Modernizing Enterprise Systems Management

Albert Chang

Enterprise systems management (ESM) involves the operational efficiency and effectiveness of an overall organization and the integration of information on managed resources in the organization. Managed resources include networks, systems, middleware, applications, and business services, all of which support business operations. Information on these managed resources pertains to configuration, availability, performance, and security. Rapid technological advancements and frequent new product introductions make the information systems environment in a large enterprise fairly dynamic. Effective ESM implementations should raise resource management from component levels to the business service level, thus linking the resource management operation directly to business value.

Many large organizations are made up of autonomous business units based on geographic boundaries. Information systems are often aligned with those distributed business units to support business functions. In a large organization, the information systems environment is continuously changing and likely includes dozens of mainframes, hundreds of servers, thousands of desktop systems and users, thousands of applications, hundreds of locations, numerous separate organizations, and many development projects in progress. Without automated tools and streamlined processes, it is nearly impossible to accurately account for and successfully manage all the information system assets in the enterprise to enable business processes to be executed predictably and efficiently. Even within computing centers serving multiple business units, the management of information system resources is usually based on a site-oriented management model. Standard operating procedures are often different at each site.

In addition, networks are typically managed separately from other system components, and applications may not be proactively managed except on an individual and selective basis. Consequently, a variety of stovepiped functions and non-interoperable tools are used in organizational units across the enterprise, making the accurate and timely integration of system resource management information extremely challenging, if not impossible. As a result, pinpointing and diagnosing problems are complex, lengthy, and costly processes. Problems can manifest themselves at either business, end-user, or information-technology levels. Significant training and maintenance expenses accrue through use of a variety of tools to manage the same types of resources throughout the organization.

Since the beginning of the IRS modernization program, MITRE has been helping the IRS formulate its ESM vision, strategy, architecture, and implementation plans. In the process, MITRE staff acquired domain knowledge and provided support for continuity while numerous personnel changes occurred in contractor staff. We are also ensuring that the ESM architecture is accurately incorporated into the overall IRS enterprise architecture and are supporting systems engineering, integration, and project management activities to incorporate ESM functions with other IRS business and technical functions.

ESM Modernization Vision

Managed resources can be represented by a layered computing architecture consisting of networks, systems, middleware, applications, and business services. Systems include processors, storage devices and other hardware, and operating systems. Middleware includes database management systems, transaction monitors, and messaging services. Middleware and application components are software and include database management systems, transaction monitors, and messaging services. Core ESM functions for each computing layer identify problems, collect performance and accounting data, assess detailed hardware and software configurations, help ensure security mechanisms are working, and facilitate operations and administration processes. A modernized ESM capability integrates information on managed resources across computing layers. Figure 1 shows a conceptual composite view of integrated ESM functions applied to five computing layers.

Figure 1: A Conceptual Composite View of ESM

ESM functions collect, store, and analyze the following:

• Events indicating possible problems in networks, systems, or software components
• Security-related information (e.g., audit logs, intrusion alerts)
• Configuration information (e.g., specific operational hardware and software components by type, vendor, model number).

Figure 2: ESM in a Distributed Environment

Integrated analyzed ESM information is presented to users on management consoles, and information on problems is automatically transmitted to help desks and may be used to automatically generate trouble tickets. Workflow automation helps integrate the ESM processes. As Figure 2 shows, in distributed system environments ESM information will be collected and managed to some degree at local levels and monitored and managed at both regional and enterprise levels.

ESM Modernization Strategy

A smooth, holistic, evolutionary approach can help an enterprise move from reacting to urgent requirements and new technologies toward a more deliberate and consistent way of organizing, planning, adapting, and managing the enterprise within an ever-changing business, technical, and regulatory environment. Like other modernization efforts, ESM involves ongoing evolution and requires disciplined life cycle processes that include strategic planning, an overall architecture, program management, technical management, and systems engineering and integration.

Incremental deployment is usually a key success factor for any large project, including ESM. Modern enterprise architectures have enabled the creation of virtual and central organizational functions with location transparency, triggering organizational realignment along functional lines as opposed to the traditional geographically oriented management structures. Because ESM provides resource management for the entire organization, the ESM architecture should be included within the enterprise architecture and should mirror the concepts for modernizing the organization at the business level. As part of overall enterprise modernization and ESM modernization, major business and technical changes must be accompanied by cultural changes at all levels of the organization, including within the technical operations groups who are responsible for ESM.

Figure 3: IRS Modernization Architecture for ESM

ESM Modernization in the IRS

The IRS is taking an incremental approach for modernizing ESM. Though Tivoli products have been selected for the management framework, the IRS is implementing a variety of best-of-breed products for several ESM core functions. Figure 3 shows the IRS modernization architecture for ESM. The first step is to deploy ESM components and functions enterprise-wide to more than 100,000 IRS desktop systems and servers, which will allow automated inventory scans to collect asset management information and feed it to the new Peregrine Asset Center. Tivoli products will also be used for automatic software distribution to the desktops.

At the same time, the IRS is replacing HP OpenView with IBM NetView for network management, and is upgrading its problem management system to the new Peregrine Service Center product. Implementation of ESM performance measurement and reporting functions using Cognos products is also in progress. Future enhancements will focus on end-to-end application software monitoring and performance management, better event correlation techniques to improve problem management, and integration of security management functions.

ESM modernization continues to evolve in the IRS with a goal of ensuring operational efficiency and effectiveness at all levels of the organization, as shown in figure 4.

Figure 4: Future ESM in the IRS

For more information, please contact Albert Chang using the employee directory.

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