EMA Radar for Workload Automation (WLA): Q4 2017...EMA Radar for Workload Automation (WLA): Q4 2017 REPORT SUMMARY AND BMC PROFILE An Enterprise Management Associates Radar Report

EMA Radar™ for Workload Automation (WLA): Q4 2017REPORT SUMMARY AND BMC PROFILE

An Enterprise Management Associates Radar™ Report Written by Dan Twing

Q4 2017

TABLE OF CONTENTS

© 2017 Enterprise Management Associates, Inc. | www.enterprisemanagement.comREPORT SUMMARY: EMA RADAR FOR WORKLOAD AUTOMATION (WLA): Q4 2017

Introduction .................................................................................................................1

Research Methodology ...............................................................................................3

Vendors Included in This Report.................................................................................4

Value Leader: BMC .....................................................................................................5

Future Outlook ............................................................................................................6

Vendor Profile: BMC ...................................................................................................8

Appendix A ............................................................................................................... 14

http://www.enterprisemanagement.com

© 2017 Enterprise Management Associates, Inc. | www.enterprisemanagement.com| REPORT SUMMARY: EMA RADAR FOR WORKLOAD AUTOMATION (WLA): Q4 20171

The “2016 EMA Workload Automation Radar Report” focused on digital transformation and an increased rate of change due to continuous delivery and DevOps as drivers of change in the workload automation (WLA) market. Both trends continue, but the resulting impacts are shifting.

Users are upgrading WLA solutions closer to when new releases are available – Most products improved their upgrade processes over the past several major releases, minimizing downtime for upgrades, lowering the impact of upgrading, and in some cases, allowing for several versions of agents to coexist. Web-based consoles with full features are also more prevalent, and are replacing fat client consoles for remote staff. This replacement makes coordination of upgrades easier for distributed organizations since they have much less coordination on upgrading desktop software. The result has been that once an organization has made the jump to these newer releases, future upgrades become much less painful and users are more likely to apply upgrades in a timely manner after each release, since the impact is significantly reduced. User interviews in the 2015 timeframe reflected many organizations who were one, two, or even three major releases behind. User interviews in Q3 2017 for this report show many organizations are now more likely to be on the current major release and very close to being current on point releases. In addition to upgrading more often because it is easier to do so once past whatever release contained the major changes to the upgrade process, organizations are driven to stay current because they need the latest features to support digitalization, continuous delivery, and DevOps.

Expanded APIs with full inbound and outbound capabilities – Inbound features that support most GUI functions open up many opportunities to change the way jobs are defined. Jobs-as-Code allows developers to define jobs and perform other functions through their text editor, in line with business logic code that changes the DevOps relationship. The scheduling team can still maintain an overview of all jobs and schedules using the familiar UI, but developers can work in environments comfortable and familiar to them. On the outbound side, powerful

APIs that integrate with business applications empower users to easily integrate the applications they need without waiting for vendors to create plugins or update plugins for new versions of business applications. Many products are now fully web-services capable for most functions, or moving rapidly in that direction.

Increase in the importance and capabilities of managed file transfer (MFT) features – WLA tools have long been integrated with a variety of file transfer products, but many WLA products radically increased native MFT capabilities in recent years. Digitalization of business is increasing the importance of moving data effectively. EMA believes that modern, enterprise-class workload automation tools are the most logical place to manage and control repetitive workflows, including file transfers. A WLA tool helps an organization learn to speak a common automation language and builds skills that reduce errors, speed development, and remove repetitive, low-skilled work, which increases productivity and reliability in defining automated tasks. Some WLA software vendors have responded to these needs with improved features and focus on MFT.

More user organizations are going with enterprise licenses or reevaluating how they license WLA software – The more successful the adoption of enterprise WLA across the organization, and with the success of DevOps initiatives, more agents are deployed. Enterprise licenses make it easier to expand usage since there is no worry about increasing costs. Another licensing trend is reevaluating the licensing due to the use of containers. Agents are not deployed in each container, but containerized applications tend to use more VMs and there is an overall increase in the number of agents deployed. This can cause a big increase in licensing fees, depending on the type of cost drivers in existing licenses. Some WLA vendors that added container support had to consider changes in licensing schemes in order to accommodate the structural differences in agent deployments for those making greater use of containers. Also, the trend to focus on business automation using WLA tools is changing thinking about the scope of WLA software licenses because it is becoming a broad enterprise tool; not just an IT operations tool.

INTRODUCTION



Rising use of self-service dashboards, web clients, and mobile access to WLA tools – In 2016, EMA research showed 54 percent of organizations were offering a self-service portal for business users, and 16 percent planned to use one in the next 12 months. Many more deploy dashboards for development and IT operations staff only. In the 2016 study, 17 percent had offered a self-service dashboard to business users, but discontinued it for lack of use. In talking with those who successfully engaged their business users, it takes a concerted effort to market the capabilities and benefits to business users across the enterprise. When properly marketed to business users, it can become a real benefit to the users who can get real-time updates and even take some actions to start or restart jobs, and also for IT operations staff who are freed from unnecessary communications and mundane tasks. Interviews for this report revealed increased use of dashboards for stakeholders outside IT operations. Stakeholder visibility is starting to take off in more organizations, driven by a broader use of WLA tools for business process automation and the increase in developer interactions with WLA tools as DevOps trends continue.

Increased support for big data tools – While big data, business intelligence, and analytics workloads continue to grow in volume and importance, so have the WLA support and integration for the Hadoop Ecosystem of tools and various Hadoop distributions. WLA tools have stepped up to the challenge of absorbing these workloads because the scheduling capabilities within Hadoop are limited. Organizations are taking full advantage of the robust scheduling capabilities of enterprise-class WLA tools to best manage big data workloads.

Workload automation is becoming digital business automation – Digitalization is changing the IT game in terms of the volume of IT- and business-related tasks, and the speed required. Business needs have started to pull automation past IT functions and directly to business functions. WLA tools are beginning to morph into digital business automation tools. This is just beginning to take shape and will have a much greater effect in the coming years. However, some tools are already gearing up to provide automation well beyond batch workloads, past IT operations into other aspects of IT management, and even directly to business processes. The core calendaring, scheduling, event triggering,

notifications, audit logging, and other capabilities well matured within WLA tools for IT operations functions are just as effective when applied to business process automation. Self-service dashboards are exposing these capabilities more and more to business users. Web service capabilities within WLA tools and other business applications open the door for more integration and automation. The core capabilities of WLA tools, and the best practices they support, are the basis for growing WLA tools in the direction of digital business automation.

Increased investment and competition in the WLA market – Competition is increasing in the WLA market as it becomes more linked to broader business process automation and an important part of digitalization efforts. As a result, more investment is being brought to this market and R&D is increasing. CA made a major move earlier in 2017 by acquiring Automic. STA Group acquired Tidal from Cisco in November 2017, and IBM partnered with HCL to advance the IBM Workload Automation solution. Two relatively recent European entrants to the market are also having an impact as they challenge the established players: Arvato Systems streamworks (Germany) and InfiniteDATA ScheduleIN (Poland). Most of the products in this market are aggressively enhanced to leverage the core scheduling capabilities well beyond operations and job scheduling functions. EMA expects this to continue in the next 24 months as the role of WLA software continues to expand and the vendors in this market jockey for position in what is becoming a very important part of the digitalization of business.

Workload automation allows an organization to visualize and execute end-to-end business processes. WLA continues to evolve to allow IT to move faster and integrate new technologies. Digitalization is increasing the importance of automation, and as a result, competition in the WLA market is heating up. The “2017 EMA Workload Automation Radar Report” reflects these trends in the measurement criteria it used to evaluate today’s leading solutions.

INTRODUCTION



The major challenge of this type of market evaluation is to avoid creating a simple feature comparison. EMA is aware that in order to be valuable for the end customer, any analyst report must thoroughly research and consider the client perspective. Since enterprise IT is generally focused on solving actual customer challenges, each software feature is only relevant to this report if it solves a specific and important business problem.

To remain entirely objective, EMA based this Radar Report on a comprehensive survey with over 600 data points that can, for the most part, be measured unambiguously. All survey questions were founded on customer feedback and vendor responses; they were thoroughly verified by a sequence of product demonstrations and end-customer interviews.

EMA acknowledges that in WLA, as well as in most other arenas of enterprise IT, there is no one best solution for every customer. Therefore, EMA evaluated each product along five dimensions:

• Functionality• Architecture & Integration• Deployment & Administration• Cost• Vendor Strength

Based on these five dimensions, a potential client might select a solution that is only rated as “average” in terms of functionality, but is easily deployed, requires minimal maintenance, and costs significantly less than some of the functionality leaders. Others may focus on key features and look for a product that balances advanced capabilities with cost and administrative effort.

EMA’s guidance along these five dimensions will enable potential clients to determine which solutions warrant a closer look. This determination can mean narrowing down the field to only three vendors, or it may cause an organization to include lower cost alternatives into its RFP process. This report will have achieved its purpose if EMA has provided potential WLA customers with the background knowledge and guidance necessary to confidently make this preselection decision.

Research for the Q4 “2017 WLA Radar Report” took place starting in Q3 2017. For details on the requirements used to evaluate the participating vendors, and details on the changes to the measurement criteria from the 2016 report, please refer to Appendix A.

RESEARCH METHODOLOGY



Key Changes Compared to the “2016 WLA Radar Report”Comparing the 2017 chart with the previous graph compiled in 2016, EMA makes the following observations:

• EMA included two additional vendors: InfiniteDATA with their ScheduleIN product, and Arvato Systems with their streamworks product.

• CA Technologies acquired Automic, and CA Automic Workload Automation is the only CA product evaluated in this report.

• STA Group LLC, a portfolio company of the Chicago-based Dillon Kane Group, acquired Tidal Workload Automation from Cisco on November 16, 2017.

• IBM created an IP partnership with HCL for the ownership and development of IBM Workload Automation, with the IBM product management and development teams transitioning to HCL, while IBM retains the sales, marketing, and customer relationship functions. IBM Workload Automation continues to be represented in this report as IBM.

• MVP Systems’ JAMS Job Scheduler is now a Value Leader.• ASG once again opted out of this report, and EMA is

no longer following their Zeke and Zena products. ASG opted out of the 2016 report due to financial challenges that limited product development. ASG emerged from financial restructuring in 2015, and EMA expected ASG to be included in this refresh of the report. However, the workload automation products Zeke and Zena do not seem to be a strategic priority for ASG.

VENDORS INCLUDED IN THIS REPORT

EMA RADAR™ FOR WORKLOAD AUTOMATION: Q4 2017

MO

DER

ATE

EXC

EPTI

ON

AL

BA

SIC

SOLU

TIO

N IM

PAC

T

MODERATE EXCEPTIONALBASIC

DEPLOYMENT COST EFFICIENCY LOWER TIME, EFFORT, AND COST

STRO

NGER

FEA

TURE

S, A

RCHI

TECT

URE,

AND

INTE

GRAT

ION

VENDOR STRENGTHVALUE RATINGSTRONG VALUE

VALUE LEADER

LIMITED VALUE

TARGETED VALUE

BMCCA Automic

IBM

MVP

CiscoSMAInfiniteDATA

ArvatoSystems

FluxVinzant

Arcana

Stonebranch

HelpSystems

ASCI

Figure 1 - WLA Bubble Chart



Value LeaderBMC: Control-M, BMC’s digital business automation solution, is once again a Value Leader and the strongest product in this year’s WLA Radar Report, achieving the highest overall scores on Functionality, Architecture, and Integration. BMC held this position in the 2010, 2012, and 2016 EMA WLA Radar Reports. BMC improved their SAP support with SAP S/4 Hana certification, SAP Process Integration, Financial Closing Cockpit support, IBM PowerPC support, and more. While BMC already had file transfer capabilities, they’ve now added significant MFT capabilities. Control-M is now available on the cloud with simplified cloud provisioning and configuration on AWS and Azure, and with Database as a Service with Amazon AWS RDS. EMA is particularly impressed with the DevOps improvements. Control-M Automation API allows for Jobs-as-Code, and the new no-charge developer workbench adds a graphical workflow debugger and Docker and VM support. These features contributed to BMC being awarded Best DevOps Support in this report. Control-M is an outstanding choice for organizations that intend to give WLA its rightful place as a data center discipline with significant business impact.

BMC: Best DevOps SupportBMC Control-M includes optimized support for DevOps practices by adopting the Jobs-as-Code approach. Control-M Automation API and Control-M Workbench support application components in the systems development lifecycle (SDLC), including job scheduling flows, while providing easy access to application automation. Control-M Automation API enables developers and DevOps engineers to embed Jobs-as-Code using JSON notation for job definitions, GIT, and RESTful APIs for validation, configuration, and deployment, creating consistency among the development, test, and production environments. Control-M Workbench is a complete, standalone development environment that enables developers and DevOps engineers to build, test, and debug batch automation for business applications in the same way any other coding activity is performed, without requiring any additional services. It provides developers a ready-to-use Control-M sandbox as a virtual appliance that runs in Apple Mac OS, Microsoft Windows, and Linux environments. Control-M Workload Change Manager gives developers the ability to quickly build accurate workflows that adhere to automatically enforced enterprise-defined standards. EMA believes that BMC Control-M includes the best DevOps support in the WLA market.

VALUE LEADER: BMC

BMCEMA Radar™ for Workload Automation (WLA) Q4: 2017

Best DevOps Support



WLA products continue to mature and adapt with the changing IT operations and broader digital business landscape. As stated earlier, most products radically improved their upgrade process and many organizations upgraded to versions that incorporate the easier upgrade features. This resulted in more organizations on the current major release and organizations that are very close to being current on point releases on the WLA solution in use. In addition to upgrading more often because it is easier once past whatever release contained the major changes to the upgrade process, organizations are driven to stay current because they need the latest features to support digitalization, continuous delivery, and DevOps. Easier upgrades, increasing competitiveness in the WLA market, and the rising need for automation of business processes are all driving increased R&D in the WLA market. Watch for EMA research on these trends in Q2 2018, “The Automation Revolution: Transforming Workload Automation Into Digital Business Automation.”

EMA expects continued improvements in the following areas as WLA continues to evolve:

• Full web services support and embedded scheduling – Most products have robust APIs, but the leaders have or will soon have full console capabilities available through web services. Continuous delivery will change the relationship between development and scheduling, and applications will be deployed with scheduling intelligence built in. EMA believes embedded scheduling will spread to more products and its capabilities will be expanded. The integration capabilities are being rapidly expanded, which will enable broader use of WLA tools as they reach across IT to business users, and support automation of existing business processes and yet to be defined business digitalization efforts.

FUTURE OUTLOOK



• Monitoring and control of release process – As DevOps and continuous delivery become more common, the need to orchestrate the application release process will grow. EMA believes WLA solutions will increase capabilities for monitoring and automating the release process.

• User community awareness – Only a few products currently have user communities and forums that enable the sharing of apps, add-ons, templates, and other customizations built by users. EMA believes this trend will continue. With more API support and the ability to embed scheduling awareness into applications, the discipline will be advanced by users’ innovations, taking advantage of more open WLA products.

• Agent change management – WLA solutions are predominately agent-based. With thousands of servers in many on-premises and public cloud environments, updates to agents can be overwhelming. With multi-cloud adoption and the expected growth in the use of containers, microservices, and serverless computing, further advancements in change management will become necessary.

• Data awareness, file transfer control, and manipulation – Many products have incorporated or integrated MFT. Big data is big business for WLA solutions, and has increased the need for and challenges of moving data. While Hadoop and many commercial tools have some built-in scheduling capabilities, they do not come close to the features and controls of the WLA solutions. While big data support exists in many products today, EMA believes more awareness and control, and even minor manipulations of data and file transfer processes, are likely as big data gets bigger and more automation is applied to these workloads.

• Increased self-service and business stakeholder involvement – Many products added web-based features, dashboards, and mobile apps to give business stakeholders move visibility into the status and outcomes of the jobs important to them. User interviews for this report revealed increased adoption of self-service features by both development teams and business stakeholders. EMA believes this trend will continue as more business processes are automated with WLA tools. WLA products will further advance the ability to bring more transparency and value to business stakeholders.

• Machine learning/AI and cognitive computing – AI is just starting to make its way into some third-party analytics tools for WLA, and it is starting to be discussed on product roadmaps for some of the leading WLA tools. While this improvement may seem more futuristic than other trends, cognitive computing systems are becoming more involved in all aspects of business computing. WLA will benefit from this trend, too. Client interviews for this report were conducted with folks who have been on the job for 5-45 years, with 15-19 years of experience not uncommon. There is a lot of “tribal knowledge” locked up in the minds of these individuals. EMA believes that encapsulating that knowledge into cognitive systems like IBM WatsonTM and other AI capabilities will create intelligent auto remediation and improve WLA in currently unforeseen ways.

Workload automation has come a long way from scheduling batch jobs on mainframes. Recent years have seen an increase in advanced features and broader integration, yet we seem to be more at the beginning of a new age for these systems than at the mature end of their lifecycle. A new chapter in the WLA product lifecycle is being written as digitalization of business pulls WLA systems across all of IT operations and into business process automation.

FUTURE OUTLOOK



Control-M, BMC’s digital business automation solution, is once again a Value Leader and the strongest product in this year’s WLA Radar Report, achieving the highest overall score on Functionality, Architecture, and Integration. BMC held this position in the 2010, 2012, and 2015 EMA WLA Radar Reports. BMC improved their SAP support with SAP S/4 Hana certification, SAP Process Integration, Financial Closing Cockpit support, IBM PowerPC support, and more. While BMC already had file transfer capabilities, they’ve now added significant Managed File Transfer (MFT) capabilities. Control-M is now available on the cloud with simplified cloud provisioning and configuration on AWS and Azure, and with Database as a Service with Amazon AWS RDS. EMA is particularly impressed with the DevOps improvements. Control-M Automation API allows for Jobs-as-Code and the new no-charge developer workbench adds a graphical workflow debugger and Docker and VM support. Control-M is an outstanding choice for organizations that intend to give WLA its rightful place as a data center discipline with significant business impact.

BMC is headquartered in Houston, Texas, and was founded in 1980. A group led by Bain Capital and Golden Gate Capital took BMC private in 2013 for about $6.9 billion. Since going private, BMC enhanced its leadership ranks with many industry

0

10

20

30

40

50

60

70

80

90

1002017 WLA RADAR Average

FUNCTIONALITY89.11

DEPLOYMENT ANDADMINISTRATION

83.43

COST ADVANTAGE

50.42

VENDOR STRENGTH

91.41

BMC

ARCHITECTURE AND INTEGRATION

89.91

VALUELEADER

2017

OVERVIEW

BMCEMA Radar™ for Workload Automation (WLA) Q4: 2017

Best DevOps Support

VENDOR PROFILE: BMC



veterans. The company’s new strategic focus on digital transformation is driving direction across all product lines and brought new focus to the role of workload automation in supporting digital transformation. Control-M became part of BMC’s portfolio through the acquisition of New Dimension Software for $673 million in 1999.

BMC Control-M includes optimized support for DevOps practices by adopting the Jobs-as-Code approach. Control-M Automation API and Control-M Workbench support application components in the systems development lifecycle (SDLC), including job scheduling flows, while providing easy access to application automation. Control-M Automation API enables developers and DevOps engineers to embed Jobs-as-Code using JSON notation for job definitions, GIT, and RESTful APIs for validation, configuration, and deployment, creating consistency among the development, test, and production environments. Control-M Workbench is a complete, standalone development environment that enables developers and DevOps engineers to build, test, and debug batch automation for business applications in the same way any other coding activity is performed, without requiring any additional services. It provides developers a ready-to-use Control-M sandbox as a virtual appliance that runs in Apple Mac OS, Microsoft Windows, and Linux environments. Control-M Workload Change Manager gives developers the ability to quickly build accurate workflows that adhere to automatically enforced enterprise-defined standards. EMA believes that BMC Control-M includes the best DevOps support in the WLA market.

Control-M Enterprise Manager is the central management console tying together Control-M for z/OS and Control-M for distributed environments, including private and public cloud environments (see Figure D). Control-M can be provisioned on-premises or in the cloud. Currently, Control-M is offered on the marketplace of AWS and Azure, and all other cloud platforms are also supported via the regular installation method.

Control-M capabilities are also accessible via RESTful APIs, allowing for seamless integration within a DevOps toolchain. The Control-M architecture supports agent-based and agentless scheduling, and is aligned around business services. All jobs are linked to these services, and the relationships between services and jobs may also be stored within BMC’s CMDB.

To dynamically provision, manage, and decommission workload processing resources, Control-M integrates with the Amazon EC2 API, VMware vCenter, and with the APIs of BMC’s own BladeLogic data center management software.

Figure D: Control-M

ARCHITECTURE

VENDOR PROFILE: BMC



Enterprise View The enterprise view is an all-encompassing GUI that delivers a single, consistent method to automate the scheduled workload throughout the enterprise. This ap-proach reduces training and provides end-to-end visibility, thus increasing the user’s span of control and enabling them to manage any workload and file transfer without requiring domain-specific expertise. Dynamic Workload Management Organizations can process changes in the way most suitable to the business by establishing processing rules through Workload Policies. Policies align the execution of workloads with the company’s operational cycle and manage workloads in accordance to the priority of the business functions they support. Policies also help com-panies make operational decisions using a rule-based approach that decreases dependency on organizational knowledge. DevOps Collaboration and Jobs-as-Code By adopting the Jobs-as-Code approach, solutions such as Control-M Automation API and Workbench support ap-plication components in the SDLC. By allowing develop-ers to build jobs in JSON format, Control-M provides the ability to embed job flows as a code artifact along with the rest of the application components. In addition, Control-M Workload Change Manager gives developers the ability to quickly build accurate workflows that adhere to automati-cally enforced enterprise-defined standards.Self-ServiceUsing the web application or the Control-M app for iOS or Android devices, users are presented with a view of the

workload services relevant to them. Each service is a col-lection of jobs with a business-oriented name specifically defined for usage within the Self-Service environment. State, status, and detailed job information are presented in simple terms. The Order Service function allows busi-ness users to submit ad hoc jobs or services, and these are controlled and audited.Big Data Control-M automates every aspect of the big data pipeline from a single point of control, from ingestion and data processing to presenting it to an analytics layer, removing reliance on multiple point solutions in various stages. Control-M offers deep integration with the Hadoop eco-system, including support for HDFS, Spark, MapReduce, DistCp, Pig, Hive, Sqoop, Tajo, Oozie, etc.Cloud IntegrationThe full stack of Control-M solutions can be provisioned in public cloud environments such as AWS and Azure. On AWS, Control-M is available on the marketplace and on Azure, the Control-M agent is available through a VM extension. Control-M provides integration with BMC BladeLogic, VMware, and Amazon EC2. The support for all three technologies is implemented through direct embedding of native APIs that enables tight integration and bidirectional communication. Managed File TransferControl-M provides extensive Managed File Transfer capabilities from a single user interface with application workflows. Unsuccessful file transfers can automatically be restarted from the point of failure, ensuring dependent workflows are completed on time. Managed File Transfer includes an operational dashboard with advance search capabilities, and an automation conversion tool from com-petitive solutions to allow an organization to move quickly.

Control-M ensures secure file transfers by leveraging multiple, industry-standard encryption protocols such as SSL and PGP.Automated Conversion ToolControl-M includes a wizard-based tool that takes users through a sequence of steps that, within minutes, results in Control-M job flows. The starting point is scheduling in-formation exported from other scheduling tools. The con-version tool imports and analyzes the data, producing a report with any errors or anomalies that were discovered, along with an assessment of the anticipated conversion quality. The tool can then convert the data and produce Control-M job definition XML documents. The XML is loaded directly into Control-M, where the job streams can be viewed, forecasted, and analyzed.Workload ArchivingControl-M Workload Archiving makes it easy to retain and retrieve the critical logs and output needed to prevent service disruptions and meet compliance requirements. The central archive provides immediate access to histor-ical data needed to quickly resolve problems that could disrupt business services. Governance, Auditing, and ComplianceComprehensive enterprise auditing and reporting can be enabled for selected categories. Every event is collect-ed, including job definition actions, operational actions, manipulation of user definitions and privileges or permis-sions, and user login, logout, and password management activities. Calendar and job definition changes capture all changed data, so reports can indicate exactly what was changed and version management can be used to rollback or restore previous versions.

KEY FEATURES SUMMARY

VENDOR PROFILE: BMC



ARCHITECTURE & INTEGRATIONARCHITECTURE

Business Focus OutstandingScalability OutstandingDynamic Workload Placement Strong Breadth of Platform Support (incl. agentless) Strong

Breadth of Application & Database Support Outstanding

Disaster Protection OutstandingContainer Deployment Outstanding

INTEGRATION/INTEROPERABILITYComprehensive API OutstandingCloud Integration SolidCMDB Integration OutstandingITPA Integration OutstandingCapacity Management Integration OutstandingMFT Integration OutstandingHeterogeneity Across Environments Solid Developers Schedule in Code (DevOps) Outstanding

FUNCTIONALITYFEATURES

End-to-End Monitoring OutstandingCompliance Management OutstandingTriggering StrongSelf-Service Portal OutstandingForecasting, Analytics, & Reporting StrongAlerting StrongSecurity StrongWhat-If Scenarios Strong Conditional Logic & Auto Remediation Outstanding

Logging/Auditability OutstandingBig Data Support Outstanding

EASE OF USESimplicity of GUI StrongSLA & Policy Awareness OutstandingRoot Cause Analysis StrongMobile Device Support SolidLanguage Support SolidAvailable Help Resources Outstanding

EVALUATION SUMMARY

VENDOR PROFILE: BMC



DEPLOYMENT & ADMINISTRATIONEASE OF DEPLOYMENT

Deployment Time/Effort OutstandingConversion Facilities SolidJob Discovery & Import StrongStaff Training Outstanding

SUPPORT AND SERVICESCustomer Support StrongProfessional Services Outstanding

EASE OF ADMINISTRATIONConsole Ease of Use StrongUpgrade Process StrongTest Environments OutstandingAutomation of Management Outstanding

COST ADVANTAGE Flexibility of Licensing Model SolidPricing Scenarios $$$$$SaaS Availability Solid

VENDOR STRENGTHVision StrongStrategy OutstandingFinancial Strength OutstandingResearch & Development StrongPartnerships/Channel OutstandingMarket Credibility OutstandingGeographic Coverage Outstanding

EVALUATION SUMMARY

VENDOR PROFILE: BMC



“My team appreciates the ability to create custom

integrations and plug-ins using the Application Integrator.”

“We really like the agentless capabilities!”

“We like Jobs-as-Code.”

“My favorite feature is Dependency Management

because you can just drag and drop lines between jobs.”

“BMC listens to customer feedback and takes action on

negative feedback—they seem to be egoless and just want to

make the product better.”

“Control-M is one of the most stable things I run! I don’t lose sleep over Control-M, and that is my favorite thing.”

“I like the mass update and

mass creation capabilities within Workload Change

Manager.”

“They really improved the UI

and it is great from a management

oversight perspective.”“I enjoy the Calendar

flexibility—we run over 125 calendars.”

“Their commitment to innovation and R&D

is impressive.”

Languages Available: English, Chinese, Japanese, Korean

FAVORITE FEATURES MENTIONED IN CUSTOMER INTERVIEWS:

+

VENDOR PROFILE: BMC



Evaluation Criteria Each product feature was required to fulfill the following three criteria in order to be credited with a specific element or capability:

• General availability: The features needed to be generally available in the solution set at the time of the evaluation. Features that were in beta testing or were scheduled to be included in later releases of the management suite were not eligible for consideration. The cutoff date was October 2017.

• Included in cost: All features in the evaluation also had to be priced into the total product cost. In order to evaluate the total cost for each product, EMA provided each vendor with four hypothetical customer scenarios to evaluate comparable list pricing.

• Documentation: All reported features had to be clearly documented for verification in publicly-available resources such as user manuals or technical papers.

The total product value is defined by comparing the overall product strength of each WLA solution (y-axis of Figure 1 on page 4) with its cost efficiency (x-axis of Figure 1). Product Strength combines evaluation scores for Functionality and Architecture & Integration. Cost Efficiency is calculated from the scores achieved from the Cost Advantage and Deployment & Administration categories. The size of each vendor’s bubble indicates the vendor’s strength as identified in its individual review.

Measurement CriteriaResearch for the Q4 “2017 WLA Radar Report” took place starting in Q3 2017. EMA used the following requirements to evaluate the participating vendors. Please keep in mind that these categories were weighted differently, depending on their importance to a business-driven WLA solution. Highlights reflect new measurement criteria for 2017. In addition to new criteria, the weighting assigned to various criteria were adjusted as follows to reflect new trends in the marketplace and give less importance to criteria where there is less differentiation among vendors.

Model Weighting Changes for 20171. Within Deployment and Administration: Raised the weight of Ease of

Administration and lowered the weight of Ease of Deployment.

2. Within Ease of Administration: Raised the weight of Automation of Manage-ment and Upgrade Process, lowered the weight of Console Ease of Use and Test Environments.

3. Within Architecture: Raised the weight of Dynamic Workload Placement and lowered the weight of Disaster Protection and Business Focus.

4. Within Integration/Interoperability: Raised the weight of Cloud Integration.

5. Within Features: Raised the weight of Self-Service Portal and What-If Scenarios and lowered the weight of Compliance Management, Logging/Auditability, and Triggering.

6. Ease of Use: Raised the weight of Root Cause Analysis and lowered the weight of Simplicity of GUI.

7. Vendor Strength: Raised the weight of R&D and Market Credibility.

APPENDIX A



ARCHITECTURE & INTEGRATIONARCHITECTURE

Business Focus Includes measures about dashboards, reports, triggers, service catalog integration, auto-discovery, SLA awareness, and others.

Scalability Includes measures about number of endpoints, size of active deployments, hardware required for specific workloads, support for virtualized and cloud environments, maximum jobs for a single installation, and others.

Dynamic Workload Placement Includes measures about SLA-driven thresholds, business impact analysis, workload placement factors (e.g., utilization, performance, policies, compliance issues, etc.), cloud support, cost of workload placement, multiple endpoints, resource contention, and others.

Breadth of Platform Support (incl. agentless) Operating systems supported.Breadth of Application & Database Support Common business applications and databases supported.

Disaster Protection Includes measures about fault tolerance, high availability, failover, automated job rerun, manual job rerun, mid-job restart, auto remediation, alternate schedules, and others.

Container Deployment Measures the ability to deploy the WLA product within a container.INTEGRATION/INTEROPERABILITY

Comprehensive API Includes measures about exposed scheduler elements for job stream objects, performance metrics, and supported API standards such as JAVA RMI, SOAP, REST, etc.

Cloud Integration Includes measures about dynamic placement in the cloud and specific public clouds supported.CMDB Integration Includes measures about CMDBs supported and extent of support.ITPA Integration Includes measures about built-in, companion, and third-party process automation features and products supported.

Capacity Management Integration Includes measures about creating, reconfiguring, or decommissioning virtual machines, shifting workloads, supporting Docker containers, and ensuring performance based on SLAs.

MFT Integration Includes measures about file transfer capabilities supported natively, integration with third-party file transfer products, and file transfer features supported.

Heterogeneity Across EnvironmentsIncludes awareness of and interaction with other schedulers, integration with companion and third-party infrastructure monitoring tools, business application monitoring tools, alerting tools, and ITSM tools. Also involves discovering dependencies across different schedulers, between jobs and underlying infrastructure, and across business units.

Jobs-as-CodeIncludes capabilities to define job scheduling and job definition artifacts in code-like notation, store them in software configuration management tools with the code, test with the code, promote from environment to environment with the code, include operational insight into execution status and progress, support SLAs, etc.

APPENDIX A



APPENDIX A

FUNCTIONALITYFEATURES

End-to-End Monitoring Includes measures about dashboard views for job stream performance across all environments, real-time performance by business unit, historical performance, performance against SLAs, and overview (e.g., jobs on time, about to be late, late, and failed).

Compliance Management Includes measures about templates for specific compliance standards (e.g., HIPAA, SOX, or PCI), custom compliance policies, real-time compliance monitoring, compliance-aware job placement, and standard compliance reporting.

Triggering Includes measures about available triggers (e.g., calendar, events, dependencies, file actions, message queue, email events, applications, databases, SNMP traps, etc.), message queues supported, types of calendars supported, multiple conditions, conditional logic, and priorities.

Self-Service Portal Includes measures about capabilities provided to business users such as triggering; editing; defining; viewing status; and restarting jobs, job streams, or automated processes; dashboard views; and mobile device support.

Forecasting, Analytics, & ReportingIncludes measures about native and third-party predictive analytics, warning thresholds, critical path views, past job performance, decision heuristics, graphical job dependency views, modeling of new jobs, historic performance reporting, GANTT and PERT charts, job processing costs, and others.

Alerting Includes measures about means of alerting (e.g., SNMP, email, text, etc.), alert priorities, customization of notifications, routing rules, and others.Security Includes measures about security roles, role-based access, and others.

What-If Scenarios Includes measures about simulating the effects of new job streams on existing jobs, new job streams on SLAs, and performance of jobs under development.

Conditional Logic & Auto Remediation Includes measures about automatic issue resolution, remediation based on events, historic data, or predictive and others.

Logging/Auditability Includes measures about activities logged including user interactions, job statuses, errors, result logs, schedule changes, logins and logouts, resource contentions job stream performance, and others.

Big Data Support Includes support for various Hadoop distributions and Hadoop Ecosystem integrations.EASE OF USE

Simplicity of GUI Includes measures about GUI elements, graphical wizards (e.g., creating jobs, dependencies, deploying agents, creating reports, defining job priorities, defining SLAs, defining auto remediation sequences, etc.), web-based aspects of UI, dashboard customizations, and others.

SLA & Policy Awareness Includes measures about SLAs and policies throughout the product.

Root Cause Analysis Includes measures about diagnostic information collected including error messages, active processes, instructions at time of failure, open files, file operations at time of failure, performance metrics, resource availability, and others.

Mobile Device Support Includes measures about mobile environments supported (e.g., iOS, Android, Windows) and the UI features supported on each environment.Language Support Measures the number of languages supported.Available Help Resources Includes measures about online knowledgebase, videos, online training, and others.



APPENDIX A

DEPLOYMENT & ADMINISTRATIONEASE OF DEPLOYMENT

Deployment Time/Effort Includes measures about deployment options, trials, training, proof of concept, installers, high availability setup, install services, and automatic provisioning.

Conversion Facilities Includes measures about conversion tools for CRON, VBScript, PowerShell, and specific competitor products.Job Discovery & Import Includes measures about auto-discovery of jobs, job dependencies, job streams, schedule files, etc.

Staff Training Includes measures about available training onsite, via video, interactive tutorials, etc., as well as knowledgebase, certification program, and technical events.

SUPPORT AND SERVICES

Customer Support Includes measures about support hours and means of support (e.g., phone, email, chat), forums, knowledgebase, help functions, online manuals, etc.

Professional Services Includes measures about direct services supported including report creation, system configuration, business planning, prototype creation, custom scripting, online training, videos, on location training, etc.

EASE OF ADMINISTRATIONConsole Ease of Use Includes measures about console design, features, web and mobile support, and others.

Upgrade Process Includes measures about maintenance windows, wizards, test and development environments, rollback for agents, console, or UI, and others.

Test Environments Included Availability within the production install.

Automation of Management Includes measures about automated collection of diagnostic information, automated alert management, auto-remediation, failover, and other automated management features.



APPENDIX A

COST ADVANTAGE

Flexibility of Licensing Model Includes measures about pricing options including by job, MIPS, sockets, cores, concurrent jobs, enterprise license, etc., as well as mixing license types.

Pricing Several configurations were considered and pricing was compared across all vendors.SaaS Availability SaaS often has a lower startup cost and can provide a better option for smaller customers, so points were awarded for SaaS options.

VENDOR STRENGTHVision How the vendor views the market and the direction they are taking their product.Strategy How the vendor approaches the market and positions their product.Financial Strength A light look at overall financial strength (where available).Research & Development Budget allocations for development teams in comparison to revenues and the number and frequency of new features.Partnerships/Channel Number and types of partnerships, channels, and ecosystems created.Market Credibility General sense of position and reputation in the marketplace.Geographic Coverage A review of countries with direct sales, channel sales, and deployed customers.


About Enterprise Management Associates, Inc.Founded in 1996, Enterprise Management Associates (EMA) is a leading industry analyst firm that provides deep insight across the full spectrum of IT and data management technologies. EMA analysts leverage a unique combination of practical experience, insight into industry best practices, and in-depth knowledge of current and planned vendor solutions to help EMA’s clients achieve their goals. Learn more about EMA research, analysis, and consulting services for enterprise line of business users, IT professionals, and IT vendors at www.enterprisemanagement.com or blogs.enterprisemanagement.com. You can also follow EMA on Twitter, Facebook, or LinkedIn.

This report in whole or in part may not be duplicated, reproduced, stored in a retrieval system or retransmitted without prior written permission of Enterprise Management Associates, Inc. All opinions and estimates herein constitute our judgement as of this date and are subject to change without notice. Product names mentioned herein may be trademarks and/or registered trademarks of their respective companies. “EMA” and “Enterprise Management Associates” are trademarks of Enterprise Management Associates, Inc. in the United States and other countries.

©2017 Enterprise Management Associates, Inc. All Rights Reserved. EMA™, ENTERPRISE MANAGEMENT ASSOCIATES®, and the mobius symbol are registered trademarks or common-law trademarks of Enterprise Management Associates, Inc.

Corporate Headquarters: 1995 North 57th Court, Suite 120 Boulder, CO 80301 Phone: +1 303.543.9500 Fax: +1 303.543.7687 www.enterprisemanagement.com3628-BMC-SUMMARY.121117


http://blogs.enterprisemanagement.com/

http://twitter.com/ema_research

https://www.facebook.com/enterprisemanagementassociates

Documents

EMA Radar for Workload Automation (WLA): Q4 2017...EMA Radar for Workload Automation (WLA): Q4 2017 REPORT SUMMARY AND BMC PROFILE An Enterprise Management Associates Radar Report