copyright © 2004, sas institute inc. all rights reserved. sas ® it intelligence taking it...
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Copyright © 2004, SAS Institute Inc. All rights reserved.
SAS® IT IntelligenceTaking IT “Beyond BI™”
April 18, 2023
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Underutilizedcapitalresources
Shifting costs of laborand automation
Complexity of discrete elements
Lack of agility
Better business alignment
Drivers Affecting IT Operations
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0% 10% 20% 30% 40% 50%
Cutting business costs 8%
Strategic use of IT & business intelligence
38%
Creating new products and services
13%
During the next three years, the biggest shift in the focus of IT in my organization will be toward:
Anticipated Shifts in IT Focus Will Increase People and Process Complexity
Enabling better business process
43%
Source: Gartner EXP CIO survey, 2005
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Move Up the IT Process Maturity Model
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IntelligenceIntelligence
Busi
ness
Valu
eB
usi
ness
Valu
e
Business Intelligence for IT
Reporting / OLAPReporting / OLAP
Data ManagementData Management
Data AccessData Access
What
Happened?How Much? How
Many?
InformationData
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Copyright © 2004, SAS Institute Inc. All rights reserved.
IntelligenceIntelligence
Busi
ness
Valu
eB
usi
ness
Valu
e
Beyond BI™ for IT
Reporting / OLAPReporting / OLAP
Data ManagementData Management
Data AccessData Access
OptimizationOptimization
ForecastingForecasting
Descriptive ModelingDescriptive Modeling
What
Happened?How Much? How
Many?
What will happen
next?Why did it
happen?
What’s the best that can
happen?
IntelligenceInformation KnowledgeData InformationData
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IT Intelligence
IT intelligence is the
hindsight, insight, and foresight
to optimize the impact of IT on the organization.
It is the difference between just managing IT and
optimizing it.
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Performance MonitoringThe Old Definition
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SAS® IT IntelligenceThe New Definition
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Resource Optimization
Performance Management
Threshold and Peak-Period Analysis
Workload Profiling
Capacity Forecasting
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The Benefits ofResource Optimization
Fact-based Decision Making
Predictable, Defendable, and Sustainable Investments
Cost Avoidance
Enhanced Credibility with Internal and External Customers
The Foundation for Service and Financial Optimization
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Service Optimization
Service Transparency
Process Streamlining
Root Cause Analysis of Latent or Chronic Problems
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Financial Optimization
Financial Transparency
Cost Recovery and Chargeback
“What-if” Modeling
Cost Forecasting
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The Benefits of Service and Financial Optimization
IT Tuned to Business Priorities
Enables Business-Centric Communications
Shared Success with Business
Operational Effectiveness
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The Steps to Deliver IT Intelligence
Process
Process
TechnologyTechnology
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SAS® Enterprise Intelligence PlatformEnabling SAS IT Intelligence
Financial
Service
Resource
Resource Optimization
Financial Optimization
Service OptimizationFinancial
Resource
Business
Services
Enterprise Data Data Reduction Intelligence
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SAS IT Intelligence:Analysis Synchronized to Configuration Changes
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DemoSAS® IT Intelligence
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Delivering SAS® IT Intelligence to the City of MinneapolisServer Statistics
Track server utilization by function
Highlight server utilization hotspots by
time of day
Display highest utilized servers
Forecast seasonal utilization for servers
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UNIX ServersInitial State
UNIX ServersProposed Consolidation State
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Track and forecast total IT costs of
business transactions
Monitor actual IT spend to budgets
Alert and predict pending degraded service from insufficient capacity
View Key Performance Indicators by critical applications,
key infrastructure components, LOB consumption, and more
Service Optimization
Resource Optimization
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SAS Claims Second Datamation AwardFebruary 22, 2005By Lynn Haber
“It was a tight race to the finish, but SAS Institute's IT Service Level Management product squeaked ahead of its closest competitor to capture the first place finish in Datamation's 2005 Product of the Year category for Network and Systems Management Software. “
Stephen Elliot, a research director at IDC, an industry analyst firm based in Framingham, Mass., says interest in service level management is increasing as IT operations become more business-centric and operate as a service provider rather than a cost center. ''Most companies are striving towards this concept,'' he says.
''There also is a big push within IT operations groups to drive the integration between infrastructure management tools to improve cost efficiency and enable more automation,'' he adds.
http://itmanagement.earthweb.com/netsys/article.php/3484616
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