case study: how bancolombia transformed from component monitoring to user experience monitoring...

1 © 2015 CA. ALL RIGHTS RESERVED.@CAWORLD #CAWORLD

Case study: How Bancolombia transformed from component monitoring to user experience monitoring using CA APM

Juan A Jaramillo

DevOps: Agile Ops

Bancolombia

Gerencia de Ops y Monitoreo de Servicios de TI

Session Number

@juan8721

#CAWorld


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For Informational Purposes Only Terms of this Presentation


Agenda

ABSTRACT

SHORT REVIEW OF GRUPO BANCOLOMBIA

QUESTIONS AND ANSWERS

LEVERAGE THE CAPABILITIES

BUSINESS BENEFITS

ROAD MAP

1

2

3

4

5

6


Abstract

Bancolombia is the largest financial organization in Colombia,which means that many of the users of financial services in thecountry are its customers. This makes Bancolombia anorganization where customer satisfaction is a critical factor. Fouryears ago, Bancolombia adopted CA Application PerformanceManagement (APM) and began their journey to move from afocus on knowing only the state of the infrastructure to knowingthe status of applications and user experience. CA APM providesreal time insights into the user experience and shows how wellBancolombia is delivering services to its customers, whiledelivering peace of mind to the business.

Juan A. Jaramillo

Bancolombia

IT Analist


Short Review of Grupo Bancolombia


140YEARSof history


“Bancolombia was the First Colombian Financial Institution in the Centroamerican Market”

Banco de Colombia1875

In Panama International Banking License

1973

Was born Bancolombia S.A.1998

Banagricola El Salvador2007

Panama Banca Local BAM Guatemala2012

Banco industrial Colombiano 1945

BIC list its ADRs on the NYSE 1995

Fusion Conavi, Corfinsura y Bancolombia

2005

Grupo Bancolombia en Peru 2009

Banistmo Panama 2013

1875

1973

1998

2007

2012

Banco de Colombia

Licencia Internacional

De Banca Panamá

1945Banco Industrial

Colombiano

1995BIC lista su ADR en la

bolsa de NY

Nace Bancolombia S.A.2005Fusión Conavi, Corfinsura y

Bancolombia

Banagrícola El Salvador

2009Grupo Bancolombia

en Perú

Panamá Banca Local

BAM Guatemala 2013Banistmo Panamá

1875

1973

1998

2007

2012

Banco de Colombia


De Banca Panamá


Colombiano


bolsa de NY


Bancolombia



en Perú

Panamá Banca Local


1875

1973

1998

2007

2012

Banco de Colombia


De Banca Panamá


Colombiano


bolsa de NY


Bancolombia



en Perú

Panamá Banca Local


1875

1973

1998

2007

2012

Banco de Colombia


De Banca Panamá


Colombiano


bolsa de NY


Bancolombia



en Perú

Panamá Banca Local


1875

1973

1998

2007

2012

Banco de Colombia


De Banca Panamá


Colombiano


bolsa de NY


Bancolombia



en Perú

Panamá Banca Local


1875

1973

1998

2007

2012

Banco de Colombia


De Banca Panamá


Colombiano


bolsa de NY


Bancolombia



en Perú

Panamá Banca Local



Bancolombia International Presence

Perú

Representation office

Colombia

El Salvador

Puerto Rico

Panamá

Caymán Islands

Guatemala

Honduras

Nicaragua

Costa Rica

9 © 2015 CA. ALL RIGHTS RESERVED.@CAWORLD #CAWORLD Data as June 2015 -

Branches10,427,482

Transactions Volume

(Colombia)

ATM30,858,896

Telephone Branch6,115,832

POS14,855,114

Virtual Branch74,975,852

Banking correspondent4,425,868

Mobile channels50,368,818

Relevant figures(Data as June 30 de 2015 – Include BAM)

Clients

10.000.000

Suppliers

18.000

Employess

35.000

ATM

8.000

Branches

1.000

PAC

16.000 5.000

Banking Correspondent

Countries with presence

10


Monitoring Team

We are part of the IT management monitoring and Operations organization

Monitoring has 2 sections

Monitoring tools team

– Admin with provider

Monitoring operations team

– 7x24-365 days


Leverage the Capabilities


In the Past

The monitoring was oriented to infrastructure components

We only detected faults when the infrastructure components failed

We didn't perceive an application's degradation

We didn't know the transactional behavior of the Services

We used to measure an application's performance based on metrics, such as CPU or memory usage


APM Pilot

In 2011 we implemented a pilot of Introscope for a critical mission-application

The implementation was standard, it was not fully implemented

With this we discovered the application‘s behavior and identified faults when we had no warning from the infrastructure


Implementation

The final deployment in production took 6 months, considering the installation of the agents

It is important that the implementation was done through QA environments to validate that the applications did not consume more resources

Proper safety tests were also performed to validate that the customer’s data were not exposed

The monitoring team was trained to learn how to interpret the new monitoring variables


Quick Profits

Monitoring based on transactional behavior

Monitoring of response times

Monitoring of middleware components (Message Queue, Message Broker)

Automatic monitoring of the Core (iSeries/as400)*

The main classes of a transactional service were implemented


Exploit the Functionalities to the Fullest

Power pack

Fieldpack

EPA

Cross Enterprise (zSeries)


Continuous Training

Knowing the tool in every detail is useful for us so that we know how to monitor a new service in the best way

Technical knowledge on administration of the tool

Knowing all your options for monitoring

Learn the best practices for configuring agents properly


Business Dashboard


Become Famous

CA APM became famous for accuracy in diagnosis

It turned out to be fundamental in war rooms

All applications with any deficiency want to implement “CA APM” to improve their performance

This is because the monitoring team, through their training, made very accurate diagnoses and took evidence of the failure


Business Benefits


Modelling Services

In order to have full control of the status of the service, it is very important to have the support of the area that knows the business and clearly defines the business processes

Knowing the service on the business side and also how it works technically, it is possible to model a service

For this we rely on Business service management where quality indicators show how service is provided to final users


End User Experience

There are many services where IT components interact and not all are java or .NET, can be BAD, middleware or appliance

With APM we began to see which transactions became slow, and where the delay was

This could affect a few customers, but for us they are all important; Correcting these flaws makes end users notice the quality of service, and this is good for business


Road Map


Road Map

APPLICATION NOV DEC JAN FEB MAR APR MAY JUN

Update APM 10

MAA

CEM Pilot

Migrate

Implement our mobile app

Try an application


Credits

CA Pre Sales Team Compuredes Implementation Team


Q & A


For More Information

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CA World ’15

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