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© Copyright 9/14/2015 BMC Software, Inc 1

Jana Hughes Coulter

Infrastructure Development Professional

Magnus Haglund

Lead Architect

Sep 11, 2015

Volvo’s Integrated Implementation of BMC TrueSight, BMC Remedy and BMC Atrium Across the Enterprise


Agenda 1. Introduction

BSM, IT Services, and the Volvo

Group

2. Vision before BMC Why the vision did not work and

about the transition

3. Vision after BMC Why the vision is working and

looking to the future

4. Q/A

../VIDEOS/Best.20100608_AB_VOLVO_Volvo_Group_Corporate_Video.mpg


INTRODUCTION

BSM, IT Services, and the Volvo Group



The Volvo Group

employs about 110,000 people

has production facilities in 19 countries

sells its products in more than 190 markets

The Volvo Group is one of the world’s leading manufacturers of trucks, buses, construction equipment, and marine and industrial engines.



IT Services of Volvo Group

> 5500 employees in more than 30 locations around the world

Delivers IT solutions & services within the Volvo Group as partners

Sells IT solutions & services to selected customers outside the Volvo Group

IT Services is an organization within the Volvo Group that

provides solutions for all areas of the industrial process


IT Services Mission

Strives to be a best of class provider to our customers, delivering and operating business focused IT services using recognized ITSM principles and ITIL best practices.



Business Service Management of IT Services

Within IT Services, there are multiple teams working together to support the IT Service Mission with a specific vision focused on Business Service Management (BSM).

• BSM Team

• Central Event Automation Project



Business Service Management Vision

Provide a means to understand the alignment between IT and the customer business processes that IT supports

Use focused approach to manage the environment around customer impact

Drive operational excellence of the solutions that add value to our customers’ business

Strive for a best of class service that enables management of IT services from a business impact perspective:



VISION BEFORE BMC Why the vision did not work and about the transition


BSM Vision : Was this before. It has not changed.


– Provide a means to understand the alignment between IT and the customer business processes that IT supports

– Use focused approach to manage the environment around customer impact

– Drive operational excellence of the solutions that add value to our customers’ business


• Much duplication of resources and effort across various technology domains to manage, upgrade, integrate and maintain different tools.

• Lack of transparency between units led to unnecessary delays and double work

• No SLM integration. Limited opportunity to prioritize between services as no automatic comparison to SLA

• Manual Service Modeling effort extensive – unable to keep up, causing incomplete and outdated models

• Manual Event Correlation – made it difficult to relate service outages and root cause

• Support groups had a high resolution rate but much of the standard work could be automated

• Laborious manual SLA Compliance reporting, often not accurate.

• Manual Service (Availability) reporting, with guessing.

• Number of irrelevant events raised was over 50%

• Root cause analysis was based on limited information

• High number of incidents were reported by end users.

Many vendors, no tight (all custom) integrations

High costs to maintain Component based bottom up monitoring driven from infrastructure level

Why the Vision did not work …


Change needed. Changes made. Changes = Positive results.

• Users accustom to familiar tools that had been in place for years

• Users acting with known non-ITIL compliant processes

• Less Automation

• Slower Response Times

• No CMDB integration

• In-house custom event-incident integration that often broke

• Users training in QA

• Unfamiliar tools and new processes rolled-out to production

• More issues are being escalated to Remedy. Some confusion.

• Users becoming accustom to new tools and new processes, slow to respond at first

• Tight CMDB integration in place

• Tight BMC event-incident integration in place

2015: Volvo changed to ITIL compliant processes and to BMC tools.

The difficult transition months were March and April.

• Users settling into new tools and new processes

• Total incidents climbing due to increased automation

• Meantime To Respond to events going down

• Meantime To Resolve incidents going down

• Better information – Tight BMC Event-incident integration along with CMDB integration increases transparency of issues across the enterprise

2 Months Before 2 Months of Transition 2 Months After Transition


KPI: Meantime To Respond to Events

226min

Big Increase

96min

Still an Increase

Difficult Transition but now have a

“Better Way of Working”

TRANSITION 2 Months LIVE BEFORE

74min

Starting Point


KPI: Meantime To Resolve Incidents

50% Decrease

70% Decrease

Meantime to repair is getting lower

TRANSITION 2 Months LIVE BEFORE

Starting Point


KPI: Percent of Automatically Resolved Incidents

Auto-Resolved

Auto-Resolved

BEFORE

40% 10%

2 Months LIVE

Automation is increasing (as well as volume increase)


KPI: Events Automatically Associated

Associated

BEFORE

60%

2 Months LIVE

Better information is used & Solution Drives CMDB Data Quality

0%


VISION WITH BMC Why the vision is working and looking to the future


BSM Vision : same, now possible.


– Provide a means to understand the alignment between IT and the customer business processes that IT supports

– Use focused approach to manage the environment around customer impact

– Drive operational excellence of the solutions that add value to our customers’ business


Why the vision is working …

Integrated implementation of BMC Truesight and the BMC ITSM Suite is helping IT Services achieve its Mission and BSM achieve its Vision in these three key ways:

• Enabling Operations and Service Desk organizations to better collaborate, share the same understanding and align across the enterprise

• Driving process improvement – becoming more efficient

• The ‘Service’ in focus - Becoming more ‘Service oriented’


How improvements are being achieved with BMC Products…

March 2015, Go Live

– BMC Truesight – Central Event Management

– BMC ITSM Atrium CMDB Integration - OOTB

– ITSM Remedy Incident Management Integration – OOTB

– Process Improvements

– Business Change -Using BMC instead of Volvo custom tools and multi-brand software

– Lessons Learned


More improvements coming, a peak at our future…

Next Delivery (Release)

Delivery to Service Level Agreement – Using Event Management – ITSM Service Level Management Integration - OOTB

– Service Availability Reports

• Shows service availability compliance. The evaluation is based on the availability target in a Service Level Agreement (SLA).

– Component Availability Reports

– Service Status & Notification

– Dashboard View

– Decommission of Legacy Tool


People Executing the Process

Product Supporting the

Process & People

Process

A Recipe for Success!


Event Management

Rule Engine

Event Correlation

Event Prioritization

Event Categorization

Runtime Impact Analysis

Suppress Events

CI Maintenance Mode

Dashboard Views

Add Service Context

Drive Urgency

Customer

Service Availability Reporting

Service Reporting and

Follow-up

Contracts

Service Level Agreements

Service Level Targets

Defined measurement criterias

Service Level Management

Incident Management

Identify Major incident

Prioritization

Resolution

Support

Groups

Exceptions

Approved Changes

Service Models

User Incident Requests

Availability and Performance

Monitoring

Fault Monitoring

Network Performance Monitoring

Application Performance Monitoring

Service Request

Management

Request RequestE

ve

nts

How it all fits together

Knowledge Management

Knowledge Articles

Change Management

Mitigate Risks

Change Impact Analysis

Configuration Management

DataBase (CMDB)

Configuration Management


Monitor Event Incident Outage

Availability Management

•Availability

•Performance

Event Management

•Exception

•Automation

•Review

Incident Management

• Incident High

•MIP Indicator

•Review

Service Level Management

•Availability %

•DownTime

•DownCount

•Compliance

•Reports

Our next delivery - Process Overview


IT Service

1

1

1 24

1

45 min

Availability

Report (w1)

Availability

Report

(w1+w2)

Availability

Report

(w1+w2+w3)

10 min 5 min

99.90%.

45min. 1#

99.87%.

55min. 2#

99.86%.

60min. 3#

99.82%.

76min. 4#

w0 w1 w2 w3 w4

100%

100.00% 0m 0# 99.82% 76m 4# : At Risk 99.86% 60m 3# 99.90% 45m 1# 99.87% 55m 2#

Target:

99.7%

Notification

Outage Incident Incidents prioritized higher!

Monthly

Availability

Report

X X X

99.82%

99.90% 99.86%

99.82%

16 min X

99.82% 1.27 h 4


Q & A Your questions, our answers


Questions?


Key Take Aways

Integrated implementation of BMC Truesight and the BMC ITSM Suite is helping IT Services achieve its Mission and BSM achieve its Vision in these three key ways:

• Enabling Operations and Service Desk organizations to better collaborate and align across the enterprise

• Driving process improvement

• Becoming more ‘Service oriented’


Thank You.

Presenter: Jana Hughes Coulter [email protected]

Magnus Haglund [email protected]

BSM, IT Services, Volvo Group Contributors: Björn Heide BMC Consultant, CEAP

Karel Vandeputte Volvo Group, BSM & CEAP Tech Lead

mailto:[email protected]

mailto:[email protected]

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