SCUG.DK - Automation Strategy - April 2015
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This document discusses Dell's automation strategy and the benefits of automation. It outlines two primary types of automation at Dell: workload automation for batch processing and scheduling, and orchestration/automation workflows for tying tools together. Automation is recommended to reduce redundant tasks, allow teams to take on more exciting work as operational tasks are automated, and prevent teams from manually doing the same tasks for years. The document provides examples of how automation can help with work order management, access management, incident management, change management, provisioning, and more. It proposes moving operational tasks to a "Virtual Engineer" through automation over time. Metrics for measuring the impact of automation on incident resolution times and audit processing times are presented, showing potential time savings that
SCUG.DK - Automation Strategy - April 2015
- 1. Automation Strategy Greg_Ramsey@dell.com | @ramseyg | www.ramseyg.com
- 2. Automation – two (primary) types at Dell • Workload Automation– Batch processing,rich scheduling(BMCControl-M) – 15K jobsperday • Orchestration/AutomationWorkflows – Tyingtools together.SystemCenter Orchestrator.
- 3. Why Automate? • No onereceivesjob satisfaction from pushingthe same buttoneveryday (redundanttasks).Give ourteam more excitingtasks. • Wewill neverhave morestaff to maintain ourenvironmentthan wedo today, regardlessof companyperformance. • If threeyears from now,we are still manuallydoingthe same operational tasks as we are today, wehave failed.
- 4. How automation can help you Work order automation Access management automation Incident automation Change management automation Provisioning automation Solution enabler for your team Manual process automation Automation operation support Data integration automation Jobs scheduling automation Automation consultant and coaching
- 5. Yesterday…. L3 L2 L1 • Work Escalated INC, work with L2 to create KB • Design Infrastructure improvements • Collaborate with other teams • Work escalated INC, create KB • Identify trends and escalate. • Implement CRQ • Work SRM • Work INC, according to KB • Implement CRQ • Work SRM • Incidents • SRM • CRQ
- 6. Desired State - Automation of Operational Tasks L3 L2 L1 Virtual Engineer • Gather trends from L2 and L1, and work to automate. (Based on KBs) • Design Infrastructure improvements • Collaborate with other teams • Handle incident exceptions, create new KBs • Review problem management and/or top SRM Requests, partner with L3 to automate • Handle exceptions that are not automated • Identify trends and escalate. • Perform automated INC/SRM request automation • Incidents • SRM • CRQ Movetheoperationalwork Automate the operational work
- 7. Move operational tasks toward Virtual Engineer • The more tasks we can transition to Virtual Engineer, the more technical tasks can be moved toward L2 and L1. • Labor cost savings by moving more tasks from L3->L2 and L2->L1 • Faster Resolution, Improved End-User Experience
- 9. Engagement Options Partnership • You prioritize • You do 90% of the work • We provide governance, L3 Consultation • We release to production Full Service • Our Business Analyst • Our team Builds Automation Integration Packs • *manage shared runbooks • Custom Build • Agile Process, with Prioritization
- 12. TFS - Story
- 13. Standards • RunbookStandards – Admin Accounts – Ports – ErrorHandling andlogging • Integration Standards – ITSM(SRM, ChangeandINC) – Customintegration packs • ReportingStandards • Monitoring Standards
- 14. Standards – Automated Incident Resolution Automated Incident Resolution Standards
- 16. Measuring Automation – SRM 1 SRM Request Created Request Assigned 24 h 48 h 72 h 96 h IT SLA IT Work Start IT Work Complete 1 hr SRM Complete 64 h End User Experience Time 1 hr IT Time
- 17. Measuring Automation - SRM 2 SRM Request Created Request Assigned 3 min 4 min 5 min 6 min IT SLA Automation Start Automation Complete SRM Complete 6 min End User Experience Time 1.3 min IT Time IT Improvement: 58.7 min (99.978%) End User Improvement: 3834 min (99.998%)
- 18. Measuring Automation - IPMS– Audit Script IPMS Notification 12 h 24 hr 36 h 48 hIT SLA Request Assigned Audit Start Audit Compete 40 h process time 3 h IT Time IPMS Workflow 2 days Request Completed
- 19. Measuring Automation - IPMS– Audit Script IPMS Notification 3 min 4 min 5 min 6 minIT SLA Request Assigned Audit Start Audit Compete 5.5 min process time 2 min IT Time 2 days Request Completed IT Improvement: 178 min (99.989%) End User Improvement: 2394.5 min (99.997%)
- 20. Crunching the Numbers… IT Time Process Time Before (min) 180 2400 After (min) 2 5.5 Percent Improvement 99.989 99.998 Time Reduction 178 2394.5 Iterations Per Year 1000 1000 Total Savings (min) 178000 2394500 Total Savings (hour) 2,966.67 39,908.33 Employee Hours/year 2080 Cost of L1 Employee/year $70,000 Potential Employee Savings/year 1+ Bonus!
- 21. Crunching the Numbers…BONUS! IT Time Process Time Before (min) 180 2400 After (min) 2 5.5 Percent Improvement 99.989 99.998 Time Reduction 178 2394.5 Iterations Per Year 5000 5000 Total Savings (min) 890,000 11,972,500 Total Savings (hour) 14,833 199,541 Employee Hours/year 2080 Cost of L1 Employee/year $70,000 Potential Employee Savings/year 7+
- 22. Measuring Type Value IT Time Savings User Experience Improvement Value-Add (stuff we never had time to do, but can now do because of automation) R
- 23. Lifecycle • Treat a runbookas an application inyourenvironment. – Process owner – Quarterly Reviews – Measure Value – Monitorandreact torunbook failure
- 25. Some examples