Asset Management And CMDB Systems Lessons Learned in

Asset Management And CMDB Systems Lessons Learned in Accelerating Time to Value • Dennis Drogseth • Vice President • Enterprise Management Associates • drogseth@emausa. com • www. emausa. com

Abstract • While many IT organizations have already committed to implementing configuration management database (CMDB) systems, the industry at large is still struggling to find appropriate strategies to accelerate time to value. This presentation looks at real world experiences in CMDB system deployments with a focus on asset management and provides some practical guidelines on how to accelerate and assess time to value.

Agenda • Next Generation Asset Management • The changing face of CMDB adoption -- the search for value • ITIL’ v 3’s CMS, SKMS and the Lifecycle Service Management • EMA’s CMDB System and its roots • EMA’s two CMDBs • The drive towards constituencies -- asset Management • Politics and metrics -- demonstrating value • Factors for success/ lessons learned • Conclusion Slide 3 © 2008 Enterprise Management Associates, Inc.

Traditional Asset Management Is Changing • IT management is evolving • • • IT service management, ITIL IT as a value-adding partner rather than cost center Visible business results and accountability • Next Generation Asset Management (NGAM) is emerging Slide 4 • The IT service becomes the “ultimate” IT asset and traditional IT assets map to IT services • • • Cost and value of services is tracked and managed No longer just an asset lifecycle from procurement to retirement “Convergence” of IT asset, IT service and IT financial management © 2008 Enterprise Management Associates, Inc.

Managing Services And Assets Together Sample Size = 290 Slide 5 © 2008 Enterprise

Next Generation Asset Management IT Financial Management Service Management Change/ Config Mgmt Service Catalog Service Desk Slide 6 CMDB System Capacity Planning © 2008 Enterprise Management Associates, Inc.

Where Is Asset Data Stored? Sample Size = 290, Valid Cases = 290 Slide

THE CMDB TITLE WAVE

Sample Size = 174; Responses not shown received 1% or less Slide 9 ©

Financial Services And Healthcare Tend To Lead The Adoption Curve Slide 10 © 2008

Sample Size = 174 Slide 11 © 2008 Enterprise Management Associates, Inc.

ITIL V 3 Configuration Management • Service Asset and Configuration Management Process (SACM) • Configuration Management combined with elements of Financial Management • CMDB • Now includes multiple CMDBs connected to a single integrated CMDB system • Configuration Item (CI) • Now Service Asset • Configuration Management System (CMS) • “Container” for CIs, management data repositories, CMDBs, and the activities and processes for managing • Service Knowledge Management System (SKMS) • • Slide 12 Includes the CMS Represents perhaps the most exciting advancement in ITIL V 3 © 2008 Enterprise Management Associates, Inc.

SKMS Architecture • The primary purpose of the SKMS is to improve efficiency by reducing the need to rediscover knowledge • SKMS is responsible for gathering, analyzing, storing, and sharing all types of knowledge and information within an organization Slide 13 Decisions Service Knowledge Management System Configuration Management System Core CMDB Citizen CMDB Trusted Source © 2008 Enterprise Management Associates, Inc.

EMA’S TWO CMDBS

The CMDB’s Two Parents Slide 15 © 2008 Enterprise Management Associates, Inc.

Managing By The Fossil Record Slide 16 © 2007 Enterprise Management Associates, Inc.

Management By Design Slide 17 © 2007 Enterprise Management Associates, Inc.

The CMDB System Landscape, Today And Tomorrow CMDB Evolution IT & Customer Owners Systems Performance Application Development Service Impact Analysis Events DSL “Process-Centric” CMDB Change Impact Management App Dependency Configuration Mapping Slide 18 Asset Inventory CAB CACHE Real-Time CMDB Service Impact Management Infrastructure Utilization Infra. Topology Qo. E Flow Consumption © 2008 Enterprise Management Associates, Inc.

ASSET MANAGEMENT AND CMDB CONSTITUENCIES

Sample Size = 174 ; Top Box Reported = On a 5 point scale,

Asset Management Drivers in 2008 • “We were getting burned badly by changes that had unknown and unintended consequences. We’d bring a ‘human CMDB’ into the room and they’d try to resolve the issues. But too often we got it wrong, or the person who knew the answer was on vacation. ” • “One of the drivers was a “pre-existing asset database -- we wanted to expand it and evolve it to capture relationships. ” • “The initial driver for this CMDB initiative was PC asset management – including PC hardware and software. ” Source: Enterprise Management Associates Slide 21 © 2008 Enterprise Management Associates, Inc.

Asset Management As A First Phase Goal IT & Customer Owners Systems Performance Application Development Service Impact Analysis Events DSL “Process-Centric” CMDB Change Impact Management App Dependency Configuration Mapping Slide 22 Asset Inventory CAB CACHE Real-Time CMDB Service Impact Management Infrastructure Utilization Infra. Topology Qo. E Flow Consumption © 2008 Enterprise Management Associates, Inc.

CMDBs Critical For Asset Management Sample Size = 290, Valid Cases = 147 Slide

THE POLITICS OF MAKING IT ALL HAPPEN

Q 18_1 What organization owns the CMDB mission and strategy? Sample Size = 174

Q 21_1 What’s your specific role in the CMDB project? Select all that apply.

Communication And Cultural Change • “You can only inflict so much change upon an organization. Developing a true CMDB System is a pretty revolutionary thing for people to own up to. ” • “I put out a straw man and used that to start to learn about the environment and asked all the people across IT and Operations to tell me what they were doing, what they were doing manually and how they were using tools and what tools. I asked them what they would like the CMDB to do for them – how would they like it to change their lives? And that’s how I built up investment in the project and refined the design. ” Slide 27 © 2007 Enterprise Management Associates, Inc.

A Failure To Communicate • Information is political • Sharing information is also therefore

METRICS TO SHOW VALUE

Q 39_1 Do you have any defined metrics that you are currently using or plan to use that are directed at monitoring and publishing the growth of your CMDB System and/or its business impact? Sample Size = 174 Slide 30 © 2008 Enterprise Management Associates, Inc.

One Set Of Metrics “Currently there about ten different Key Performance Indicators (KPIs) mostly focused around cost, reliability and accuracy in populating the information in the CMDB. Some of the specific examples are: Slide 31 • Increase of CIs managed by change -percent increase • Decrease in application CI’s audited manually • • Percentage of CIs auto discovered • Percent reduction of cost of maintaining CIs in CMDB -- monthly • Number of employees owning -- CIs” Percent reduction of CIs missing from CMDB © 2008 Enterprise Management Associates, Inc.

Q 45_1 Which of the following metrics relevant to CMDB support for asset management does your company measure or plan to measure? Sample Size = 174, Valid Cases = 76 Slide 32 © 2008 Enterprise Management Associates, Inc.

Retroactive ROI For An Asset Audit • Two surveys -- audits on owners, devices and resident software including application dependencies • One for $5 million and the other for $10 million for a total of $15 million • “The project managers on the one for $10 million had given me estimates that at least 40% of our costs could have been avoided if we had an operational CMDB. I would estimate that at least 75% of the second survey’s costs could have been avoided with a CMDB, so that would total $7. 5 M in savings. • “Once the CMDB is in place, there is simply no need to run the surveys, the data would be available through simple reports. ” Slide 33 © 2008 Enterprise Management Associates, Inc.

Wall of Metrics -- False Insights On Real Assets • Large banking customer • Implemented management dashboard • • • No underlying reconciled data No CMDB No automation processes • Extensively used • • Software/hardware purchases Employee bonuses • Wall of metrics was worse than no data -- it was bad data! • Slide 34 Commonly seen in scorecards and Service Level Agreements © 2008 Enterprise Management Associates

Q 48_1 What are the top two (2) process and organizational factors that contributed to the success of your CMDB initiative to date? Please rank the top 2, where 1 is the greatest contributing factor. Sample Size = 19 Slide 35 © 2008 Enterprise Management Associates, Inc.

Lessons Learned • “If you wait for all the information to be 100% perfect and complete you’ll never get started. You have to flesh out the project as you go along. ” • “If I were to start all over, I would have started with more thorough ITIL training instead of doing the reading as we went along. ” • “Get management buy in. That can make such a huge difference. If you don’t get the funding you can’t make it happen. ” • “I would have done a lot more advertizing up front. We started bringing in vendors without communicating what we were doing very well and it threw a lot of people off guard. They really didn’t understand what was going on, and since then I’ve found myself having to explain the same thing over and over. ” Slide 36 © 2008 Enterprise Management Associates, Inc.

Lessons Learned (Continued) • “We would recommend that you have more than one source for your data, and if possible combine some form of manual and automated discovery. Whatever you should do, you should take the time to find out what you’ve got. ” • “We clearly underestimated the complexity of our infrastructure and should have applied more people to that task. ” • “I think the biggest thing I’d recommend would be to start small, and get quick wins. I think it’s very important to achieve some early success and get some quick wins under your belt. ” • “We should have started this CMDB initiative sooner -- I wish we could have started it years ago. ” Slide 37 © 2008 Enterprise Management Associates, Inc.

Conclusion -- Key Takeaways • Next Generation Asset Management requires a CMDB System • CMDB Systems are still early in the evolutionary curve • As per ITIL v 3’s notion of the CMS, CMDB Systems are not a “thing” but a landscape for working together differently • Asset management is one of the core drivers for CMDB adoption • Sharing information is 40% technical, 60% political • Metrics, ROI and time to value can be dramatic, but are similarly in the early stages • Recommendations -- start small, focused, with executive buy in and pay attention to process Slide 38 © 2008 Enterprise Management Associates, Inc.