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China Merchants Bank’s Upgrade to HP Service Manager (SM) 9.31 for ITIL Process Automation

Find out how China Merchants Bank, using HP Service Manager 9.31 to automate numerous ITIL processes,  was able to reduce call resolution time by 90 percent, and  incident resolution time by 52 percent -- while enhancing user experience and productivity with Social Collaboration and Knowledge Management.

Pedal to the metal - HP widens its leadership gap in ITIL v3 certification


HP Service Manager has taken a big leap forward in its ITIL v3 leadership position.  HP Service Manager 7.1x is now certified by OGC (the creators of ITIL) at the Gold Level in nine ITIL v3 processes, three times the lead of the next closest vendor’s product.   


 


The Gold Level certification is hard to achieve (see my previous blog entry to get more detail on that).  It means that multiple customers provided documented proof to the auditors that they are using HP Service Manager to automate their ITIL v3 processes. 


 


Here is a list of the ITIL processes implemented within HP Service Manager that have been certified at the Gold Level:


 


1. Incident Management


2. Problem Management


3. Change Management


4. Service Asset & Configuration Management


5. Service Catalog Management


6. Request Fulfillment


7. Service Level Management


8. Knowledge Management


9. Service Portfolio Management


 


Customers who understand the value of fully embedded ITIL v3 best practices have it easier than ever before.  Now that HP Service Manager is the clear leader on OGC's certification scorecard it will certainly help many of these customers determine, without a doubt, that HP Service Manager is their best choice to help run IT like a business.


 


 



 

Mass Customization in ITSM (and Movies) for predictable success

What a season for Oscar!  Golden statues are adorning fireplace mantles in houses owned by Sandra Bullock, Jeff Bridges and the screenwriter of the movie “Up” (well maybe he still rents).  Watching the Academy Awards Show just a few weeks ago got me all excited about seeing movies again.  Not just DVDs or downloads, but real honest-to-goodness fresh movies.  It’s a way of supporting the industry that produces big time entertainment.  I’m not discounting the independent films that are scraped together with a meager budget and limited distribution (some are indeed great).  Sometimes I’m willing to gamble $10 and a few hours of my life on the chance of having an artistic epiphany.  But most of the time I spend my money and time on a “sure thing” – Hollywood’s guarantee of a fantastic entertainment experience – provided by leveraging proven elements and then re-mixing with some new elements (and pixie dust) to generate a brand new hit.  At least something about either the actors or directors or approach or plotlines will already be familiar to me.  I figure that’s the way it is for most people.


Do you ever wonder how a movie can be so creative but still be a project that comes in on time and on budget?  Sure, there are always some crazy movie projects out there that get green-lighted (usually run by James Cameron or, in his day, Francis Ford Coppola) but, by in large, the movie industry has learned that mass customization works.  I just went to see the feature film “Alice in Wonderland” largely due to the fact that the combination of Tim Burton and Johnny Depp doesn’t usually disappoint me.  I will probably go to the next Disney Pixar animation movie and I don’t even know the name of it yet.  What does it take to create a production franchise (and not just a series of formulaic sequels, which I hate)?  It is a result of experience and trust in the results one will get with talent and a process that works.


So, following this analogy, how can an IT organization get projects done on time and on budget, yet with a predictable level of quality and a successful outcome?  Well, we know that the adoption of ITIL-based processes can help, because they are proven -- they have been collaborated on, used, tested, and refined over time by countless IT organizations.  The ability to codify experience can help.  And how does service management software codify experience? HP believes it is through not only the documentation of ITIL-based best practices, but through the actual out-of-the-box implementation of ITIL-based best practices.  Mass customization in the ITIL world is not achieved using a clean sheet of paper with infinite flexibility to invent all your own mistakes.  It is achieved by building from a foundation of best practices infused into the guts of the HP Service Manager product itself – in the workflow, forms, and pre-configured data such as pre-defined roles, sample service level agreements, service level objectives, and key performance indicators that work time and time again, just like a good production franchise in the movie industry.


 


Does the implementation of best practices limit creativity or force an IT organization to bend to its prescriptions? I don’t think so.  Using ITIL best practices, every instance of HP Service Manager can be tailored to a unique set of customer requirements while still avoiding the excessive re-work that results whenever a fully customized configuration needs to be migrated or upgraded.  This is an approach that makes sense in the real world and a lesson that less mature vendors haven’t yet learned.  Even some of the more established names in service management software take their “best practices” only so far (by providing best practices documentation without providing support for the best practices in the inner workings of the actual product itself).  HP Service Manager is the only offering out there that holds true to the concept of a production franchise by actually implementing ITIL best practices out-of-the-box. Not by prescribing, but by guiding.  Just like the best Hollywood producers.


So the next time you select a movie to see based on your expectations, recognize that it is the mass customization by Hollywood that allows a creative story to be told to an appreciative audience.  Mainstream movies may not be everyone’s cup of tea, but, as a business approach, this method can’t be beat.  Now you know the “magic” behind the success of HP Service Manager as well. 

Taming (if not slaying) one of IT’s many Medusas

My third grade son and I have been exploring Greek mythology lately.  We’ve been reading about the Gods of Olympus.  This new found interest was triggered by my son having recently listened to the “Lighting Thief” on audio book - the first of the "Percy Jackson and the Olympians” series.   If you aren’t familiar with Medusa, she is monster in female form who has hair that is made of dozens of horrifying snakes.   The hair filled with snakes idea reminded me of a very thorny problem that IT deals with -  that of addressing compliance related issues.  The more I thought about this the more I realized that almost any problem I have ever come across in IT reminds me of Medusa but this area in particular stands out in my mind.  


 


In my last post I talked about the importance of use cases.  In this post I want to focus on a trend I’ve seen that often is the genesis of a Configuration Management System (CMS) initiative – that of addressing compliance related reporting.  Over the years I have dealt off and on with the compliance problem and it stands out in my mind because of the duality that permeates the issue.  Compliance has this quality of being everywhere and being nowhere at the same time.  Let me explain.  When you think about the roles in IT almost every group has some level of responsibility for supporting compliance and yet responsibility for what must be done is highly diffused across the organization.  This is true even if the organization has (and most now do have) a Chief Compliance Officer.  From a product standpoint every product seems to be able to highlight itself as a solution but no one offering by itself really gets you very far.


 


So having acknowledged upfront that no single product can be all things to all issues compliance;  I have been working in the CMS area long enough to see a recurring trend.  That of using Discovery and Dependency Mapping (DDM) as a way of helping to lighten the burden around compliance reporting in highly regulated industries like Financial Services, Health Care and Utilities.  In each of these cases, I know of at least one (sometimes more)  large and complex organizations,  with massive reporting requirements,  that are using DDM to meet requirements around the need to attest and verify that they have strong controls in place to prevent unauthorized changes to their mission critical infrastructures. For many organizations addressing these kinds of compliance requirements is a hugely time consuming and costly endeavor from the standpoint of IT hours invested.


 


I will start with a publicly available story, that of FICO.  Known to most in the US for their credit scoring service, FICO used DDM as key element in a solution which also included HP Service Manager.  FICO talks about their solution from the standpoint of incident, change and problem management but addressing compliance was certainly a big motivator for them as well.  Operating in the highly regulated financial services industry, audits are a way of life for FICO.  Matt Dixon, Director of IT Service Management at FICO, has said that with their solution they were able to go from taking in the neighborhood of a day to address audit requests to being able to do so in a matter of minutes.  Given that something like an audit a day is what FICO deals with, this is no small deal.


 


A health care company that I know provides another good example.  This company had built a compliance reporting database where they had integrated close to 100 data sources.  They had further built on their own reconciliation logic to support data normalization.   The development effort and the ongoing care and feeding associated this system was enormous.  The company launched an initiative to rationalize data sources, implement automated discovery and dependency mapping and replace this home grown reconciliation database and logic with a vendor supported solution (they chose HP). 


 


Turns out that in their data rationalization effort this company found that something like 80% of the data held in their source systems was redundant at some level across the organization.  This understanding helped them move forward and develop a program around retiring systems and moving to a data leverage model using a CMS style approach.  By the way I do not  feel that what this company found in terms of redundant data would be that much different if we ran the same exercise at most large companies I deal with.


 


Another large company I know involved in the highly regulated utility sector went through a very similar process.  Like FICO this company is pursuing a fairly broad agenda around Incident, Change, Configuration and Release management but addressing compliance related reporting requirements was their initial priority.  Like FICO this company has been able to substantially reduce the amount of time invested in compliance while radically shortening the time it takes to produce compliance related reporting.


 


So while discovery and dependency mapping is by no means a panacea when it comes to compliance issues, it can help an organization meet its commitments relative to compliance reporting.  At the heart of many compliance related requirements is the need to attest and prove that you have tight controls in place around how your infrastructure is managed.  Transparency and a continuous visibility to the configurations in your organization is fundamental to addressing this requirement and a CMS can be a key element that helps address this requirement. 


 


 

The 2010 ITIL Certification Process Awards Gold - but is anybody watching?

In 2010, the world has come to Vancouver, Canada to compete in individual and team athletic pursuits.  And, by most reports I have seen, TV ratings are up for the XXI Olympic Games.  Over the past ten months, several ITSM software vendors, including HP, have come (not physically, but you get the idea) to Buckinghamshire, UK to try their luck and skill in an ITIL certification process for the chance of winning recognition at the Gold, Silver or Bronze level.  But do customers really care?


I recently spent several weeks managing HP’s effort to have HP Service Manager 7.1 evaluated through the U.K. Office of Government Commerce (OGC) ITIL certification process.  After all of the hard work, I can’t help but wonder, where’s the customer benefit if all ITSM vendors don’t agree to be measured by the same yardstick? 


To be sure, this particular yardstick is world-class.  OGC created the Information Technology Infrastructure Library (ITIL) more than 20 years ago, and has officially endorsed this particular compliance framework to audit vendor products, documentation and processes.  There are some other well-known ITSM vendors (e.g. BMC, CA and IBM) who have also gone through this certification process, but many have not, and have no intention of doing so.


So what did it take for HP to win OGC Gold-level certification in four processes:  Incident Management, Problem Management, Change Management, and Service Asset & Configuration Management?  Well, Gold status indicates that, above and beyond passing the standard certification requirements, multiple companies provided clear written evidence that they have implemented and are actively using HP Service Manager 7.1 in their production environment, to facilitate and automate the particular ITIL process being assessed.  I am talking about formal correspondence on company letterhead containing screenshots and report examples as proof of usage. In a phrase, no smoke and mirrors allowed.


 While some organizations, such as Pink Elephant and Gartner, have offered informal ITSM verification services for years, the OGC endorsement program gives vendors of IT Service Management products a single official standard to meet (by the developers of ITIL themselves).   PinkVERIFY has always looked at the functionality, process automation and intent in terms of ITIL compatibility, whereas OGC appears to be looking at the ITIL compliance of software functionality (and self-documenting, to boot), process integration and automation “by the (ITIL) book”. 


 The OGC certification process also included comprehensive questionnaires with questions covering terminology, workflow/automation, functionality and integration.  At every turn, the accreditor assessed our compliance with ITIL v3 principles.  My team conducted remote software demonstrations (using HP Virtual Rooms) that highlighted HP Service Manager’s functionality, integrations, and documentation (both on-screen documentation and online Help Server documentation).  This is where the out-of-the-box capability of our ITIL v3 best practices really helped because it generated a wealth of “in-context” help messages and “context-specific” drop-down selections.  Obviously the OGC people are tired of ITSM software demos in which the help documentation is on another part of the installation CD, not really integrated with the tool itself.


 Now the OGC is flashing the four Gold medals HP received (more than any other vendor) on its website, but do customers really notice?  I certainly hope they do.  The official OGC auditing program looks at two areas of compliance – functionality (with a specific focus on how it supports ITIL process integration) and product documentation.  It also looks for accurately represented processes and functions.  It is based on the premise that successful ITSM needs more than a point tool that supports a single ITIL process.  ITSM requires a comprehensive solution that automates the service as a whole by integrating across its important underpinning ITIL processes.  It’s more like a 4-person bobsled team and less like the luge individual event.


 In the end, are certifications considered good grades in school and nothing more?  If a customer makes their software and implementation selections based on a criteria that is not dependent on the use of a standard yardstick, will they have any higher risk of obtaining an incorrect “fit” to their needs?  Is certification the price of admission to reach “world-class status” as an ITSM vendor?  On the other hand, is casual word of mouth from a colleague down the street a stronger influence than rigorous functionality evaluation conducted by an independent accredited third party?


 My perspective is that customers will be able to compare offerings more easily if they have all been vetted against the same IT tools standard.  Having a single standard for ITSM vendors to audit against gives customers a single point of reference and will make their purchase decisions easier and more informed with less subjective debate.







Q: What do you think? Should ITSM vendors keep striving to find a place on the awards podium? 



Click on the following link and to learn more about what Pink Elephant is saying about HP Service Manager software : http://pinkelephant.com/AboutPink/PinkNews/030110.htm


HP Software Optimizes its Server Assets through a Consolidation and Virtualization Initiative

HP Asset Manager enables HP division to reduce servers by 30 percent and operating costs by more than 20 percent.


HP began a major technology infrastructure consolidation project to reduce its worldwide data centers from 85 to six.


About this same time, HP also began implementing  strategic growth plans  for its sofware business. It began to acquire software companies, spurring fast-paced business and process integration. HP more than tripled the number of employees wihin HP software while greatly enriching the solution portfolio Hp offers its customers. This rapid growth also enabled HP to vault into a leadership position in end-to-end enterprise business technology management: the company is now the thrid largest enterprise application software company in the United States and sixth in the world. Acquiring new subsidaries -over a half dozen software companies altogehter-also added to the complexity of HP's technology infrastructure.


Each new acquisition became its own island of computing. Each new software development lab came to HP with its own servers and technology management processes. Each new software development lab came to HP with its own servers and technology management processes.


And while the environment needs to be heterogeneous—HP software must run on all commercially available servers.  HP software developers must have a variety of systems available for testing HP applications—it is important to standardize as much as possible, to improve manageability and keep costs down.


“As HP’s software business became significant to HP as a whole, both strategically and from a revenue perspective, we knew we would have to achieve high standards for operational productivity,” notes Larry Wong, Director of Engineering, and HP Software Solutions.


Wong, who leads a team to consolidate HP software’s R&D labs, cites a number of areas the company targeted for improvement—areas familiar to most technology companies. . The time to provision new servers was taking too long is one example. Many older servers were kept in service beyond their life cycle and often unnecessarily. There was no way to understand, at an enterprise level, the status of servers, such as which systems had reached end-of-life or were fully depreciated.


To address these issues, HP needed to understand what systems were deployed in its software labs, Wong notes. So his team turned to HP Asset Manager Software, an application that allows companies to collect technology asset information into a centralized database. Could mention- starting stages of implementing DDMI.


Push button asset reporting


To implement the software, Wong leveraged another HP resource: the HP Software Professional Services organization. “HP Professional Services provides the expertise to set up HP Asset Manager quickly,” Wong notes. “Their technicians know what questions to ask. They helped us get us up to speed quickly.” Reporting was really the heart and soul of what HP Labs needed to have a successful implementation. They were desperate for good metrics that provided visibility into the changes within their infrastructure. HP Professional Services helped Wong’s team appreciate the powerful reporting capabilities of HP Asset Manager.“Before HP Professional Services consulted with us, we didn’t realize how powerful the reporting capabilities are,” Wong says. “We learned how to set up Asset Manager to support ‘push button’ reporting, replacing the manual reporting processes we relied on before.”


Another way HP Professional Services helped was by integrating HP Asset Manager with other applications deployed in the software lab infrastructure. The team used HP Connect-It software to link HP Asset Manager to a homegrown server reservation system already in use within HP software.. As a result, when users place requests for servers, the requests and request status are logged by HP Asset Manager. This enables a more comprehensive understanding of user needsand lets HP identify opportunities for users to move or share server resources which is critical to maximizing server capacity and usage.


Inventories take minutes, not weeks


Once deployed, HP Asset Manager benefits were immediately apparent. “The last time we inventoried our servers, each of our labs had to assign people to do the work manually,” Wong says, noting that there were about 40,000 servers in use within the software labs at the time. “It took each lab about a month to complete the count.”


Today, inventorying the systems is completely automated. Inventories are updated continually, so the data is always current.  Performing the inventories doesn’t require labs to pull staff from other, more important tasks allowing them to focus on developing software.


HP is enhancing Asset Manager’s capabilities even more, Wong adds, by putting RFID (Radio Frequency Identification) tags on its servers. When servers are physically moved, data about the move will be captured by HP Asset Manager. “We’ll know where our servers are as soon as they’re moved from one room to another,” Wong says.


HP Asset Manager also gave Wong the necessary tools for the lab server consolidation project. He could quickly determine how many servers were deployed in each software lab and how much square footage each site was dedicating to its servers. This formed a basis for planning the consolidation effort. “We had the data we needed to decide which sites we wanted to target, in which order.”


Since beginning the consolidation effort, Wong continues, HP reduced the number of servers in its software labs by around 30 percent, with a comparable reduction in the square footage required to house its servers.


Reducing the number of servers also made the infrastructure less costly to operate. “We’ve reduced our operating expenses by 14 percent,” Wong says. and we have done this by automating the entire end –to-end lifecycle asset tracking process.  The goal is for continued process improvement and cost savings. HP software is even beginning to implement HP’s Discovery and Dependency Mapping for Inventory (DDMI) tool for better physical and virtual asset discovery.


 


Foundation for virtualization


Because HP Software collects comprehensive data about the servers deployed in its labs, it is also positioned to better manage those servers. “Once you know what you own, you can make judgments about why you own it and how you are using it,” Wong says. “You can look at the age of your hardware, for example, and determine whether you have an aging infrastructure.” This can help managers make better budget projections as they plan upcoming projects and infrastructure upgrades. “Each business unit within HP reviews their equipment quarterly and plans what they need to purchase in the upcoming quarter,” Wong says. “Today, our software lab managers can pull reports from Asset Manager. They quickly tell whether they need new servers for planned projects.”


HP is also now better positioned to negotiate pricing on servers it purchases from third parties. “We can consolidate purchasing of third party systems across the entire software business,” Wong notes.


Managers can also determine whether there might be servers in other shared labs. This becomes even more significant as HP embarks on the next step in its software lab consolidation: virtualization. “As we consolidate and upgrade our server infrastructure, the mix of systems will include a higher percentage of HP BladeSystem server blades,” Wong says. “We’ll be vitalizing portions of our environment to support faster provisioning and improve our ability to share server resources both within labs and across the enterprise.”


Once virtualization is complete, for instance, new servers can be provisioned within a few hours, instead of taking days or weeks. “Users can go to our reservation system and request a server, and it will be dynamically allocated,” Wong says.


And software labs will be able to share servers more fluidly. Server resources underutilized by one lab can be offered virtually to others.


Having a more comprehensive view of its assets will also enable HP to more effectively identify servers no longer needed, Wong adds. “It gives us a higher level of control. We can make better decisions about when to depreciate equipment, when to scrap it, and when to re-use it.


“We’re on a journey toward making our infrastructure more efficient, productive, and cost-effective,” Wong says. “HP Asset Manager has proven an invaluable tool in that journey.”




Business outcomes:


·         Supported 30 percent reduction of HP software lab servers


·         Server reduction has reduced lab operating expenses by 14 percent


·         Clear understanding of what servers are deployed, and where


·         Improved ability to plan, budget


 



 

Launching the ITSM Blog!

Roughly a month ago, I set out a plan to create a new IT Service Management blog as a way to interact not only with our community of ITSM experts but with YOU, our customers. People in positions, like the Director of IT Service Management and others have tough decisions to make around topics such as; change and configuration management, lifecycle asset tracking, software compliance, virtualization, migrations, upgrades, ITIL, UCMDB, CMS and more. So we are launching the ITSM blog.  It’s the web companion and direct link into a community of ITSM experts. From YouTube to Facebook, blogging to text messaging, our HP ITSM bloggers will talk about topics like:


Ø  Pragmatic ITSM – tips and tricks for driving successful IT projects


Ø  How to kick off 2010 with an IT service desk consolidation project? Tips and tricks to making this project a huge success


Ø  “Words from the wise”- ITIL expert David Cannon will share his latest knowledge with us


Ø  IT Financial Management Fresh Air:  A roadmap to deploying a successful ITFM initiative


Ø  UCMDB-the “Oreo Cookie” of Service Asset and Configuration Management Systems- A review from our Practitioners Forum


Ø  “Comply or Die”- The impact of Virtualization on Software License Compliance


Ø  When is good, “good enough”- what ITSM bells and whistles are a “must have” verses a “nice to have”-our HP consumer’s guide to ITSM products


 We are lucky to have a large team of engaging and experienced ITSM bloggers, David Cannon, Martyn Birchall, David Flesh, Jody Roberts, Chuck Darst and more. All come from different parts of the ITSM practice that should make for some comprehensive and lively commentary.


  David Cannon


 David Flesh


 Martyn Birchall


 Jody Roberts


 Chuck Darst


 


and more...


 


 


 

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About the Author(s)
  • HP IT Service Management Product Marketing team manager. I am also responsible for our end-to-end Change, Configuration, and Release Management (CCRM) solution. My background is engineering and computer science in the networking and telecom worlds. As they used to say in Telcom, "the network is the business" (hence huge focus on service management). I always enjoyed working with customers and on the business side of things, so here I am in ITSM marketing.
  • David has led a career in Enterprise Software for over 20 years and has brought to market numerous successful IT management products and innovations.
  • Gil Tzadikevitch HP Software R&D Service Anywhere
  • This account is for guest bloggers. The blog post will identify the blogger.
  • Jacques Conand is the Director of ITSM Product Line, having responsibility for the product roadmap of several products such as HP Service Manager, HP Asset Manager, HP Universal CMDB, HP Universal Discovery and the new HP Service Anywhere product. Jacques is also chairman of the ITSM Customer Advisory Board, ensuring the close linkage with HP's largest customers.
  • Jody Roberts is a researcher, author, and customer advocate in the Product Foundation Services (PFS) group in HP Software. Jody has worked with the UCMDB product line since 2004, and currently takes care of the top 100 HP Software customers, the CMS Best Practices library, and has hosted a weekly CMDB Practitioner's Forum since 2006.
  • Mary is a member of HP’s ITSM product marketing team and is responsible for HP Service Anywhere. She has 20+ years of product marketing, product management, and channel/alliances experience. Mary joined HP in 2010 from an early-stage SaaS company providing hosted messaging and mobility services. She also has product management experience in the ITSM industry. Mary has a BS in Computer Science and a MBA in Marketing. Follow: @MaryR_Colorado
  • Michael Pott is a Product Marketing Manager for HP ITSM Solutions. Responsibilities include out-bound marketing and sales enablement. Michael joined HP in 1989 and has held various positions in HP Software since 1996. In product marketing and product management Michael worked on different areas of the IT management software market, such as market analysis, sales content development and business planning for a broad range of products such as HP Operations Manager and HP Universal CMDB.
  • Ming is Product Manager for HP ITSM Solutions
  • Nimish Shelat is currently focused on Datacenter Automation and IT Process Automation solutions. Shelat strives to help customers, traditional IT and Cloud based IT, transform to Service Centric model. The scope of these solutions spans across server, database and middleware infrastructure. The solutions are optimized for tasks like provisioning, patching, compliance, remediation and processes like Self-healing Incidence Remediation and Rapid Service Fulfilment, Change Management and Disaster Recovery. Shelat has 21 years of experience in IT, 18 of these have been at HP spanning across networking, printing , storage and enterprise software businesses. Prior to his current role as a World-Wide Product Marketing Manager, Shelat has held positions as Software Sales Specialist, Product Manager, Business Strategist, Project Manager and Programmer Analyst. Shelat has a B.S in Computer Science. He has earned his MBA from University of California, Davis with a focus on Marketing and Finance.
  • Oded is the Chief Functional Architect for the HP Service and Portfolio Management products, which include Service Manager, Service Anywhere, Universal CMDB & Discovery, Asset Manager, Project and Portfolio Manager.
  • Olivier is Product Line Manager for the HP Configuration Management System (CMS) which is comprised of UCMDB, UCMDB Configuration Manager, the UCMDB Browser, and Universal Discovery.
  • I am Senior Product Manager for Service Manager. I have been manning the post for 10 years and working in various technical roles with the product since 1996. I love SM, our ecosystem, and our customers and I am committed to do my best to keep you appraised of what is going on. I will even try to keep you entertained as I do so. Oh and BTW... I not only express my creativity in writing but I am a fairly accomplished oil painter.
  • WW Sr Product Marketing Manager for HP ITPS VP of Apps & HP Load Runner
  • Vesna is the senior product marketing manager at HP Software. She has been with HP for 13 years in R&D, product management and product marketing. At HP she is responsible for go to market and enablement of the HP IT Performance Suite products.
  • A 25+ year veteran of HP, Yvonne is currently a Senior Product Manager of HP ITSM software including HP Service Anywhere and HP Service Manager. Over the years, Yvonne has had factory and field roles in several different HP businesses, including HP Software, HP Enterprise Services, HP Support, and HP Imaging and Printing Group. Yvonne has been masters certified in ITIL for over 10 years and was co-author of the original HP IT Service Management (ITSM) Reference Model and Primers.
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