Systems management overviewSerene 2014 Budapest
Systems management overview | Serene14 | October 28, 2014
Zsolt Kocsis IBM Technical Manager, CEECloud and Smarter Infrastructure,[email protected]
Serene 2014
Zsolt Kocsis IBMCEE C&SI Technical Sales & Lab Services Leader
Experience Overview
• Zsolt Kocsis has over 30 years experience in IT industry• He has held key sales and technical roles with major global IT vendors• over 12 years in IBM Tivoli / C&SI
Key Projects and Clients
• Zsolt Kocsis is the leader of the C&SI and Security technical team in CEE GMT, including the Community of Practice, Technical sales and Lab Services teams.
• Leader of IBM Center for Advanced Studies in
Systems management overview | Serene14 | October 28, 2014
� MScEE, MBA � IBM certified Solution
Advisor for:– Security and compliance v3
– Service mgmt solutions
– Business automation management
– Storage Solutions
� ITIL certified
Key Projects and Clients
• Large Bank, - Architecture planning and technical lead of a storage management project
• Large Oil company : Architecture and technical lead a major systems management project
• Large Bank : Technical lead of Tvoli automation, and security(TIM) project• Large Telecommunication company : Technical coordination a large scale Telco
business services management project • Large Insurance company : technical support of large scale service management
project • Large Insurance Company, Hungary : Technical support large Identity
management project • Large Electricity Transmission company :Technical support large scale asset
management project for a country wide electric transmission company.• Large Telecom company: Fault mgmt services project lead• Research projects with Technical University of Budapest for Supply Chain planning
and forecast, and smarter city
Advanced Studies in Budapest, Associate Professor h.c at Budapest University of Technology
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Agenda
� Strategic Capability Network methodology� Goal of IT Service management� Fault management� Perfomance management� Events, Correlations� Business Systems management� Predictive Analytics� Process frameworks
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� Process frameworks
� Break
� Security aspects� Cyber Physical systems – asset management� Smarter city example� Project example: Telco service monitoring……� Q&A
3
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Strategic Capability Networks
� Patent Number: US 6249768 B1
� Assignee: International Business Machines
� Inventors: William A. Tulskie, Jr., Sugato Bagchi
� Patent Abstract: “An integrated framework is disclosed for analyzing a firm in
terms of its resources, capabilities and strategic positions, providing a Strategic
Capability Network composed of nodes signifying these resources, capabilities and
strategic positions, together with relationships between these nodes”
� Why we use : “A good methodology to map high-level customer strategy /
Systems management overview | Serene14 | October 28, 2014
� Why we use : “A good methodology to map high-level customer strategy /
requirements into product and solution architecture ”
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The Strategic Capability Network (SCN) Model provides a simple approach to connect various conceptual elements of Strategy into a structured model
V
Value Proposition: What a company needs to be in order to offer a differentiated value to the market.Example: Low cost, customer convenience, modular design, Best Customer ServiceVV
C
C
C
CC
CCapability: What a company needs to do in order to
achieve its strategic positions. Capabilities perform, improve, and create the activities of the firm.Example: Ability to design for customer assembly,
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C C
CC
Example: Ability to design for customer assembly, Ability to merchandise in-store and online. Ability to provide customer dashboards
RR
R
R
R
RR
R
R
R
Capability Enabler(Resource): What a company needs to have in order to perform its capabilities. Resources represent the process, knowledge, organization and technology assets of the firm.Example: In-house engineers and designers, store locations, store layout expertise, web developer/programmer, server…
R
R
R
R
RR
R
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�Generally the promises you find in marketing or advertising message.
�The benefit, or value received, will usually be in relation to cost, reliability, convenience, quality, etc.
�An enterprise will have many value propositions. These can be directed at different recipients or players in the value chain, e.g. shareholders, customers, suppliers,
Value Propositions are statements of benefit that are delivered
by the organisation to internal and external recipients.
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recipients or players in the value chain, e.g. shareholders, customers, suppliers, partners, employees. Example, Google:
– VP for Visitors : “Personalised content & service”, “Categorised and organized Information”
– VP for Advertisers : “Reach wide online audience”, “Direct/targeted advertising”
– VP for Merchants : “Access to large numbers of potential customers”, “Content hosting expertise”
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� Capabilities are usually stated as verb phrases
“The ability to …”.
– To the outside world, they represent the potential
outcomes (products / services) of interacting with
the Enterprise
Low Cost
Low Waste � Capabilities can support multiple Value Propositions
or other Capabilities
Capabilities are the things an organization must be able to
do in order to deliver its value propositions & strategic goals
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Low Waste Design
Low Storage Costs
Low CostMaterials
L/Term Supplier
Relationships
Example: IKEAVP & Supporting Capabilities
or other Capabilities (“indirect” or “supporting” capability)
� Capabilities can also hinder other capabilities
� Internally, Capabilities represent any combination of enabling resources (process, knowledge, organization, and technology)
� The exact configuration of these enablers can be chosen rather independently
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� May be identified as part of Strategy, but will become the essential ”Building Blocks” for Architectural Work supporting Enterprise Design for Initiatives and Solutions Capability
Resources, (also known as “enablers”) are the things that the organization need to have in order to enable the capabilities.
� Four types of resources are recognized:� Processes needed to deliver the required capabilities
� The organization that would be required in terms of roles and responsibilities, skills
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Information
Process
Organization
Technology
roles and responsibilities, skills
� The major categories of information that will be needed
� Technology that would be deployed to enable this capability (classes of application, key elements of infrastructure)
� Resources can support many business capabilities and do not by themselves provide business benefit.
� Rather in combination, enable one or more capabilities to be achieved
� Architecture provides the engineering approach to plan and guide the implementation of the “right combinations”
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� Process
– Manage Client Relationship
– Supplier Management
– Cross product selling
– Product Development
� Organization
� Information
– Supplier Information
– Product and Service
– Locations
– Contract / Agreement
� IT Technology
Resource Examples
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� Organization
– Cross Functional Client Service Teams
– Common Organizational structure,
grades, language and vision
– Flexible, multi skilled teams
– Knowledge Communities
� IT Technology
– C loud based, flexible infrastructure
– A nalytics to predicts future trends
– M obile salesforce Applications
– S ocial, Collaboration Technologies
– S ecurity solutions
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What values must IT provide?
IT Value Propositions
Technical Expertise to Resolve Issues
Real-Time Visibility of Customer Experience
24x7 End-to-end Process Visibilty
Authority to Take Action
Improved Availability
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Enabling capabilities
IT Value Propositions
Turning it into a Strategic Capability Network
Technical Expertise to Resolve Issues
Real-Time Visibility of Customer Experience
24x7 End-to-end Process Visibilty
Authority to Take Action
Improved
Availability
Flexible, highly availaible Information Root-Cause
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Flexible, highly availaibleinfrastructure
Effective configurationmanagement
Proactive Analytics
Information Enrichment
Root-Cause Identification
Role-Based dashboards
Automation & GovernanceProblem Escalation
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IT Value Propositions
Enabling capabilities
Turning it into a Strategic Capability Network
Flexible, highly availaible Information Root-Cause
Technical Expertise to Resolve Issues
Real-Time Visibility of Customer Experience
24x7 End-to-end
Process Visibilty
Authority to Take Action
Improved
Availability
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Enablers
CloudProvosioning
Operations Insight
Mobile dashboards
Securitycompliacne
Socialapplications
Flexible, highly availaibleinfrastructure
Effective configurationmanagement
Proactive Analytics
Information Enrichment
Root-Cause Identification
Role-Based dashboards
Automation & GovernanceProblem Escalation
Cloud Analytics Mobile Social Security
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Optimize Innovate
Revenue
Cost
Agility
Risk
Unified Delivery
(Visibility+Control+Automation)
Events
Dashboard
Predictive
Insight
Proprietary APIs
Lifecycle/compliance
Open Standards
Devops
Sw defined env.
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Cloud On-premise / Legacy systems Endpoint/Mobile/BYOD Enterprise
Assets
Events
Metrics
logs
Discovery
Dependecies
Asset lifecycle
Provisioning
Patterns
ProcessesReports
Smarter
assetsOrchestration
IT Silos
Monitoring
Service desk
Sw defined env.
Xaas
Self service
Appstore
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IBM Service Management
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26IBM Service ManagementIBM Service Management
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� How do I discover what I need to manage?
� What is my authoritative source of configurationitem information?
Dependencies
� What is happening with my infrastructure resources?
Monitoring and Events
Views� How do I bring together IT
and Business information in a meaningful and
Actions� How do I track, fix and
automate problem resolution?� How do provide IT agility
and automate criticalIT functions
IT ServiceManagement
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Management
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4
5ManagementManagement
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infrastructure resources?� How do I manage problems
effectively andefficiently?
User Experience� How are my transactions
performing?� How do I take the first steps
to align IT andmy business?
� What is the end-user experience?
Business Metrics � How do I apply a business
context to working problems?� How do I provide key
performanceindicators forthe business?
a meaningful and personalizedway?
Management
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Goal of systems management: fault management
� Fault management– Resource error detection facilitates corrective actions. The managed systems
issue events on status changes, with resource, time, status and severityinformation. Event are evaluated, and corrective actions initiated.
– Fault events paired by resolution events
– Event severity ( Fatal, critical, Minor, Warning, Harmless, Unknown) can be used to as abstract information on the resource health.
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used to as abstract information on the resource health.
– Error propagation chains. Events: reflexive or transitive.
– Appropriate for large complex systems, moderate data load, minimizedperformance impact, no limit event variety.
– Centralized event processing – or umbrella systems – allows enterprise widemanagement.
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Goal of systems management: fault management
� Fault management– Resource error detection facilitates corrective actions. The managed systems
issue events on status changes, with resource, time, status and severityinformation. Event are evaluated, and corrective actions initiated.
– Fault events paired by resolution events
– Event severity ( Fatal, critical, Minor, Warning, Harmless, Unknown) can be used to as abstract information on the resource health.
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used to as abstract information on the resource health.
– Error propagation chains. Events: reflexive or transitive.
– Appropriate for large complex systems, moderate data load, minimizedperformance impact, no limit event variety.
– Centralized event processing – or umbrella systems – allows enterprise widemanagement.
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What is Performance Management?� The ability to collect, store and report on historical data� What is collected?
– Periodic metrics
– Availability, volume, traffic & error rates, usage data etc. (NOT EVENTS!!)
� What do we do with it?– Store and report
– Detect real-time threshold violation , and use for outage prediction
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The same two traps are received…
Alarm Alarm Alarm Alarm
But are the underlying problems the same severity?
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Goal of systems management : performance management� Performance management
– Continuous sampling of resource key performance indicators
– to ensure proper behaviour and
– trigger corrective actions in a timely way,
– similar to a closed loop controls.
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– during normal operation with appropriate sampling rate.
– Historical behaviour can be used to forecast behaviour, and aligncapacity planning.
– High data load, measurement can impact operation
– Usually covers known, and limited numbers of KPIs.
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Elements in systems management
Sensors:Probe: module of collecting a single metrics, using regular providers: API, Logs,
SQL, events, WMI, CIM, or others.– Passive probe: collecting metrics generated by normal usage.
– Active probe: injects actions and capture response parameters.
Agent: complex managed system specific module collecting several metrics and evaluating behaviour using a resource model.Agent: located on managed system – or on proxy ( often called agent-less).
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Agent: located on managed system – or on proxy ( often called agent-less).Event: active message about status change on an endpoint ( alerts, notification,
etc.)Event Collector: an engine collecting metrics and events from sensors, to perform:
Event deduplication, event filtering, situation correlation and indicate action ( forwarding)
Event can be enriched by adding relevant information store in extended repositorieslocation, impacted users / services, responsible personnal, additional important aspect.
Presentation layer:Consolidated view of all events from the enterprise (umbrella), portal
Reports
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Monitoring Basics - VisibilityEnterprise Portal (EP)
The Enterprise Portal (EP) is the central location to view and act on contextualized information provided by the system mo nitors
– Consolidated view and contextualinformation can significantly reducemean time to recovery by aidingin “root cause” analysis
– Centralized visualization of
VISIBILITY-
Tivoli Enterprise Portal (TEP)
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– Centralized visualization ofreal-time and historical data canhelp with “intermittent” problems
– Personalized views based on theuser roles and scope
– Visualization of resourceutilization can highlight areasto reduce costs
– Anything visualized in the EP isavailable in the Data Warehouse
PersonalizedWorkspaces
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Monitoring Basics - ControlData Warehouse (DW ) CONTROL
-Tivoli Data
Warehouse (TDW)and Situations
The Data Warehouse (DW ) is the backbone repository and central data store for all historical management data and the basis fo r reporting and performance analysis
– Included out of the box
– Installs quickly and easily
– Side-by-side real-time andhistorical views of data assists
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historical views of data assistsin root cause analysis
– The data is stored, pruned andsummarized for ease use andcost savings.
– Centralized and consolidateddata is crucial to reducing meantime to recovery
– Agent Builder and UniversalAgent integration
Real-time and Historical Data
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Monitoring Basics - AutomationTake Action and Workflows
“Take Actions” and “Workflows” provide out-of-the-box, customizable best practices. These can replay mundane and/or time-sen sitive best practices in a repetitive and error-free manner.
– Ability to run a script or commandunder the authority provided bymonitoring system and avoid a logon
– Reflex actions allow the return
AUTOMATION-
Take Action and Workflows
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– Reflex actions allow the returnof a server to a specified stateeven though disconnected
– Take Actions provide the abilityto script out a corporation’s runbook
Automated Best Practices
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Typical enterprise monitoring architecture
HubServe
TDWWH
Proxy
Portal
PortalConsole
Agent-less: SNMPV1, V2C, and V3
Agent-less: JMX
Agent-less: CIM
Reports
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Server
Agent Builder BasedRemote AgentRemote
Server
JMX
LogFile
ScriptsWMI,
Perfmon,Event Log
Availability
Agent-less:WMI, Perfmon,
Event Log
Agent-less:JDBC
Agent-less:HTTP/HTTPS
Agent-less:ICMP
Agent-less:SSH/RXA
Agent basedsystems
General application
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Availability Management ScenarioDowntime – Common Scenario Today
ProblemEliminated
Cost
� An application is down, but what is causing: network, system, application?
� Tendency to over monitor to reduce downtime, but this proves costly as well
� Pre-defined rules generate automated fixes� Resolution deployed
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Sense Isolate Diagnose Take Action
EvaluateTime
� Some customers experience event storms
� Lack of filtering or prioritization increases the time for root cause analysis and ultimately the mean time to problem resolutions
� Deeper root cause analysis to find the real problem
� Resolution validated� Infrastructure available� Costly downtime reduced
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End to End Transactions monitoring
� FTP Services� TFTP Services
• SAA• TCP• TCP Port• SNMP
Monitor the end-user's application experience and take thefirst step toward aligning my IT organization with the business.
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• LDAP
� DHCP Services� DNS Services
Web Resources� HTTP Services� HTTPS Services
End-User Experience� Robotic Response� Web Response� Client Response
� SMTP Services� POP3 Services� IMAP4 Services
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Transaction Step – NormalTransaction Step Below Baseline Avg.Full Transaction Effects the Business
Transactions monitoringBeginning the IT and Business Alignment Journey
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Understand the end-to-end customer experience!• The first step in better aligning IT with The Business• Real-time end-user perspective• Real-time transaction performance & service status • Rapid value via improved visibility
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Composite Application ManagementThree techniques tailored for different IT roles to effectively sense and respond to performance and availability events.
Transaction Management
Resource Management
Application Management
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Operational View Subject Matter Expert ViewResponse Time Transaction Tracking
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How are Service Providers Managing Services Today?
3 events show up in the event console. Which should be
worked on first? Are my SLA’s affected?
I’m not sure…
I’ll just go through themin order and dispatch
them to the experts for each silo.
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Operational Management
• Network capacity & trending• “When will my soft switch degrade?”
• Availability• “Is my switch down?”
• Signaling & robotic testing
Fault Performance Probes
CollectCollectMonitoring & Discovery
Analyze & AutomateAnalyze & AutomateService Impact & Root Cause
InformInformDashboards, Reports, Notification
ConsolidateConsolidateCentralized Management
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Single pane of glass: Event management systems
Enrich
� Lookup answers (enrich events)– Single incident repository – single lookup
– Event filtering
– Event deduplications,
– Better problem prioritization and faster resolution
– “We already have the answer to Question 21”
� Root cause Analysis across management silos
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Network Security Application Server Mainframe
External dataRCA
� Root cause Analysis across management silos– One event repository allows us to take all incidents
into consideration for RCA
� Reduce time to problem identification� Notice impacted business area
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Leveraging enrichment for Increased Correlation Value
Event Sources
Event MgtFaults
Data Sources
DSAEvent Listeners DSA
DSADSA
Middleware :•Web Services•XML, LDAP•TIBCO•SNMP, Socket
Any CMDB
Event enrichment
Operations Mgmt Business Mgmt
Portals Dashboards Eventmgmt
Combine Any Data with Event
Information to extend
Operations Mgmt
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Web Services
Event Readers
DSADSADSAMonitoringResources
JMS, Oracle
RDBMSAny Database
Databases :•Homegrown•Provisioning•Inventory•Incident
Any CMDB
Data Warehouse
Assets :•IT•Enteprise
DSA – Data Source Adaptor
Information to extend Correlation
Extends Event Correlation with:
� Operations Data to Enrich Automation, Escalation, and Management of Problems.
� Business Data to Enable Rapid Calculation and Application of KPIs
� Correlation Context for Relating Data from any sources for maximum value.
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But still Service Visibility Gap Exists…
� Collecting and Consolidating data can result in big returns, such as Mean Time to Repair- example, Tier 1 telco reduced alarms by a ratio of 16,667 to 1
– “Single pane of glass”
� But, are you fixing the right problems? What business service is impacted?
� As you move up from Collecting and Consolidating to Analyzing, Automating and Informing – you enable Operations, IT and LoB staff to make more effective
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and Informing – you enable Operations, IT and LoB staff to make more effective decisions that directly support the business
– Visualize your services
– Correlate fault & performance data
– Link a service to a customer or SLA
– Prioritize
– Communicate
CollectCollectMonitoring & Discovery
ConsolidateConsolidateCentralized Management
Analyze & AutomateAnalyze & AutomateService Impact & Root Cause
InformInformDashboards, Reports, Notification
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What is a Business Service?
Business service includes:– Use cases– Underlying infrastructure and IT assets involved in providing the service offering– Service model– Lifecycle: Plan, Design, Test, GoLive, Maintainance and Termination of a Service– Usability: Service Provisioning, Subscription, Measurements, Billing– Cost controls: Revenue and Cost balance / allocation related to a BS– Service roles:
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– Service roles:– Service owner / administrator– Service operator– Support and field people– Consumer, subscriber, user– Business people and management, executives
Service model :A set of information about the service, like instantiated service components hierarchy, dependency rules, status, quality and performance conditions and service business impact and roles, developed to imitate a real life existing service and perform its monitoring and management.
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What to manage in a Business Service?
Management goals� Availability� Performance (technical and business)� Cost� Lifecycle ( design, provisioning, operation, maintenance, suspend)� Reporting ( all of above, and SLA agreements)
4 views of a Business Service :
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4 views of a Business Service :
ServiceService consumabilityEnd-to-end
Service impact ( business impact)Key Business Indicators
Service hierarchy – service modelComponents, dependecies
Service observationsTicketing, Audit systemsSocial
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Service hierarchy based management
The logical structure of the components, their abstract state, error propagation rules( dependancy rules) bulding up the model.
Relevant Events are captured to change the object state.General problem: by observing a component behaviour we assume higher level (
service or user leve behaviour – as good as the model is.Model inconsistency, quality, lifecycle problems may cause improper observations.
Model reduction:Coagulating equivalent or dominant faults/errors into a single virtual node
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Coagulating equivalent or dominant faults/errors into a single virtual nodeDriven by the resolution of diagnostics/corrective actionsObject farming: similar behaviour nodes aggregated into a single common object
Real cause: hidden dependency.
Dynamic reconfiguration: structure changes over time ( host) so needsattention.
Domain clustering: similarly operated silo objects merged into a common virtualobject.
Redundancy groups: ( IT clusters, high availability solutions)
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Security Events
Network Events
Transaction Events
System Events
Application Events
Mainframe Events
OMEGAMON*
Events and Performance StatusStatus
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TSOMITMN IP
ITCAM
ITM
ITM
OMEGAMON*
� Events sources: Probes and Agents of systems manage ment subsystems.
� Events match against infrastructure components in y our model, while transactions give an end-to-end status perspective
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End-to-End (or user level) management
� Measure the service behaviour from the end users (service consumption) perspective
� Uses the service infrastructure, independent of the model, and the underlyingcomponents.
� Does not handle service path (multpathing environment), and cannot provide rootcause analysis.
� Synthetic transactions:– but only for the test use cases
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– only from the location of the test
– does not identify root cause
� Alternative: select live transactions– Selection rate(%) vs. Performance trade-off
– Very high overhead
– Special case: Transaction tracking - marks transaction hubs along the entire service path ( helps root cause analysis)
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Business Data & Processes
Trouble TicketsIncident Mgmt
GovernanceSOX Compliance
Transactions End-User Response
Business Process Dependencies
Call CenterRecords
Billing Data
StatusStatus and StructureStructure
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� Types of Business Data typically include trouble ti ckets, transactional data, billing records, call center de tails, and analysis for risk and process improvement.
� Business Data sources typically include historical data form Data Warehouse , 3rd-party CRM sources, home-grown databases, and others
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Discovery & Dependencies StructureStructure
Security Devices RelationshipsServers Applications
Network Devices
Mainframe Resources *
SOA
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� Discovery and Dependency Sources: Tivoli Application Dependancyand Discovery Manager, CMDB, discovery libraries , h ome-grown DBs, and Inventory/Asset data.
� BSM may integrates with these sources to build service hierarchy
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How to build a model
� Understand the industry, the requirements, expectations, roles and organization.
� Review the information sources, monitoring systems, business KPIs, KQI.� Build an intial model, and perform a gap analysis� Extend the monitoring infrastructure to collect missing metrics.� Select the relevant events, create an event catalogue. Use architecture
design documentation, as first filtering selection. Define event pairs ( fault/ resolution)
� Simplify the model – use if possible resource models coming with
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� Simplify the model – use if possible resource models coming withmonitoring systems, severity. Use virtual object representing objectclusters , like resource domains, complementary resources to simplifythe model. These domains often defined accoridng to operational / orbusiness silos.
� Events with high correlation (maybe a common cause) may be represented by one selected event.
� Using service templates, event can be used to populate the modelautomated – only in large number, but known structured models.
� Using discovery tools you may create initial models.
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After the modeling : how to maintain the model?
� Ideally a self updating model should track the configuartion changes –discovery based models could be considered carefully.
� Event desciption may contain model information ( location) allow automatedmodel building.
� The model must be part of the change management / governmentprocesses.
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Development Test Production
Discovery
Governance processes
Reports
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Event Based Status Dependency (% of children)
Error propagation rules
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Event Based Status
Status derived from:
� Incoming Status Events
� External Business Data
Dependency (Any Child):
� Status derived from status of children
� Status derived from a % of children
Numerical Data Display
� Used to obtain a numerical value for output
� Response time, Number of Trouble Tickets
Numerical Aggregation of Data
� Value is calculated using children’s numerical values
� Avg, Sum, Min, Max or Weighted Avg
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Real-time technical SLA measurement
� Instance Duration-based – when its ok for a service to be unavailable for short periods of time, but not for more than a set duration of time.
� Cumulative Duration-based – when the service is unavailable for less than a cumulative amount of time per SLA window (day, week, month), but not for
After 5 min.After 2 min.Before 2 min.
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a cumulative amount of time per SLA window (day, week, month), but not for more then that set duration of time.
� Incident Count-based – when the service is unavailable for ANY duration during an SLA window, violation is based on the count (times occurred).
Shows single incident duration violation
Shows cumulative duration violation
Shows incident count over specified period and status
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Predict
� Proactively identify problems before they become service impacting be noticing earlyanomalies.
� Eliminate the costly problem of setting and maintaining static thresholds.
� Speed up the process of identifying the
IBM SmartCloud Analytics – Predictive InsightsPredict Outages Before They Occur
“IBM SmartCloud Analytics helped detect 100 percent of the major incidents that occurred,
including silent failures, and helped us eliminate manual thresholds, which will result in a cost avoidance of $300K USD
annually”Chris Smith, Director Tools and Automation
Consolidated Communications Holdings, Inc.
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� Speed up the process of identifying the root cause analysis
� Learns system behaviour from historicaldata and detect irregularities , trends
Cognitive AlgorithmsNext generation multivariate analytics provides
meaningful early warning alerts
Simplified Behavioral LearningNo complex manual intervention to setup
Large CapacityBig Data streaming engine ensures solution can
grow with your needs
•Heterogeneous EnvironmentsConsume performance metric data from in
correlation to events
Solution BenefitsSolution BenefitsSolution BenefitsSolution Benefits
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What do we mean by a service?
� An offering, function or activity delivered to an internal or external customer which may contribute revenue and profit or fulfill a critical mission of an organization, and is the output created through the use of an organization’s human, intellectual, financial and physical assets .
Quality Service Delivery Requires Service Management
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“As enterprises become more aware of the increasing interdependence of business and IT issues — they need to adopt a more holistic view of both internal and external service delivery. This is vital for business leaders in targeting and executing business change.”--- Thomas Mendel, PhD, Vice President Research Director Forrester Research
What do we mean by service management?
� Service Management covers management processes, tactics and best practicesneeded to deliver business services
� IT, operations, and line-of-business services – all require service management
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Value of discovery technologies
� Discover the COMPONENTS in a Data Center Environment
� CENTRALIZES and VISUALIZES the CONFIGURATION of the
Components in a Data Center Environment
� Discovers the RELATIONSHIP of the Components in a Data
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� Discovers the RELATIONSHIP of the Components in a Data
Center Environment
� DISCOVERS AND TRACKS THE CHANGES in a Data Center
Environment
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Discovery of components
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Discovery the Configuration of Components
Systems management overview | Serene14 | October 28, 201447
Serene 2014
Discovery of Relationships
Systems management overview | Serene14 | October 28, 201448
Serene 2014
Discovery the changes, or not properly configured items
Systems management overview | Serene14 | October 28, 201449
Serene 2014
Ping SensorArray
How Discovery works
Required Configuration Parameters for Discovery
Systems management overview | Serene14 | October 28, 201450
found 86 IP Servers
Application Sensor Array
found 421 objects
Serene 2014
Configuration Management Database (CMDB)Are All Management Databases CMDB’s?
� The CMDB is a datastore that is used to track all IT assets , their relationships , their configuration and their changes
� “…a key difference between a CMDB and the repository for an inventory management system or a Service Desk is
Systems management overview | Serene14 | October 28, 201451
for an inventory management system or a Service Desk is that the CMDB also contains relationships between Configuration Items
� Connects people to processes,technology and information CMDCMD
BB
CC--CMDBCMDB
InvInvAssetAsset
Serene 2014
� Technology Capabilities
� Discover loads and maintains a reliable and trusted CMDB
� Federation
� Reconciliation
Configuration Management Database (CMDB)
Systems management overview | Serene14 | October 28, 201452
� Synchronization
� Includes Best Practices based processes (ITIL)
� Configuration management processes
� Change management processes
� Role identification and role-based access can easily be defined
Serene 2014
IT Service Management Blue print
IBM IT Service Management
IT Process Management Products
Service Delivery
& SupportService
DeploymentInformation
ManagementBusinessResilience
IT CRM & Business
Management
Systems management overview | Serene14 | October 28, 201453
IT Operational Management Products
IT Service Management Platform
Management Products
Best Practices
Change and ConfigurationManagement Database
Server, Network & Device
Management
StorageManagement
SecurityManagement
Business Application
Management
Serene 2014
�Control
�Visibility
Service Desk
Service Catalog
Incident
Problem
Configuration
Change
Release
CapacityProcurement
Materials Mgmt
Resource Mgmt
Contracts
Safety
Work Mgmt
Planning & Cost Accounting
IT Service MgmtAsset management
Systems management overview | Serene14 | October 28, 20145454
�Automation
CMDB
Security and Identity Management
• Inventory
• Configuration
• Network Topology
• Physical Topology
• Application Topology
Discovery
• Software Distribution
• User Accounts
• Access Control
• Service Subscription
• Online Commercial Services
Provisioning
• Usage
• Performance
• License Compliance
• Lifecycle
Metering
• Configure
• Password Reset
• Remote Control
• Imaging
• Update / Patch
Modify
• Event Management
• Event Correlation
• Performance Mgmt
• Impact Assessment
• Service Level Monitoring
Monitor
• Workload Scheduling
• Load Leveling
• Batch Processing
Scheduling
Common Data Subsystem and Process Automation Platform
Serene 2014
How about security?
� The biggest risk is the insider threat
� The other threat comes from people connecting their ERP “Sachar Paulus, SVP of Product Security and Governance,
Systems management overview | Serene14 | October 28, 201455
� The other threat comes from people connecting their ERP systems to the Internet
� The difference with ERP is that the size of the bucket becomes much larger. When you have access to a system that size, security becomes more critical
Source: http://www2.csoonline.com/exclusives/column.html?CID=33433&source=nlt_csoupdate„
Serene 2014
The impact and visibility of recent breaches calls into question the effectiveness of traditional security measures
Internal abuse of key sensitive information
Complexity of malware, growth of advanced
persistent threat
Business continuityinterruption and
brand image impact
Systems management overview | Serene14 | October 28, 201456
In spite of significant security policies, a single internal breach by an authorized user resulted in tens of thousands of classified records of the US Army leaked over Wikileaks. Impact to the Army is close to $100M
Stuxnet turned up in industrial programs around the world. The sophistication of the malware has led to beliefs that it was developed by a team of over 30 programmers and remained undetected for months on the targeted environment. Targeted to make subtle undetected changes to process controllers to effect uranium refinement
Epsilon , which sends 40Be-mails annually on behalf of more than 2,500 clients, said a subset of its clients’customer information was compromised by a data breach. Several prominent banks and retailers acknowledged that their customers’ information might be at risk
Serene 2014
From a security perspective, all IT solutions must balance three conflicting factors:
The risk
� to the organisation
� of operating the IT solution
The cost
� of implementing and operating
COST
Low
High
Low
High
Hig
LowSecurity
Environment
How much security is enough (or can there be too much)?
Systems management overview | Serene14 | October 28, 201457
� of implementing and operatingthe security controls
� in general, the tighter the controls the lower the risk
The usability
� of the solution
� in general, the tighter the controls, the greater the impact on the users of the system
RISK USABILITY
High High
Environment
The resulting set of controls must be, as far as possible “necessary andsufficient ”.
Serene 2014
Solving a security issue is a complex, four-dimensional puzzle
People
Data
Employees Consultants Hackers Terrorists Outsourcers Customers Suppliers
Systems
Structured Unstructured At rest In motion
Systems management overview | Serene14 | October 28, 201458
Applications
Infrastructure
Systems applications
Web applications Web 2.0 Mobile apps
It is no longer enough to protect the perimeter –siloed point products will not secure the enterprise
Serene 2014
What are the external and internal threats?
Are we configuredto protect against
these threats?
What is happening right now?
What was the impact?
Attack SophisticationNeed help to combat advanced threats with pre- and post-exploit intelligence and action
Systems management overview | Serene14 | October 28, 2014
Prediction & Prevention Reaction & RemediationNetwork and Host Intrusion Prevention.
Network Anomaly Detection. Packet Forensics. Database Activity Monitoring. Data Leak Prevention.
SIEM. Log Management. Incident Response.
Risk Management. Vulnerability Management. Configuration and Patch Management.
Research and Threat Intelligence. Compliance Management. Reporting and Scorecards.
Security Intelligence
Serene 2014
Data ExplosionMust integrating across IT silos with Security Intelligence solutions
Systems management overview | Serene14 | October 28, 2014
Sources IntelligenceMost Accurate &
Actionable Insight+ =
Serene 2014
dentity Manager
Identitychange(add/del/mod)
Approvals gathered
Accounts updated
Accounts on 70+ different types of systems managed. Plus, In-House Systems & portals
ApplicationsApplications
Access policy evaluated Cost
Complexity
Reduce Costs
• Self-service password reset
• Automated user provisioning
Manage Complexity
Detect and correct local privilege settings
Identity ManagementAutomates, audits, and remediates user access rights across your IT infrastructure
Systems management overview | Serene14 | October 28, 2014
HR Systems/ Identity Stores
Databases
OperatingSystems
DatabasesDatabases
OperatingSystemsOperatingSystems
Networks &Physical Access
Complexity
• Consistent security policy
• Quickly integrate new users & apps
Compliance
Address Compliance
• Closed-loop provisioning
• Access rights audit & reports
• Automate user privileges lifecycle across entire IT infrastructure
• Match your workflow processes
• Know the people behind the accounts and why they have the access they do
• Fix non-compliant accounts
Serene 2014Building a smarter planet
SMARTERINSTRUMENTED
PLANETPEOPLE
We have to work smarter…so what Defines a Smarter Planet?
Systems management overview | Serene14 | October 28, 201462 © 2009 IBM Corporation62 © 2009 IBM Corporation
INTERCONNECTED
INTELLIGENT
COMPANIES, INSTITUTIONS, INDUSTRIES
MAN-MADE SYSTEMS
NATURE S SYSTEMS
Serene 2014Building a smarter planet
As our physical assets become ‘smarter’ the requirement for managing these assets (physical and IT) and their relationships within the same platform increases…
Facilities Facilities InfrastructureInfrastructureFacilities Facilities InfrastructureInfrastructure
ProductionProductionInfrastructureInfrastructureProductionProductionInfrastructureInfrastructure
MobilityMobilityInfrastructureInfrastructureMobilityMobilityInfrastructureInfrastructure
TechnologyTechnologyInfrastructureInfrastructureTechnologyTechnologyInfrastructureInfrastructure
Communications Communications InfrastructureInfrastructureCommunications Communications InfrastructureInfrastructure
+ + + +
Systems management overview | Serene14 | October 28, 201463 © 2009 IBM Corporation63 © 2009 IBM Corporation
....converged management to deliver smarter business outcomes…
+ + + +
VISIBILITY CONTROL AUTOMATION
Serene 2014
Aging Assets
Systems management overview | Serene14 | October 28, 2014
Under investment in T&D requires $300B over next 20 years
Average age of generation facilities puts reliability at risk
Serene 2014
Aging Workforce
Systems management overview | Serene14 | October 28, 2014
� Workforce Strategies– Knowledge Capture
– More Contracted Labor
– Partnerships with Local Colleges
– Engineers and Crafts are Mobile
Serene 2014
The Value of Asset Management
Highestreliability
Improve planning & scheduling
Reduce downtime
Managerisk
Maximize output
Retain
Systems management overview | Serene14 | October 28, 2014
LimitedResources
ComplianceFramework
MaximizingReturn onAssets
Lowestcost
Reduce labor costs
Reduce Inventory
Comply withRegulations
Visibility
RetainKnowledge
Serene 2014Building a smarter planet
Work Mgmt Incident
Investigation
Materials Mgmt
Procurement
Improvement
Change
Safety
Contract Mgmt
Service Request
Business Drivers
Risks HSE MarketPerformanceRegulations
Reporting and Governance
The Business: (Missions, Goals, Customers, Users)
Mobile Work
Integration
Primavera
ERP
Real Time
Petroleum Industry Solution, Integrated Operations
Systems management overview | Serene14 | October 28, 201467 © 2009 IBM Corporation67 © 2009 IBM Corporation
Action
Cost Resource Management Planning & Scheduling Operations Management
PR’s, PO’sRFQ’sInvoicesReceipts
InventoryInspections
ToolsStoreroomsConditions
LeasesWarrantiesPurchaseLabour
Qualifications
Work OrdersActivitiesJob Plans
Priority Matrix
DefectsIncidents
Global IssueFailure Reporting
Escalations
InvestigationsAAR
BenefitsLossesActions
Job PlansDocumentsRegulations
SLAs
PreventiveMaintenanceProjects
ImprovementsMOC
AssetsLocations
RelationshipsItem MasterSystems
Production Assets IT AssetsFacility Assets Transportation Assets
Work LogSolutionsTemplates
Communications
HazardsPrecautions
PlansRCFA
Authorization
Reporting and Governance
Chemical & Petroleum Asset Management
Integration
Standards – ISO14224/API 689
Drilling Assets Completion Assets Pipeline Assets
MS Project
GIS
Engineering
Serene 2014
Process-optimization in maintenance
RCM
Total ProductiveMaintenance
� Reliability Centered Maintenance Implementation ofRCM-program, Analysis of criticality, failure-probability, failure-consequencesand classification of assets, identify criticalassets
� TPM: simple PM -standard -tasks done
Systems management overview | Serene14 | October 28, 2014
Maintenance
Planned Maintenance
Reactive Maintenance
� TPM: simple PM -standard -tasks donetrough operator, integration ofmaintenance-personeel in production. Tightcommunication neccessary. KPI- analysis in key!
� Planned: Implementation of a PM-program, integration of condition-monitoring for predictive work.
� Reactive: mostly emergency-maintenance, unplanned work, no orsparse communication beweenmaintenance and production.
Serene 2014
The Seven Basic Questions in RCM
1. What are the functions and associated performance standards of the asset in its present operating context?
2. In what ways does/can it fail to fulfill its functions? 3. What causes each function failure? 4. What happens when each failure occurs? 5. In what way does each failure matter?
Systems management overview | Serene14 | October 28, 2014
5. In what way does each failure matter? 6. What can be done to predict or prevent each failure? 7. What should be done if a suitable proactive task cannot
be found?
Serene 2014
Resulting Maintenance Strategies
� Run to failure (reactive) � Scheduled discard or restoration (preventive) � On-condition maintenance (predictive) � Redesign and condition control (proactive) � Failure finding
Systems management overview | Serene14 | October 28, 2014
Serene 2014
What RCM Achieves
� Greater safety and environmental integrity � Improved operating performance � Greater maintenance cost-effectiveness � Longer useful life of expensive items � A comprehensive database � Greater motivation of individuals
Systems management overview | Serene14 | October 28, 2014
� Greater motivation of individuals � Better teamwork
Serene 2014
End-to-end Asset Lifecycle Management
AssetsCondition Monitoring
Failure CodesLocations
Meters
Assignment ManagerJob Plans
Labor TrackingPreventive MaintenanceSkills and Qualifications
SafetyTools/Crafts
Service RequestsChange Management
Desktop RequisitionsPurchase Orders
Spatially Enabled
Mobile
Systems management overview | Serene14 | October 28, 2014Intelligent Site
72
Change ManagementService Catalog
SLAsIncidentsProblemsSolutions
Item MastersStorerooms
Lot ManagementKitting
Issues & TransfersStocked ToolsService Items
Labor Rate ContractsLease/Rental Contracts
Master ContractsPayment SchedulesPurchase ContractsWarranty Contracts
Purchase RequisitionsReceiving
InspectionsRFQs
Workflow
Scalable J2EE Architecture
Configure, not Customize
Open Integration Interfaces
SAP and Oracle Integration
Role-based User Interfaces
Serene 2014Building a smarter planet
Management of Change
� Product Capability
– An application to support a company’s full management of change process from request to closure
– Manages review and approval process, pre and post management of change actions; audit trail on entire process
– Standard action application to reduce manual data entry
Systems management overview | Serene14 | October 28, 201473 © 2009 IBM Corporation73 © 2009 IBM Corporation
� Benefits for the Industry
– Improved safety, reliability and compliance
– Reduced cost through greater process conformity / standardization through integration with work management process
– Encourages collaboration with operations, maintenance and engineering
– Improved organizational learning
– Reduced requirement for other software or spreadsheets
Serene 2014Building a smarter planet
Prioritization of Work
� Product Capability
– A matrix based system of work or risk prioritization, reason for work definitions
– Configure multi variable (safety, economics, health, regulatory, etc..) operational standards for the prioritization of work based on subject matter expertise
Systems management overview | Serene14 | October 28, 201474 © 2009 IBM Corporation74 © 2009 IBM Corporation
� Benefits for the Industry
– Standardizes work prioritization based on corporate compliance and operational standards, not personal or ‘tribal knowledge’ decisions
– Balances work priorities based on many parameters, not just asset criticality
– Ensures compliance, some regulatory, to corporate priorities
– Reduced cost / time associated with work planning and scheduling, first step in enabling work planning and scheduling automation
Serene 2014Building a smarter planet
Regulatory Compliance
� Product Capability– Application for creating an index (library) of regulations applicable to the
business, and associating them with assets, locations and job plans
– Supports Regulation and sub-sections of regulations
– Can identify regulations related to safety cases and search capabilities to locate where regulations are applied throughout the business
Systems management overview | Serene14 | October 28, 201475 © 2009 IBM Corporation75 © 2009 IBM Corporation
� Benefits for the Industry– Manage compliance as part of the work management process, not a
standalone application
– Eliminate other standalone applications, or spreadsheets – provide greater visibility and governance over regulatory compliance
– Proactively manage compliance costs
– Reduced requirement for other software or spreadsheets
Serene 2014Building a smarter planet
Action Tracking
� Product Capability
– A means of tracking actions agreed with regulatory authorities or internal review and audit teams
– A way of following up actions arising from investigations or improvements
� Benefits for the Industry
Systems management overview | Serene14 | October 28, 201476 © 2009 IBM Corporation76 © 2009 IBM Corporation
� Benefits for the Industry
– Drives implementation of business critical actions and improvements
– Reduced costs, e.g., regulatory reporting and implementation of improvement programs
– Improved safety and reliability
– Reduced requirement for other software or spreadsheets
Serene 2014Building a smarter planet
Incident Management
� Product Capability– An application to record and management incidents occurring during
plant operation and maintenance
– Incorporates high context incident reporting
� Benefits for the Industry– Improved process safety management, encourages collaboration
between maintenance and operations
Systems management overview | Serene14 | October 28, 201477 © 2009 IBM Corporation77 © 2009 IBM Corporation
between maintenance and operations
– Incident management becomes part of the work management process, rather than a stand alone process
– Significant reduction in costs of incident management program since an incident can be ‘raised’ from a work order (automatically copies over related information)
– Enables additional automation of process, e.g., an incident on a safety valve can automatically create an investigation
– Reduced requirement for other software or spreadsheets
Serene 2014Building a smarter planet
Defect Elimination (Integrity Management)
� Product Capability
– A defect reporting and management application
– Classification of defects supports deeper analysis of equipment integrity issues
� Benefits for the Industry
– Drives reliability improvement programs, e.g., Six Sigma, Continuous
Systems management overview | Serene14 | October 28, 201478 © 2009 IBM Corporation78 © 2009 IBM Corporation
– Drives reliability improvement programs, e.g., Six Sigma, Continuous Improvement, Mechanical Integrity
– Forms the basis for engineering analysis for the removal of equipment problems and defects
– Collaborative application between maintenance, operations and engineering
– Enables automation of defect analysis, e.g., escalation of a defect on critical equipment would be different than non-critical equipment
– Reduced requirement for other software or spreadsheets
Serene 2014Building a smarter planet
� Benefits for the Industry– Standardization of asset classifications and specifications
– Ease of use - searching and locating asset information for analysis
– Time take to gather and load asset specifications would be significantly greater than cost of solution
Asset Classifications and Specifications
Systems management overview | Serene14 | October 28, 201479 © 2009 IBM Corporation79 © 2009 IBM Corporation
– Benchmarking, supports asset integrity programs - standardized asset specifications facilitate comparisons of equipment performance
Serene 2014Building a smarter planet
� Product Capability– Contains standard failure classes, problem, cause and remedy tables for
each equipment type listed in the standard
� Benefits for the Industry – Without standardized failure data, cannot implement reliability analysis– Standardization of failure (problem, cause, remedy) classifications and
failure reporting
Failure Reporting / Standardization
Systems management overview | Serene14 | October 28, 201480 © 2009 IBM Corporation80 © 2009 IBM Corporation
– Ease of use - searching and locating failure data for analysis– Time take to gather and load failure classifications would be significantly
greater than cost of solution– Benchmarking, supports asset integrity programs - standardized failure
reporting facilitates comparisons of equipment performance and defect elimination programs
– Time take to gather and load failure classes, problems, causes and remedies would be significantly greater than cost of solution
Smarter City Command Center – City Scorecard
© 2006 IBM CorporationSystems management overview | Serene14 | October 28, 201481 10/28/2014
Serene 2014
Smarter City Command Center – Energy Mgmt
Systems management overview | Serene14 | October 28, 201482 10/28/2014
Serene 2014
Smarter City Command Center – Energy Mgmt
Systems management overview | Serene14 | October 28, 201483 10/28/2014
Serene 2014
Smarter City Command Center – Data Center
Systems management overview | Serene14 | October 28, 201484 10/28/2014
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Smarter City Command Center – Transportation
Systems management overview | Serene14 | October 28, 201485 10/28/2014
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Smarter City Command Center – Transportation
Systems management overview | Serene14 | October 28, 201486 10/28/2014
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Smarter City Command Center – Water Management
Systems management overview | Serene14 | October 28, 201487 10/28/2014
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Smarter City Command Center – Carbon Management
Systems management overview | Serene14 | October 28, 201488 10/28/2014
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Smarter City Command Center – Carbon Footprint
Systems management overview | Serene14 | October 28, 201489 10/28/2014
Real project example: Telco Service Modeling
V0.1
© 2010 IBM Corporation
Telecommunication industry driven service modelling example
� A large mobile operator in Eastern Europe with over 30 million subscribers intended toimprove the business service quality. They needed fast error resolution, root cause analysis, good capacity and cost management to attract and maintain more subscribers to their new, innovative service offerings. They wanted to have a reliable reporting on quality and availability of those service.
� IBM was asked to implement a telecommunication specific business services management solution.
© 2010 IBM CorporationSystems management overview | Serene14 | October 28, 2014
solution.
Service models implemented
� SMS (Mobile Originate Mobile Terminate) platform
� Black Berry data services platform and subscription
� Mobile TV platform, streaming and subscription
� IBB – road traffic mobile application
� Real time charging (Online charging)
� CDRs handling and charging
© 2010 IBM CorporationSystems management overview | Serene14 | October 28, 2014
� CDRs handling and charging
� New user subscription in webShop
� Free-bundle SMS notifications
Service Model Analysis (SMA) Methodology Overview
Objective
SMA Objective & Approach SMA process in application
Perform Top-Down and Bottom-up approach together appropriately and define optimum KQIs and KPIs
SMA
SMA Process
1 Analyze Service Scenarios
KQI 3Combined KQIs
Categorize end-user quality factors from Best Practice
Analyze Service Delivery Architecture
Identify Candidate KQIs and KPIs from
23
4
SMA Lifecycle
© 2010 IBM CorporationSystems management overview | Serene14 | October 28, 20149393
Top-down Approach
�User perspective analysis
�Utilize Best Practice and Global Standards
Bottom-up
Approach
� Analyze available data sources and real world data
SMA Process –step by step
SMA Constant Insight
KQI 2
• Definition• Target• Periodic
KQI 1
Set up the most appropriate KQIs and KPIs
KPIs from Best Practice
Analyze available Data Source
Gap analysis based on Best Practice
67
8Develop KQI formula by analyzing real world data
Define Service Model Architecture
5
1 2 3 4 7 5 6 8
Methodology – process
• Service Elements• User Tasks• Perceived QoS Factors• Operational Requirements
• Architecture Diagram• Architecture Description• Transaction Flow Diagrams
• Telecoms Service Standards• Operator Service Architecture
• Operator Service Description• SLA Requirements• SLO Requirements
• Telecoms QoS Standards • (Candidate) KPIs• (Candidate) KQIs
Analyse Service Scenarios
Analyse Service DeliveryArchitecture
Identify KPIsAnd KQIs
Inputs Process Outputs
© 2010 IBM CorporationSystems management overview | Serene14 | October 28, 2014
• (Candidate) KQIs
• Potential QoS Data Sources• OSS/BSS Integration Requirements
• Required QoS Data Sources• Required OSS/BSS Interfaces
• Operating Constraints• Service Level Objectives• Service Level Agreements
• Service Delivery Chain Model• SLA Model• KPI Formulae• KQI Formulae
And KQIs
Define Service Management Architecture
Define ServiceManagement Models
Implementation
Service models - SLA Management
Service Level Management
Service
Model
Enterprise Data (GPRS, UMTS)Accessibility, Retainability, Latency, Throughput
Enterprise Voice (GSM, UMTS)Accessibility, Retainability, Quality
Monitoring & Reporting
Enterprise Care (Order, call & problem handling)
Enterprise SubscriberReporting
EnterpriseDiagnosticReportingS
LAM
odel
SLA AssessmentEnterprise SLA (Basic, Custom)
Enterprise SLAMonitoring
Enterprise SLAReporting
KQIs KQIs
KQIs KQIs KQIs KQIs KQIs
KQIs
EnterpriseNation, Market,
Cell Area
© 2010 IBM CorporationSystems management overview | Serene14 | October 28, 201495
Data Collection
Transactional
TektronixPassive ProbeGPRS, UMTS
(Enterprisesubscribers)
SPOTActive Test
GPRS, UMTS
Performance
NDRScorecard
metrics2G
ProspectScorecard
metrics3G
Usage
CDRLiveEnterprise
MOU2G, 3G
Operations
CTSTrouble
Ticketing
CMSCall
handling
EODOrder
handling
Inventory
CSSRadio sites
BIDEnterprise
subscribers
MTTR, MTTF, ASA, AHT
MobilityAccessMobilityAccess Mobility:
2G / 3G Voice / Data
MobilityCore
MobilityCore
Network Operations / IT
KPIKPIKPIKPIKPI
…
CasabyteActive Probe
GPRS
SMS service design overview
Availability
SMS
© 2010 IBM CorporationSystems management overview | Serene14 | October 28, 2014
PlatformAccess Charging
SMS AccessDiagram
ChargingDiagram
Authentication Provisioning
ProvisioningDiagram
AuthenticationDiagram
SMS PlatformDiagram
The design overview - propagation rules
© 2010 IBM CorporationSystems management overview | Serene14 | October 28, 2014
© 2010 IBM CorporationSystems management overview | Serene14 | October 28, 2014
Radio access network relationships example
© 2010 IBM CorporationSystems management overview | Serene14 | October 28, 2014
Serene 2014
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Systems management overview | Serene14 | October 28, 2014100
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Thank YouEnglish
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