Rethinking the way personal computers are deployed in your organization

Transcription

1 IBM Global Technology Services August 2009 Rethinking the way personal computers are deployed in your organization Leveraging an innovative, end-to-end model to save time and reduce costs

2 2 IBM Global Technology Services PC deployments are like a jigsaw puzzle, testing our ability to get all the pieces together. Introduction PC deployments are very complex undertakings. They are like putting together a jigsaw puzzle with thousands of pieces, with the added challenge of putting all of the pieces together in the correct sequence. The deployment pieces reside in hundreds of spreadsheets that include both the legacy and proposed end user environment. Ensuring alignment of what needs to be done and when is dependent upon the project manager s ability to track all of this data and then correctly communicate it to the team. The scope of work can include initial planning; designing of a deployment plan; management of all ordering, assembling and integration; support and coordination across borders with multiple vendors to onsite installation; and proper disposal of the assets. Legacy end user environments, by their nature, have a lot of moving parts and are difficult to inventory, providing unexpected issues that can significantly disrupt any deployment. Once the deployment process begins, decisions need to be made in realtime to meet deadlines and deal with unforeseen problems. In fact, what is needed is the capability to recognize issues before they occur and have a deployment infrastructure that will enable a quick resolution and not paralyze the project s progress. An end-to-end automated deployment model that incorporates a standardized approach will help drive out costs and complexity, as well as ensure on-time deployments. This paper will enable IT leaders to evaluate their current approach to PC deployments, as well as introduce a new model that is designed to update and refresh PCs and peripherals with an end-to-end deployment approach that can support more rapid rollouts, minimize risk, and deploy a consistent footprint of your end user infrastructure across your enterprise s multiple locations.

3 IBM Global Technology Services 3 Companies have significant challenges in deploying PCs in a cost-effective manner. Understanding today s end user deployment challenges While new PC technology has enabled greater end user productivity, it has also resulted in the following deployment challenges: Reduce costs yet deal with the realities of: Keeping technology up to date and refreshed with an IT budget that is constantly under scrutiny. Streamlining vendor relationships to help reduce wasted spending. Standardizing an ordering system that provides visibility into what is being purchased to assist in securing the best possible price. Lessen business disruption during deployment that can be caused by: Complex logistical challenges of deploying a PC platform on a global enterprise wide scope. Managing the variable deployment resource requirements with an overtaxed in-house IT staff unable to oversee complex deployments. Configuration and support missteps that limit communication and collaboration and impede employee productivity. Provide a consistent standardized environment that will: Maintain a consistent client platform across countries and organizations within the enterprise. Manage the complexity of integrating new and legacy PC technologies. Leverage standardized, repeatable global processes and project automation tools to help reduce error and level out resource demands. Adhere to the regulatory compliance policies that include: Security and environmental regulations regarding asset disposal. Privacy and data security risks when recycling or disposing of equipment.

4 4 IBM Global Technology Services This innovative model drives out cost by leveraging economies of scale. Adopting a new approach to meet these demands The difficulty in meeting these demands is compounded by the fact that the methodology for deploying PCs has, for the most part, not changed. The traditional approach employs more labor than is necessary, does not follow a consistent standardized set of processes that is integrated with automated project tools, and, as a result, does not facilitate a rapid and consistent delivery of machines. As a result, the needs of the business are often not adequately met. A new approach, designed around the concept of a centrally managed infrastructure specifically for PC deployments, uses standard and repeatable processes that are enabled by technology. This innovative model drives out costs by leveraging economies of scale and helps to ensure quality and on-time deliveries. The following graphic illustrates the common issues with the traditional approach and how they need to be addressed: Traditional PC Deployments People Intensive What is Required Process & Technology Driven Geography Has Own Delivery Model Global Integrated Delivery Model Human Initiated Communication Automated Communication Limited Information Access On Demand Information Access Partial Reporting Capabilities Global Reporting with Local Views Non Integrated Approach End to End Workflow Management High Propensity for Cost Overruns Lower Cost & On-Time Deployments Figure 1. Traditional deployments compared with the required new capabilities. It makes sense to leverage technology as much as possible when deploying new desktops, laptops or other related devices to the end user community. By enabling automation and standardization, this end-to-end user deployment infrastructure can do the redundant and lower level tasks, thereby allowing the project team to proactively focus on those areas that better leverage their knowledge and experience.

5 IBM Global Technology Services 5 If your assessment scores aren t very high, you re not alone many organizations find it hard to cover all the bases. To help you determine to what degree your organization has adopted the new model s capabilities, shown in figure 1, answer the following questions based your last PC deployment or refresh. It may be helpful to rate yourself with a 1 to 10 score, with 10 being the highest possible score. Assessment Focus How to Evaluate Your Organization Where are you? Integrated deployment infrastructure Support of global deployments Communication Information access Reporting Integrated approach On time delivery and cost overruns There is a dedicated deployment infrastructure in place that is supported by processes and technology that facilitates a faster and high quality deployment. There is one globally integrated delivery model that can be leveraged to enable economies of scale and achieve improved quality The vast majority of communication to all parties involved in the deployment is triggered automatically and therefore requires very limited human initiated interaction. Deployment information can be easily accessed and is supported by a database that has adequate levels of security and content at both a global and specific geography level. On demand standard or ad hoc reports can be generated that reflect current status with all tasks and parties, as well as capabilities to better facilitate analysis and overall decision making. Automated workflows have been designed for deploy-ments that do the redundant tasks that used to be done by project managers and other IT support personnel Our deployments are on time and have not experienced any cost overruns. If your scores were not very high, you are not alone. A vast majority of deployments are still being conducted in much the same fashion as they have been in the past. However, maintaining the same traditional approach will only continue to drive up costs, be prone to errors and not meet the project s deadlines.

6 6 IBM Global Technology Services Addressing PC deployment issues through innovation The objective is to simplify the entire end-to-end process of deploying workstations. The following graphic represents the new innovative way to simplify PC deployments whether the need is driven by a large-scale refresh of hardware and operating systems or expansion into new markets and geographies. Acquisition and Tracking Project Management Integrated Factory Model Recovery and Disposal Automated Work Flows Remote Support Center Integration and Customization On Site Client Support Figure 2. Components of the new and innovative model for PC deployments. This new model provides a consistent, standardized approach, on a global scale that is also dynamic enough to be configured to allow the project to be able to adapt to each individual end user environment. The end-to-end deployment of workstations from acquisition, to integration and customization, on site support and recovery and disposal is enabled by four primary components. A high level overview of their capabilities includes:

7 IBM Global Technology Services 7 Remote Support Center: The Remote Support Center is the linchpin providing command and control over the entire life of the project from a single source working from a centralized location and supported by the most advanced workflow tools. Automated Workflows: Automated workflows enable standardized outcomes for quality and cost control through automated processes, as well as gathering all of the disparate data into useable structured reports and online views for all parties to track the project s status. Integrated Factory Model: A global integrated factory model leverages dedicated facilities and resources to assemble, configure and test platforms prior to being shipped to the site where they will be implemented driving consistency in processes, delivery, project control and support, compared to the current desk side approach that is both labor-intensive and prone to mistakes. Project Management: Project management is the nerve center that links and coordinates all resources during a deployment, enabling the project manager to have greater visibility into what is occurring, or may occur. A coordinated system frees managers up to actually manage instead of gathering data or conducting menial tasks. In a globally connected world, deployment requirements will only continue to grow more complex. So, while this new model focuses on centralized management, standardization and coordination, it must also include an organizational component that comprises a global network of integration center. These should be located within the continent where your organization resides to minimize delivery delays, deal with shipping across international borders, and provide support, if needed especially when staging large, complex deployments in multiple locations.

8 8 IBM Global Technology Services The sum of these parts working together enables quality, on-time deployments. Understanding the benefits of the four components A Gartner research paper recently stated that, The keys to reducing the complexity, as well as the cost of PC management are standardization and automation. Standardization helps simplify the tasks of deployment, management, maintenance, support and retirement. Automation (through management tools) drives significant efficiencies in the way these tasks are performed. 1 Standardization and automation are core design points within each of the four components. As a result, it helps to ensure that a standardized end user environment is established when implementing a refresh, and it effectively mitigates the problems that the current non-standardized end user environments still present during deployments. Each of these components is integrated and dependent upon each other in order to deliver the standardization and overall benefits and value of this new deployment model. Remote Support Center: A Remote Support Center (RSC), designed to provide end-to-end support and project management, leverages a tool set that is enabled by standardized workflows and automated procedures. This not only improves quality, but helps maintain a consistent approach based on PC deployment best practices. All information that is required to help manage and document resources, activities, events, and devices for order, shipment, and install/deployment of workstations can be obtained from this single source.

9 IBM Global Technology Services 9 An important by-product of the tools and automated processes should be information that produces automated reports to support the varying needs of the different individuals who are involved in a deployment. This would include, at a minimum: Centralized reporting and management of, for example, hardware shipping and receiving, and site status. Enterprisewide status reports with key milestones. Global and local view of project status. On-demand access to information for all project team members through a Web-based performance dashboard. The RSC also addresses other common PC deployment issues Common Issue: Unique startup procedures are required for each project. RSC Resolution: A standardized approach provide faster startups. Common Issue: Project coordination and support have to be mobilized for each deployment. RSC Resolution: On-time deployments are enabled by an existing infrastructure. Common Issue: A non-integrated process is used in selecting and managing suppliers. RSC Resolution: A global portfolio is in place with pre-selected suppliers that are integrated into the delivery model. Figure 3. The RSC is designed with a standard and repeatable approach.

10 10 IBM Global Technology Services The factory model delivers superior results at a lower cost. Automated Workflows: Enabling standardized outcomes for quality and cost control is a necessity in an end user deployment whether you accomplish it by hiring more people or through automated processes that are designed specifically for PC deployments. The automated workflows enable the lower-level tasks to be done behind the scenes more efficiently. The benefits of these end-to-end workflows include: Automated project policy enforcements Automated communication to project teams and end users Automated conditional follow-up communications Configurable workflow process and communications process to meet the needs of each environment Program level views of project plans, status and metrics Generic import and export of data to other systems and for reporting. Global Integrated Factory Model: The traditional PC deployment model is generally performed by deskside services at the site and involves technicians loading individual machines with the image installing applications, configuring them for end users and then deploying each machine. The hands-on approach can generate problems, including: Improperly designed areas for configuring hardware and loading images and applications, lengthening the time it takes to prepare a large number of machines and increasing the likelihood of errors. Not having existing processes for large-scale deployments or testing new processes during the rollout. Inconsistent deployment processes between different sites and across multiple geographies. Inadequate training on both the deployment approach and technology that will be implemented.

11 IBM Global Technology Services 11 The risks involved in managing PC deployments can now be signficantly mitigated. The global integrated factory model involves shipping end user devices directly to integration centers, where the devices are asset-tagged, loaded with the appropriate image, installed with applications and configured for use before being shipped to the site. Using this approach can save significant time compared to when a traditional model is used. While the benefits of cost savings and faster deployments are significant, what is of equal benefit is that these centers: Pre-configure, integrate and customize any number of multivendor devices to unique specifications and do it virtually error-free the devices shipped and configured using this approach typically arrive percent defect-free. Support a low-touch, on-site installation model to reduce impact during installation. Satisfy global deployments more effectively by having standardized models, processes and tools that are used throughout each phase of the deployment. Facilitate more efficient management of complex shipping requirements. So, unlike the traditional approach for PC deployments, the innovative capabilities create an integrated, process-driven factory model that helps to ensure quality, on-time PC deployments at a lower cost. Project Management: Project managing PC deployments is not for the faint of heart. The breadth of tasks that need to be managed is equaled only by the number of potential pitfalls that can be encountered. The common list of responsibilities for managing a deployment includes: Overall planning, scheduling, managing and controlling activities Ensuring processes and instructions are clearly defined Supporting through transition and steady state Serving as single point of responsibility Developing the project plan Managing project changes Addressing problems and issues

12 12 IBM Global Technology Services Providing centralized project control Coordinating resource scheduling Managing and organizing all of the disparate information Reporting on project status. The current approach to address the amount of work and mitigate the high degree of risk has been to add more resources, or be willing to live with the consequences of unmet deadlines. These options no longer need to be tolerated because a project manager will be assisted in their work by: Leveraging automated workflows that conduct a high number of the repetitive tasks. Tools that gather, organize and present the data in a way that saves time and reduces errors. Automated communications to all members of the delivery team regardless of their location. Enhanced insight in monitoring the project s status and progress, as well as alerts to potential issues due to a central data repository of all relevant information that generates both standard and ad hoc reports, and is globally accessible. These benefits are possible because of the following attributes that are integral to how this new model facilitates PC deployments: A repeatable approach: Employs a common language and set of processes used by everyone on the project team that provides the guidance and discipline to ensure that PC deployments meet requirements. Asset-based services: Utilizes reusable, standardized components based on a combination of tools, intellectual property and best practices accumulated from deployment engagements with thousands of customers in many industries. This will speed implementation time, lower costs and deliver value back to the business faster. Continuous improvement: The method is continuously updated and improved with the required technical expertise and industry knowledge to ensure that it continues to meet the dynamic needs of the end user environment.

13 IBM Global Technology Services 13 The bank realized deployment cost savings of 63 percent while reducing deployment time. Leveraging innovation in a PC deployment to meet the needs of the business An international bank using business systems that were costly and labor-intensive to support was looking for a cost-effective, fast and efficient way to standardize its business platforms. The company wanted to avoid traditional deployment methods in which a deskside technician configures each PC onsite, disrupting business operations and degrading employee productivity. By leveraging components of this new model, technicians configured the bank s PCs at a remote site working on many systems concurrently and turning them around quickly. They were also able to configure each PC according to the bank s predefined specifications to produce a consistent, high-quality solution on every piece of equipment. All PCs were then delivered to the bank s site, reducing the amount of effort required for the bank s IT staff to set up and run each piece of equipment. The bank realized deployment cost savings of 63 percent while reducing deployment time from an average of 178 minutes per unit to 71 minutes per unit. The bank is also enjoying fewer disruptions to its business operations and has increased end user productivity. Because they leverage a simplified, proven process, installation technicians don t require the same level of expertise that deskside technicians need resulting in lower labor costs. And because the PCs were configured to predefined specifications, rather than to requests from individual end users, the bank virtually eliminated execution errors. Deskside technicians are now free to focus on more revenue-generating activities and problem solving, rather than PC configuration. Furthermore, the company realized increased employee satisfaction, thanks to the technicians ability to get PCs up and running quickly. Employees also enjoy the ability to easily upgrade their equipment using a Web-based order system that lists all software options by part number simplifying the order process and minimizing order errors.

14 For more information IBM has a long and successful history of deploying end user technology. Please visit this website to see how IBM can assist you in your next PC deployment by utilizing this new innovative approach and learn more about our portfolio of services for the end user environment: ibm.com/services/enduser Footnotes 1 Gartner, March 20, 2009, How to Reduce Your PC TCO 30% in 2011 by Federica Troni et al. Copyright IBM Corporation 2009 IBM Global Services Route 100 Somers, NY U.S.A. Produced in the United States of America August 2009 All Rights Reserved IBM, the IBM logo, and ibm.com are trademarks or registered trademarks of International Business Machines Corporation in the United States, other countries, or both. If these and other IBM trademarked terms are marked on their first occurrence in this information with a trademark symbol ( or TM), these symbols indicate U.S. registered or common law trademarks owned by IBM at the time this information was published. Such trademarks may also be registered or common law trademarks in other countries. A current list of IBM trademarks is available on the Web at Copyright and trademark information at ibm.com/ legal/copytrade.shtml. Other company, product and service names may be trademarks or service marks of others. References in this publication to IBM products and services do not imply that IBM intends to make them available in all countries in which IBM operates. ENW03002-USEN-00