HP Tjenester SPOR 2

1. PTIMIZE HP Services When technology works, business works. Petter Moseby Country Manager Technology Services 1 ©2010 Hewlett-Packard Development Company, L.P. The information contained herein is subject to change without notice

3. The Challenge Creating business value in uncertain economic climates Deliver today AND Prepare for tomorrow WITH Application Changing Rigid and information business infrastructure complexity processes 3 ©2010

4. HP SERVICES Integrated solutions across Infrastructure, Applications and Business Processes Business Process Outsourcing • Over 300 clients in 26 countries • Thousands of service professionals Technology • 30+ years of experience Services • Designed over 50M square feet of data centers • Completed 1000s of transformation projects • Operating in 170 countries Servers Infrastructure Services • Over 1,000 clients in 90 countries • Delivered through 200 data centers including 33 Uptime Institute Tier 3 data centers Application Services • Managing +5.4M desktops • Over 700 clients in 98 countries and 6M mailboxes • 60,000+ professionals • Balanced global delivery model • #1 in Testing-as-a-service • #1 in Outsourcing Services • Product of the Year: Apps Modernization Consulting • Technology Services • Managed Services • Outsourcing • Cloud 4 ©2010

5. Our Consultants and Support Experts Can Solve Your Most Complex Infrastructure problems We help you keep your business running, no matter what. Technology Services Keep my technology running. Always On Transform my infrastructure for Converged and the future. Virtualized Simplify and integrate my Unified and business communications. Connected Make efficient use of my Energy and infrastructure resources. Resource Efficient 5 ©2010

6. På høyden i en flat verden – hvordan globalisering, innovasjon og teknologi forandrer spillereglene Paul Chaffey, Abelia

7. Hva skjer noen googler meg?

8. Globaliseringen gjør verden ”flat” • 09.11.89: Berlinmurens fall – vi begynner å få én verdensøkonomi • 1994-95: Internett begynner å komme til folk flest • Work flow software, SOA, web- services, business on demand • Outsourcing av tjenester til India • 11.12.01: Kina blir med i WTO – utflagging og prisfall på forbruksvarer • Wall-Mart, Ikea, Dell og UPS lager nye logistikkjeder • Open source, wiki, blogg – nye måter å drive innovasjon og dele kunnskap • Google – en milliard søk om dagen • Trådløshet, mobilitet og konvergens

10. Hva slags jobber? • Innen helse- og sosialtjenester utgjør helsetjenester 186 000, pleie- og omsorgstjenester i institusjon 123 000 og sosiale omsorgstjenester uten botilbud 154 000.

11. Arbeidsmarkedet 2025: • Enorm vekst i behov for helse- og sosiale tjenester • Sterk vekst i kunnskaps- baserte tjenester • Nedgang i sysselsetting i tradisjonell industri og landbasert matproduksjon • Høyt og stabilt behov i varehandel, offentlig forvaltning, byggenæring, undervisning, transport, reiseliv og opplevelser • Viktige spesialiserte nisjer i olje, maritim, sjømat og telekom

12. Fra Statfjord til Snøhvit Statfjord: • Tre store plattformer med 620 personer på jobb • Har produsert olje og gass for over 1000 mrd kroner • Verdensledende teknologi på 70-tallet Snøhvit: • Første utbygging uten installasjoner på overflaten • Fjernstyring fra landanlegg 140 km unna • Verdensledende på 2000- tallet

13. Tjenester og tjenesteinnovasjon

14. • 25% av arbeidstiden brukes til å lete • Rom for betydelige forbedringer • Finnes lignende utfordringer i andre virksomheter • Finnes teknologi og kompetanse

15. Fire roller for ikt • Arkitektur for samhandling • Kommunikasjon og omdømmebygging • Kunnskapsdeling og læring • Innovasjon

16. Eksempel fra byggenæringen: • BA-næringen har mange fagområder. Alle har sin egen terminologi, teknologi, uttrykksmåte og informasjonsstruktur • innenfor samme fagområde forekommer det betydelig kommunikasjonsbrist og tap av prosjektinformasjon. • 25-30% av byggekostnadene skyldes oppsplitting av prosesser og dårlig kommunikasjon. • Samme opplysninger legges i snitt inn minst 7 ganger i forskjellige systemer, frem til et bygg overleveres • Samme informasjon skapes på nytt i flere applikasjoner

17. Hva slags arkitektur – hva er risikobildet mitt? • Må kunne snakke med andres it-systemer • Kostnader knyttet til drift og utvikling • Et det skalerbart og fleksibilitet når det skjer endringer? • Har jeg den kompetansen jeg trenger? • Et det mest risiko å gjøre selv – eller sette ut? • Kjøpe som en tjeneste i ”the Cloud”

18. Fire roller for ikt • Samhandling • Kommunikasjon og omdømmebygging • Kunnskapsdeling og læring • Innovasjon

20. Kampen om de kloke hodene • Kampen om talentene • Knapphet på arbeidskraft – hvordan beholder vi de beste vi allerede har • Arbeidsgivere konkurrerer om å være mest attraktive • Er ikke en ansatt fornøyd med sjefen så finner hun seg en ny sjef • Økende kamp om grupper med lengre utdanning – flere vil gå til privat sektor

25. Kunnskapsdeling i nettverk

26. ”Facebook” for kronisk syke

27. Samhandlingsevne • Strategiske ressurser brukes i samspill med andre • Evne til å finne gode partnere og få verdier ut av samarbeidet er differesierende • Organisasjonen må bruke mest tid på de strategisk viktigste arenaene • Kvaliteten på forsknings- og innovasjonspartnere • Hva mener andre om oss? • Nettverksarenaer for å utveksle erfaringer

29. Mange typer innovasjon…

30. • Low-end disrupsjon: Wall Mart, Ikea, Dell, Honda, Amazon, Ryanair, Nettaviser • Nye markeder: Bell telefon, Sony radio, Kodak kamera, Xerox, Apple pc, eBay, YouTube, Google, Skype

31. Transistor radio – er det bra nok da?

34. Agenda • Background • Converged Infrastructure • Questions 34

35. Converged Infrastructure - Background • Evolution, not really a revolution… • UDC (Utility Data Center) 2004 - 2006 • Adaptive Infrastructure 2006 - 2010 • Converged Infrastructure 2010 - 35

36. Converged Infrastructure - Background • “New” terminology for the Enterprise… • Provisioning • Orchestration • Automation • Standardization (Linux, Windows, Unix, DB, IP) • Virtualization (VMWARE, Citrix, MS-Hyper-V, Xen HP-Integrity, Storage, Network) • Processes (ITIL/ITSM) 36

37. Converged Infrastructure - Background • Todays datacenters: • Underutilized…. • Servers ≤ 20% • Storage ≤ 25% • Network ≤ 50% • Energy inefficient (PUE 2,5 – 3,0) • Aging; ≥ 5 Years • Technology silo implementations • Heterogeneous • 30 to 90++ days to establish a new service • Labor intensive • Cost in- effective 37

38. Converged Infrastructure - Background • IT is on the move… • From • Technology driven, -- A business case was a bonus. • to • Driven by Business, -- No business case, no deal. 38

39. IT sprawl has business at the breaking point 70% captive in operations Business innovation and maintenance throttled to 30% • Rigid & aging infrastructure • Time to revenue • Application & information complexity • Cost of lost time, effort, opportunity • Inflexible business processes • Unpredictable business cycles 39 Source: 2009 Information Week Analytics

40. Tomorrow’s business will be built on a converged infrastructure Storage Servers Power & cooling Network Management software 40

41. Requirements to build a converged infrastructure Virtualized • Resilient • Orchestrated • Optimized • Modular 41

42. The converged infrastructure architecture Infrastructure operating environment Enables shared-service management FlexFabric Wire-once, dynamic assembly, always predictable Virtual resource pools Adaptive compute, memory, storage & network resources Data center smart grid Intelligent energy management across systems and facilities 42

43. Converged Infrastructure Datacenter - Target state • Efficient…. • Servers ≥ 70% • Storage ≥ 70% • Network ≥ 70% • Energy efficient (PUE ≤ 1,2) • Automated and Service Centric • Homogenous • 60 minutes or less to establish a new service • Cost effective 43

44. Data Centre Infrastructure Services Functional vision - Dynamic datacenter - Support delivery

45. Innovation with purpose Leading the Next-Generation Data Center Transformation Private clouds + Public cloud Orchestration + Scaling & Resiliency IT Delivery Unified Storage + Limitless Capacity Centers Virtual Connect + ProCurve BladeSystem Matrix + Mission Critical Time 45

46. Unleash your infrastructure potential to achieve business outcomes Why provide infrastructure as a service? COST QUALITY SPEED Improved Improved Increased productivity service levels responsiveness Weeks to Weeks to minutes minutes Increased utilization Simplified management Launched new business projects Weeks to 2x days Reclaimed facility Improved business-IT Supported business energy capacity alignment innovation Years to 3x months

47. Maximize your business outcomes with converged infrastructure expertise Service catalog Sourcing decision and governance policies Service management Metering and reporting Change management and training Support strategy

48. HP Converged Infrastructure Implementation HP BladeSystem Matrix Provision infrastructure in minutes with automated activation of servers, storage and networking Optimize infrastructure confidently with built-in capacity planning and rebalancing tools Sample “e-shopping” application infrastructure Protect continuity of services with automated, template cost-effective failover 5 minutes 5 minutes 38 minutes 60 minutes Approval Provision Install/configure 108 Infrastructure apps 108 minutes for one administrator to automatically provision infrastructure for this e-shopping application. With traditional infrastructure this took 33 days.

49. HP Converged Infrastructure Services from HP Expertise to deliver the way you want Run your converged Plan, design, and infrastructure for implement maximum converged performance and infrastructure in flexibility your environment Consulting • Technology Services • Managed Services • Outsourcing • Cloud

50. HP Converged Infrastructure Consulting Services Build your converged infrastructure step-by-step Visioning Workshop • Awareness and insights into the concept of shared services and converged infrastructure Planning Service • Clear roadmap to achieve the envisioned state, with defined phases, project plan and business case Design and Implementation • Detailed design and phased execution of project roadmap addressing key aspects of implementation Proof-of-Concept • Experience the capabilities of BladeSystem Matrix by testing most common scenarios 50

51. Data Centre Infrastructure Services Holistic approach to evolving Data Centre enterprise IT to a future next Transformation generation state Integration of data centre core infrastructure hardware and software components to support the evolution Allows choice in the provision of IT services from inside or outside Cloud of the data centre

52. More information • http://h18004.www1.hp.com/products/solutions/converged /main.html • Questions 52

54. Real–IT–y in the Cloud Chris Coggrave EMEA Managing Principal, Data Centre Infrastructure & Cloud Services June 21st 2010

55. Contents • What’s the bigger picture for the evolution of IT ? • What do we really mean by ‘cloud computing’ ? • Becoming a cloud consumer • Becoming a cloud provider • How HP can help

56. What’s really inside the cloud ?

57. Cloud computing confusion Where should I be going? Where do I start? Should II use public Should use public Should II build a Should build a clouds ? clouds ? private cloud? private cloud? What are the What are the How about How about benefits? benefits? security issues? security issues? Am II ready yet for the Am ready yet for the What’s the best What’s the best cloud and what should cloud and what should architecture for cloud? architecture for cloud? II be doing ? be doing ? How cost- How cost- What steps should II What steps should effective is effective is take and when ? take and when ? cloud? cloud?

58. Do you know where you are going? ? ?

59. Cloud computing ? Cloud is just a name.... What are your real needs ? It’s not a revolution of the ‘what?’ but more an evolution of the ‘how?’ ...Need to Focus on IT Service Provision

60. Paradigm shift Products Services Ownership Pay per use • Fixed Costs • Variable Costs • Weeks/Months • Immediate • Dedicated & fixed • Shared & choice • Control • Uncertainty

61. Cloud and the IT Transformation Journey ...where are you? Cloud Consumption Cloud Provision 1:1 Virtualized Automation: Agility: Value: binding Infrastructure: lower mgmt IT as a service; supply services workloads: improved cost; eliminate improve internally & machines utilization human error response times externally DEDICATED VIRTUALIZED AUTOMATED SERVICE BUSINESS CENTRIC CENTRIC IT Transformation Cost Reduction Infrastructure Maturity

62. Moving to Cloud: Push vs. Pull PUSH PULL HP Converged Infrastructure HP Cloud Services

63. IT’s Role: Source and govern services that result in the right business outcome IT organization Strategic Service Broker Business outcomes Internal Services Outsourced Services Accelerate growth Public & Private Service Service Service Cloud Services Sourced portfolio Delivered Lower costs Mitigate risk Hosted Services Dedicated IT Cloud Services

64. Service centricity • How services centric are you ? • What services does IT offer to the business? • Do they have a services catalog ? • What type of SLAs do they have in place for your services? (performance, availability, security, compliance) • How well are they achieving these service levels ? • What does it cost them to deliver that service? • Are these competitive? • What services are core and what are context?

65. Cloud Computing Defined

66. So what do we mean by cloud? Service Consumers Service Providers Cloud services are highly scalable and elastic technology-enabled services, delivered and consumed over the internet through an as-needed, pay-per-use business model. Service Scalable and Shared Oriented Elastic Multi-tenant Pay per use Internet based metered service On Demand

67. Types of cloud Public Private Internal To anyone To an invited Within your own who wants it audience only organisation only Amazon/Google Industry Supply Chain Shared Service Utility Model

68. Types of cloud services Information as a Service Everything as a Service Process as a Service Application as a Service Platform as a Service Infrastructure as a Service

69. Cloud model

70. Cloud Consumption

71. Cloud consumption

72. Cloud benefits • Pay per use • Fast/easy to use • Reduced costs • Predictability • Scalable and elastic • Flexibility • Selective sourcing

73. Things you need to think about Performance SLAs Security Support Provider Stability Costs Staffing Capacity Core vs. Context Availability Pricing Recovery Bandwidth Compliance Lock-in Openness

74. Steps to becoming a cloud consumer 1. Understand what cloud is 2. Define business & IT issues 3. Select target domains 4. Build a business case 5. Define & analyse data, services and processes in selected domain 6. Assign candidate data, services and processes to the cloud 7. Define candidate cloud platforms 8. Analyse and test platforms 9. Select cloud platforms 10. Deploy

75. Identifying uses for cloud Predictable Capacity Marketing & promotions applications  Project collaboration applications /services Capacity Large batch or bulk processing needs On Off On  Web hosting Time Test and development, load testing  Capacity Rapid Disaster recovery Growth High performance computing Time Unpredictable Capacity • • Lower level of security is sufficient Well defined integration points  Time • Loosely coupled processes, applications and Periodic data  Capacity • Applications needing quick build and deploy • Core vs. context applications and services Time • For new applications/services

76. Selecting a target area Issues Business/IT • Reduce operational costs • Upsizing/downsizing demand • Shift risk • Increase agility, response time • Improve reuse of assets • Introduce new service • Improve image/brand • Core vs. Context services • Don’t pick too large an area Business • Look for a measurable impact Plan • Understand scope in terms of the number of systems • Go for 2-3month analysis segments • Identify political and organisational issues upfront

77. Analyse data, services and processes Data Services Processes Add Customer Generate Customer General Ledger Customer Data Record Record Sales

78. Candidate cloud platforms and providers • What categories do you need ? • What cloud computing providers ?

79. Selection considerations • Ability to meet architecture and business needs • Ability to switch cloud platforms if issues emerge • Viability of provider and ability to provide ongoing support • Ability of provider to recover from hardware, software and network failures, dynamically and with minimum downtime • SLA agreement • Complete understanding of policies of cloud computing provider and what denotes a violation Key considerations • Integration • Outage Management • Compliance • Availability levels • Bandwidth • Domain /Enterprise Specific Issues • Storage • Rise in Subscription Fees • Recovery Service • Security • Staff needs • Capital Costs

80. Cloud Provision

81. Cloud provision

82. Things you need to think about Customer Needs IT Maturity Pricing Model Chargeback Capacity Management Organisation Availability Billing SLAs Security Portal Interface Service Catalog Recovery Service Lifecycle Management

83. What type of provider ? Public Private Internal To anyone To an invited Within your own who wants it audience only organisation only Multiple client base Fixed client base Internal client base Volume Based Value Based Business Based Highly efficient Efficient Good enough Standardised Segmented Customised

84. Steps to becoming a cloud provider 1. Understand what services you have 2. Define a future state cloud vision 3. Evaluate your current capability 4. Identify the gap 5. Define a roadmap with projects 6. Build a business case with ROI 7. Build a cloud architecture 8. Pilot 9. Design & implement 10. Benchmark and improve

85. What can you offer ? What? (Offer) • Information • Business Process • Applications • Platform • Infrastructure How? (Differentiation) • Volume • Value

86. Service Centricity: ITIL vs.3 SLAs Service Service Have Costs no plans Types Aware but no Previously immediate plans unaware Plans to adopt Implementing *December 2009 40-50% companies are not Start implementing ITIL vs.3 acting at the moment

87. How mature is your IT infrastructure ? ...where are you on the journey? Cloud Provision 1:1 Virtualized Automation: Agility: Value: binding Infrastructure: lower mgmt ITas a service; supply services workloads: improved cost; eliminate improve internally & machines utilization human error response times externally DEDICATED VIRTUALIZED AUTOMATED SERVICE BUSINESS CENTRIC CENTRIC IT Transformation Internal Private Public Cloud Cloud Cloud Cost Reduction Infrastructure Maturity

88. Cloud roadmap framework

89. Cloud roadmap framework Target State

90. Filling the gap Target State Current State

91. Cloud provider readiness criteria (1) Technology Management Governance The evolution of the use of hardware, The evolution of the construct of The set of processes, authorities and software, database, network and management of systems, use of decision framework that determines application sets that deliver the management data, the metrics and where on the demand/supply required IT services and functionality administration used to manage the continuum the organisation wishes to availability of IT resources be and how decisions are made. Consolidation, standardisation, Information availability Control & decision making Virtualisation, Automation Monitoring & reporting Business – IT alignment Resource pooling/sharing Integration of data Supply & demand matching Capacity management Dashboard & tracking Architecture & standards

92. Cloud provider readiness criteria (2) People Process Services The key factors that an It organisation The processes required by the IT The evolution of the services based needs in the management style, the organisation for delivery of IT interface between supplier and work environment and the way staff services including how the processes consumer including documentation are trained, nurtured and developed. are designed, documented, and back up with measures and a managed and enhanced over time. service commitment (SLA) Organisational structure CMM level attainment Services Catalog Roles and responsibilities ITIL adoption Services Levels Culture, Management style Focus on process management Service provisioning Measurement and appraisal Level of process automation Service differentiation & pricing

93. Key points to remember • Converge infrastructure of servers, storage, network, power and management software for Make your services elasticity business relevant • Automate provisioning, compliance, maintenance to take the cost out and be responsive • Assess your application readiness • Prioritize your shared services based on business Make your services requirements consumable • Consumerise by providing a catalog of services to all business consumers • Manage the quality of service from the end users’ Make your services perspective shareable • Optimize the value generated from each service

94. High level cloud service architecture Service Service Catalog and Portal Layer Service Health Billing Portfolio interaction SLA Dashboard, Demand Mgmt reporting Service demand, Offering sourcing, Service Usage Service Service Service Desk Catalog finance Consumption Request Mgmt Access Notification, collaboration, kb Charging Revenue Order Mgmt User Mgmt rating Settlement Identity, access, roles Delivery Service Management Service Governance Service Configuration and Delivery Assurance Activation Availability, performance, continuity, Orchestration, scheduling, optimization compliance Resource Provisioning and Resource Management Configuration Allocation, optimization, utilization, policies, Supply Source and integrate resources performance monitoring, usage metering Resources (Infrastructure, Platform, Software, Information or Business) POWER & SERVERS STORAGE NETWORK SOFTWARE INFORMATION CLOUD COOLING

95. High level cloud roadmap Mid 2010 End 2010 End 2011 1. Classify what services can be 1. Optimize Service Management 1. Increase new Processes for Cloud delivered in Cloud Mode Business using Try & 2. Establish Cloud Ready Buy via Cloud 2. Develop Business Case and Standards for New ~Model for Cloud Services Applications services 3. Define Guidelines for Cloud 3. Integrate Service Monitoring, 2. Increased utilization Capacity Management and of IT assets provides Standards (Data, Security, Provisioning to deliver Cloud interfaces) Service Assurance competitive cost base 4. Pilot Delivering Internal Services 4. Build Cloud Overflow Capabilities (Capacity sourced from 3. Optimize Capacity in Cloud Model Public platforms during Peaks) Management 5. Customer Cloud Service at better price point for smaller 4. Implement Cloud deployments Portfolio Mgt to define future services

96. It’s a journey which requires... • A structured, lifecycle approach • Solution architecture blueprints that provides customization to protect key investments already made • Solution integration within your environment • Transformation consulting • Cloud discovery workshops to build the vision and mobilize the organization • Proof of Concept capabilities to build trust in the model and solution • ROI services to develop the business case • A capability model and roadmap service that addresses people, process and technology

97. HP Cloud Consulting Services

98. TS Cloud Services Portfolio Customer interested to understand the Discovery Why ? potential of cloud for their business Workshop Customer wants to build a strategy and Roadmap business case for cloud adoption Service What ? Customer wants to understand the risks and Security exposure of adopting cloud and how to mitigate Service Customer ready to start cloud deployment, Design make technology choices, set standards, do How ? Service detailed planning and has cloud budget, support, vision and roadmap in place Implementation Where & Customer ready to implement cloud Service When ? solution

99. Cloud Discovery Workshop • Powerful representation of decision-making aspects of cloud computing: − Deliver cloud services • Ideally 5-7 customers maximum − Source cloud services • Delivered by 2 consultants − Enable cloud services • Duration: ½ day to a full day • Share cloud best practices • Interactive session with senior HP consultants to identify strategic cloud related initiatives that promise quick and/or solid business value • Layout next steps in a roadmap

100. Workshop components Workshop Panels Completed Roadmap Board

101. HP Cloud Roadmap Service A structured roadmap and understanding • Duration: 4-6 weeks (small), 8-12 weeks of the program, projects and main activities (large) (if all 3 modules: including workshop, to transform your IT organisation from any Gap and ROI analysts delivered) current state into a balanced cloud • Custom SOW computing organisation, aligned with the • Delivered by experienced consultants needs of your business. Three modules: • Module I: • Future state definition • Module II • Planning report • Executive presentation on results • Transformation road map • Set of Project briefs • Module III • Business and ROI case

102. Cloud Transformation Planning & Support Tool

103. HP Cloud Design Service Service Overview Team of HP solution architects and technologists • Duration: 6-8 weeks provide a scalable and comprehensive cloud • Delivered by experienced HP infrastructure design based on a unique HP Reference Architecture for Cloud that integrates different aspects consultants, architects and of cloud covering : Security, storage, network, technologists virtualization, service management, applications, database, management software, governance and • Based on Cloud Reference organization Architecture • Detailed and flexible cloud design that you can evolve from private to public • Comprehensive HP reference architecture for different sourcing and cloud types • Expert and objective technology, tools, standards recommendations • ITIL v3 interpretation for cloud • Full mapping of HP & 3rd party technologies • Mitigate implementation risk with a detailed bill of materials and implementation plan

104. Cloud Reference Architecture Detailed Functional Architecture Legacy products HP Products 3rd Party Products

105. Summary Your journey to the cloud Converged Infrastructure Cloud “If you want to accelerate the transformation of your virtualized infrastructure into a cloud, converged infrastructure solutions provide all the basic building blocks, already pre-integrated for you.” “HP offers a comprehensive set of cloud services that cover complex and heterogeneous environments to help organizations maximize the business benefits.”

106. Remember – ‘cloud’ is just a name.... At the end of the day, It’s really all about: IT Service Provision

107. A route through the clouds..... Thank you !

108. UNIFIED & CONNECTED THE ENABLER FOR TRANSFORMING BUSINESS AND IT FOR THE FUTURE HP Sommerarrangement Oslo, June 21st 2010 John Vater Sørensen EMEA Business Value Analyst – Nordic Region HP Unified Communications & Collaboration Program 108 ©2009 HP Confidential

109. The Unified Communications transformation Today’s Silo’ed Approach Instant Video Web E-mail and Audio Messaging Voicemail Conferencing Telephony Conferencing Calendaring Conferencing Telephony Instant Unified Messaging and Voicemail E‐mail/ Conferencing: Calendaring Audio, Video, Web Authentication Authentication Authentication Authentication Authentication Authentication Authentication Authentication Administration Administration Administration Administration Administration Administration Administration Administration Storage Storage Storage Storage Storage Storage Storage Storage Authentication Authentication Authentication Authentication Authentication Authentication Authentication Authentication Administration Administration Administration Administration Administration Administration Storage Storage Administration Storage Administration Storage Storage Storage Storage Storage Compliance Compliance 109 ©2009 HP Confidential

110. UNIFIED AND CONNECTED Implementing a well-architected communications infrastructure – Save computing cost, storage, security and telecom charges – Accelerate response times, improve collaboration and productivity – Achieve faster time-to-market 110 ©2009 HP Confidential

111. HP UNIFIED COMMUNICATIONS & COLLABORATION PROGRAM HP Services & System Integration Consulting Design Program Deployment Integration Outsourcing Support & Management Training Assessments Clients HP Management Tools Microsoft Software Powered Solutions Video Exchange Server 2010 Conference Office Communication Server 2007 R2 Office SharePoint Server 2010 Servers & Storage HP Networking 111 ©2009 HP Confidential

112. HP SERVICES IN THE UC&C LIFECYCLE APPROACH Unified communication strategy – Business Alignement Solution architecture & UC Business technology Roadmap solutions Design Assessment: -ROI indication Proof of Concept. -Business & UC Models Verify design and -Video collaboration integration Unified Communications Solutions Roll-out according to Identify strategy and Management of roadmap -Line of Business messaging, collaboration & -UC Solutions infrastructure/devices Solution & operationel support Business, Design and performance measure 112 ©2009 HP Confidential M 1 arts

114. DEEP EXPERTISE • 5500 certified network infrastructure and voice professionals in 170 countries • 16,000 Microsoft-certified professionals • Established consulting methodologies for assessments • 2000+ Microsoft engagements managed each year • WW Prime Integrator Global services from HP to connect, communicate and collaborate for better business outcomes 114 ©2009 HP Confidential

115. GET IT RIGHT – THE BUSINESS LINK Key Lessons learned Benefits realization need to be planned ! New UCC Technology introduction is impacting most on People – Process Twenty-Four Percent Of Firms Are Not Getting Expected Results July 2009 “UCC Deployments Miss The Mark” 115 ©2009 HP Confidential

116. KEY BUSINESS CHALLENGES •Shift from labor to knowledge workers Changing •Distributed, global workforce Workforce •24x7 connection Enterprise Globalization •Faster turnaround Customer •Quality service Demands •Competitive prices •Workforce mobilization Increasing •Application, data & communication silos Complexity •Security & management Business •Reduce expenses Performance •Improve productivity Pressure •Accelerate business growth •Reduce time to decision 116 ©2009 HP Confidential

117. NEEDS AND CHALLENGES IN A CHANGING WORKPLACE Manage IT cost & complexity • Simplify administration and operations overhead • Reduce telecom costs • Reduce travel expenses • Extend existing investments • Build communications- enabled business applications 117 ©2009 HP Confidential

119. TRANSFORMATION – BUSINESS & IT Operate Current Build and integrate New Operate New Analyze Sub-projects Current State (AS-IS) Maturity m+1 Define Strategy, Objectives & Metrics Architect Desired State (TO-BE) -- that meets your objectives & Metrics of Maturity m success People-Process-Technology Plan, Migrate & Transform People-Process-Technology Manage Project, Change, Quality, Architecture, Governance and Value Realization A change in strategic approach that significantly impacts Collaboration and Communications people process and technology assets, for better business outcomes, delivered as a project/program enabled by investments approved by executive management Transformation is about “doing multiple things differently” Transformation can be guided by a maturity model and a journey 119 ©2009 HP Confidential

120. UNIFIED COMMUNICATIONS Connects Your People and Transforms Your Business Access to Enhanced business collaboration apps 24 X 7 and productivity Business Transformation From any Increased device, efficiency anywhere, at a reduced anytime cost Through the seamless integration of multi-vendor applications 120 ©2009 HP Confidential

122. UC&C BUSINESS VALUE SERVICES UCC Transformation Experience Workshop HP Business Value Services: • High Level strategy and overview • High level roadmap A set of Business consulting services from HP to enable you to UCC Business Benefits ‘Be Ready’ for a ‘successful’ Assessment implementation of • Process Stakeholders identification HP & MSFT UCC solutions . • Business case development • Based on Business Benefits Analysis Helping with Vision, Strategy, Roadmap and IT and Network UCC Strategic Strategic Architecture building, Architecture justify investments by linking UCC • UCC Solution design & blueprint solutions your company • Solution Roadmap Business Value. • Based on HP ITSA Methodology 122 ©2009 HP Confidential 1

123. UCC TRANSFORMATION EXPERIENCE WORKSHOP Service Overview • This workshop provides a highly interactive session with the executive stakeholders. Through a series of discussion panels, the customer is walked through a journey that in a non-technical way shows the value of UCC across the organisation. Through the process the HP consultants share customer examples that invoke a different vision of UC and promotes open discussions. Service Benefits • Realize the benefits, scope, scale and all critical success factors • Identify quick wins • Gain stakeholder buy-in and give traction to any project • Make informed business strategy decisions • Lay out your next steps in a roadmap 123 ©2009 HP Confidential

124. A UNIQUE EXPERIENCE WORKSHOP 8 Zones, one goal: Simulate your complete Unified Communications & Collaboration transformation in only half a day! A unique, slide-free and practical workshop 124 ©2009 HP Confidential

125. UCC BUSINESS BENEFITS ASSESSMENT Service Overview • This Service, delivered in an interview and workshop style, helps to gather communication and collaboration pain points directly from the business unit (BU) owners. Through a series of work panels the HP consultants will help explain the value of UCC, identify communication problem areas within each BU, discuss potential solutions and work with the owner to quantify the value of these solutions. Service Benefits • Explain the benefits of UC across the business. • Identify the primary business processes that are delayed by communication inefficiencies. • Document the savings that can be realised through the implementation of UC • Develop a custom implementation roadmap for UC, providing maximum returns. • Provide budgetary costs for each phase of the UC implementation. 125 ©2009 HP Confidential

126. Example: Business benefits calculation realize savings and payback in 14 months This case reflects the deployment schedule and expected adoption rate by 1500 users within and insurance company’s organization on 3 year deployment time: The methodology for calculating benefits is based on the Forrester Total Economic Impact of Microsoft Unified Communications Products and Services and from documented savings realized by customers that have deployed unified communications 126 ©2009 HP Confidential

127. UCC STRATEGIC ARCHITECTURE Service Overview • This Service helps align the needs, wants and vision of the executive stakeholders with an actual technology deployment roadmap that the IT team can deliver on. Using HP’s well known Information Technology, Strategy and Architecture (ITSA) methodology, HP will work with the IT team to bring the business needs in alignment with the IT deployment strategy. Service Benefits • Aligns business and information contexts with architectural decisions • Ensures the solution that is built matches requirements, and will evolve with changing business needs • Provides a complete, clearly-scoped solution • Stakeholders involvements & requirements collections • Business Requirements constraints and linkages 127 ©2009 HP Confidential

128. TAKE THE NEXT STEP UC&C can transform your business UC&C requires strategy and planning HP can help you design & deploy HP can help you make it a reality Contact your HP representative to arrange for an evaluation of your UC&C business needs www.hp.com/solutions/microsoft/ucc 128 ©2009 HP Confidential www.hp.com/services/unifiedcommunications

130. HP Mission-Critical Services Døgnkontinuerlig tjenesteproduksjon - Utnytter du potensialet? Frode Lukassen – Business manager 21.06.2010 ©2010 Hewlett-Packard Development Company, L.P. The information contained herein is subject to change without notice

131. Agenda – IT - virksomhetskritisk? – Funn Teknologibarometeret – Hvordan vi leverer verdi – Vår løsningsportefølje – Oppfordring 131 7 May 2010

132. Utvikling av IT 1980 – Mission-Critical = monolittiske applikasjoner på store servere – En teknologileverandør – Fokus på maskinvareoppetid – Rask løsning av maskinvareproblemer (reaktiv) + – “Billig Scale out” teknologi – Flere leverandører 2010 – Virtualisering – Delte leveranseressurser – Kostnader, Fleksibilitet og Kvalitet – Kompleksitet – Synlighet 132 7 May 2010

133. IT er blitt virksomhetskritisk - for de fleste bedrifter og organisasjoner! 133 7 May 2010

134. Ikke planlagt nedetid øker – Siden 2005 har ikke planlagt nedetid på virksomhetskritiske applikasjoner økt med 56% Gartner, Inc. 134 7 May 2010

135. Funn i Teknologibarometeret: Få regner på kostnadene ved nedetid • Kun 3 av 10 beregner kostnadene ved nedetid • Viktigste tiltak for å unngå nedetid er: • proaktive tjenester (50%) • virtualisering (28%) 135 7 May 2010

136. Funn i Teknologibarometeret: For mye av IT budsjettene går til drift og vedlikehold • 40% av bedriftene bruker over 50% av IT-budsjettet til drift og vedlikehold • Dette hindrer innovasjonsmuligheter og fleksibilitet − 36% av IT-sjefene mener at de ikke tar ut det fulle potensialet av IT − 44% i offentlig sektor sier at de har for liten fleksibilitet i IT-infrastrukturen 136 7 May 2010

137. HP leverer tjenester for virksomhetskritisk IT Bidrag til organisasjoners konkurranseevne – Forbedre tilgjengelighet og reduser nedetid – Reduserer operasjonelle kostnader og forbedrer tjenesteprosesser – Oppnå rask avkastning på IT investeringer ved å utnytte vår spisskompetanse – Aksellerere vekst ved å samkjøre tjenestenivåer med forretningsbehov 137 7 May 2010

138. Hvordan merkes nedetid? Ulike risikolementer Omsetning Eksponensiell økning Finansielt Produktivitet Ødelagt rykte NOK påvirkning Produktivitet Ødelagt rykte Omsetning NOK Finansielt Minutter Tid Dager 138 7 May 2010

139. Teknologi alene er årsak til stadig mindre nedetid Med økt kompleksitet for IT-leveransen, er administrasjon og kontroll enda viktigere for å unngå nedetid 10% Teknologi: Verktøy og infrastruktur Prosess: Beste praksis for “service management” og kontinuerlig forbedring 90% Mennesker: Roller og ansvar, ferdigheter og kompetanse Kultur: Verdier, normer og erfaringer 139 7 May 2010

140. Operasjonell IT Service Management Kontinuerlig tjenesteforbedring for å forene forretning og IT (ITIL) HP leveranser Gjennomgang av Hvor ønsker vi å være visjon, tjenestekrav og mål ITSM Baseline/ Hvor er vi? Gap analyse Hvordan holder vi momentet oppe? Definere og Hvordan kommer vi dit implementere vi ønsker å være? tjenesteforbedringer Hvordan vet vi at vi har Kvantifiserbare mål nådd målet? (KPI) 140 7 May 2010

141. Våre leveranseelementer En helhetlig tilnærming som ivaretar mennesker, prosesser og teknologi Kundeteam Proaaktiv Partnere på-stedet Holistisk support tilnærming Prioritert Proaktiv bruk av support gjenopretting teknologier 141 7 May 2010

142. Vi kan integrasjon og tekniske tjenester Bidrar til at du får mer ut av investeringene Installasjon & Kontinuerlig Driftsstøtte integrering forbedring Integrasjonstjenester Spisskompetanse: ITSM Analyser – migrering -- Servere Tjenester for optimalisering – prosjektledelse -- Lagring av IT Infrastruktur – flytting -- Programvare – Installasjon og utrulling -- Nettverk Tjenester for endring Tjenester for operasjonell Tjenester for evaluering effektivitet & videreutvikling 142 7 May 2010

143. Optimal bruk av supportverktøy forbedrer servicegrad og bunnlinje Programvareoppdateringer Kontrakt database HP Systems Internett Fjernovervåking Insight Manager Intern Ekstern Problemanalyse - Innsamling av konfigurasjonsdata Kunde HP 143 7 May 2010

144. Virksomhetskritiske partnerskap Partnerskap gjør at du unngår gråsoneproblematikk HP er #1 på Kundetilfredshet for supporttjenester levert til tjenesteleverandører (IDC Customer Satisfaction Study: Top Performers in Enterprise Software Support Services, March, 2010) 144 7 May 2010

145. Vår tjenesteportefølje - som et utgangspunkt for kundetilpasning Forretning og IT er ett Mission Critical Partnership Fokus på å tette gapet mellom Critical Service forretning og IT Fokus settes på utvalgte tjenester Proactive 24 Service Proactive Select Maintenance 145 7 May 2010 Reaktiv support Proaktiv leveranse

146. Oppfordring: Gjennomgå dine tjenestebehov med oss - for å finne ut om du utnytter potensialet og prioriterer rett Teknologibarometeret viste: – for mye tid på drift og support – Måler ikke nedetid (og kjøper support ”blindt”) Sette deg ned sammen med oss: – Gjennomgå hvordan IT leverer til forretningen – Kartlegg tjenesteleveransene og definer kritikalitet – Forstå og kontroller risikolementer – definer IT supportnivå utfra kritikalitet for forretningsdriften 146 7 May 2010

147. Frode Lukassen frode.lukassen@hp.com mob. 9705 7776 147 7 May 2010

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