Monday, July 11, 2011

Enterprise architects increasingly leverage advanced TOGAF 9 for innovation, market response, and governance benefits

Listen to the podcast. Find it on iTunes/iPod and Podcast.com. Read a full transcript or download a copy. Sponsor: The Open Group.

Join The Open Group in Austin, Texas July 18-22 to learn more about enterprise architecture, cloud computing, and TOGAF 9. To register, go to http://www.opengroup.org/austin2011/register.htm.

Join a podcast discussion in conjunction with the latest Open Group Conference in Austin, Texas, to examine the maturing use of The Open Group Architecture Framework (TOGAF), and how enterprise architects and business leaders are advancing and exploiting the latest Version 9.

The panel explores how the full embrace of TOGAF, its principles, and methodologies are benefiting companies in their pursuit of improved innovation, responsiveness to markets, and operational governance.

Is enterprise architecture (EA) joining other business transformation agents as a part of a larger and extended strategic value? How? And what exactly are the best practitioners of TOGAF getting for their efforts in terms of business achievements?

Here to answer such questions, and delve into advanced use and expanded benefits of EA frameworks, is Chris Forde, Vice President of Enterprise Architecture and Membership Capabilities for The Open Group, who is based in Shanghai, and Jason Uppal, Chief Architect at QR Systems, based in Toronto. The panel is moderated by Dana Gardner, Principal Analyst at Interarbor Solutions. [Disclosure: The Open Group is a sponsor of BriefingsDirect podcasts.]

Here are some excerpts:
Uppal: This is a time for the enterprise architects to really step up to the plate and be accountable for real performance influence on the organization’s bottom line.

If we can improve things like exploiting assets better today than what we have, improve our planning program, and have very measurable and unambiguous performance indicator that we're committing to, this is a huge step forward for enterprise architects and moving away from technology and frameworks to real-time problems that resonate with executives and align to business and in IT.

An example where EA has a huge impact in many of the organizations is ... we're able to capture the innovation that exists in the organization -- and make that innovation real, as opposed to just suggestions that are thrown in a box, and nobody ever sees.

Say you define an end-to-end process using architecture development method (ADM) methods in TOGAF. This gives me a way to capture that innovation at the lowest level and then evolve it over time.

Those people who are part of the innovation at the beginning see their innovation or idea progressing through the organization, as the innovation gets aligned to value statements, and value statements get aligned to their capabilities, and to the strategies and the projects.

Therefore, if I make a suggestion of some sort, that innovation or idea is seen throughout the organization through the methods like ADM, and the linkage is explicit and very visible to the people. Therefore, they feel comfortable that their ideas are going somewhere, they are just not getting stuck.

So one of the things with a framework like a TOGAF is that, on the outside, it’s a framework. But at the same time, when you apply this along with the other disciplines, it's making a big difference in the organization, because it's allowing the IT organizations to ... actually exploit the current assets that they already have.

And [TOGAF helps] make sure the new assets that they do bring into the organization are aligned to the business needs.

Forde: In the end, what you want to be seeing out of your architectural program is moving the key performance indicators (KPIs) for the business, the business levers. If that is related to cost reduction or is related to top-line numbers or whatever, that explicit linkage through to the business levers in an architecture program is critical.

Going back to the framework reference, what we have with TOGAF 9 is a number of assets, but primarily it’s a tool that’s available to be customized, and it's expected to be customized.

You can start at the top and work your way down through the framework, from this kind of über value proposition, right down through delivery to the departmental level or whatever. Or, you can come into the bottom, in the infrastructure layer, in IT for example, and work your way up. Or, you can come in at the middle. The question is what is impeding your company’s growth or your department’s growth, if those are the issues that are facing you.

If you come to the toolset with a problem, you need to focus the framework on the area that's going to help you get rapid value to solving your particular problem set. So once you get into that particular space, then you can look at migrating out from that entry point, if that's the approach, to expanding your use of the framework, the methods, the capabilities, that are implicit and explicit in the framework to address other areas.

One of the reasons that this framework is so useful in so many different dimensions is that it is a framework. It’s designed to be customized, and is applicable to many different problems.

Uppal: When we think about an advanced TOGAF use ..., it allows us to focus on the current assets that are under deployment in the organization. How do you get the most out of them? An advanced user can figure out how to standardize and scale those assets into a scalable way so therefore they become reusable in the organization.

As we move up the food chain from very technology-centric view of a more optimized and transformed scale, advanced users at that point look and say -- a framework like TOGAF -- they have all these tools in their back pocket.

Now, depending on the stakeholder that they're working with, be that a CEO, a CFO, or a junior manager in the line of business, they can actually focus them on defining a specific capability that they are working toward and create transitional roadmaps. Once those transitional roadmaps are established, then they can drive that through.

An advanced user in the organization is somebody who has all these tools available to them, frameworks available to them, but at the same time, are very focused on a specific value delivery point in their scope.

It moves the conversation away from this framework debate and very quickly moves our conversation into what we do with it.



One beauty of TOGAF is that, because we get to define what enterprise is and we are not told that we have to interview the CEO on day one, I can define an enterprise from a manager’s point of view or a CFO’s point of view and work within that framework. That to me is an advanced user.

... I use methods like TOGAF to define the capabilities in a business strategy that [leaders] are trying to optimize, where they are, and what they want to transition to.

Very creative

This is where a framework allows me to be very creative, defining the capabilities and the transition points, and giving a roadmap to get to those transitions. That is the cleverness and cuteness of architecture work, and the real skills of an architect comes into, not in defining the framework, but defining the application of the framework to a specific business strategy.

... Because, what we do in the business space, and we have done it many times with the framework, is to look at the value chain of the organization. And looking at the value chain, then to map that out to the capabilities required.

Once we know those capabilities, then I can squarely put that question to the executives and say, "Tell me which capability you want to be the best at. Tell me what capability you want to lead the market in. And, tell me which capability you want to be mediocre and just be at below the benchmark in industry."

Once I get an understanding of which capability I want to be the best at, that's where I want to focus my energy.



Once I get an understanding of which capability I want to be the best at, that's where I want to focus my energy. Those ones that I am prepared to live with being mediocre, then I can put another strategy into place and ask how I outsource these things, and focus my outsourcing deal on the cost and service.

This is opposed to having very confused contract with the outsourcer, where one day I'm outsourcing for the cost reasons. The other day, I'm outsourcing for growth reasons. It becomes very difficult for an organization to manage the contracts and bend it to provide the support.

That conversation, at the beginning, is getting executives to commit to which capability they want to be best at. That is a good conversation for an enterprise architect.

My personal experience has been that if I get a call back from the executive, and they say they want to be best at every one of them, then I say, "Well, you really don’t have a clue what you are talking about. You can’t be super fast and super good at every single thing that you do."

One of the things that we've been looking at [at next week's conference] from the industry’s point of view is saying that this conversation around the frameworks is a done deal now, because everybody accepted that we have good enough frameworks. We're moving to the next phase of what we do with these frameworks.

Continuous planning

I
n Austin we'll be looking at how we're using a TOGAF framework to improve ongoing annual business and IT planning. We have a specific example that we are going to bring out where we looked at an organization that was doing once-a-year planning. That was not a very effective way for the organizations. They wanted to change it to continuous planning, which means planning that happens throughout the year.

We identified four or five very specific measurable goals that the program had, such as accuracy of your plan, business goals being achieved by the plan, time and cost to manage and govern the plan, and stakeholders’ satisfaction. Those are the areas that we are defining as to how the TOGAF like framework will be applied to solve a specific problem like enterprise planning and governance.

That's something we will be bringing to our conference in Austin and that event will be held on a Sunday. In the future, we'll be doing a lot more of those specific applications of a framework like a TOGAF to a unique set of problems that are very tangible and they very quickly resonate with the executives, not in IT, but in the entire organization.

Join The Open Group in Austin, Texas July 18-22 to learn more about enterprise architecture, cloud computing, and TOGAF 9. To register, go to http://www.opengroup.org/austin2011/register.htm.

In our future conferences, we're going to be addressing that and saying what people are specifically doing with these frameworks, not to debate the framework itself, but the application of it.

Forde: Jason is going to be talking as a senior architect at the conference on the applied side of TOGAF on Sunday [July 17]. For the Monday plenary, this is basically the rundown. We have David Baker, a Principal from PricewaterhouseCoopers, talking about business driven architecture for strategic transformations.

This is a time now for the enterprise architects to really step up to the plate and be accountable for real performance influence on the organization’s bottom line.



Following that, Tim Barnes, the Chief Architect at Devon Energy out of Canada, covering what they are doing from an EA perspective with their organization.

Then, we're going to wrap up the morning with Mike Wolf, the Principal Architect for EA Strategy and Architecture at Microsoft, talking about IT Architecture to the Enterprise Architecture.

This is a very powerful lineup of people addressing this business focus in EA and the application of it for strategic transformations, which I think are issues that many, many organizations are struggling with.

Capability-based planning

Uppal: The whole of our capability-based planning conversation was introduced in TOGAF 9, and we got more legs to go into developing that concept further, as we learn how best to do some of these things.

When I look at a capability-based planning, I expect my executives to look at it from a point of view and ask what are the opportunities and threats. What it is that you can get out there in the industry, if you have this capability in your back pocket? Don’t worry about how we are going to get it first, let’s decide that it’s worth getting it.

Then, we focus the organization into the long haul and say, well, if we don’t have this capability and nobody in the industry has this capability, if we do have it, what will it do for us? It provides us another view, a long-term view, of the organization. How are we going to focus our attention on the capabilities?

One of the beauties of doing EA is, is that when we start EA at the starting point of a strategic intent, that gives us a good 10-15 year view of what our business is going to be like. When we start architecture at the business strategy level, that gives us a six months to five-year view.

Enterprise architects are very effective at having two views of the world -- a 5-, 10-, or 15-year view of the world, and a 6-month to 3-year view of the world. If we don’t focus on the strategic intent, we'll never know what is possible, and we would always be working on what is possible within our organization, as opposed to thinking of what is possible in the industry as a whole.

Everybody is trying to understand what it is they need to be good at and what it is their partners are very good at that they can leverage.



Forde: In the kinds of environment that most organizations are operating in -- government, for-profit, not-for-profit organizations -- everybody is trying to understand what it is they need to be good at and what it is their partners are very good at that they can leverage. Their choices around this are of course critical.

One of the things that you need to consider is that if you are going to give X out and have the power to manage that and operate whatever it is, whatever process it might be, what do you have to be good at in order to make them effective? One of the things you need to be good at is managing third parties.

One of the advanced uses of an EA is applying the architecture to those management processes. In the maturity of things you can see potentially an effective organization managing a number of partners through an architected approach to things. So when we talked about what do advanced users do, what I am offering is that an advanced use of EA is in the application of it to third-party management.

Framework necessity

You need a framework. Think about what most major Fortune 500 companies in the United States do. They have multiple, multiple IT partners for application development and potentially for operations. They split the network out. They split the desktop out. This creates an amazing degree of complexity around multiple contracts. If you have an integrator, that’s great, but how do you manage the integrator?

There’s a whole slew of complex problems. What we've learned over the years is that the original idea of “outsourcing,” or whatever the term that’s going to be used, we tend to think of that in the abstract, as one activity, when in fact it might be anywhere from 5-25 partners. Coordinating that complexity is a major issue for organizations, and taking an architected approach to that problem is an advanced use of EA.

Uppal: Chris is right. For example, there are two capabilities that an organization we worked with decided on ... that they wanted to be very, very good at.

We worked with a large concrete manufacturing company. If you're a concrete manufacturing company, your biggest cost is the cement. If you can exploit your capability to optimize the cement and substitute products with the chemicals and get the same performance, you can actually get a lot more return and higher margins for the same concrete.

The next thing is the cleverness of the architect -- how he uses his tools to actually define the best possible solutions.



In this organization, the concrete manufacturing process itself was core competency. That had to be kept in-house. The infrastructure is essential to make the concrete, but it wasn’t the core competency of the organization. So those things had to be outsourced.

In this organization we have to build a process -- how to manage the outsourcers and, at the same time, have a capability and a process. Also, how to become best concrete manufacturers. Those two essential capabilities were identified.

An EA framework like TOGAF actually allows you to build both of those capabilities, because it doesn’t care. It just thinks, okay, I have a capability to build, and I am going to give you a set of instructions, the way you do it. The next thing is the cleverness of the architect -- how he uses his tools to actually define the best possible solutions.

Very explicit model

Our governance model is very explicit about who does what and when and how you monitor it. We extended this conversation using TOGAF 9 many times. At the end, when the capability is deployed, the initial value statement that was created in the business architecture is given back to the executive who asked for that capability.

We say, "This is what the benefits of these capabilities are and you signed off at the beginning. Now, you're going to find out that you got the capability. We are going to pass this thing into strategic planning next year, because for next year's planning starting point, this is going to be your baseline." So not only is the governance just to make sure it’s via monitoring, but did we actually get the business scores that we anticipated out of it.

... The whole cloud conversation becomes a very effective conversation within the IT organization.

When we think about cloud, we have actually done cloud before. This is not a new thing, except that before we looked at it from a hosting point of view and from a SaaS point of view. Now, cloud is going in a much further extended way, where entire capability is provided to you. That capability is not only that the infrastructure is being used for somebody else, but the entire industry’s knowledge is in that capability.

This is becoming a very popular thing, and rightfully so, not because it’s a sexy thing to have. In healthcare, especially in countries where it’s a socialized healthcare and it's not monopolized, they are sharing this knowledge in the cloud space with all the hospitals. It's becoming a very productive thing, and enterprise architects are driving it, because we're thinking of capabilities, not components.

IT interaction

Forde: Under normal circumstances the IT organizations are very good at interacting with other technology areas of the business. From what I've seen with the organizations I have dealt with, typically they see slices of business processes, rather than the end-to-end process entirely.

Even within the IT organizations typically, because of the size of many organizations, you have some sort of division of responsibilities. As far as Jason’s emphasis on capabilities and business processes, of course the capabilities and processes transcend functional areas in an organization.

To the extent that a business unit or a business area has a process owner end to end, they may well be better positioned to manage the BPM outsourcing-type of things. If there's a heavy technology orientation around the process outsourcing, then you will see the IT organization being involved to one extent or another.

The real question is, where is the most effective knowledge, skill, and experience around managing these outsourcing capabilities? It may be in the IT organization or it may be in the business unit, but you have to assess where that is.

Under normal circumstances the IT organizations are very good at interacting with other technology areas of the business.



That's one of the functions that the architecture approaches. You need to assess what it is that's going to make you successful in this. If what you need happens to be in the IT organization, then go with that ability. If it is more effective in the business unit, then go with that. And perhaps the answer is that you need to combine or create a new functional organization for the specific purpose of meeting that activity and outsource need.

For most, if not all, companies, information and data are critical to their operation and planning activities, both on a day-to-day basis, month-to-month, annually, and in longer time spans. So the information needs of a company are absolutely critical in any architected approach to solutions or value-add type of activities.

I don’t think I would accept the assumption that the IT department is best-placed to understand what those information needs are. The IT organization may be well-placed to provide input into what technologies could be applied to those problems, but if the information needs are normally being applied to business problems, as opposed to technology problems, I would suggest that it is probably the business units that are best-placed to decide what their information needs are and how best to apply them.

The technologist’s role, at least in the model I'm suggesting, is to be supportive in that and deliver the right technology, at the right time, for the right purpose.

Join The Open Group in Austin, Texas July 18-22 to learn more about enterprise architecture, cloud computing, and TOGAF 9. To register, go to http://www.opengroup.org/austin2011/register.htm.

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Wednesday, July 6, 2011

Case Study: T-Mobile's massive data center transformation journey wins award using HP ALM tools

Listen to the podcast. Find it on iTunes/iPod and Podcast.com. Read a full transcript or download a copy. Sponsor: HP.

Welcome to a special BriefingsDirect podcast series coming to you from the HP Discover 2011 conference June 8 in Las Vegas. We explored some some major enterprise IT solutions, trends and innovations making news across HP’s ecosystem of customers, partners, and developers.

This enterprise case study discussion from the show floor focuses on an award-winning applications migration and transformation -- and a grand-scale data center transition, too -- for T-Mobile. I was really impressed with the scope and size -- and the amount of time, in terms of being short -- for this award-winning project set.

We're here with two IT executives to learn more about what T-Mobile has done to set up two data centers, and how in the process they have improved their application quality and the processes using advanced application lifecycle management (ALM): Michael Cooper, Senior Director of Enterprise IT Quality Assurance at T-Mobile, and Kirthy Chennaian, Director Enterprise IT Quality Management at T-Mobile. The interview was moderated by Dana Gardner, Principal Analyst at Interarbor Solutions. [Disclosure: HP is a sponsor of BriefingsDirect podcasts.]

Here are some excerpts:
Gardner: People don’t just do these sorts of massive, hundred million dollar-plus activities because it's nice to have.

Cooper: Absolutely. There are some definite business drivers behind setting up a world-class, green data center and then a separate disaster-recovery data center.

Gardner: Why did you decide to undertake both an application transformation as well as a data center transformation -- almost simultaneously?

Chennaian: Given the scope and complexity of the initiative, ensuring system availability was primarily the major driver behind this. Quality assurance (QA) plays a significant role in ensuring that both data centers were migrated simultaneously, that the applications were available in real-time, and that from a quality assurance and testing standpoint we had to meet time-frames and timelines.

Gardner: Let's get a sense of the scope. Tell me about T-Mobile and its stature nowadays.

Cooper: T-Mobile is a national provider of voice, data, and messaging services. Right now, we're the fourth largest carrier in the US and have about 33 million customers and $21 billion in revenue, actually a little bit more than that. So, it's a significant company.

We're a company that’s really focused on our customers, and we've gone through an IT modernization. The data center efforts were a big part of that IT modernization, in addition to modernizing our application platform.

Gardner: Let's also talk about the scope of your movement to a new data center.

Chennaian: Two world-class data centers, one in Wenatchee, Washington, and the other one is Tempe, Arizona. The primary data center is the one in Wenatchee, and the failover disaster-recovery data center is in Tempe, Arizona.

Cooper: What we were doing was migrating more than 175 Tier 1 applications and Tier 0, and some Tier 2 as well. It was a significant effort requiring quite a bit of planning, and the HP tools had a big part in that, especially in the QA realm.

Gardner: Now, were these customer-facing apps, internal apps, logistics? Are we talking about retail? Give me a sense of the scope here on the breadth and depth of your apps?

Chennaian: Significant. We're talking critical applications that are customer-facing. We're talking enterprise applications that span across the entire organization. And, we're also talking about applications that support these critical front-end applications. So, as Michael pointed out, 175 applications needed to be migrated across both of the data centers.

For example, moving T-Mobile.com, which is a customer-facing critical application, ensuring that it was transitioned seamlessly and was available to the customer in real-time was probably one of the key examples of the criticality behind ensuring QA for this effort.

Gardner: IT is critical for almost all companies nowadays, but I can't imagine a company where technology is more essential and critical than T-Mobile, as a data and services carrier.

What's the case with the customer response? Do you have any business metrics, now that you’ve gone through this, that demonstrate not just that you're able to get better efficiency and your employees are getting better response times from their apps and data, but is there like a tangible business benefit, Michael?

Near-perfect availability

Cooper: I can't give you the exact specifics, but we've had significant increases in our system up-time and almost near-perfect availability in most areas. That’s been the biggest thing.

Kirthy mentioned T-Mobile.com. That’s an example where, instead of the primary and the backup, we actually have an active-active situation in the data center. So, if one goes down the other one is there, and this is significant.

A significant part of the way that we used HP tools in this process was not only the functional testing with Quick Test Professional and Quality Center, but we also did the performance testing with Performance Center and found some very significant issues that would have gone on to production.

This is a unique situation, because we actually got to do the performance testing live in the performance environments. We had to scale up to real performance types of loads and found some real issues that -- instead of the customers facing them, they didn’t have to face them.

The other thing that we did that was unique was high-availability testing. We tested each server to make sure that if one went down, the other ones were stable and could support our customers.

We were able to deliver application availability, ensure a timeframe for the migration and leverage the ability to use automation tools.



Gardner: This was literally changing the wings on the airplane when it was still flying. Tell me why doing it all at once was a good thing.

Chennaian: It was the fact that we were able to leverage the additional functionality that the HP suite of products provide. We were able to deliver application availability, ensure a time-frame for the migration and leverage the ability to use automation tools that HP provides. With Quick Test Professional, for example, we migrated from version 9.5 to 10.0, and we were able to leverage the functionality with business process testing from a Quality Center standpoint.

As a whole, from an application lifecycle management and from an enterprise-wide QA and testing standpoint, it allowed us to ensure system availability and QA on a timely basis. So, it made sense to upgrade as we were undergoing this transformation.

Cooper: Good point, Kirthy. In addition to upgrading our tools and so forth, we also upgraded many of the servers to some of the latest Itanium technology. We also implemented a lot of the state-of-the-art virtualization services offered by HP, and some of the other partners as well.

Streamlined process

Using HP tools, we were able to create a regression test set for each of our Tier 1 applications in a standard way and a performance test for each one of the applications. So, we were able to streamline our whole QA process as a side-benefit of the data migration, building out these state-of-the-art data centers, and IT modernization.

Gardner: So, this really affected operations. You changed some platforms, you adopted the higher levels of virtualization, you're injecting quality into your apps, and you're moving them into an entirely new facility. That's very impressive, but it's not just me being impressed. You've won a People's Choice Award, voted by peers of the HP software community and their Customer Advisory Board. That must have felt pretty good.

Cooper: It feels excellent. In 2009, we won the IT Transformation Award. So, this isn't our first time to the party. That was for a different project. I think that in the community people know who we are and what we're capable of. It's really an honor that the people who are our peers, who read over the different submissions, decided that we were the ones that were at the top.

We've won lots of awards, but that's not what we do it for. The reason why we do the awards is for the team. It's a big morale builder for the team. Everybody is working hard. Some of these project people work night and day to get them done, and the proof of the pudding is the recognition by the industry.

Our CIO has a high belief in quality and really supports us in doing this. It's nice that we've got the industry recognition as well.



Honestly, we also couldn't do without great executive support. Our CIO has a high belief in quality and really supports us in doing this. It's nice that we've got the industry recognition as well.

Gardner: Of course, the proof of the pudding is in the eating. You've got some metrics here. They were pretty impressive in turns of availability, cost savings, reduction in execution time, performance and stability improvements, and higher systems availability.

Cooper: The metrics I can speak to are from the QA perspective. We were able to do the testing and we never missed one of the testing deadlines. We cut our testing time using HP tools by about 50 percent through automation, and we can pretty accurately measure that. We probably have about 30 percent savings in the testing, but the best part of it is the availability. But, because of the sensitive nature and competitive marketplace, we're not going to talk exactly about what our availability is.

Gardner: And how about your particular point of pride on this one, Kirthy?

Chennaian: For one, being able to get recognized is an acknowledgement of all the work you do, and for your organization as a whole. Mike rightly pointed out that it boosts the morale of the organization. It also enables you to perform at a higher level. So, it's definitely a significant acknowledgment, and I'm very excited that we actually won the People's Choice Award.

Gardner: A number of other organizations and other series of industries are going to be facing the same kind of a situation, where it's not just going to be a slow, iterative improvement process,. They're going to have to go catalytic, and make wholesale changes in the data center, looking for that efficiency benefit.

You've done that. You've improved on your QA and applications lifecycle benefits at the same time. With that 20-20 hindsight, what would you have done differently?

Planning and strategy

Chennaian: If I were to do this again, I think there is definitely a significant opportunity with respect to planning and investing in the overall strategy of QA and testing for such a significant transformation. There has to be a standard methodology. You have to have the right toolsets in place. You have to plan for the entire transformation as a whole. Those are significant elements in successful transformation.

Cooper: We did a lot of things right. One of the things that we did right was to augment our team. We didn’t try to do the ongoing work with the exact same team. We brought in some extra specialists to work with us or to back-fill in some places. Other groups didn’t and paid the price, but that part worked out for us.

Also, it helped to have a seat at the table and say, "It's great to do a technology upgrade, but unless we really have the customer point of view and focus on the quality, you're not going to have success."

We were lucky enough to have that executive support and the seat at the table, to really have the go/no-go decisions. I don't think we really missed one in terms of ones that we said, "We shouldn't do it this time. Let's do it next time." Or, ones where we said, "Let's go." I can't remember even one application we had to roll back. Overall, it was very good. The other thing is, work with the right tools and the right partners.

Gardner: With data center transformation, after all, it's all about the apps. You were able to maintain that focus. You didn’t lose focus of the apps?

It's great to do a technology upgrade, but unless we really have the customer point of view and focus on the quality, you're not going to have success.



Cooper: Definitely.The applications do a couple of things. One, the ones that support the customers directly. Those have to have really high availability, and we're able to speed them up quite a bit with the newest and the latest hardware.

The other part are the apps that people don't think about that much, which are the ones that support the front lines, the ones that support retail and customer care and so forth. I would say that our business customers or internal customers have also really benefited from this project.
Listen to the podcast. Find it on iTunes/iPod and Podcast.com. Read a full transcript or download a copy. Sponsor: HP.

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Thursday, June 30, 2011

Discover Case Study: How Cardinal Health uses SaaS tools to improve ALM, quality, development productivity

Listen to the podcast. Find it on iTunes/iPod and Podcast.com. Read a full transcript or download a copy. Sponsor: HP.

Welcome to a special BriefingsDirect podcast series coming to you from the HP Discover 2011 conference June 8 in Las Vegas. We explored some some major enterprise IT solutions, trends and innovations making news across HP’s ecosystem of customers, partners, and developers.

This enterprise case study discussion from the show floor focuses on how software as a service (SaaS) is impacting the application lifecycle through the experience of Cardinal Health. We interview Don Jackson, a Senior Engineer in the Testing Center of Excellence within the Performance Engineering Group at Cardinal Health, in Dublin, Ohio. The interview was moderated by Dana Gardner, Principal Analyst at Interarbor Solutions. [Disclosure: HP is a sponsor of BriefingsDirect podcasts.]

Here are some excerpts:
Gardner: Why is SaaS appealing to you?

Jackson: SaaS is a service offering, not just for testing and for development, but as a simple service offering, that allows us to focus on our primary core competencies and on what our clients and customers need, rather than focusing on trying to learn how to handle this particular application that we may have purchased from a vendor like HP. So, we can really focus on those core competencies. [View the slides from Don's HP Discover presentation on Fundamentals of Testing.]

Gardner: And you haven't had any complaints about things like security, performance, or latency. It all it seems work for you?

Jackson: There are some trade-offs, obviously, that you're going to have from a security standpoint, and the HP guys can tell you about this as well. They can go through all the details, but we did go through their security documentation to make sure that it was adequate for what we needed.

If there are compliance issues that you have to take into account, they’ll work with you. It's a very secure environment. So, we were pleasantly surprised when we started looking at that.

At Cardinal Health, our slogan is "Essential to Healthcare." We want to be a healthcare industry leader providing a diverse, inclusive work environment that reflects the marketplace and communities where we do business, while maximizing our competitive advantage through innovation, profit, and adaptability.

Some facts about Cardinal Health: we’ve got 32,000-plus employees. We are number 17 on the Fortune 500 list. So, we're a very large company. The latest estimate that I saw on our public website cardinalhealth.com was that we'll do about $100 billion in revenue this fiscal year. Our fiscal year ends in June, so we're pretty confident at this point that we're going to hit that number. We deliver to 60,000 different healthcare sites each day.

Think about the healthcare industry. If you go into a hospital say, all the different products that you might consume or use or may be used upon you, whether you're having a procedure done or whatever, that could have been manufactured, developed, or just distributed with some of our suppliers through Cardinal Health.

For example, half of all surgeries in the United States last year, used at least one product of ours. We deliver more than 25 percent of all medications prescribed in the US each day. That’s just to give you a rough example.

Gardner: I certainly can appreciate that the need for scale is there. Tell me about the IT support now and your role in making sure these applications are performing and are safe and reliable. What kind of scale are you dealing with?

Half of all surgeries in the United States last year used at least one product of ours. We deliver more than 25 percent of all medications prescribed in the US each day.



Jackson: We work very tightly with our business analyst community. Our group specifically doesn’t actually interface directly with our customers, but we interface very closely with our business analysts to generate requirements both from the functional and non-functional.

Our group specifically, focuses on non-functional in the performance engineer realm to establish good service level agreements (SLAs) beforehand. On the HP website, there is a webinar that I did for them a year ago, where we talk about back to basics for performance engineering and focusing on planning.

If you don't plan right, your chances of success are very minimal even in a performance realm, and you end up not meeting what the customer or your client needs. Whereas, when you work with them and develop a good non-functional requirements you have the opportunity to deliver really what they need and want instead of what they think they want.

I was a former Mercury customer way back in the day. I started in 1997 working on the HP products -- Mercury products back then. I worked on WinRunner 2000, when we're all doing Y2K testing which was an absolute joy -- if you'll pardon the sarcasm -- as you all remember Y2K was for IT folks. It was a lot of work.

When I moved into Cardinal, initially my reaction was probably what a lot of people listening to this reaction would be when they think about SaaS. What can I do and how quickly can I bring it in-house? That was my initial reaction, and I had a very wise manager at the time. He said, "Just give it six months before you do it." He told me to get myself familiar with it and go from there.

So, I spent six months and I just kind let it be how it was and I got to work with our technical account manager at the time. It became a situation where not only did I feel that it was valuable to keep it that way, but I started realizing that I was able to focus on our core competencies.

Do I have FDA validation concerns? Do I have to put this into a validated environment? Do I have HIPAA compliance concerns? Do I have SaaS compliance concerns?



We went from just having BSM through SaaS. I'm trying to use the current HP acronyms, because they like to change names on us. At the time, it was just BSM that we had through SaaS. Now, we've Quality Center through SaaS, BSM through SaaS, and Performance Center through SaaS.

I spoke here at the conference about how leveraging SaaS, not only can we focus on our core competencies, but time to market is a huge benefit. [View the slides from Don's HP Discover presentation on Fundamentals of Testing.]

When you look at a healthcare industry, you have to look at new applications when you stand them up. Do I have FDA validation concerns? Do I have to put this into a validated environment? Do I have HIPAA compliance concerns? Do I have SaaS compliance concerns? All that kind of stuff.

It's almost at a turnkey level when you work with SaaS, assuming that you've established a good relationship with your sales staff and your client account manager. We were able to stand up Performance Center, which is an enterprise application, in one week. From the time we signed the deal until the time we were live, executing performance tests, was one week, and I think that's very powerful.

Another layer of testing

T
he SaaS organization takes another layer of testing that they do before they even recommend to us that we should start looking at it and potentially upgrade. The SaaS guys work with us very closely, for example, with ALM 11. It's a radical shift from the Performance Center, Quality Center days. It really is, and we're still not on ALM 11. We've chosen that because we want to make sure that it's ready and do our due diligence to make sure that it's ready.

The SaaS organization is doing a lot of testing on it right now to make sure that in a multi-tenant environment it will perform and function the way that we needed to. Once they feel it's ready then they are going to provide a testing environment for us, so that we can do our own testing in-house to make sure it's ready.

All of that stuff, all of that set up, all that conversion is done by them. I don't have to worry about it. I'll have to go through the plan. From my perspective, once they feel it's ready, then we do some testing, and I can scale back the level of testing that I have to do, because a lot of that's already been covered by them, and off we go.

A great example – we upgraded point releases of BSM, when we went from 75 to 75.1 to 75.2 and 75.5. I got a notification from them that they were putting in this point release and I wasn't going to have any downtime. I came in Monday morning, and instead of 75.1, it now said 75.5.

That's really powerful, and that goes back to my core competencies. I don't have to focus or be concerned about that. I can let the guys who are specialists and really know in-depth the HP tools, which would be HP, focus on that, and I can focus on what my customers' or clients' need.

SaaS is a type of cloud. It's now new. We're just calling it "cloud."



Gardner: This is probably a question for an enterprise architect, but I'll ask you, given your depth of experience and your trust and results from SaaS. We're hearing a lot about cloud and we're hearing a lot about moving toward dev-ops. Do you think that what work you've done, the experience you've established, would lead to an easier path for you to do more SaaS and perhaps even start using private or hybrid clouds for operations and deployment?

Jackson: It's definitely something that our CIO has been talking about. Let's be honest, SaaS is a type of cloud. It really is a type of cloud. It's now new. We're just calling it "cloud." It's another one of those marketing term. But, cloud is a huge thing.

Vendors, come in and talk about different capabilities, not just HP but other vendors obviously. We're a big company and we deal with a lot of vendors. We typically will ask them, can this be implemented through SaaS or through a cloud model? [View the slides from Don's HP Discover presentation on Fundamentals of Testing.]

Once again, for the same reasons, you're the expert in your tool. You know your tool. If we think it can bring value to us, let's work on that value realization instead of us trying to become an expert in your tool.
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Wednesday, June 29, 2011

Talend open-source approach provides holistic integration capability across, data, devices, services

Listen to the podcast. Find it on iTunes/iPod and Podcast.com. Read a full transcript or download a copy. Sponsor: Talend.

The latest BriefingsDirect podcast discussion centers on how the role and impact of integration has shifted, and how a more comprehensive and managed approach to integration is required, thanks to such major trends as cloud, hybrid computing, and managing massive datasets.

Moreover, the tools that support enterprise integration need to be usable by more types of workers, those that are involved with business process activities and data analysis. The so-called democratization of IT effect is also rapidly progressing into this traditionally complex and isolated world of applications and data integration.

So, how do enterprises face up to the generational shift of the function of integration to new and more empowered users, so that businesses can react and exploit more applications and data resources and do so in a managed and governed fashion? This is no small task.

We're finding that modern, lightweight, and open-source platforms that leverage modular architectures are a new and proven resource for the rapid and agile integration requirements. And, the tools that support these platforms have come a long way in ease of use and applicability to more types of activities.

So we assembled a panel to discuss how these platforms have evolved, how the open-source projects are being produced and delivered into real-time and enterprise-ready, mission-critical use scenarios, and what’s now available to help make integration a core competency among more enterprise application and data activities and processes.

Please join Dan Kulp, the Vice President of Open Source Development at Talend’s Application Integration Division and also the Project Management Committee Chair of the Apache CXF Project, along with Pat Walsh, Vice President of Marketing in the Application Integration Division at Talend. The discussion is moderated by Dana Gardner, Principal Analyst at Interarbor Solutions. [Disclosure: Talend is a sponsor of BriefingsDirect podcasts.]

Here are some excerpts:
Walsh: We're seeing a couple of overriding trends that have really shifted the market for integration solutions. The needs have shifted with changes in the workplace.

First and foremost, we're seeing that there is much more information that needs to be managed, much more data associated, and there are a couple of drivers of that.

One is that there are many more interactions amongst different functional units within a business. We're seeing that silos have been broken down and that there’s more interaction amongst these different functions, and thus more data being exchanged between them and more need to integrate that data.

There’s also this notion of the consumerization of IT, that with so many devices like iPhones and iPads being accessible to consumers in their everyday life. They bring those to work and they expect those tools to be adapted to their workplace. With that just comes an even larger increase in the data explosion that you had referenced earlier.

Coupled with that are overriding trends in IT to shift the burden of supporting systems away from the traditional data center and into the cloud. Cloud has been a big movement over the last couple of years in IT and it has an impact on integration. No longer can an IT department have full control over the applications that they are integrating. They now have to interact with applications like Salesforce.com.

A number of these trends converged. In the past, you may have been able to address data issues separately with small portion of your IT group within the data center and say application integration separately with another group within the data center. Nowadays, you are not only in control of your own systems, you have to depend on systems that someone else would be supporting for you in the cloud. Thus, the complexity of all of the integration points that need to be managed has exploded.

The architectural trend is really driving the need for the data and application integration technologies and the team supporting those to come together.



These are some of the overriding trends that we are seeing at Talend and responding to in terms of issues that are driving our customer needs today.

Gardner: Why is it important for data and application integration activities to become closer or even under the same umbrella?

Walsh: The two trends that you talked about are related. The architectural trend is really driving the need for the data and application integration technologies and the team supporting those to come together. The reason is that data and application integration no longer are necessarily centralized in a single location.

When they were, you had, in essence, a single point of integration that you needed to manage amongst the data and the applications. Nowadays, it’s distributed throughout your enterprise, but also distributed, as I mentioned before, across a network of partners and providers that you may be using.

So many touch points

With that, there’s now the mandate that you can no longer isolate data from application, because the touch points are just so many. You now need to look at solutions that, from the get-go, consider both aspects of the integration problem -- the data aspect and the system and application integration aspect.

Gardner: And, I suppose we need to tool in such a way that we can approach both of these problem sets, the data integration and the applications integration, with a common interface or at least common logic. Is that correct?

Walsh: Yes, and up until now the two audiences have been treated quite differently. I think the tool expectations of the audience for data management versus the audience for application integration were quite different. We're finding that we need to bridge that gap and provide unified tool sets that are appropriate for both the data management user, as well as the application integration user.

Gardner: Why must we take a different kind of architectural step here, Dan?

Kulp: As Pat mentioned earlier, with the shifting of the requirements from silos into more of a distributed environment, the developers that are doing the application integration and the people doing the data management have to talk a lot more to get these problems solved. Your older solutions, from five years ago or whatever, that had each of those things completely separate were not able to scale up to this distributed type environment.

One aspect that open source brings is a very wide range of requirements that are placed on these open source projects. That provides a lot of benefit to an organization, as these requirements may not be required of your organization today, but you don’t really know what’s going to happen six months or a year from now.

You may acquire another company or you have to integrate another set of boxes from another area of your organization. The open source projects that you see out there, because of their open-source nature, have been attracting a wide range of developers, a wide range of new requirements and ideas, and very bright people who have really great ideas and thoughts and have made these projects very successful, just from the community nature of open source.

There is also the obvious cost benefit of not having all these high priced licenses, but the real value, in my opinion, is the community that’s behind these projects. It's continuously innovating and continuously providing new solutions for problems you may not even have yet.

Gardner: With cloud computing, you're also dealing with more moving parts. I'm quite sure that many of the cloud providers have a significant amount of open source in their infrastructure that helps make these interactions technically possible.

New complexities

Walsh: Agreed. The cloud brings a whole new set of complexities and challenges and as you are deploying your applications into the cloud, you need to think about these things. And a lot of these open-source projects that are addressing some of these cloud needs have thought about these things.

If your organization isn’t into cloud yet, but you're thinking about it, leverage the expertise that's already out there. Talk to the communities and get engaged with those communities. You'll learn a lot, and you'll be probably better off for it in the long run.

Expanded market

One interesting point to raise before talking about what we're seeing people doing is that there is an expanded market now for these integration challenges. It used to be that we would see very large enterprises were the ones that were addressing complexity in their organizations.

With cloud-based initiatives and such, it’s affecting even small to medium-size businesses (SMBs). We see a much broader set of enterprises trying to address it. Companies that have fewer than 1,000 employees are now looking at integration solutions to manage their data and their applications in the cloud in a much more sophisticated way than just three years ago. It’s a much broader problem.

The way that people are hoping to address it is by looking for a way that doesn’t require a massive outlay of investment in consulting resources. The traditional large organization, in addition to purchasing product to help them with integrating their data and integrating their applications, would typically have systems integrator help them pull everything together. That’s obviously not an affordable path for an SMB.

Therefore, people are looking to see, how they can find a combined, easy to use way and how they can gain knowledge from people who have experience, having tackled these issues and problems in the past.

We're finding that people are looking for just a simpler, prescriptive way to do the majority of the challenges out there. In terms of the 20 percent outlier problems, you may need to have a systems integrator come in and help you with that. But, people are really focused on the meat and potatoes of the integration of their functions, the data, and the applications that go along with those processes and functions.

We grab those and bring them together, the best of breed from the various Apache projects that solve real world problems.



Gardner: Five or seven years ago, this all was a very complex and costly activity. We've now been able to abstract up the value, but I also reduce and subvert the complexity. Tell me how you do that.

Kulp: The first step in that process to solve that problem was identifying where the best solutions are. They're primarily in open source. I mentioned CXF and Camel, and there is Apache Karaf providing some OSGi stuff.

That was the first step. We grab those and bring them together, the best of breed from the various Apache projects that solve real world problems.

The next step was trying to find or produce a set of tooling that makes using those products a lot easier. One of the things about Apache that you will discover, if you are heavily involved is that we are hardcore developers. For us, writing Java code to solve a problem is natural.

Skill sets

One of the problems that we're trying to address is bringing this great technology produced by the Apache people into the hands of those that don’t have that same level of skill set, expertise, or mindset.

That includes those from the application integration side, where you have developers that are used to doing point-and-click type enterprise integration pattern things, to the data integration people that are used to their data mappings, GUIs, and things like that, and trying to bring both sets of people together into a platform that can solve both teams.

Gardner: What is it about your tools and approach at Talend that is helping to bring this to the masses in a way that’s automated; a service factory approach, rather than a hand coding approach?

Walsh: Talend has a great history of unifying technologies onto a common platform, to really keep the power of the underlying tools, but simplify the interface to it. This unified platform really consists of five key components.

The first one is a common development environment that is used across the products. The second thing is a common deployment tool that allows you to deploy into a runtime environment.

By providing this unified platform of tools, it allows someone to learn a single interface, regardless of whether it’s at the development stage, the deployment stage, or the management stage.



There's also a common repository that allows you, across the lifecycle of your process, to be able to manage it consistently, regardless of the type of technology that’s being used. Finally, there is common monitoring across the entire environment.

What we are doing now is extending that model that has been applied to our data management products to encompass the ESB, the application integration aspect of it. By providing this unified platform of tools, it allows someone to learn a single interface, regardless of whether it’s at the development stage, the deployment stage, or the management stage, and get the power of master data management technologies, data integration, data quality, or the ESB technologies themselves.

By providing this one interface, this one common environment, allows people to become comfortable with this common interface, but have the benefit of multiple sets of tools.

We've gone to great lengths to include security mechanisms into the solution, so that we can have approaches whereby there are certain permissions for just individuals. Or, IT management can look at certain aspects while opening it up maybe to a broader audience, when it comes to development and use of the interfaces that are going to be developed on the data in application side.

Democratizing technology

I
t’s very important, as you say, that as we bring this technology to the masses, as we refer to it, democratizing the technology, lowering the barriers to entry that historically have been in place, we don’t remove any of the enterprise qualities that are expected. Security is certainly a major one, as is policy management, so that you could have a number of different business roles that allow you to have the flexibility you need as you deploy it into a large- or even medium-size enterprise.

We're providing both capabilities, simplifying the interface, while not removing any of the enterprise qualities that have come to be expected of the integration products we provide.

Gardner: Talend has also been merging and acquiring. Tell me a little bit about your business and the evolution of Talend that has allowed you to provide this all in one integration capability to the masses?

Walsh: It came quite naturally from Talend’s perspective. Data customers were using our data integration tools, as well as our data quality tools. We have Talend Open Studio, which is our popular open source data integration technology. Customers naturally were inquiring about how they could provide these data jobs as services, so that they could be reused by other applications, or they were inquiring how they could incorporate our technology into a SOA.

This led Talend to partner with a company called Sopera. They had a very rich ESB-based integration platform for applications. After two years of partnership, we decided it made sense to come together in a stronger way, and Talend acquired Sopera.

We're providing both capabilities, simplifying the interface, while not removing any of the enterprise qualities that have come to be expected of the integration products we provide.



So, we have seen this firsthand from our customers. It really drove us to see the convergence of data and application integration technology, and therefore the acquisition of Sopera’s technology, as well as the people behind that technology, has enabled us to really come in with this common platform that we are just now releasing.

We have a couple of examples that I can refer to. I think the most tangible one that may make sense to folks is that we have an insurance company that we work with. While they've been working with us for quite some time on the data side of the house, looking at how they can have their back office data shared amongst the different industry consortia that they work with to do ratings and other checks on credit worthiness or insurance risk, that has really been about integrating data on the backend.

Much like any business, they're making it more accessible to their consumers by trying to extend their back-office systems into systems that have more general web interface or maybe an interface at an ATM.

Opened to consumers

So, they required some application integration technology, and with that, they built this web interface and opened it up to consumers. The expectation of their user is a much more rapid response time. When they had to interface with an agent in the office, they may wait 24 hours for a response, but now they expect their answer to come during their web-based session.

The timeframe required has led them to have an application integration solution that can respond in sub-second response rates for their transaction. In the past, they were going with a much longer latency for the completion of transactions.

It's just a typical example that I think folks can appreciate. As people extend their back office systems to consumers, number one, consumer expectations raised the bar in terms of the overall performance of the system, and thus the technology that’s supporting those systems needs to necessarily change to support that expectation.

Gardner: In listening to Pat describe that use case, Dan, it sounds as if what we're trying to accomplish here is to do what the data warehousing, data mining, and business intelligence (BI) field have done, but perhaps allow many of those values to be extracted with more agility, faster, and then with a dynamic approach.

Is that fair? Are we really compressing or creating a category separate from BI, but that does a lot of what BI does vis-à-vis the integration of data and activities for application services?

That requires a whole new set of skills, a whole new set of challenges.



Kulp: That’s exactly what’s happening. A couple of years back, data mining ended up being batch jobs that were run at midnight or overnight. Then, the data would be available to the front end people the next morning. You'd get your reports or you'd log into your system and check the results of these batch jobs.

With extending your back-end data systems to the consumer, these overnight batch systems are really not meeting the expectations of the consumers. They're demanding that their information be available immediately. They submit a new request and they want to have things updated immediately, so that results are available and displayed within seconds, not overnight.

That requires a whole new set of skills, a whole new set of challenges. The people that were doing the front-end application integration that queried the data from the overnight batch jobs suddenly have to have some expertise in not just cleaning the data, but allowing or working with the team doing the data space, to provide updates to that information in a much more dynamic form.

Gardner: Why in the future does what we are talking about today become even more important, therefore become more critical as a core competency?

Becoming more relevant

Walsh: You can see that, as the consumerization of technology increases. We're already seeing the pressure that IT feels from becoming more relevant to the business, that just expands.

As I said before about the consumerization of devices in the workplace, it really does come down to the interfaces and the expectations that it doesn’t require a specialist in an IT field to be able to manipulate and analyze the information that they need or even to create a service or application that would enable them to do their everyday task or work function.

That’s just going to expand it. It has been happening, and we are just going to see that at a more rapid pace. It’s going to require that vendors and technology companies like Talend respond in kind and build products that are more accessible to a broader audience of users.

I think it’s analogous to what we saw in the early days of the Internet. Early on you would do command-line interfaces to send files back and forth. Once there was a web-based interface, it opened it to the masses. Nowadays, we think nothing of using a web browser to do all kinds of activity that 20 years ago was reserved to just people that had a technical know how to manipulate those systems.

We are seeing the same across these aspects of the business that up until now had really been the bastions of IT teams.

If it’s beneficial to my organization, why wouldn’t it be beneficial to others in my industry or to an even broader audience?



Today, we see that they are really addressing data services as an efficiency within their organization. How can I leverage the investment that I have made in this initial data analysis or data job across the entirety of my organization? But it’s not a big step to take beyond that to say, if it’s beneficial to my organization, why wouldn’t it be beneficial to others in my industry or to an even broader audience?

So we absolutely see that as a level of commerce that will be enabled by more sophisticated data services, technology, with a more accessible interface to that technology.

Comes down to consumers

Kulp: It really comes down to the consumers of these services and data. As the markets have expanded and the consumers are demanding things to get their information faster or get more information or advertisers need to figure out, where are these consumers going and just the whole variety of information sources expand out as well, the architecture of the applications and the interactions between the front end and backend systems kind of get blurred.

Things are changing, and companies like Talend that are involved in the space need to adapt as well and provide better solutions that make these blurring lines occur a lot quicker. That’s what we are trying to target today.
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Tuesday, June 28, 2011

Discover Case Study: Health care giant McKesson harnesses HP ALM for data center transformation and dev-ops performance improvement

Listen to the podcast. Find it on iTunes/iPod and Podcast.com. Read a full transcript or download a copy. Sponsor: HP.

Welcome to a special BriefingsDirect podcast series coming to you from the HP Discover 2011 conference June 8 in Las Vegas. We explored some some major enterprise IT solutions, trends and innovations making news across HP’s ecosystem of customers, partners, and developers.

This enterprise case study discussion from the show floor focuses on McKesson Corp., and how they're improving their operations and reducing their mean time to resolution. We'll also explore applications quality assurance, test, and development, and how they're progressing toward a modernization front on those efforts as well.

Here to help us understand the application lifecycle management and dev-ops benefits issues better are Andy Smith, Vice President of Application Hosting Services at McKesson, and Doug Smith, Vice President of Data Center Transformation at McKesson. The interview was moderated by Dana Gardner, Principal Analyst at Interarbor Solutions. [Disclosure: HP is a sponsor of BriefingsDirect podcasts.]

Here are some excerpts:
Andy Smith: What we've been doing over a little more than two years is improving our processes into ITIL v3. We focused heavily on change management, event management, and configuration management. At the same time, in parallel, we introduced the HP Tool Suite, for monitoring and configuration management, asset management, and automation.

What we've seen through the improvement in the processes and the improvement in the tools has been a marked improvement in all of our metrics. We've seen a drop in our Tier 1 outages of 54 percent during the last couple of years, as we implemented this tool. We've got three years worth of metrics now, and every year, the metrics have declined compared to the prior year. We've also seen an 86 percent drop in the breaches of those Tier 1 SLAs.

Doug Smith: We've been on this road of [data center] transformation now for about three and a half years. In the beginning, we focused on our production environments, which generally consist of fairly predictable workloads across multiple business units, and as Andy mentioned, quite a variety actually of models. In the past, the business units have obtained a great deal of autonomy in how they manage their infrastructure.

The first thing was to pull together the infrastructure and go through a consolidation exercise, as well as an optimization of that infrastructure. There we focused heavily on virtualization, as well as optimization of our storage environment, and to Andy’s point around process, heavily invested in process improvement.

We look to continue to take advantage, both from an infrastructure perspective as well as a tools perspective, in how we can facilitate our developers through a more rapid development cycle, more securely, and with higher quality outcomes for our customers.



A couple of years into this, we began to look at our development environment. McKesson has several thousand developers globally, and these developers spread across multiple product sets in multiple countries.

If you think about our objectives around security, quality, and agility, we look to continue to take advantage, both from an infrastructure perspective as well as a tools perspective, in how we can facilitate our developers through a more rapid development cycle, more securely, and with higher quality outcomes for our customers.

Andy Smith: When we first started looking at new tools, we recognized that we had a lot of point solutions that may have been best-in-breed, but they were a standalone solution. So, we weren’t getting the full benefits of the integration. As we looked at the next generation of tools, we wanted a tool suite that was fully integrated, so that the whole was better than the sum of the parts is probably the best way to put it.

We felt HP had progressed the farthest of all the competition in generating that full suite of tools to manage a data center environment. And, we believe we're seeing the benefits of that, because all these tools are working together to help improve our SLAs and shorten those mean time to restore.

Governance in place

Doug Smith: It's not unique, but to a large business like McKesson, as a federation, we have businesses that retain their autonomy and their decision-making. The key is to have that governance in place to highlight the opportunity at an enterprise level to say that if we make the investments, if we coordinate our activities, and if we pull together, we actually can achieve outcomes greater than we could individually.

Andy Smith: McKesson is a Fortune 15 healthcare company primarily in three areas: nurse call centers, medical pharmaceutical distribution, and a healthcare software development company.

It’s a very federated model. Each business unit has its own IT department responsible for the applications, and in some cases, their own individual data centers. Through Doug’s data center transformation program, we've been migrating those data centers into fewer corporate locations, and I'm responsible for running the infrastructure in those corporate locations.

For the products that McKesson develops and sells to the healthcare industry, in many cases, we're also hosting them within our data centers as an application service provider.

I can take the testing scripts that were used to develop the products and use those in the BAC Suite to test and monitor the application as it runs in production. So, we're able to share that testing data and testing schemas in the production world to monitor the live product.



And the bigger sum of the whole to me is the fact that I can take the testing scripts that were used to develop the products and use those in the BAC Suite to test and monitor the application as it runs in production. So, we're able to share that testing data and testing schemas in the production world to monitor the live product.

Doug Smith: As you look across product groups and our ability to scale this, and with Andy’s capability that he is developing and delivering on, you really see an opportunity for a company like McKesson to continue to deliver on its mission to improve the health of the businesses that we serve in healthcare. And, we can all relate to the benefits of driving out cost and increasing efficiency in healthcare.

So, at the highest level, anything that we can do to facilitate a faster and more agile development process for the folks who are delivering software and services in our organization, as well as help them provide a foundation and a layer where then they can talk to each other and build additional services and value-added services for our customers on top of that layer, then we have something that really can have an impact for all of us.
Listen to the podcast. Find it on iTunes/iPod and Podcast.com. Read a full transcript or download a copy. Sponsor: HP.

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