1. Systems management overviewSerene 2014 BudapestZsolt KocsisIBM Technical Manager, CEECloud and Smarter Infrastructure,
[email protected] management overview | Serene14 | October 28, 2014 2. Serene 2014Zsolt Kocsis IBMCEE C&SI Technical Sales & Lab Services LeaderExperience Overview• Zsolt Kocsis has over 30 years experience in IT industry• He has held key sales and technical roles with major global IT vendors• over 12 years in IBM Tivoli / C&SIKey Projects and Clients• Zsolt Kocsis is the leader ofthe C&SI and Securitytechnical team in CEE GMT,including the Community ofPractice, Technical sales andLab Services teams.• Leader of IBM Center forAdvanced Studies in MScEE, MBA IBM certified SolutionSystems management overview | Serene14 | October 28, 2014Advisor for:– Security and compliance v3– Service mgmt solutions– Business automationmanagement– Storage Solutions ITIL certified• Large Bank, - Architecture planning and technical lead of a storage managementproject• Large Oil company : Architecture and technical lead a major systems managementproject• Large Bank : Technical lead of Tvoli automation, and security(TIM) project• Large Telecommunication company : Technical coordination a large scale Telcobusiness services management project• Large Insurance company : technical support of large scale service managementproject• Large Insurance Company, Hungary : Technical support large Identitymanagement project• Large Electricity Transmission company :Technical support large scale assetmanagement project for a country wide electric transmission company.• Large Telecom company: Fault mgmt services project lead• Research projects with Technical University of Budapest for Supply Chain planningand forecast, and smarter cityBudapest, AssociateProfessor h.c at BudapestUniversity of Technology 3. Serene 2014Agenda Strategic Capability Network methodology Goal of IT Service management Fault management Perfomance management Events, Correlations Business Systems management Predictive Analytics Process frameworksSystems management overview | Serene14 | October 28, 2014 Break Security aspects Cyber Physical systems – asset management Smarter city example Project example: Telco service monitoring…… QA3 4. Serene 2014Strategic Capability Networks Patent Number: US 6249768 B1 Assignee: International Business Machines Inventors: William A. Tulskie, Jr., Sugato Bagchi Patent Abstract: “An integrated framework is disclosed for analyzing a firm interms of its resources, capabilities and strategic positions, providing a StrategicCapability Network composed of nodes signifying these resources, capabilities andstrategic positions, together with relationships between these nodes” Why we use : “A good methodology to map high-level customer strategy /requirements into product and solution architecture ”Systems management overview | Serene14 | October 28, 2014 5. Serene 2014The Strategic Capability Network (SCN) Model provides asimple approach to connect various conceptual elementsof Strategy into a structured modelVValue Proposition: What a company needs to be inorder to offer a differentiated value to the market.Example: Low cost, customer convenience,modular design, Best V V Customer ServiceCCCCCCCapability: What a company needs to do in order toachieve its strategic positions. Capabilities perform,improve, and create the activities of the firm.Example: Ability to design for customer assembly,C CAbility to merchandise in-store and online. Abilityto provide customer dashboardsSystems management overview | Serene14 | October 28, 2014R RRRRRRRRRCapability Enabler(Resource): What a companyneeds to have in order to perform its capabilities.Resources represent the process, knowledge,organization and technology assets of the firm.Example: In-house engineers and designers,store locations, store layout expertise, webdeveloper/programmer, server…RRRRRRR 6. Serene 2014Value Propositions are statements of benefit that are deliveredby the organisation to internal and external recipients.Generally the promises you find in marketing or advertising message.The benefit, or value received, will usually be in relation to cost, reliability,convenience, quality, etc.An enterprise will have many value propositions. These can be directed at differentrecipients or players in the value chain, e.g. shareholders, customers, suppliers,partners, employees. Example, Google:– VP for Visitors: “Personalised contentservice”, “Categorised and organizedInformation”– VP for Advertisers: “Reach wide online audience”, “Direct/targeted advertising”– VP for Merchants: “Access to large numbers of potential customers”, “Contenthosting expertise”Systems management overview | Serene14 | October 28, 2014 7. Serene 2014Capabilities are the things an organization must be able todo in order to deliver its value propositionsstrategic goals Capabilities are usually stated as verb phrases“The ability to …”.– To the outside world, they represent the potentialoutcomes (products / services) of interacting withthe EnterpriseLow CostLow Waste Capabilities can support multiple Value Propositionsor other CapabilitiesSystems management overview | Serene14 | October 28, 2014DesignLowStorage CostsLow CostMaterialsL/TermSupplierRelationshipsExample: IKEAVPSupporting Capabilities(“indirect” or “supporting” capability) Capabilities can also hinder other capabilities Internally, Capabilities represent any combination ofenabling resources (process, knowledge,organization, and technology) The exact configuration of these enablers canbe chosen rather independently 8. Serene 2014Resources, (also known as “enablers”) are the things that theorganization need to have in order to enable the capabilities. May be identified as part of Strategy, but willbecome the essential ”Building Blocks” forArchitectural Work supporting Enterprise Designfor Initiatives and Solutions Capability Four types of resources are recognized: Processes needed to deliver the required capabilities The organization that would be required in terms ofroles and responsibilities, skillsProcessSystems management overview | Serene14 | October 28, 2014InformationTechnologyOrganization The major categories of information that will be needed Technology that would be deployed to enable thiscapability (classes of application, key elements ofinfrastructure) Resources can support many businesscapabilities and do not by themselves providebusiness benefit. Rather in combination, enable one or morecapabilities to be achieved Architecture provides the engineering approachto plan and guide the implementation of the“right combinations” 9. Serene 2014 Process– Manage Client Relationship– Supplier Management– Cross product selling– Product Development Organization Information– Supplier Information– Product and Service– Locations– Contract / Agreement IT TechnologyResource Examples– Cross Functional Client Service Teams– Common Organizational structure,grades, language and vision– Flexible, multi skilled teams– Knowledge Communities– C loud based, flexible infrastructure–A nalytics to predicts future trends–M obile salesforce Applications– S ocial, Collaboration Technologies– S ecurity solutionsSystems management overview | Serene14 | October 28, 2014 10. Serene 2014What values must IT provide?IT Value PropositionsTechnical Expertiseto Resolve IssuesReal-Time Visibility ofCustomer Experience24x7 End-to-endProcess VisibiltyAuthority toTake ActionImprovedAvailabilitySystems management overview | Serene14 | October 28, 2014 11. Serene 2014Turning it into a Strategic Capability NetworkIT Value PropositionsEnabling capabilitiesTechnical Expertiseto Resolve IssuesReal-Time Visibility ofCustomer Experience24x7 End-to-endProcess VisibiltyAuthority toTake ActionImprovedAvailabilityFlexible, highly availaibleRoot-CauseInformationEnrichmentIdentificationSystems management overview | Serene14 | October 28, 2014infrastructureEffective configurationmanagementProactive AnalyticsRole-BaseddashboardsAutomation Problem Escalation Governance 12. Serene 2014Turning it into a Strategic Capability NetworkIT Value PropositionsReal-Time Visibility ofCustomer ExperienceEnabling capabilitiesTechnical Expertiseto Resolve Issues24x7 End-to-endProcess VisibiltyFlexible, highly availaibleRoot-CauseInformationAuthority toTake ActionImprovedAvailabilityEnrichmentIdentificationSystems management overview | Serene14 | October 28, 2014EnablersCloudProvosioningOperationsInsightMobiledashboardsSecuritycompliacneSocialapplicationsinfrastructureEffective configurationmanagementProactive AnalyticsRole-BaseddashboardsAutomation Problem Escalation GovernanceCloud Analytics Mobile Social Security 13. Serene 2014RevenueCostAgilityRiskOptimize InnovateUnified Delivery(Visibility+Control+Automation)EventsDashboardPredictiveInsightProprietary APIsLifecycle/complianceOpen StandardsDevopsSw defined env.SmarterassetsOrchestrationCloud On-premise / Legacy systems Endpoint/Mobile/BYOD EnterpriseSystems management overview | Serene14 13 | October 28, 2014AssetsMetricslogsDiscoveryDependeciesAsset lifecycleProvisioningPatternsReports ProcessesIT SilosMonitoringService deskXaasSelf serviceAppstore 14. Serene 20141 How do I discover what I needto manage?What is my authoritativesource of configurationitem information? How do I track, fix andautomate problem resolution? How do provide IT agilityand automate criticalIT functions6 2IBM ServiceManagementDependenciesMonitoring andEventsWhat is happening with myinfrastructure resources?ActionsViews How do I bring together ITand Business information ina meaningful andIT ServiceManagementpersonalizedway?14 Systems management overview | Serene14 | October 28, 2014345 How do I manage problemseffectively andefficiently?User Experience How are my transactionsperforming? How do I take the first stepsto align IT andmy business?What is the end-userexperience?Business Metrics How do I apply a businesscontext to working problems? How do I provide keyperformanceindicators forthe business? 15. Serene 2014Goal of systems management: fault management Fault management– Resource error detection facilitates corrective actions. The managed systemsissue events on status changes, with resource, time, status and severityinformation. Event are evaluated, and corrective actions initiated.– Fault events paired by resolution events– Event severity ( Fatal, critical, Minor, Warning, Harmless, Unknown) can beused to as abstract information on the resource health.– Error propagation chains. Events: reflexive or transitive.– Appropriate for large complex systems, moderate data load, minimizedperformance impact, no limit event variety.– Centralized event processing – or umbrella systems – allows enterprise widemanagement.Systems management overview | Serene14 15 | October 28, 2014 16. Serene 2014Goal of systems management: fault management Fault management– Resource error detection facilitates corrective actions. The managed systemsissue events on status changes, with resource, time, status and severityinformation. Event are evaluated, and corrective actions initiated.– Fault events paired by resolution events– Event severity ( Fatal, critical, Minor, Warning, Harmless, Unknown) can beused to as abstract information on the resource health.– Error propagation chains. Events: reflexive or transitive.– Appropriate for large complex systems, moderate data load, minimizedperformance impact, no limit event variety.– Centralized event processing – or umbrella systems – allows enterprise widemanagement.Systems management overview | Serene14 16 | October 28, 2014 17. Serene 2014What is Performance Management? The ability to collect, store and report on historical data What is collected?– Periodic metrics– Availability, volume, trafficerror rates, usage data etc. (NOTEVENTS!!) What do we do with it?– Store and report– Detect real-time threshold violation , and use for outage predictionAlarm Alarm Alarm AlarmThe same two traps are received…But are the underlying problems the same severity?Systems management overview | Serene14 17 | October 28, 2014 18. Serene 2014Goal of systems management : performancemanagement Performance management– Continuous sampling of resource key performance indicators– to ensure proper behaviour and– trigger corrective actions in a timely way,– similar to a closed loop controls.– during normal operation with appropriate sampling rate.– Historical behaviour can be used to forecast behaviour, and aligncapacity planning.– High data load, measurement can impact operation– Usually covers known, and limited numbers of KPIs.Systems management overview | Serene14 18 | October 28, 2014 19. Serene 2014Elements in systems managementSensors:Probe: module of collecting a single metrics, using regular providers: API, Logs,SQL, events, WMI, CIM, or others.– Passive probe: collecting metrics generated by normal usage.– Active probe: injects actions and capture response parameters.Agent: complex managed system specific module collecting several metrics andevaluating behaviour using a resource model.Agent: located on managed system – or on proxy ( often called agent-less).Event: active message about status change on an endpoint ( alerts, notification,etc.)Event Collector: an engine collecting metrics and events from sensors, to perform:Event deduplication, event filtering, situation correlation and indicate action ( forwarding)Event can be enriched by adding relevant information store in extended repositorieslocation, impacted users / services, responsible personnal, additional important aspect.Presentation layer:Consolidated view of all events from the enterprise (umbrella), portalReportsSystems management overview | Serene14 19 | October 28, 2014 20. Serene 2014Monitoring Basics - VisibilityEnterprise Portal (EP)The Enterprise Portal (EP) is the central location to view and act oncontextualized information provided by the system monitors– Consolidated view and contextualinformation can significantly reducemean time to recovery by aidingin “root cause” analysis– Centralized visualization ofVISIBILITY-Tivoli EnterprisePortal (TEP)real-time and historical data canhelp with “intermittent” problems– Personalized views based on theuser roles and scope– Visualization of resourceutilization can highlight areasto reduce costs– Anything visualized in the EP isavailable in the Data WarehousePersonalizedWorkspacesSystems management overview | Serene14 20 | October 28, 2014 21. Serene 2014Monitoring Basics - ControlData Warehouse (DW) CONTROL-Tivoli DataWarehouse (TDW)and SituationsThe Data Warehouse (DW) is the backbone repository and central data storefor all historical management data and the basis for reporting and performanceanalysis– Included out of the box– Installs quickly and easily– Side-by-side real-time andhistorical views of data assistsin root cause analysis– The data is stored, pruned andsummarized for ease use andcost savings.– Centralized and consolidateddata is crucial to reducing meantime to recovery– Agent Builder and UniversalAgent integrationReal-time andHistorical DataSystems management overview | Serene14 21 | October 28, 2014 22. Serene 2014Monitoring Basics - AutomationTake Action and Workflows“Take Actions” and “Workflows” provide out-of-the-box, customizable bestpractices. These can replay mundane and/or time-sensitive best practices in arepetitive and error-free manner.– Ability to run a script or commandunder the authority provided bymonitoring system and avoid a logon– Reflex actions allow the returnAUTOMATION-Take Action andWorkflowsof a server to a specified stateeven though disconnected– Take Actions provide the abilityto script out a corporation’s runbookAutomated BestPracticesSystems management overview | Serene14 22 | October 28, 2014 23. Serene 2014Typical enterprise monitoring architectureHubServeTDWWHProxyPortalPortalConsoleReportsAgent-less: CIMAgent-less: SNMPV1, V2C, and V3Agent-less:JMXrAgent Builder BasedRemote Remote AgentServerLogFileScriptsWMI,Perfmon,Event LogAvailabilitySystems management overview | Serene14 23 | October 28, 2014Agent-less:WMI, Perfmon,Event LogAgent-less:JDBCAgent-less:HTTP/HTTPSAgent-less:ICMPAgent-less:SSH/RXAAgent basedsystemsGeneral application 24. Serene 2014Availability Management ScenarioDowntime – Common Scenario TodayProblemEliminatedCost An application is down, but what iscausing: network, system, application? Tendency to over monitor to reducedowntime, but this proves costly as well Pre-defined rules generate automated fixes Resolution deployed Deeper root cause analysis to find the real problemSense Isolate Diagnose TakeActionSystems management overview | Serene14 24 | October 28, 2014EvaluateTime Some customers experience eventstorms Lack of filtering or prioritizationincreases the time for root causeanalysis and ultimately the mean timeto problem resolutions Resolution validated Infrastructure available Costly downtime reduced 25. Serene 2014End to End Transactions monitoringMonitor the end-user's application experience and take thefirst step toward aligning my IT organization with the business. FTP Services TFTP Services• SAA• TCP• TCP Port• SNMPSystems management overview | Serene14 25 | October 28, 2014• LDAP DHCP Services DNS ServicesWeb Resources HTTP Services HTTPS ServicesEnd-User Experience Robotic Response Web Response Client Response SMTP Services POP3 Services IMAP4 Services 26. Serene 2014Transactions monitoringBeginning the IT and Business Alignment JourneyTransaction TFrualnl Tsaracntisoanc Stiotenp E –BffeeNlcootwrsm tBhaael s Beluinsein Aesvsg.Understand the end-to-end customer experience!• The first step in better aligning IT with The Business• Real-time end-user perspective• Real-time transaction performanceservice status• Rapid value via improved visibility26 Systems management overview | Serene14 | October 28, 2014 27. Serene 2014Composite Application ManagementThree techniques tailored for different IT roles to effectively senseand respond to performance and availability events.TransactionResourceApplicationManagementManagementManagementResponse Time Operational View Transaction Tracking Subject Matter Expert ViewSystems management overview | Serene14 27 | October 28, 2014 28. Serene 2014How are Service Providers Managing Services Today?3 events show up inthe event console.Which should beworked on first? Aremy SLA’s affected?I’m not sure…I’ll just go through themin order and dispatchthem to the experts foreach silo.Operational ManagementFault Performance Probes• Network capacity trending• “When will my softswitch degrade?”• Availability• “Is my switchdown?”InformDashboards, Reports, NotificationAnalyzeAutomateService ImpactRoot CauseConsolidateCentralized ManagementSystems management overview | Serene14 28 | October 28, 2014• SignalingrobotictestingCollectMonitoringDiscovery 29. Serene 2014Single pane of glass: Event management systemsEnrich Lookup answers (enrich events)– Single incident repository – single lookup– Event filtering– Event deduplications,– Better problem prioritization and faster resolution– “We already have the answer to Question 21” Root cause Analysis across management silosNetwork Security Application Server MainframeSystems management overview | Serene14 29 | October 28, 2014RCA External data– One event repository allows us to take all incidentsinto consideration for RCA Reduce time to problem identification Notice impacted business area 30. Serene 2014Leveraging enrichment for Increased Correlation ValueEvent SourcesFaults Event MgtData SourcesOperations Mgmt Business MgmtPortals Dashboards EventEvent DSAListeners DSADSADSAMiddleware:•Web Services•XML, LDAP•TIBCO•SNMP, SocketAny CMDBEvent enrichmentmgmtCombine Any Datawith EventInformation to extendOperations MgmtResources Monitoring DSAAnyDatabaseJMS, OracleWeb ServicesEventReadersRDBMS30 Systems management overview | Serene14 | October 28, 2014DataWarehouseAssets:•IT•EntepriseDatabases:•Homegrown•Provisioning•Inventory•IncidentDSA – Data Source AdaptorCorrelationExtends Event Correlation with: Operations Data to Enrich Automation,Escalation, and Management of Problems. Business Data to Enable Rapid Calculationand Application of KPIs Correlation Context for Relating Data fromany sources for maximum value. 31. Serene 2014But still Service Visibility Gap Exists… Collecting and Consolidating data can result in big returns, such as Mean Time toRepair- example, Tier 1 telco reduced alarms by a ratio of 16,667 to 1– “Single pane of glass” But, are you fixing the right problems? What business service is impacted? As you move up from Collecting and Consolidating to Analyzing, Automatingand Informing – you enable Operations, IT and LoB staff to make more effectivedecisions that directly support the business– Visualize your services– Correlate faultperformance data– Link a service to a customer or SLA– Prioritize– CommunicateSystems management overview | Serene14 31 | October 28, 2014InformDashboards, Reports, NotificationAnalyzeAutomateService ImpactRoot CauseConsolidateCentralized ManagementCollectMonitoringDiscovery 32. Serene 2014What is a Business Service?Business service includes:– Use cases– Underlying infrastructure and IT assets involved in providing the service offering– Service model– Lifecycle: Plan, Design, Test, GoLive, Maintainance and Termination of a Service– Usability: Service Provisioning, Subscription, Measurements, Billing– Cost controls: Revenue and Cost balance / allocation related to a BS– Service roles:– Service owner / administrator– Service operator– Support and field people– Consumer, subscriber, user– Business people and management, executivesService model :A set of information about the service, like instantiated service components hierarchy,dependency rules, status, quality and performance conditions and service business impactand roles, developed to imitate a real life existing service and perform its monitoring andmanagement.Systems management overview | Serene14 32 | October 28, 2014 33. Serene 2014What to manage in a Business Service?Management goals Availability Performance (technical and business) Cost Lifecycle ( design, provisioning, operation, maintenance, suspend) Reporting ( all of above, and SLA agreements)4 views of a Business Service:Service impact ( business impact)Key Business IndicatorsServiceService consumabilityEnd-to-endService hierarchy – service modelComponents, dependeciesSystems management overview | Serene14 33 | October 28, 2014Service observationsTicketing, Audit systemsSocial 34. Serene 2014Service hierarchy based managementThe logical structure of the components, their abstract state, error propagation rules( dependancy rules) bulding up the model.Relevant Events are captured to change the object state.General problem: by observing a component behaviour we assume higher level (service or user leve behaviour – as good as the model is.Model inconsistency, quality, lifecycle problems may cause improper observations.Model reduction:Coagulating equivalent or dominant faults/errors into a single virtual nodeDriven by the resolution of diagnostics/corrective actionsObject farming: similar behaviour nodes aggregated into a single common objectReal cause: hidden dependency.Dynamic reconfiguration: structure changes over time ( host) so needsattention.Domain clustering: similarly operated silo objects merged into a common virtualobject.Redundancy groups: ( IT clusters, high availability solutions)Systems management overview | Serene14 34 | October 28, 2014 35. Serene 2014Events and Performance StatusSecurityEventsNetworkEventsTransactionEventsSystemEventsApplicationEventsMainframeEventsOMEGAMON*TSOMITMN IP35 Systems management overview | Serene14 | October 28, 2014ITCAMITMITM Events sources: Probes and Agents of systems managementsubsystems. Events match against infrastructure components in yourmodel, while transactions give an end-to-end status perspective 36. Serene 2014End-to-End (or user level) management Measure the service behaviour from the end users (service consumption)perspective Uses the service infrastructure, independent of the model, and the underlyingcomponents. Does not handle service path (multpathing environment), and cannot provide rootcause analysis. Synthetic transactions:– but only for the test use cases– only from the location of the test– does not identify root cause Alternative: select live transactions– Selection rate(%) vs. Performance trade-off– Very high overhead– Special case: Transaction tracking - marks transaction hubs along the entire servicepath ( helps root cause analysis)Systems management overview | Serene14 36 | October 28, 2014 37. Serene 2014Business DataProcessesTrouble TicketsIncident MgmtGovernanceSOX ComplianceStatus and StructureTransactionsEnd-User ResponseBusiness ProcessDependenciesCall CenterRecordsBilling Data Types of Business Data typically include trouble tickets,transactional data, billing records, call center details, andanalysis for risk and process improvement. Business Data sources typically include historical data formData Warehouse , 3rd-party CRM sources, home-growndatabases, and others37 Systems management overview | Serene14 | October 28, 2014 38. Serene 2014DiscoveryDependencies StructureSecurityDevices Servers Applications RelationshipsNetworkDevicesMainframeResources *SOA Discovery and Dependency Sources: Tivoli Application Dependancyand Discovery Manager, CMDB, discovery libraries , home-grown DBs,and Inventory/Asset data. BSM may integrates with these sources to build service hierarchy38 Systems management overview | Serene14 | October 28, 2014 39. Serene 2014How to build a model Understand the industry, the requirements, expectations, roles andorganization. Review the information sources, monitoring systems, business KPIs, KQI. Build an intial model, and perform a gap analysis Extend the monitoring infrastructure to collect missing metrics. Select the relevant events, create an event catalogue. Use architecturedesign documentation, as first filtering selection. Define event pairs (fault/ resolution) Simplify the model – use if possible resource models coming withmonitoring systems, severity. Use virtual object representing objectclusters , like resource domains, complementary resources to simplifythe model. These domains often defined accoridng to operational / orbusiness silos. Events with high correlation (maybe a common cause) may berepresented by one selected event. Using service templates, event can be used to populate the modelautomated – only in large number, but known structured models. Using discovery tools you may create initial models.Systems management overview | Serene14 39 | October 28, 2014 40. Serene 2014After the modeling : how to maintain the model? Ideally a self updating model should track the configuartion changes –discovery based models could be considered carefully. Event desciption may contain model information ( location) allow automatedmodel building. The model must be part of the change management / governmentprocesses.Governance processesDevelopment Test ProductionDiscoverySystems management overview | Serene14 40 | October 28, 2014Reports 41. Serene 2014Error propagation rulesEvent Based StatusDependency (% of children)Status derived from: Incoming Status Events External Business Data Status derived from a % of childrenDependency (Any Child): Status derived from status of childrenNumerical Data Display Used to obtain a numerical value for output Response time, Number of Trouble TicketsNumerical Aggregation of Data Value is calculated using children’s numericalvalues Avg, Sum, Min, Max or Weighted AvgSystems management overview | Serene14 41 | October 28, 2014 42. Serene 2014Real-time technical SLA measurement Instance Duration-based – when its ok for a service to be unavailable forshort periods of time, but not for more than a set duration of time.Before 2 min. After 2 min. After 5 min. Cumulative Duration-based – when the service is unavailable for less thana cumulative amount of time per SLA window (day, week, month), but not formore then that set duration of time.Shows cumulative duration violationShows single incident duration violation Incident Count-based – when the service is unavailable for ANY durationduring an SLA window, violation is based on the count (times occurred).Shows incident count overspecified period and status42 Systems management overview | Serene14 | October 28, 2014 43. Serene 2014IBM SmartCloud Analytics – Predictive InsightsPredict Outages Before They OccurPredict Proactively identify problems before theybecome service impacting be noticing earlyanomalies. Eliminate the costly problem of setting andmaintaining static thresholds.“IBM SmartCloud Analytics helped detect 100percent of the major incidents that occurred,including silent failures, and helped useliminate manual thresholds, which willresult in a cost avoidance of $300K USDannually”Chris Smith, Director Tools and AutomationConsolidated Communications Holdings, Inc. Speed up the process of identifying theroot cause analysis Learns system behaviour from historicaldata and detect irregularities , trendsSimplified Behavioral LearningNo complex manual intervention to setupCognitive AlgorithmsNext generation multivariate analytics providesmeaningful early warning alertsSystems management overview | Serene14 | October 28, 2014Large CapacityBig Data streaming engine ensures solution cangrow with your needsHeterogeneous• EnvironmentsConsume performance metric data from incorrelation to eventsSSSSoooolllluuuuttttiiiioooonnnn BBBBeeeennnneeeeffffiiiittttssss 44. Serene 2014Quality Service Delivery Requires Service ManagementWhat do wemean by aservice? An offering, function or activity deliveredto an internal or external customer whichmay contribute revenue and profit orfulfill a critical mission of an organization,and is the output created through the useof an organization’s human, intellectual,financial and physical assets.What do we meanby servicemanagement? Service Management covers managementprocesses, tactics and best practicesneeded to deliver business services IT, operations, and line-of-businessservices – all require service management“As enterprises become more aware of the increasing interdependence of business andIT issues — they need to adopt a more holistic view of both internal and external servicedelivery. This is vital for business leaders in targeting and executing business change.”--- Thomas Mendel, PhD, Vice President Research Director Forrester ResearchSystems management overview | Serene14 44 | October 28, 2014 45. Serene 2014Value of discovery technologies Discover the COMPONENTS in a Data Center Environment CENTRALIZES and VISUALIZES the CONFIGURATION of theComponents in a Data Center Environment Discovers the RELATIONSHIP of the Components in a DataCenter Environment DISCOVERS AND TRACKS THE CHANGES in a Data CenterEnvironmentSystems management overview | Serene14 45 | October 28, 2014 46. Serene 2014Discovery of componentsSystems management overview | Serene14 46 | October 28, 2014 47. Serene 2014Discovery the Configuration of ComponentsSystems management overview | Serene14 47 | October 28, 2014 48. Serene 2014Discovery of RelationshipsSystems management overview | Serene14 48 | October 28, 2014 49. Serene 2014Discovery the changes, or not properly configured itemsSystems management overview | Serene14 49 | October 28, 2014 50. Serene 2014Ping SensorArrayHow Discovery worksRequired Configuration Parameters forDiscoverySystems management overview | Serene14 50 | October 28, 2014found 86IP ServersApplicationSensor Arrayfound 421objects 51. Serene 2014Configuration Management Database (CMDB)Are All Management Databases CMDB’s? The CMDB is a datastore that is used to track all ITassets, their relationships, their configuration and theirchanges “…a key difference between a CMDB and the repositoryfor an inventory management system or a Service Desk isthat the CMDB also contains relationships betweenConfiguration Items Connects people to processes,technology and information CCMMDDSystems management overview | Serene14 51 | October 28, 2014C-CCMMDDBBBAsset Inv 52. Serene 2014Configuration Management Database (CMDB) Technology Capabilities Discover loads and maintains a reliable and trusted CMDB Federation Reconciliation Synchronization Includes Best Practices based processes (ITIL) Configuration management processes Change management processes Role identification and role-based access can easily be definedSystems management overview | Serene14 52 | October 28, 2014 53. Serene 2014IT Service Management Blue printIBM IT Service ManagementIT ProcessManagement ProductsServiceDelivery SupportServiceDeploymentInformationManagementBusinessResilienceIT CRM BusinessManagementIT ServiceManagement PlatformIT OperationalManagement ProductsBest PracticesChange and ConfigurationManagement DatabaseServer, Network DeviceManagementSystems management overview | Serene14 53 | October 28, 2014StorageManagementSecurityManagementBusinessApplicationManagement 54. Serene 2014ControlVisibilityService DeskService CatalogAsset management IncidentIT Service MgmtProblemConfigurationChangeReleaseResource MgmtMaterials MgmtContractsSafetyWork MgmtProcurement CapacityPlanningCost Accounting54AutomationProvisioningMeteringModifyMonitor54 Systems management overview | Serene14 | October 28, 2014CMDBSecurity and Identity ManagementDiscovery• Inventory• Configuration• Network Topology• Physical Topology• Application Topology• Software Distribution• User Accounts• Access Control• Service Subscription• Online CommercialServices• Usage• Performance• License Compliance• Lifecycle• Configure• Password Reset• Remote Control• Imaging• Update / Patch• Event Management• Event Correlation• Performance Mgmt• Impact Assessment• Service LevelMonitoringScheduling• Workload Scheduling• Load Leveling• Batch ProcessingCommon Data Subsystem andProcess Automation Platform 55. Serene 2014How about security? The biggest risk is the insider threat The other threat comes from people connecting their ERP“ Sachar Paulus, SVP of Product Security and Governance,systems to the Internet The difference with ERP is that the size of the bucket„becomes much larger. When you have access to a systemthat size, security becomes more criticalSource: http://www2.csoonline.com/exclusives/column.html?CID=33433source=nlt_csoupdate Systems management overview | Serene14 55 | October 28, 2014 56. Serene 2014The impact and visibility of recent breaches calls into question the effectiveness oftraditional security measuresInternal abuse of keysensitive informationComplexity of malware,growth of advancedpersistent threatBusiness continuityinterruption andbrand image impactIn spite of significantsecurity policies, a singleinternal breach by anauthorized user resulted intens of thousands ofclassified records of theUS Army leaked overWikileaks. Impact to theArmy is close to $100MStuxnet turned up inindustrial programs aroundthe world. The sophisticationof the malware has led tobeliefs that it was developedby a team of over 30programmers and remainedundetected for months onthe targeted environment.Targeted to make subtleundetected changes toprocess controllers to effecturanium refinementSystems management overview | Serene14 56 | October 28, 2014Epsilon, which sends 40Be-mails annually on behalf ofmore than 2,500 clients, saida subset of its clients’customer information wascompromised by a databreach. Several prominentbanks and retailersacknowledged that theircustomers’ information mightbe at risk 57. Serene 2014How much security is enough (or can there be too much)?From a security perspective, all ITsolutions must balance threeconflicting factors:The risk to the organisation of operating the IT solutionThe cost of implementing and operatingCOSTHighLowHighLowHigLowSecurityEnvironmentthe security controls in general, the tighter thecontrols the lower the riskThe usability of the solution in general, the tighter thecontrols, the greater the impacton the users of the systemRISK USABILITYSystems management overview | Serene14 57 | October 28, 2014hThe resulting set of controls must be,as far as possible “necessary andsufficient”. 58. Serene 2014Solving a security issue is a complex, four-dimensional puzzlePeopleDataEmployees Consultants Hackers Terrorists Outsourcers Customers SuppliersStructured Unstructured At rest In motionApplicationsInfrastructureSystemsapplicationsWeb applications Web 2.0 Mobile appsIt is no longer enough to protect the perimeter –siloed point products will not secure the enterpriseSystems management overview | Serene14 58 | October 28, 2014 59. Serene 2014Attack SophisticationNeed help to combat advanced threats with pre- and post-exploitintelligence and actionWhat are the externaland internal threats?Are we configuredto protect againstthese threats?What is happeningright now?What was the impact?PredictionPrevention ReactionRemediationSystems management overview | Serene14 | October 28, 2014Network and Host Intrusion Prevention.Network Anomaly Detection. Packet Forensics.Database Activity Monitoring. Data Leak Prevention.SIEM. Log Management. Incident Response.Risk Management. Vulnerability Management.Configuration and Patch Management.Research and Threat Intelligence.Compliance Management. Reporting and Scorecards.Security Intelligence 60. Serene 2014Data ExplosionMust integrating across IT silos with Security Intelligence solutionsMost Accurate Actionable Insight + =Sources IntelligenceSystems management overview | Serene14 | October 28, 2014 61. Serene 2014Identity ManagementAutomates, audits, and remediates user access rights across your IT infrastructureAccesspolicyevaluated Costdentity ManagerIdentitychange(add/del/mod)ApprovalsgatheredAccountsupdatedAccounts on 70+ differenttypes of systems managed.Plus, In-House Systems portalsApplicationsComplexityReduce Costs• Self-servicepassword reset• Automated userprovisioningManageComplexityDetect and correct local privilege settingsSystems management overview | Serene14 | October 28, 2014HR Systems/Identity StoresDatabasesOperatingSystemsNetworks Physical Access• Consistentsecurity policy• Quickly integratenew usersappsComplianceAddressCompliance• Closed-loopprovisioning• Access rightsauditreports• Automate user privilegeslifecycle across entire ITinfrastructure• Match your workflow processes• Know the people behindthe accounts and why theyhave the access they do• Fix non-compliant accounts 62. Building a smarter planeSterene 2014We have to work smarter…so what Defines aSmarter Planet?SMARTERINSTRUMENTEDPLANET3(23/(INTERCONNECTEDINTELLIGENT203$1,(6,167,787,216,1'8675,(60$10$'(667(061$785(’6667(0662 Systems management overview | Serene14 | October 28, 2014 © 2009 IBM Corporation 63. Building a smarter planeSterene 2014As our physical assets become ‘smarter’ the requirementfor managing these assets (physical and IT) and theirrelationships within the same platform increases…FacilitiesInfrastructureProductionInfrastructureMobilityInfrastructureTechnologyInfrastructureCommunicationsInfrastructure+ + + +VISIBILITY CONTROL AUTOMATION....converged management to deliversmarter business outcomes…63 Systems management overview | Serene14 | October 28, 2014 © 2009 IBM Corporation 64. Serene 2014Aging AssetsUnder investment in TD requires $300B over next 20 yearsAverage age of generation facilities puts reliability at riskSystems management overview | Serene14 | October 28, 2014 65. Serene 2014Aging Workforce Workforce Strategies– Knowledge Capture– More Contracted Labor– Partnerships with Local Colleges– Engineers and Crafts are MobileSystems management overview | Serene14 | October 28, 2014 66. Serene 2014The Value of Asset ManagementHighestreliabilityImprove planning schedulingReduce downtimeManageriskMaximize outputRetainSystems management overview | Serene14 | October 28, 2014LimitedResourcesComplianceFrameworkMaximizingReturn onAssetsLowestcostReducelabor costsReduce InventoryVisibilityComply withRegulationsKnowledge 67. Building a smarter planeSterene 2014Reporting and GovernanceThe Business: (Missions, Goals, Customers, Users)Business DriversRisks Regulations Performance HSE MarketWork Mgmt IncidentInvestigationMaterials MgmtProcurementImprovementChangeSafetyContract MgmtService RequestMobile WorkPrimaveraIntegrationERPReal TimePetroleum Industry Solution, Integrated OperationsActionCost Resource Management PlanningScheduling Operations ManagementPR’s, PO’sRFQ’sInvoicesReceiptsInventoryInspectionsToolsStoreroomsConditionsLeasesWarrantiesPurchaseLabourQualificationsWork OrdersActivitiesJob PlansPriority MatrixDefectsIncidentsGlobal IssueJob PlansDocumentsRegulationsInvestigationsFailure ReportingEscalationsAARBenefitsLossesActionsSLAsPreventiveMaintenanceProjectsRelationshipsItem MasterImprovementsMOCAssetsLocationsSystemsWork LogSolutionsTemplatesCommunicationsHazardsPrecautionsPlansRCFAAuthorizationProduction Assets Facility Assets Transportation Assets IT AssetsDrilling Assets Completion Assets Pipeline AssetsChemicalPetroleum Asset ManagementStandards – ISO14224/API 689EngineeringMS ProjectGIS67 Systems management overview | Serene14 | October 28, 2014 © 2009 IBM Corporation 68. Serene 2014Process-optimization in maintenanceRCMTotal ProductiveMaintenance Reliability CenteredMaintenance Implementation ofRCM-program, Analysis of criticality,failure-probability, failure-consequencesand classification of assets, identify criticalassets TPM: simple PM-standard-tasks donePlanned MaintenanceReactive MaintenanceSystems management overview | Serene14 | October 28, 2014trough operator, integration ofmaintenance-personeel in production. Tightcommunication neccessary. KPI-analysis inkey! Planned: Implementation of a PM-program,integration of condition-monitoringfor predictive work. Reactive: mostly emergency-maintenance,unplanned work, no orsparse communication beweenmaintenance and production. 69. Serene 2014The Seven Basic Questions in RCM1. What are the functions and associated performancestandards of the asset in its present operating context?2. In what ways does/can it fail to fulfill its functions?3. What causes each function failure?4. What happens when each failure occurs?5. In what way does each failure matter?6. What can be done to predict or prevent each failure?7. What should be done if a suitable proactive task cannotbe found?Systems management overview | Serene14 | October 28, 2014 70. Serene 2014Resulting Maintenance Strategies Run to failure (reactive) Scheduled discard or restoration (preventive) On-condition maintenance (predictive) Redesign and condition control (proactive) Failure findingSystems management overview | Serene14 | October 28, 2014 71. Serene 2014What RCM Achieves Greater safety and environmental integrity Improved operating performance Greater maintenance cost-effectiveness Longer useful life of expensive items A comprehensive database Greater motivation of individuals Better teamworkSystems management overview | Serene14 | October 28, 2014 72. Serene 2014End-to-end Asset Lifecycle ManagementAssetsCondition MonitoringFailure CodesLocationsMetersAssignment ManagerJob PlansLabor TrackingPreventive MaintenanceSkills and QualificationsSafetyTools/CraftsService RequestsChange ManagementDesktop RequisitionsPurchase OrdersSpatially EnabledMobile72Intelligent Systems management overview | Serene14 | October 28, 2014SiteService CatalogSLAsIncidentsProblemsSolutionsItem MastersStoreroomsLot ManagementKittingIssuesTransfersStocked ToolsService ItemsLabor Rate ContractsLease/Rental ContractsMaster ContractsPayment SchedulesPurchase ContractsWarranty ContractsPurchase RequisitionsReceivingInspectionsRFQsWorkflowScalable J2EE ArchitectureConfigure, not CustomizeOpen Integration InterfacesSAP and Oracle IntegrationRole-based User Interfaces 73. Building a smarter planeSterene 2014Management of Change Product Capability– An application to support a company’s full management of changeprocess from request to closure– Manages review and approval process, pre and post management ofchange actions; audit trail on entire process– Standard action application to reduce manual data entry Benefits for the Industry– Improved safety, reliability and compliance– Reduced cost through greater process conformity / standardizationthrough integration with work management process– Encourages collaboration with operations, maintenance and engineering– Improved organizational learning– Reduced requirement for other software or spreadsheets73 Systems management overview | Serene14 | October 28, 2014 © 2009 IBM Corporation 74. Building a smarter planeSterene 2014Prioritization of Work Product Capability– A matrix based system of work or risk prioritization, reason for workdefinitions– Configure multi variable (safety, economics, health, regulatory, etc..)operational standards for the prioritization of work based on subjectmatter expertise Benefits for the Industry– Standardizes work prioritization based on corporate compliance andoperational standards, not personal or ‘tribal knowledge’ decisions– Balances work priorities based on many parameters, not just assetcriticality– Ensures compliance, some regulatory, to corporate priorities– Reduced cost / time associated with work planning and scheduling, firststep in enabling work planning and scheduling automation74 Systems management overview | Serene14 | October 28, 2014 © 2009 IBM Corporation 75. Building a smarter planeSterene 2014Regulatory Compliance Product Capability– Application for creating an index (library) of regulations applicable to thebusiness, and associating them with assets, locations and job plans– Supports Regulation and sub-sections of regulations– Can identify regulations related to safety cases and search capabilitiesto locate where regulations are applied throughout the business Benefits for the Industry– Manage compliance as part of the work management process, not astandalone application– Eliminate other standalone applications, or spreadsheets – providegreater visibility and governance over regulatory compliance– Proactively manage compliance costs– Reduced requirement for other software or spreadsheets75 Systems management overview | Serene14 | October 28, 2014 © 2009 IBM Corporation 76. Building a smarter planeSterene 2014Action Tracking Product Capability– A means of tracking actions agreed with regulatory authorities or internalreview and audit teams– A way of following up actions arising from investigations orimprovements Benefits for the Industry– Drives implementation of business critical actions and improvements– Reduced costs, e.g., regulatory reporting and implementation ofimprovement programs– Improved safety and reliability– Reduced requirement for other software or spreadsheets76 Systems management overview | Serene14 | October 28, 2014 © 2009 IBM Corporation 77. Building a smarter planeSterene 2014Incident Management Product Capability– An application to record and management incidents occurring duringplant operation and maintenance– Incorporates high context incident reporting Benefits for the Industry– Improved process safety management, encourages collaborationbetween maintenance and operations– Incident management becomes part of the work management process,rather than a stand alone process– Significant reduction in costs of incident management program since anincident can be ‘raised’ from a work order (automatically copies overrelated information)– Enables additional automation of process, e.g., an incident on a safetyvalve can automatically create an investigation– Reduced requirement for other software or spreadsheets77 Systems management overview | Serene14 | October 28, 2014 © 2009 IBM Corporation 78. Building a smarter planeSterene 2014Defect Elimination (Integrity Management) Product Capability– A defect reporting and management application– Classification of defects supports deeper analysis of equipment integrityissues Benefits for the Industry– Drives reliability improvement programs, e.g., Six Sigma, ContinuousImprovement, Mechanical Integrity– Forms the basis for engineering analysis for the removal of equipmentproblems and defects– Collaborative application between maintenance, operations andengineering– Enables automation of defect analysis, e.g., escalation of a defect oncritical equipment would be different than non-critical equipment– Reduced requirement for other software or spreadsheets78 Systems management overview | Serene14 | October 28, 2014 © 2009 IBM Corporation 79. Building a smarter planeSterene 2014Asset Classifications and Specifications Benefits for the Industry– Standardization of asset classifications and specifications– Ease of use - searching and locating asset information foranalysis– Time take to gather and load asset specifications would besignificantly greater than cost of solution– Benchmarking, supports asset integrity programs - standardizedasset specifications facilitate comparisons of equipmentperformance79 Systems management overview | Serene14 | October 28, 2014 © 2009 IBM Corporation 80. Building a smarter planeSterene 2014Failure Reporting / Standardization Product Capability– Contains standard failure classes, problem, cause and remedy tables foreach equipment type listed in the standard Benefits for the Industry– Without standardized failure data, cannot implement reliability analysis– Standardization of failure (problem, cause, remedy) classifications andfailure reporting– Ease of use - searching and locating failure data for analysis– Time take to gather and load failure classifications would be significantlygreater than cost of solution– Benchmarking, supports asset integrity programs - standardized failurereporting facilitates comparisons of equipment performance and defectelimination programs– Time take to gather and load failure classes, problems, causes andremedies would be significantly greater than cost of solution80 Systems management overview | Serene14 | October 28, 2014 © 2009 IBM Corporation 81. Smarter City Command Center – City Scorecard© 2006 81 Systems management overview | Serene14 | October 28, 2014 10/28/2014 IBM Corporation 82. Serene 2014Smarter City Command Center – Energy MgmtSystems management overview | Serene14 82 | October 28, 2014 10/28/2014 83. Serene 2014Smarter City Command Center – Energy MgmtSystems management overview | Serene14 83 | October 28, 2014 10/28/2014 84. Serene 2014Smarter City Command Center – Data CenterSystems management overview | Serene14 84 | October 28, 2014 10/28/2014 85. Serene 2014Smarter City Command Center – TransportationSystems management overview | Serene14 85 | October 28, 2014 10/28/2014 86. Serene 2014Smarter City Command Center – TransportationSystems management overview | Serene14 86 | October 28, 2014 10/28/2014 87. Serene 2014Smarter City Command Center – Water ManagementSystems management overview | Serene14 87 | October 28, 2014 10/28/2014 88. Serene 2014Smarter City Command Center – Carbon ManagementSystems management overview | Serene14 88 | October 28, 2014 10/28/2014 89. Serene 2014Smarter City Command Center – Carbon FootprintSystems management overview | Serene14 89 | October 28, 2014 10/28/2014 90. V0.1Real project example:Telco Service Modeling© 2010 IBM Corporation 91. Telecommunication industry driven service modelling example A large mobile operator in Eastern Europe with over 30 million subscribers intended toimprove the business service quality. They needed fast error resolution, root cause analysis,good capacity and cost management to attract and maintain more subscribers to their new,innovative service offerings. They wanted to have a reliable reporting on quality andavailability of those service. IBM was asked to implement a telecommunication specific business services managementsolution.© 2010 Systems management overview | Serene14 | October 28, 2014 IBM Corporation 92. Service models implemented SMS (Mobile Originate Mobile Terminate) platform Black Berry data services platform and subscription Mobile TV platform, streaming and subscription IBB – road traffic mobile application Real time charging (Online charging) CDRs handling and charging New user subscription in webShop Free-bundle SMS notifications© 2010 Systems management overview | Serene14 | October 28, 2014 IBM Corporation 93. Service Model Analysis (SMA) Methodology OverviewObjectiveSMA ObjectiveApproach SMA process in applicationPerform Top-Down and Bottom-upapproach together appropriatelyand define optimum KQIs and KPIsSMASMA Process1 AnalyzeServiceScenariosKQI 3Categorize end-userquality factors fromBest PracticeCombined KQIsAnalyze ServiceDelivery ArchitectureIdentifyCandidateKQIs andKPIs from234SMA LifecycleTop-downApproachUser perspective analysisUtilize Best Practice andGlobal Standards– Bottom-upstep Approachby step Analyze available datasources and real worlddata KQI 2KQI 1• Definition• Target• PeriodicSet up the most appropriate KQIs andKPIsGap analysisbased on BestPractice65Define ServiceModel ArchitectureSMA Constant InsightBest PracticeAnalyzeavailable DataSource8Develop KQIformula byanalyzingreal worlddata71 2 3 4 7 5 6 8© 2010 9933 Systems management overview | Serene14 | October 28, 2014 IBM Corporation 94. Methodology – processInputs Process Outputs• Service Elements• User Tasks• Perceived QoS Factors• Operational Requirements• Architecture Diagram• Architecture Description• Transaction Flow Diagrams• Operator Service Description• SLA Requirements• SLO Requirements• Telecoms Service Standards• Operator Service Architecture• Telecoms QoS Standards • (Candidate) KPIs• (Candidate) KQIsAnalyse ServiceScenariosAnalyse Service DeliveryArchitectureIdentify KPIsAnd KQIs• Potential QoS Data Sources• OSS/BSS IntegrationRequirements• Required QoS Data Sources• Required OSS/BSS Interfaces• Operating Constraints• Service Level Objectives• Service Level Agreements• Service Delivery Chain Model• SLA Model• KPI Formulae• KQI FormulaeDefine ServiceManagement ArchitectureDefine ServiceManagement ModelsImplementation© 2010 Systems management overview | Serene14 | October 28, 2014 IBM Corporation 95. Service models - SLA ManagementService Level ManagementServiceModelEnterprise Data (GPRS, UMTS)Accessibility, Retainability, Latency, ThroughputEnterprise Voice (GSM, UMTS)Accessibility, Retainability, QualityMonitoringReportingEnterprise Care (Order, callproblem handling)EnterpriseSubscriberReportingEnterpriseDiagnosticReportingSLAModelEnterprise SLAMonitoringEnterprise SLA (Basic, Custom) SLA AssessmentEnterprise SLAReportingKQIsKQIs KQIsKQIs KQIs KQIs KQIs KQIsEnterpriseNation,Market,Cell AreaData CollectionTransactionalTektronixPassive ProbeGPRS, UMTS(Enterprisesubscribers)SPOTActive TestGPRS, UMTSMTTR, MTTF, ASA, AHTPerformanceNDRScorecardmetrics2GProspectScorecardmetrics3GUsageCDRLiveEnterpriseMOU2G, 3GKPI KPI KPI KPI KPIOperationsCTSTroubleTicketingCMSCallhandlingEODOrderhandlingInventoryCSSRadio sitesBIDEnterprisesubscribersCasabyteActive ProbeGPRSMobilityAccessMobility:2G / 3G Voice / DataMobilityCore…Network Operations / IT95 Systems management overview | Serene14 | October 28, 2014 © 2010 IBM Corporation 96. SMS service design overviewAvailabilitySMSAccess Platform ChargingSMS AccessDiagramAuthentication ProvisioningChargingDiagramProvisioningDiagramAuthenticationDiagramSMS PlatformDiagram© 2010 Systems management overview | Serene14 | October 28, 2014 IBM Corporation 97. The design overview - propagation rules© 2010 Systems management overview | Serene14 | October 28, 2014 IBM Corporation 98. © 2010 Systems management overview | Serene14 | October 28, 2014 IBM Corporation 99. Radio access network relationships example© 2010 Systems management overview | Serene14 | October 28, 2014 IBM Corporation 100. Serene 2014HebrewThank YouRussianGrazieItalianGraciasSpanishObrigadoQAJapaneseTraditional ChineseSystems management overview | Serene14 100 | October 28, 2014EnglishMerciFrenchPortugueseDankeGermanArabicSimplified ChineseThaiKöszönömHungarian