PMUG Presentation

Edison: A Review of the Operational Application Elements and a Look at It's Expected Evolution

ImplementationImplementation Time Frame 2006 Through 2009Size based on employee count of 45,000 and budget size of 32 billionSystem Elements are PeopleSoft HCM, Financials, Projects, Spend/Procurement Enterprise Learning, Data Warehouse and PortalSupporting Business Applications: Facilities, Fleet, Cash Management, Asset/ Inventory Bar Coding and Data WarehouseRapid Deployment/ Project ManagementConsulting SupportArchitectureMove From Multiple Platforms to Distributed Systems FormatStaffingInfrastructure DesignVirtual Servers and Storage Area NetworksLoad TestingInstances Supported : Production, Test, Training, Development and Disaster RecoverySecurity Provisions

User ImpactAdvisor Committee Steering CommitteeKey User/Data OwnersSubject Matter Experts End User Employees End User Non-EmployeesVendor/ Bidders

Operational Next StepsIdentify/ Change Business Process as NeededEstablish System Interface ConceptDevelop Audit Application AwarenessLoad Historical Data as NeededConfigure Disaster RecoveryApplication Performance to the DesktopInfrastructure Performance Web, Application and Database Develop an Application Upgrade Strategy

Additional Applications to Improve Service and Control Support CostCompuware Application MonitorQuest Stat to Track Change ControlOracle Enterprise Service BusAutoSys Application SchedulingRemedy Problem Tracking for Helpdesk IssuesFinalist Address CorrectionEntrust and PGP Token Based Encryption for Files and SSLFileNet for Document Storage

Applications and Enhancements In The WingsDatabase PartitioningAdvanced CompressionAudit VaultAdvanced SecurityIdentity ManagementReal Application TestingProject Portfolio ManagementService Oriented ArchitectureUsing Appliance Strategy in the Infrastructure

Lessons LearnedMake Sure Everyone Knows and Understands the Deployment StrategyOver Communicate EverythingCreate a Plan and Work the PlanMake Sure Everyone understands and Agrees to the Operational PlanT he Work Plan Will Increase in Complexity and Volume After ImplementationForecast Three Year Rolling Information Systems Plan to Communicate Future Needs to leadership

Value Proposition Eliminated Multiple Applications That Were Not IntegratedEstablished Departmental and Interdepartmental WorkflowConsolidated Financial SystemsEstablished Accounts ReceivableImproved Integration With Agency Program Systems Created Electronic Repositories for Numerous Documents

More ValueMoved Procurement to the Internet and a Electronic formatOpened Up Numerous Improved Business Process OpportunitiesImproved Data Availability and AdministrationOpened Application to Browser Based Internet Access and Handicapped AccessibilityPresented Opportunities to Increase Security for Application Operations and DataEmployee Growth

Value For The FutureImproved Opportunities to Share InformationConsolidate Purchasing Power to Benefit All That ParticipateMore Easily Adapt to Legal RequirementsLeverage Vendor Improvements to All Applications

A Project ApproachCreating a Project Driven OrganizationWhat is a Project Driven Business Group?Has a well defined project officeGroup leadership is supportive and references project activities The office is well funded and administrative tools are usedAll major group activities are defined as projectsProjects are detailed in design and a collaborative group has contributedProject ownership is well defined and participatoryEvaluations and quality reviews are conducted to establish value

What is the Value of a Project Driven Group?Group efforts are documented and visibility createdResponsibilities are definedProjects are prioritized and assignedEfforts can be measuredLeadership can better understand commitmentsExpectations can be shaped from a view of the big pictureConcurrent and dependent activities are more easily identifiedTeam work can be better coordinated Activities are increased and value identified for the organizationWhat are the Pitfalls?Understanding and feeling good about the work loadIdentifying the correct project team membersCreating working relationships with the project leadsEstablishing communication and keeping it alivePartnering when you would like to blameKnowing when and how to congratulate and celebrateEstablishing the requirementsEvaluating, documenting and selling a need to change business process Always improve business time and motion while remaining accountable

Selling Project ManagementWhat is it and how would you explain it to leadershipWhy is it needed past the change management stepsCan you do the return on investment for project leadership and the associated toolsCan you identify a phased-in approach Who would the champions for the project approach be in your business groupWhat tools would be neededHow many projects can a PM support What support is required for the PM to have a good resultProject Evolution at EdisonCreation of the groupTransition from implementation to operationsHow the project approach changedImprovements in administration and supportGroup training and assignment change Procuring and implementing toolsImproving the discipline increasing the documentationEnhancing the business value and celebrating itEdison Leadership Project Map

IntroductionMonitoring ApproachToolsServer Vantage Client Vantage AgentlessCurrent Monitoring StatusAreas of Improvement

21Monitoring ApproachThree primary monitoring areas:UsageWho is using resources and when? PerformanceHow much resources are being consumed?How well are resources performing?AvailabilityHow often are resources unavailable? 22Monitoring Approach (contd)Two methods of monitoring:Agent Based MonitoringSoftware local to the monitored device which operates independently and reports back to a central unitProvides greater variety, intelligence, and customization over agentless methodsAgentless MonitoringThe remote collection of data from a monitored device Often this is done utilizing pre-existing software on the device, such as the Operating SystemMay also capture data passively

23Tools: ServerVantageServerVantageProvides server-specific performance monitoring CPU, Memory, Network Rates, etc. Agent based solution utilized for Production monitoring Agentless methods to be used for Dev / Test

24Database CPU Report

25App Server CPU Report

26Alerts Chart

27Tools: ClientVantage AgentlessClientVantage AgentlessProvides End User Experience (usage and availability) monitoring by measuring the network timings between fault domains of actual end user activity

28Portal Level 1 Dashboard

29Portal Level 1 Dashboard w/Benchmark

30Portal Level 2 Dashboard

31Slow Page Report

32Slow Page Report Contd

33Daily System Performance Report

34Website Scorecard: All Fault Domains

35ClientVantage Alarms

36Current Monitoring StatusPerformed basic implementation of ServerVantage and Client Vantage with CompuwareDeveloped additional custom monitoring views and reports as well as distribution methodsIncreased the Vantage server infrastructure to mitigate initial performance issuesUpgraded Vantage software from v10.1 to 10.2 and are in the process of upgrading to v10.3

37Areas of ImprovementImplement automatic alerting Implement Development and Test Segment agentless monitoringImplement VM Ware ESX Host agentless monitoringUpgrade Vantage software to v11.1 Develop additional custom counters for JOLT / Tuxedo monitoringImplement additional proactive monitoring practicesImplement Business Service Monitor / Integrate Vantage with other toolsets (Remedy, AutoSys, OEM, etc.)38RecapMonitoring ApproachToolsServer Vantage Client Vantage AgentlessCurrent Monitoring StatusAreas of Improvement39Changing Landscape for ApplicationsHow Applications are ImplementedAccessibility / Presentation of the Application (Cloud Computing)Security of the DataApplication Support ToolsMobile ComputingSupport New Social NeedsA Constant Move Toward Self-Service Understanding and Using Analytic Data

Questions??41`

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Database

Computer

Remittance Processor

Pay Station

Load Balanced

Web & App Combined into 1 VLAN in Development