the operational expenses?
LoweredCosts
LoweredCosts
Source: Gartner Group
Centralized data from distributed network
Enhanced end-user productivity
Successfulprocess automation
Application of advancedtechnology
Improved cost tracking & management
– Decrease downtime– Maximize asset
performance
©Andersen Consulting 1998
Information Center Financial Considerations
How efficient is your IT operation team?
The benchmark relating to non-discretionary expenses on IT, shows that you are way above average, indicating a need to reevaluate the efficiency of your IT operations.
Non-Discretionary Expensesas a Percent of Revenue
0.00
0.01
0.02
0.03
0.04
0.05
0.06P
ercen
t of
Reven
ue
Percentile
YouAreHere
Maximum
Minimum
25th
75th
Average
50th
Illustrative
©Andersen Consulting 1998
Information Center Financial Considerations
Does your IT spending support revenue creation?
©Andersen Consulting 1998
Information Center Financial Considerations
Where is your IT spending level compare to others?
Source: Computer Economics, 1998 IT Spending Trends
Budgets as Percentage of Revenue by Sector
©Andersen Consulting 1998
Information Center Financial Considerations
Where is your money allocated in comparison to others?
Source: Computer Economics, 1998 IT Budget Trends
IS Budget Allocation by Organization Size
©Andersen Consulting 1998
Case Study
Background: Major European Railroad Group
The railway company was implementing new client/server applications to support changes in their business processes. This included upgrading 34 distributed sites from a main frame terminal to an interconnected LAN- based infrastructure. The Management of Distributed Environment (MODE) framework was used to implement a robust systems management and support capability to manage its distributed computing environment.
©Andersen Consulting 1998
Case Study
Business Challenges
• Distributed LAN-based environment not effectively supported by existing mainframe-oriented support organization
• High fault rate and long resolution time
• Remote system outages not promptly detected by central support organization
• High Customer dissatisfaction due to poor system operations quality and lack of trained operations personnel
©Andersen Consulting 1998
Case Study
Solutions
• Defined/prioritized MODE requirements.
• Selected and implemented systems and network management platform and tools (physical network, system hardware & system software monitoring, asset management, Help Desk, remote control, software distribution)
• Designed and built specialized monitoring components (backup, event notification)
• Implemented a number of standard system configurations
• Established local administrators and a centralized Help Desk capability
• Coordinated the management process for existing Help Desks
• Defined processes and procedures to be used during system roll-out and by administrators, Help Desk and technical support personnel
©Andersen Consulting 1998
Case Study
• Benefits
• Improved reliability and speed of new LAN-system installations
• Improved technical support for end-users
• More than 400% decrease in fault resolution time
• Significantly reduced downtime for mission-critical business systems and applications
• Monitored and measured performance vs. established Service Level Agreements (SLAs)
• Strengthened financial control by tracking installed hardware and software across all distributed sites
• Prepared the company for the implementation of further remote sites and future client/server systems
Recommended