predictive service operations - hp

7/26/2019 Predictive Service Operations - HP

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Predictive service operations:How to improve IT operations management to responddecisively to the current economic crisis


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Table of contentshe need for transformation: IT operations today . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 3

Workflow in the reactive operations team . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 3

ransform IT with HP predictive service operations . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 4

Health monitoring . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 5Incident and problem management . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 5

Change management. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 6

Automated release management . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 7

Bringing it all togetherunified data . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 7

Making the move from reactive to proactive . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 8

Reactive stage. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 9

Control stage . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 9

Manage stage. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 9

Proactive stage . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 9

Predictive stage . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 9redictive service operations solutions . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 10

HP business service management . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 10

HP business service automation . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 10

HP IT service management . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 11

s it time for your operations organization to move to predictive service operations? . . . . . . . . . . . . . . . 11


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IT operations teams are no strangers to hard timesand tight budgets. When the technology bubble burstin 2001 and the market plunged, businesses slashedIT budgets, and IT responded with outsourcing,

consolidation, and workforce reduction. Ultimately,these measures helped businesses survive thedownturn and set the stage for the IT innovation thatwould drive the recovery.

Now, business is faced with another down cycle,and IT organizations can expect to see budget cuts.But IT cant allow belt-tightening to slow down thedeployment of mission-critical business applications.Cutting operational spend across the board is alsonot the answer. In the past, when budgets were tight,IT dramatically squeezed maintenance activitieswherever they could. Today, with IT so deeplyembedded in every critical business process, thisapproach puts the business at grave risk.

For IT operations, the key lies in a new approachthat makes it possible to operate within strict budgetconstraints without putting business outcomes at riskan approach called predictive service operations.Predictive service operations transforms IT operationsfrom a reactive cycle to a predictive process. Itenables teams to work together across all operationsareas to prioritize and isolate events before theyimpact the business, analyze the impact of changes

to prevent them from disrupting services, automatechange deployments to help ensure consistentauditable processes are followed, and manageIT-enabled business services.

The need for transformation:IT operations today

As it exists today, the typical IT operations

organization isnt well suited to cope with todayschallenges. Most operations teams spend amajority of their time and budget on maintainingthe environment rather than on innovation or onexpanding service offerings. This is in part a resulof cost cutting in previous economic down cycles.Many businesses responded by cutting spending oinnovation and reducing maintenance activities whthey could. This put operations teams in reactivemode; with limited resources, they had to concenton coping with a rising volume of service requestsevents, and changes, and they couldnt get ahead

demand. The result was service disruptions, unpladowntime, and cost overruns.

Workflow in the reactiveoperations teamOne side effect of reactive operations is that functare performed in silos. IT operations breaks downinto four primary functions: health monitoring, inciand problem management, change management,and release management. These functions align wkey processes within the ITIL Service Operationsand Service Transition phases and with similarbest-practice frameworks, and they represent the dto-day activities that all operations organizations mmanage. Most of these organizations have investein management tools and process training, but theinvestments have been made in silos, with each

As businesses struggle to cope with todays economic crisis, IToperations teams are faced with challenges as daunting as anythey have ever confronted. Businesses will inevitably cut IT fundingbut they will still expect operations to deliver innovative businessapplications, pursue new technology initiatives, and upgrade existingbusiness systems. This paper explains how IT operations organizationscan meet these challenges by replacing current reactive processeswith a predictive, preventative, productive approach that unifies healthmonitoring, incident and problem management, change management,and release management to drive efficiencies.

P customer spotlightShortened mean time torepair (MTTR) by 22 percent,reduced the number ofoutages per quarter by 50percent, and increasedend-user productivity by 60percent (financial servicesprovider)

Automatically detected 95percent of network events,reducing international IT costsby 30 percent in the process(communications provider)

Increased the numberof changes moving intoproduction by 40 percentand at the same time cut theemergency change rate by 50percent (global manufacturer)

Improved provisioning by

92 percent, patching by 99percent, and applicationdeployment by 99 percent(global data service firm)

Reduced time requiredto deploy a businessservice by 320 man hours(telecommunications provider)


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functional team attempting to be a standalone centerof excellence. As a result, the benefits are containedin the silos. Automation doesnt extend across theworkflow, and data isnt shared. And because of that,the transitions from one functional area to the next arepotential trouble points.

Determining the cause, impact, and priority of events

uncovered during health monitoring is a challengefor many organizations. According to the 2007 IDCsurvey Business Service Management: Survey ShowsRising Customer Adoption and Increasing Maturity,over 38 percent of respondents spend 30 percent ormore of the incident resolution process on problemisolation.

This causes poorly diagnosed and unqualified eventsto be sent to the service desk for incident and problemmanagement. With so many events to manage,coordinating response teams and avoiding duplicate

efforts is extremely difficult. More than 55 percent ofcompanies surveyed by IDC report that four or morestaff members become involved before the cause of abusiness-critical problem is identified.

In addition, the large number of incidents and requestscoming in to the service desk often result in an ad hocapproach to change management. The IDC surveyindicated that 37 percent of IT organizations handlemore than 500 changes per week, and that thenumber is expected to increase by at least 10 percentin the coming year. Ad hoc change management leadsto poor planning, poor risk assessment, and a lack of

stakeholder involvement in the approval process.

When changes are deployed, they are often deployedmanually or with only partial automation, and theycreate the risk of unplanned downtime. In fact, 34percent of the respondents to the IDC survey said that

25 percent or more of their application or servicedowntime was the result of unsuccessful changesand configurations. And because manual releasesand deployments result in an unknown state of theenvironment, operations teams cant accurately gathe business impacts, which can include:

IT cost overruns

Lost end-user productivity

Negative revenue and brand impact

Penalties for missed service level agreements

Inability to report on or comply with industry andgovernment requirements

Transform IT with HP predictiveservice operationsTo meet todays extreme challenges, IT operationsorganizations need to evolve from their reactive st

by adopting a predictive service operations approThey need rigorous application of standardized bpractices so that they can predict business outcomThey need wide-spread adoption of infrastructureautomation to reduce costs. And they need to makand prioritize decisions with business services inmind to reduce risk and improve availability. All this accomplished through a predictive approach tomanaging IT services.

Industry best practices such as ITIL provide afundamental framework for success, but moreimmediate engagement and automation are still

needed. To become truly effective in managingtodays complex IT environments, organizations mtransform the way they manage the core functionshealth monitoring, incident and problem managemchange management, and release management.

gure 1. The transition pointsetween functional areas areones of potential problems foroperations

Releasemanagement

Healthmonitoring

Changemanagement

Incident andproblem

management

Unknown state

Manualreleases In

cidentstorms

Ad hoc change management


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HP predictive service operations is an approachfor helping IT operations organizations move fromreactive to predictive service delivery. It treats IT

operations both holistically and by function, withthe goal of leveraging the strength of the wholeorganization, across functions, to predictablydeliver the quality and cost of services expectedby the business. The approach focuses on the coreoperations functions to help IT organizations:

Proactively identify, isolate, and prioritize eventsbefore they impact the business

Predict the impact of changes on infrastructure,services, and staff during planning and execution

Increase the productivity of the IT staff through

automation of processes and tasks and throughinformation sharing

Adoption of this predictive service operationsapproach provides guidance to IT organizationsin creating centers of excellence within the corefunctions, and at the same time contributes to thematuration of all operations functions. This holisticapproach drives improvements in costs, quality, andeffectiveness that are transparent to the business.

Health monitoringThe primary goal of health monitoring is to identify

and isolate problems before they impact the business,ideally before an actual outage occurs. HP solutionshelp accomplish this goal in three ways.

First, it provides truly proactive managementcapabilities from issue detection through remediation.It enables operations teams to isolate and address

events before they impact business services, end-uand customers. It lets them monitor entire servicesfrom the business process level down through the

network, servers, and storageimproving correlaand providing needed insight. And it raises awareto changing business conditions before IT alarmstypically would have been raised.

Second, it allows IT teams to manage entiredistributed business services, across both physicaland virtual environments, and across all elements applications.

Third, it provides a complete view of all issues,alarms, events, and impacts relating to a service.

When an event storm occurs, the root cause is qu

identified and prioritized so that end-users rarelynotice a problem with key business services. Thiscomplete oversight means that fewer issues are seto the service desk and that those incidents that arforwarded are pre-qualified and prioritizedallowthe response teams to focus on quickly restoringservices and avoiding lengthy diagnosis.

Incident and problem managementWith pre-qualified and prioritized incidents arrivinthe service desk, the response team can focus all efforts on problem resolution. Pre-qualified incidenalso help drive improved process automation, ensthat incidents are routed to the right teams andprioritized appropriately. This level of automationhelps avoid cross-functional finger-pointing and heeach team focus on maximizing the availability anperformance of its portion of the business services

gure 2. Predictive serviceperations is a holistic approachat benefits every function and

unctional area.

P customer spotlightsing HP health monitoringolutions, a publishing firmeduced MTTR by 50 percent,

e average number of faults perpplication by 25 percent, ande number of escalated faultsy 50 percent.

Automatedrelease

management

Healthmonitoring

Change

management

Incident andproblem

management

Desired state

Informed,automatedrelease F

ewer,qualifiedincidents

Predict impact ofchange before and

during release

Increase staffproductivity andservice reliability

Predict problemsbefore they impact

the business

Understand problemsource for rapid

resolutionProvide the right data to

the right users

Unifieddata

Rational, informed changes


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P customer spotlightsing HP incident and problemanagement solutions, onenancial services firm brokeven on its investment in eight

onths and achieved an ROI of56 percent, and another foundat its response teams couldandle two to four times asany users per month.

Best-practice automation for incident and problemmanagement helps drive productivity across IToperations. The HP solution provides industry-standardITIL process models and workflows that drive rapid

time to value. Process automation and standardizationnot only drive efficiency improvements but alsoimprove the quality of data for continual serviceimprovement and process reporting.

In addition to automating processes, HP solutions helpoperations automate routine tasksdriving furtherefficiencies and improving control of core processes. Byautomating the routine, human error can be factored out,and results become more predictable and measurable.Having higher-quality response-team metrics makesassigning staff resources to services more predictable.Based on historical information, HP solutions provide thecapability to perform what-if scenarios based on servicevalue, assigned staff, and desired service levels. Usingthis information, IT staff deployments can be optimizedto meet the priorities agreed to by the business and IT,and staff resources can be shifted from maintenance tobusiness-critical initiatives.

With better control over inbound incidents, the IToperations staff can be more responsive to businessrequests. Additionally, the urgency of having to dealwith an overwhelming number of issues is reduced,and IT can make more informed and rational

recommendations for change based on data-drivencriteria.

Change managementThe predictive service operations approach tochange management helps ensure that processesare consistently followed, that decisions about risk

and timing are data-driven, and that all stakeholdehave been provided with the information they neeto make solid decisions without having to spend ainordinate amount of time in change advisory boa(CAB) meetings. In short, the HP solution includescredible, reliable change control that follows definprocesses while ensuring that industry and governregulatory compliance requirements are satisfied.

As it does for incident and problem management,HP predictive service operations provides bestpractices for implementing effective changemanagement that make sure the right processes afollowed, the right teams are included in planningand the right stakeholders are involved in approvaThese processes provide a coordinated approachmanaging services from request through delivery.

One of the major challenges IT organizations havwith change management is getting appropriatebuy-in or business participation in the CAB. Businestakeholders often avoid CAB meetings becausethey are IT focused, complex, and lengthy. Withoubusiness involvement, IT is forced to make decisionwithout the proper visibility into critical business

timelines. This can make planned outages moredisruptive than they should be.


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HP predictive service operations helps break downthe barriers to a successfully functioning CAB byeliminating the need for many face-to-face meetings.Instead, it provides the right people with the right

information at the time they need to make appropriatedecisions about upcoming changes. This virtualCAB approach eliminates long meetings and callsand allows CAB participants to rely on shared datato accurately classify the risk and impact of proposedchanges. Additionally, a forward calendar of changesmakes it possible to easily assess business-significantblackout periods, key resource schedules, and othertime-based factors.

With the HP predictive approach, the impact ofproposed and scheduled changes can be easilyidentified while highlighting any unintendedconsequences to other important services. Thiscombination of real-time visibility into change planningand process automation helps ensure that regulatoryrequirements are met and that when needed, auditreports can be easily generated. When the timecomes to finally deploy a change, the release processcan be executed reliably and with confidence.

Automated release managementBy automating the release of both common andcomplex tasks, operations teams can achieve newlevels of efficiency and productivity. HP solutions

for data center and client automation help IToperations teams manage distributed environmentswith consistency and centralized control. The resultis consistency in delivery through documented,repeatable processes that are tunable for continualimprovement. Documented processes also help ensure

that roll-backs can be implemented if needed andsupport compliance reporting requirements.

Automation has been identified as one of the mos

effective ways to address the increasing pace ofchange. In a 2008 IDC survey entitled DatacenteAutomation: Accelerating Market Maturity ThrougInvestment in IT, 86 percent of respondents agreeor strongly agreed that automation is importantfor reliable and cost-effective change and releasemanagement.

HP continues to provide new levels of automation,including complete network lifecycle managementfor monitoring, advanced diagnosis, and automatresolution of performance degradations and faults

Automation allows IT teams to be more productive

by carrying out routine tasks while avoiding manuerrors. Automation also makes sure that processesfollowed and that when changes are made, the rewill be the desired state for business services and supporting infrastructure.

Bringing it all togetherunified dataMoving IT organizations from reactive to predictivservice operations requires a sharing of knowledgacross functions, and coherent data to drive effectprocess automation. IT must have a unified view oservice information to help ensure that each functiois responding to demand with the same set of corepriorities. Sharing information breaks down thesesilos and makes sure that there is a common visibiinto changes, incident records, asset histories, servreliability, service levels, and the cost of the servicprovided.

P customer spotlightsing HP changeanagement solutions, aealth insurance companyeduced CAB meeting time by

5 percent while increasingAB effectiveness.

P customer spotlightsing HP automated releaseolutions, a financial servicerm reduced the time requiredo add a new database clusterom eight days to 1.5 hoursnd improved its server-to-dmin ratio from 50:1 to 120:1.


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P customer spotlightsing HP automatediscovery, a pharmaceuticalrm reduced the requiredevel of effort for changeanagement andpplication mapping fors Siebel consolidationy 90 percent.

gure 3. The HP maturity modelrovides a roadmap for movingom reactive to predictive.

Consolidate domainmanagement, network,OS, servers, and storage

Configurationmanagement

Capture/discoverdomain-specific data

Asset tracking

1 2 3 4 5

REACTIVE CONTROL

MANAGEPROACTIVE

PREDICTIVE

End-user experience

End-to-end transaction

Consolidate servicedesk for incident andproblem management

Automated release:network

Coordinatedworkflow automation

Contact and softwarecompliance

Problem isolationand diagnostics

Knowledgemanagement

Problem isolationand diagnostics

Change processautomation

Service catalog

Automated release:server and storage

Automated release:client automation

Consolidate domainmanagement, network,OS, servers, andstorage

Service-levelmanagement: health

Service-levelmanagement:Response time

Run-book automation

CAB decision support

Service model inCMDB

Business andtransactionmanagement

Continual serviceimprovement

Continual serviceimprovement

Implement on-timedecision support

Implement on-timedecision support

Health

Incident andproblem

Change

Automatedrelease

Unifieddata

HP predictive service operations provides a completeview across IT, making information available whenand where it is needed and in a context that isappropriate for each user. The goal of this sharedinformation is to keep teams and tools synchronizedso that all IT functions can be more productive.

In contrast to manual spreadsheet tracking, automateddiscovery keeps the information current to enablethe key processes in health monitoring, incident andproblem management, change management, and

automated release. Without real-time updates oninfrastructure and service topology, it is impossibleto reliably manage the impact of changes and therelated risks. Similarly, without an automaticallydiscovered service mapping of applications toinfrastructure, proactive problem isolation andprioritization cannot be achieved. With HP automateddiscovery, many applications are discoverablewithout customization, and others, once mapped, aremaintained automatically.

HP automated discovery shares the same DNA asthe integrated configuration management database(CMDB) defined in ITIL, which does not assume thatall data resides in a single repository, but insteadrecognizes the reality that multiple data repositoriesform a configuration management system as set forthin ITIL.

Making the move from reactiveto proactiveFor many organizations this move will take time aneffort. But the question is not when to start, but whIT organizations must assess their current capabilitacross operations and plan for maturing theirorganization in a way that best meets the ongoingneeds of the business in both good and bad econtimes. HP predictive service operations provides san approach.

The move to predictive service operations canbe accomplished in any number of ways. Someorganizations will choose to create centers ofexcellence around particular IT operations functionwhile others will adopt a methodical, unified approf improving the entire operations group from onestage to the next. However, the end resultthe trupredictive operations environmentdoes require aholistic approach; none of the individual functionsbe left behind.

To help customers plan for their transition to predicservice operations, HP provides a maturity modelthat identifies five common stages: reactive, contromanage, proactive, and predictive.


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Reactive stageReactive organizations are those that are still workingwith siloed IT functions, pockets of automation, anddisparate processes. The first step to move from

reactive to control is to get a consolidated viewof the infrastructure, its health, configuration, and therelated assets. Common problems at this stage mayinclude decentralized IT services; a focus on quickfixes and a lack of information; the need to respondto repetitive end-user requests and react to the sameproblems over and over; and limited ability to locateand track assets and their usage.

Control stageThe control stage often involves consolidation ofprocesses and tools to drive efficiencies. This stageincludes monitoring the health of business servicesfrom the perspective of the end user; consolidatingthe service desk to maximize the benefit of incidentand problem management best practices across theenterprise; automating releases for network elementsand coordinating workflow automation; cross-domaindiscovery; and software license and asset contractmanagement.

Manage stageIn the manage stage, IT organizations have control ofthe fundamentals and are able to actively manage theenvironment to rapidly respond to service requests,

disruptions, and required changes. This stage includeseffective problem isolation and diagnosis; end-userself service capabilities through the service catalog;knowledge sharing through the use of integratedknowledge management; change process automation;automated release for servers, storage and clients;and dependency mapping and consolidated topology.

At this stage, IT operations teams are able to deliverstandardized services reliably and within the costguidelines of the business.

Proactive stageThe proactive stage is characterized by a focus onmanaging service levels jointly defined by the busand IT. To do this ef fectively, IT must understand th

priorities and costs of the services provided andbe able to communicate its understanding of thesepriorities to the business teams in a meaningful waIn this stage, service expectations have been definacross the IT organization so that each functionunderstands its contribution to the business. Finallyadditional automation is employed to further driveprocess consistency and efficiency.

Predictive stageThe predictive stage is characterized by the IToperations organizations ability to predictablymanage the IT environment, meeting the serviceavailability, reliability, and cost needs of the busin

At this stage the correct balance between strategiinnovation and maintenance activities has beenfully achieved. IT is able to proactively identify andrespond to changing business conditions and to aas a trusted advisor for the business. Continual seimprovement across IT services is attained in thisstage because the IT organization has all the propmetrics required to evaluate the trade-offs relatedto service delivery. And lastly, implementation-timedecision support provides real-time visibility into thenvironment and services, allowing change mana

and practitioners to predict the impact of scheduleand scope changes, making deployments consisteand cost-effective while providing stable updates tthe existing environment.

As organizations move up through the maturity mofrom reactive to predictive, they gain both IT andbusiness benefits. IT benefits include increased seravailability and performance, reduced change-relrisk, and improved staff productivity. Business ben


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include improved end-user productivity, lower costs ofservice, higher-quality, more stable service delivery,and improved responsiveness and innovation from IT.

This maturity model, derived from HP customerexperience, provides a guideline, but is not a lock-stepformula. Different organizations will find it practicalto implement predictive capabilities in whatever orderbest matches their unique business requirements.

Predictive service operations solutionsThe HP predictive service operations is supported byHP solutions that work together to help operationsexecutives deliver business value and reduce riskacross the operations workflow.

HP business service management

HP business service management solutions help keepservices up and running, and through automationthey provide a consistent and efficient way to handleincidents and to monitor and report service-levelachievement. They let IT operations see businessservices from the top down, the way businessusers see them. They also provide the bottom-upinfrastructure viewthe performance and availabilityof networks, systems, storage, and softwareneededby specialists. Then HP software combines thesetwo perspectives so operations staff can understandthe business impact of infrastructure or application

problems. Restoration efforts can then be focusedwhere there is the most business need.

When service impairment is detectedoften beforeusers experience problemsinfrastructure-wideviews allow operations staff to quickly identify

the source of the problem. Automated proceduresenable generalists to perform basic troubleshootinand restoration steps. When handoffs are requiredthey go to the right specialist team with the right

information the first time. Specialist toolsbased ocommon information and providing a common viepermit specialists to come up to speed quickly andzero in on problems.

HP business service automationHP business service automation solutions providea set of integrated tools to automate change andconfiguration management across the environmenuser desktops, network devices, servers, and storaHigh levels of automated change management arethe only way to deal efficiently and reliably with tnumbers and variety of devices prevalent in todayinfrastructures. HP business service automation allIT to establish standard configurations, deploy thequickly, verify their implementation, and continualmonitor their state. Inventory information is continucollected, so IT knows what is in the environment, identify exceptions to policies, and can quickly assthe impact of planned changes.

Since operations processes span team silos,HP business services automation uses workflowtechnology to orchestrate not only changes, butservice management processes like problem and

incident management as well as routine maintenatasks across the data center, the network operatiocenter, and application support teams. ITIL procescan be implemented, managed, and documented


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HP IT service managementHP solutions for IT service management enableIT teams to consolidate service desks, implementself-service catalogs, continuously improve

services, manage project portfolios and finances,consolidate event management, and control change,configuration, and release management to delivervalue to the business at low cost and risk.

They enable operations organizations to proactivelymonitor service levels and report performance. Theyallow IT teams to maintain an automated IT servicedesk to speed resolution when users experienceproblems or require new services. A service catalogallows users to request the IT assets they need andinitiate the acquisition process. Self-serve facilitieslet them access information and find solutions tocommon problems. And automation speeds thingsup for business users and increases staff efficiency,driving down cost and increasing consistency andrepeatability.

Is it time for your operationsorganization to move to predictiveservice operations?

As your business prepares to weather the currenteconomic downcycle, your IT operations organizacan be a key contributor to survival and recovery.if your team still operates in reactive mode, then itability to contribute is limited. The more progressivyour operations capabilities are in terms of thematurity model, the greater your teams ability helbusiness contain costs without putting business goat risk.

HP predictive service operations can give your IToperations managers the tools, the services, and

the approach they need to move from reactive topredictive by pragmatically improving key functionthat drive service quality, reduce the risk of changand support regulatory requirements, all the whilemaintaining costs at levels agreed on with thebusiness.

To learn more about how HP software and servicecan help you move from reactive to predictive servoperations, contact your HP representative today ovisit us online atwww.hp.com/go/btosoftware.


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Technology for better business outcomes

To learn more, visit: www.hp.com/go/btosoftware.2008 Hewlett-Packard Development Company, L.P. The information contained herein is subject to change

ithout notice. The only warranties for HP products and services are set forth in the express warrantyatements accompanying such products and services. Nothing herein should be construed as constitutingn additional warranty. HP shall not be liable for technical or editorial errors or omissions contained herein.

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