Juan Paulo Cabezas Especialista de Ventas de Soluciones de Seguridad para IBM Latino America Junio 2010 System Management: como elemento diferencial para alcanzar sus objetivos
Agenda Problemática y nuestra estrategia Gestión de Almacenamiento Gestión de Seguridad Gestión de procesos y disponibilidad Gestión de Activos Resumen 2
Necesidad clara: Los sistemas e Infraestructura se encuentra en un punto de quiebre 85% idle 40 billion 33% 1.5x 75c per $1 In distributed computing environments, up to 85% of computing capacity sits idle. Consumer product and retail industries lose about $40 billion annually, or 3.5 percent of their sales, due to supply chain inefficiencies 33% of consumers notified of a security breach will terminate their relationship with the company they perceive as responsible Explosion of information : 54% growth in storage shipments every year 75% on average is spent on maintaining current IT infrastructures versus adding new capabilities 3
Foco de inversión: Automatización de procesos de TI For your IT organization, what process do you consider the most important to automate? Disaster Recovery 1% High Availability 14% Other 3% Change Management and Configuration Management 45% Fault and Problem Management 18% Initial RBA deployments focused on problem and fault management. Source: 2008 Data Center Conference 119 responses Provisioning 19% 4
Objetivos: Automatización de procesos de TI 1. Cost Efficiency Large processes Organizational maturity Dedicated process administration 2. Reduce Human Intervention Many small processes Focus within management silos 3. Complexity reduction Focus on tasks that require lots of products or people Focus on tools that are known to be complex Focused on integrating a number of tools 4. Risk Mitigation End-to-end reporting/auditing Role-based access, controlled process interaction Configuration management and security event management focus 5. Support of Best Practices Manages IT operations processes in-line with best practice guidelines Integrates products in support of the best-practice process 5
Integrated Service Management Le permite enfocarse en lo más importante para su negocio Visibility Control Automation See your Business Respond faster and make better decisions. Manage risk and Compliance Assure quality and reduce risk. Improve your Business Lower costs and build agility. 6
Integrated Service Management IBM permite a sus clientes entregar calidad de servicio y reducción de costos mediante un ambiente integrado Streamlined task navigation Process, people and technology alignment Understand IT and business service relationships Comprehensive self-management & automation Improved decision making through integrated end to end reporting and analytics 7 Extensibility in creating customized solutions. Simplified sign-on and user management.
Integrated Service Management: Permite alinear a TI y los activos de operación con los objetivos de negocio Deliver repeatable business outcomes across all assets, aligned with the business needs of the customer/end-user. Establish disciplined management through the use of common metrics, repeatable processes, and task automation. Create a complete, comprehensive, inventory of all assets, their relationships, status and operational metrics. 8
Los desafíos: Como trabajan las áreas de Desarrollo y Operaciones Software Development Processes Report Deliver Define DEVELOPMENT Test Design & Build Govern Automate Discover OPERATIONS Control Relate Service Delivery, Support & Operational Processes Had an application fail the first day of rollout after six months of intense testing? Found out that a recent production outage was caused by a known problem in development? Had a performance problem reported in production that can t be reproduced in development? Experienced a production security breach due to a poor application design? 9
Agile & ITIL Process Linkage, Existing APIs, REST Interfaces Development Tools Operational Tools Existing APIs, REST Interfaces, Launch-in-Context Shared Context for Transformation, Reconciliation & Federation 10