©2010 Hewlett-Packard Development Company, L.P. The information contained herein is subject to change without notice

Sprint shows how to enable an intelligent enterprise through a closed-loop incident process

John D FeltonDirector of Service Integration

What is CLIP?

– CLIP means that the event, configuration (asset & CI), incident &

change management processes are always synchronized & working

together to reduce downtime and increase IT service levels. Sprint

has embarked on deploying CLIP which will integrate all of the above

processes using HP tool solutions. Implementing CLIP within Sprint’s

IT environment will promote a single source integration of our tools &

processes. This integration will allow us to support our Business

partners by providing process and organizational efficiencies, promote

accelerated decision making and knowledge sharing, while reducing

costs.

Sprint is here and here is NOW

Agenda

3

Closed Loop Incident Process

Business alignment and benefits realization

Customer case studies

Welcome and introduction

IT priorities, challenges and critical business issues

Is your IT shop constantly challenged with delivering IT solutions to your customers cheaper & faster? If you answered YES! - This session will teach you how to bridge operation and service management gaps by using HP solutions to integrate your current tools. We will share with you how Sprint embarked on deploying CLIP. The session topics to are as follows:

• Connecting the asset, event and configuration management systems with the incident management processes

• Creating application maps utilizing HP Universal CMDB & automatic Discovery & Dependency Mapping

• Relating the application maps to the business services

• Discuss how implementing CLIP and our integrated data will support process and organizational efficiencies. Additionally, we will explain how immediate access to multiple data sources in a single integrated system will promote our business partners to make better decisions; faster.

IT Enterprise Services – Service Integration StrategyDrive continuous service improvement opportunities for our business partners

4

• Multiple tools

• Duplication of Data

• Many integrations points

• Too dynamic to replicate in

single repository

• Technology, developed by

different people at different

times

Traditional Integration

Cheaper, Better, Faster

5

Current Service Management environment supported

6

Tivoli

PageIT SORT

Call Center Services

SAMRConfig & Asset Data for Laptops & output devices

Microsoft SCCM

OIMS

I-EngineerOVIS

Nexus

Data is manually created in multiple tools,

increasing data inconsistency

Asset and configuration

data stored in separate

systems based on CI class.

User has to access multiple tools to update &

support workgroup & paging rosters, CI’s & assets

Application relationships are

based on tribal knowledge

100% of the CI relationships to CI

relationships are created

manually.

user

VisionaelConfig & Asset Data for Network device

Service Desk

CODIConfig & Asset Data for Servers & Applications

Indicates user interface

Indicates system connection

Sprint Introduces Business Technology Optimization (BTO)

7

2

Automate and integrate key processes using best practices— coordinate actions with consistent, discovered data

3

Trusted, authoritative, complete version of truth via unified model for analyzing business service impact

Business outcomesBusiness outcomes

STRATEGY APPLICATIONS OPERATIONS

Automation with insight

3

1 Automate, standardize, and virtualize key functions11 1

2

IT Service Integration executive challengeMaximize business value in an uncertain economic environment

8

and…

Deliver today•Meet budget constraints•Reduce risks•Continue delivering all services

Reposition and restructure•Improve business processes•Improve agility and decision making•Innovate new services

Sprint needed to be able to optimize cost & service

Prioritize

Eliminate non-strategic, redundant

projects to free-up budget and

staff

Innovate

Invest savings in strategic projects to drive

competitive advantage

Streamline

Automate, consolidate and

virtualize comprehensively

across IT

Improve visibility

Understand how effectively IT budget

is being spent

Closed Loop Management: Critical Success FactorsDrive continuous service improvement opportunities for our business partners

9

SERVICE AUTOMATION

• Broad automation across the business service

• Collaboration to break domain silos

• Increase staff productivity and service reliability

SERVICE HEALTH

• True “Operations Bridge” – complete view of service

• Business-level monitoring and performance analytics

• Predict problems before they impact the business

SERVICE MANAGEMENT

• Out-of-the-box best practices for ITIL V3 process

• Decision-support based on service impact and costs

• Predict impact of change before and during release

SERVICE CONFIGURATION

• Trusted, authoritative, complete version of truth

• Federated configuration management (CMS)

• Unified model for analyzing business service impact

• Understand problem source for rapid resolution

Service

Management

Service

Health

Configuration Management System

(CMS)

Service Automation

Model driven service impact analysis

10

Service Management Visions

DDMADiscovery

tool

SCCM

Service Manager 7

Application maps assist in

pinpointing the affected CI

Asset Manager

Tivoli

BAC/OMI

Single source for updating &

supporting workgroup & paging

rosters, CI’s & assets

75% of the CI to CI relationships will be

detected automatically.

95% of CI ‘s will be automatically

discovered.

Agentless CI Discover

Send Incident / Change ticket information

Send application mapping relationship & views

CI replication/ federation data

IMACD

Warehouse management & onsite asset audits

Sends CI information that SCCM (SMS) discovers

Pu

sh

ing

CI in

form

ati

on

Qu

ery

fo

r “A

cti

ve s

tate

”

Pu

sh

ing

CI re

lati

on

sh

ips

Indicates user interface

Indicates system connection

user

uCMDB

3rd Party

Sends CI information for Mainframe, Storage, Software etc.

Sends CI information that Tivoli discovers

IMACD

Warehouse

management

and on-site

asset audits

IT Enterprise Services – Service Integration StrategyDrive continuous service improvement opportunities for our business partners

11

Business Challenge Challenge

• Reduce TCO of Operations

• As a % of total IT spend

• Versus strategic spend ratio

• Increase transparency

• Service delivery time, costs and resource usage

• Business related versus internal activity

• Reduce time to market

• Service catalogue based

• Specific strategic infra services

•Too much manual task execution leading to high costs and operational risk

•Business processes are not fully monitored and SLAs require more information on KPIs

•Service Management processes approach not pragmatic leading to lack of adoption

•Lack of one version of the truth in respect to service and configuration information

• IT Operations benefits realization:

•Efficiency through automation

•Optimized service lifecycle process

•Eliminate error-prone manual tasks

•Prediction and prevention of negative business impact

•The cost/value ratio of delivered services is understood by the business

•Any service from everywhere

•Saved labor spent on innovation

•Continuous service improvement

•Enable compliance

Solution & Benefits

12

IT Enterprise Services – Service Integration

Strategic Priorities KPI

Initiative and Timeline

(3Q10)

Ensure total IT spend

reflects best-in-class

efficiency

• Reduce existing SM Applications by

30%

• Reports reduced by 80%

• Reduce password reset tickets by 85%

• Chg Mgmt Simplification

• Develop overall Service & Systems Management target reference

architecture to consolidate and simplify fix agent toolsets

• Reduce reporting, current system produces 25k reports a month

• Improve employee self services (reduce ticket volumes) Maintain Helpdesk

SLA’s

• Deploy SM7 to cover all areas of ITIL

• Enhance Lockdown exception process and decrease lead times for change

requests

Increase percent of IT

spend on business

enablement by

increasing operational

efficiencies

• Increase proactive system changes by

15%

• Increase auto pages\ticketing (% 2009

incident) tickets by 50%

• Establish capacity forecasts for all critical applications and reduce application

outages based on uCMDB CI service views

• Increase Auto Ticketing\Auto paging to primary fix agents

Rapidly achieve

Virgin/iPCS IT

Synergies

• Virgin/IPCS Application Retirement Plan

vs. Actual

• Operations integration and Application quick hits

• Application integration

Impact to Company

Priority

Restore the Brand, Manically Manage Profitability, Improve Customer Experience

By gaining visibility into the status of business services across networks, servers and applications, IT organizations will

prioritize their workloads around the most critical business issues and focus resources on proactive work, minimizing

disruption to the business

Strategy / Vision

• Maintain continuity of support for external projects to deliver solutions on time and with budget

• Proactively identify performance problems by automatically discovering total health of business transactions

• Increase speed and agility by targeted notifications to fix agents which will decrease unnecessary engagements

• Increase identification of out of process exceptions impacting Change Management IT services.

• Increase by 100% discovered configuration items tied to Vendor Contracts, while decreasing SW license costs

Strategic

Priorities KPI

Initiative and Timeline

(3Q10)

Achieve Best in

Class IT for

Availability and

Delivery Speed and

Quality

• Reduced P1 tickets by (2009

baseline) 20%

• 100% executive communication for

all P1

• Increase uCMDB Data accuracy to

95%

• 100% coverage for ES license

entitlements

• % Answered in 60 Seconds 65%

• % Abandoned after 60 Seconds 10%

• Resolve Rate 80%

• Increase D4C plans from 296 – 336

• Increase D4C drills from 25- 40

• Develop 345 application maps

• Ericson IT Synergies

• Reduce the number related tickets and duration with faster triage and root cause

analysis based on uCMDB CI service view analyses.

• Improve RPM communications, Executives will receive an email notification on P1

issues that are impacting identified applications & infrastructure components

• Assess business impacts for IT supported applications and assign D4C design

class, create recovery plans for critical applications and evaluate risks found in

testing and work with business and support teams to resolve issues and close gaps

• Track software licensing for compliancy

• Maintain best in class operational effectiveness through standard helpdesk service

levels

• Maintain application dependency maps for all BS, MS application and infrastructure

(DDMA)

• Achieve Ericsson/IT synergies by managing the agreed interactions and

responsibilities of both parties and defining the working level interaction within the

existing processes via program and specific projects

Protect our

sensitive data and

secure systems

• SOX Certification Compliance 100%

• PCI and SAS70 Audit Reviews and

Compliance to meet audit targets

• Protect systems through SOX management testing, PCI data compliance security

standard reviews, and external audits (SAS70) management testing

Impact to Company

Priority

Restore the Brand, Manically Manage Profitability, Improve Customer Experience By gaining visibility into the status of business services across networks, servers and applications, IT organizations

will prioritize their workloads around the most critical business issues and focus resources on proactive work,

minimizing disruption to the business

Strategy / Vision

• Maintain continuity of support for external projects to deliver solutions on time and with budget

• Proactively identify performance problems by automatically discovering total health of business transactions

• Increase speed and agility by targeted notifications to fix agents which will decrease unnecessary engagements

• Increase identification of out of process exceptions impacting Change Management IT services.

• Increase by 100% discovered configuration items tied to Vendor Contracts, while decreasing SW license costs

13

IT Enterprise Services – Service Integration

14

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