em b10 customer panel: leveraging workflow to automate...

1

EM B10 – Customer Panel: Leveraging Workflow to Automate IT

Jason Short Product Manager

Chris Berninger Principle Systems Engineer

SYMANTEC VISION 2012

What is Symantec Workflow

• Graphical development tool to model and implement security processes

• Link security tools and users in a defined, repeatable, controllable, and auditable process

• Create automation and decision logic with checkpoints and approvals

Security Process Management Framework

The Picture Is The Process


Common Use Cases for Workflow

• Make Data Actionable

• Automate Manual Tasks

• Extend an Existing Application

• Integrate Disparate People and Applications

• Process Control

Presentation Identifier Goes Here 3

4

EM B10 – Customer Panel: Leveraging Workflow to Automate IT GlaxoSmithKline

Michael Etheredge Sr. Consultant Process Automation


GlaxoSmithKline

• Pharmaceuticals / Health Care

• Company Size

– 97,000 employees in 100 countries

• 13,000 Servers (Windows, RHEL, ESX, Solaris, HP-UX, AIX)

• Server Management Suite, Workflow

5

Company Overview


GlaxoSmithKline

• Numerous server provisioning processes

– There were 11 different ways to request 9 different server builds

– VM Server provisioning took 15+ days, with varying degrees of success and consistency

Challenge

6


GlaxoSmithKline

Workflow Process – Screenshot

7


GlaxoSmithKline

• Rationalised all server build processes and steps

• Simplified all build steams to use the same process flow

• Developed a single web interface to start all VM and Physical server builds

– Application Details for CMDB

– User Account Details for Privilege Access

• Server is deployed using DS6.9

Workflow Process - Description

8


GlaxoSmithKline

• 100% ROI in the first year

– Delivered £875k savings within the first year of deployment

• Savings to date (based on 1,659 server builds):

– £ 1.2MM

– 13,335 days savings (process time)

• 90% data quality improvement

Workflow Process - ROI

9


… [this is] the first time the VM and Blade

queues have emptied – yes we have 0

open requests… and would not be

possible without the reduction in cycle

times.

10

Nik McBride, Lead Provisioning Analyst


GlaxoSmithKline

• Dig into the process before you automate

• Take the time to design a data model

• Sometimes the web services aren’t enough

Lessons Learned

11


GlaxoSmithKline

• Home Directory collection and retention

• Release Exception tool

• Outage Window tool

Other deployed processes

12

Thank you!

Copyright © 2011 Symantec Corporation. All rights reserved. Symantec and the Symantec Logo are trademarks or registered trademarks of Symantec Corporation or its affiliates in the U.S. and other countries. Other names may be trademarks of their respective owners. This document is provided for informational purposes only and is not intended as advertising. All warranties relating to the information in this document, either express or implied, are disclaimed to the maximum extent allowed by law. The information in this document is subject to change without notice.

13

Michael Etheredge

14

EM B10 – Customer Panel: Leveraging Workflow to Automate IT Forum Energy Technologies

David Martinez Altiris Administrator



Forum Energy Technologies

• Established in 2010 - We're a worldwide provider of mission-critical products and services to the global energy industry's drilling, production and infrastructure segments.

• Company Size 3,100 + Employees

• Number of End Points 3000

• Symantec Software full Client Management Suite


15

Company



• Service Desk did not meet the on boarding requirement OOB. our company process surpasses the subtask creation tool.

• A complete Automated well defined, formalized on-boarding process that tracks all Attributes – Hardware, Software, Access and Permissions.

• Increase Production and Success by Engaging New Hires on Day One

• Making sure that we engage all groups involved in the Hiring process and holding them accountable for delivery of services - Active Directory, Exchange, Asset Management, Software Deployment, HR and Security

Challenge

EM B10 – Customer Panel: Leveraging Workflow to Automate IT 16



On Boarding Workflow




• Manager Emails HR Department of New Employee. HR then starts the Onboarding Process

• HR fills out an form that allows for drop downs.

• Depending on data selected separate Incidents are created assigned to groups associated to the task.

• Assigned Team such as “Facilities” fulfills request and closes incident. (NOTE) the process sends a notification if group has not responded)

• Once all tasks are complete HR Department is notified.

• HR can then engage New Hire





• Return on Investment is equivalent to reduction of wasted and loss time that a new employee feels upon day one




“A new employee that feels engaged in

the company on their first day of work

will have a greater incentive to stay at

that company.”


Madeline Tarquino, Research Analyst in Aberdeen’s Human Capital Management division



• Process Established - Engaging the business units and getting sign-offs on process definitions.

• Routing, Active Directory, Groups, Permissions.

• The logic is there, the tools are available. The Process needs to be defined.

• Engage with a partner, we utilized Initiative and Wevo

Lessons Learned




• In Addition to the On boarding tool workflow we have also deployed into production a Password Reset workflow

Currently In Progress

• Procurement Workflow

• External Hardware Request

• Software Deployment Request Workflow

• Access to Share and Network access Request



Thank you!



David Martinez

[email protected]

(281)745-0047

24

EM B10 – Customer Panel: Leveraging Workflow to Automate IT First PREMIER Bank/PREMIER Bankcard

Bruce Matzen Technology Support Administrator


First PREMIER Bank/PREMIER Bankcard

• First PREMIER Bank, headquartered in Sioux Falls, South Dakota, provides a variety of traditional and non-traditional banking products and services across 17 locations in eastern South Dakota.

• PREMIER Bankcard currently serves over 2 million customers nationwide and is the 13th largest issuer of MasterCard and Visa credit cards in the country. The organization has four service facilities located in eastern South Dakota.

• First PREMIER Bank and PREMIER Bankcard employ over 1,800 individuals across South Dakota.

• 2,400 Managed End Points/7,900 total Configuration Items.

• We are currently on Altiris Total Management Suite 6.x/Helpdesk Solution 6.x and Workflow Solution 7.0 SP3.

• We are in the process of converting to Symantec ITMS 7.1 SP2/Workflow Solution 7.1 SP2 and will convert to Symantec ServiceDesk 7.5 later in the year.

25

Company Overview



• Our Change Control Process prior to being implemented in Workflow Solution was completely manual through the use of a paper form to record details of the Change as well as gather signatures for approval.

– Gathering approval signatures via paper form required the person doing the change to use “sneakernet” and a bit of luck to catch approval authorities when available, usually resulting in multiple attempts to gather approvals.

– Remote staff were required to send in the Change Control form for others to gather approvals on their behalf.

– Email communication before, during and after the change and ticket creation for documenting the change and tester requests were manual and time-consuming for our Help Desk staff.

– MIS staff were manually entering all required information related to our Change Control Quality report into database tables before, during and after the change.

– Changes were manually entered into a calendar hosted on our intranet site (non-SharePoint calendar).

Challenge

26



Workflow Process – Change Control Workflow Screenshot

27



Workflow Process – Change Control Entry Form Screenshot

28



Workflow Process – Altiris Helpdesk Ticket Screenshot

29



Workflow Process – SharePoint Calendar Integration Screenshot

30



• Change Control initial entry form is filled out with Change “Level” selection (Levels 1-4) driving the number of approval authorities that are required.

• If approvals are required (Change Level 2-4), the appropriate approvers are emailed with an approval task link.

• Change Control ticket is automatically created, assigned to the responsible worker and Workflow “tasks” (Reschedule, Cancel, Complete Change, etc) for the responsible worker are entered into the ticket.

• Email communication announcing details of the change are automatically sent to receivers, based on Change Level.

• If testers are needed for the change, a separate tester ticket and email to our tester group is automatically sent.

• Details of the change are automatically entered into our SharePoint ‘Upcoming Events’ calendar for all staff to see.

• Initial values for default Quality metrics of the change are automatically added to the database table used for our Change Control Quality report.

• Worker tasks inside the Change Control ticket drive the rest of the automation such as sending communication updates, updating the SharePoint calendar for rescheduling or cancelation and updating final Change Control Quality metrics when the worker goes through the completion process.


31



• ROI details after the project was implemented

– Burden of the worker to gather approval signatures has been eliminated, freeing up time for workers to focus on other issues rather than chasing down approval authorities. Total hours saved: 635 hours

– Help Desk staff are saving an average of 30 minutes of time throughout the lifecycle of a given Change Control by eliminating sending email communications, creating/linking tickets and administering tester requests. Total hours saved: 1,531 hours

– MIS staff are saving an average of 10 minutes of time throughout the lifecycle of a given Change Control by eliminating manual input of Quality metrics and administering the ‘Upcoming Events’ Sharepoint calendar. Total hours saved: 511 hours

– Total ROI in man-hours saved since implementation on 06/01/2009, with 3,061 Change Controls to date = 2,677 hours


32


The automation of our Change control Process, using

Workflow, has changed a very tedious, manual process

to a streamlined function. It takes a fraction of the time

and has virtually eliminated the human error potential

from a reporting standpoint.

33

Teresa Farnsworth, Premier Bankcard



• Lessons learned while implementing the Change Control Process

– Need to have a very thorough understanding of the original process flow and anticipate the differences between how the original paper process worked and how that will translate into a Workflow process, before you start to build out the process inside the Workflow Designer.

– Formal Workflow training is a must to successfully implement your first complex Workflow project.

• Things you would do differently in implementing your next process

– Keep project “scope creep” to a minimum by having a definitive project plan, well-defined project requirements and milestones and get agreement from all stakeholders in the process before starting to design in Workflow.

• Advice you would give to other companies in creating their own process

– Get formal Workflow training if you haven’t already. It will open your eyes to the full power of Workflow and eliminate a lot of headaches when developing more complex processes.

– Keep “scope creep” to a minimum by firmly sticking to the original objectives of the project.

Lessons Learned

34



• Asset Relocation Process

• Audit Management Process

• Employee Access Change

• Impact Status Update

• MS Patch and Vulnerability Scan Ticket Processes

• Sensitive Information Request

• Telecom Daily Files Process

• Ticket Extension Request

• Various WebForm processes driving automated ticket creation/routing.

• 38 processes currently deployed with 12 processes currently in dev/planning stages.


35

Thank you!


36

Bruce Matzen (“matzebru” on Symantec Connect)

[email protected]

(605) 367-1368

37

EM B10 – Customer Panel: Leveraging Workflow to Automate IT Travelport

Rob Moore Senior Manager, Corporate System Architecture


Travelport

• Travel and Leisure

• Company Size

– Close to $1 Billion in total sales

– 4250 (Full time and Contractors)

• Number of End Points

– 6,200 Desktops and Laptops

– 7,000 Servers

• Symantec TMS / Helpdesk 6.5 / SEP

38

Company Overview


Travelport

• Give our Duty Manager the ability to switch the affinity of a single or group of Cisco PODS from one system to another

– Before UCS process would take days

• System had to be de-provisioned

• New Image had to be applied to system

• New server registered to AD

• Added to Application Pool used by one of 2 major applications

Challenge

39


Travelport

40


Travelport

• Get Data from UCS Pod

• Process XML data from UCS

• Generate views for Duty Manager

• Construct HTTP Post command

• Send Command to UCS

• Retrieve changes and updates to display new configurations

41


Travelport

• Server conversion complete in 12 minutes

• Duty Managers now have immediate ability to augment needed services

• Servers can be switched back and forth at will as needed, or can be powered off when not needed


42


This simple workflow has drastically

reduced the time and effort it takes to

beef up our environment, and we can do

it on the fly…

43

Steve Senecal, Travelport


Travelport

• There is more than one way to interact with external systems

– UCS webservice would not compile in WF

• Http/https POST was accessible

• Get more user input up front on final interface appearance

• Drive out not just the requirements, but the user expectations

Lessons Learned

44


Travelport

• Besides the process you just discussed, what other processes have you deployed with Symantec Workflow?

– Certificate creation and delivery, employee synchronization, Distribution list updating, Citrix self provisioning, CAPS, User Information Webservices, New Hire Process, Employee Termination Process, email inbox monitoring (log viewing), Contractor Account Management, Group Management, many many more…

• Approximately how many processes do you have deployed in total?

– Approximately 120 total processes

• Windows Services

• Webservices

• Workflows

• Monitoring projects


45

Thank you!


46

Rob Moore

[email protected]

(770) 563.6942

mailto:[email protected]

Thank you!


47

Jason Short

[email protected]

303-601-5350

Chris Berninger

[email protected]

619-548-0040

em b10 customer panel: leveraging workflow to automate...

Documents