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CIO annual report

2009

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putting information back into IT No business could survive without technology and information. How an organization develops these two pillars will define their success

With technology changing so rapidly, it’s easy for businesses and their IT departments to become preoccupied with the scalability of their servers, the speed of their networks and the availability of their applications.

Although the day-to-day performance of the IT infrastructure is fundamental to cost control and operational efficiency, IT departments also need to focus on the quality and accessibility of the data surging through its servers, networks and applications.

During fiscal year 2010 (FY10), we transformed our approach to IT: putting information and technology at the top of the agenda. As a global company with personnel in more than 130 locations around the world, information is what unites and drives CA’s business on a daily basis.

In Global Information Services (GIS), our role is to improve the accessibility, quality and security of this information.

Over the next 46 pages, you will find out how we accomplished this goal by optimizing our processes, enhancing our systems and developing our people. You will also discover how we are increasingly closing the velocity gap between business need and the delivery of an immediate IT solution.

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From achieving ISO standards and adopting cloud computing models to deploying new business intelligence tools and enabling staff collaboration, every IT initiative during FY10 had information and increased agility at its heart.

By providing CA’s 13,420 employees – and our partners and customers – with better access to more accurate information, we can help drive business agility, profitable growth and competitive advantage.

None of our achievements in FY10 would have been possible without the 650-plus people who make up GIS. Their creativity and commitment has been fundamental to helping GIS unlock the information that CA needs to sharpen its business.

Stephen C. Savage Corporate Senior Vice President, Chief Information Officer, CA

Contents Business transformation Business information program Customer relationship management Enterprise resource planning Demand management Business agility

4 9 12 16 19

IT service optimization Service availability Service desk Best practice standards Security Mainframe operations

22 26 28 32 35

Empowering CA’s people Workforce development Collaboration Unified communication

36 40 43

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BUSINESS TRANSFORMATION / BUSINESS INFORMATION PROGRAM

can we make faster and smarter decisions?

A new business information program and data warehouse will help drive profitable growth and innovation

2,000 users to leverage business intelligence tools by end of FY11

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BUSINESS TRANSFORMATION / BUSINESS INFORMATION PROGRAM

Information is the lifeblood of CA. It provides the intelligence we need to keep the business running efficiently and to make informed decisions about the future.

From prioritizing our product development initiatives and targeting emerging markets to investing in new IT systems, the decision-making process at CA is reliant on good information.

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With access to accurate data, CA – and GIS – can ensure they focus their resources on the initiatives that will deliver the greatest business value, which is key to driving profitable growth and competitive advantage.

Capturing, retrieving and analyzing all the different types of information needed for effective business decisionmaking can be a complex and timely process. In today’s fast-paced → p6

BUSINESS TRANSFORMATION / BUSINESS INFORMATION PROGRAM

commercial landscape, agility is paramount, which means CA’s stakeholders need rapid and reliable access to accurate information.

In FY10, CA launched a business information program that is designed to equip decision-makers with the data they need to answer the questions that are critical to the company’s success.

For example, the program will help CA leverage information to: • Foster deeper customer relationships that generate greater profitability • Drive its research and development agenda to maximize sales • Perform predictive analytics to generate actionable market responses.

The $6.75 million program – which is being headed up by Robert Hewardt, vice president of business integration, and Mark Ellis, vice president of solutions delivery – involves

representatives from finance, sales, marketing and support as well as GIS. Central repository for company data Technology is increasingly providing the link between information and people at CA. As part of the business information program, GIS embarked on a number of initiatives to strengthen this connection, including the introduction of an enterprise-wide data warehouse.

$6.75 million invested in new data warehouse

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This data warehouse will fundamentally change how CA collects, processes and delivers information. By the end of FY11, GIS expects the data warehouse will be home to a plethora of valuable data – from customer overviews and sales breakdowns to revenue figures and contact details.

This information will be collated from 17 different CA business systems, including Hyperion, ERP and STAR. As well as collating structured data, the warehouse will eventually be integrated with more unstructured information sources both internally and externally, such as discussion threads from online forums, RSS feeds, blogs and wikis.

Capturing business information in a central repository is just the first step towards empowering CA’s decision-makers – its employees.

GIS also needs to ensure that this

BUSINESS TRANSFORMATION / BUSINESS INFORMATION PROGRAM data can be easily accessed and analyzed by users across the business based on their different needs.

New business intelligence tool To complement the data warehouse initiative, we are also deploying a Web-based business intelligence solution that will provide CA’s employees with extensive analytical and reporting tools.

Prior to the deployment of the SAP BusinessObjects solution, requests for new reports had to be channelled through GIS. With demand from the business peaking at 100 requests per month, some users had to wait several weeks for a new report to be created.

With the business intelligence tool, formats for new reports can be generated instantaneously by users, which will help improve staff productivity and business agility as well as free up GIS resources.

These reports will draw from the information captured both in the company-wide data warehouse and a dedicated warehouse within CA’s enterprise resource planning system (see page 12). Previously reports were often only based on information from a small number of systems, therefore giving an incomplete view of the business.

The deployment of the new business intelligence software began in January 2010 with 68 pilot users from a variety of disciplines, including sales, marketing, product management and support.

By the end of FY11, GIS expects that the number of users will have grown to around 2,000. It’s estimated that a third of CA’s workforce will eventually use the new business intelligence tool.

At present, functionality is limited to 11 key areas, which have been prioritized by the leadership group for the business information program.

These areas include: • Mainframe opportunities • Company revenues • Product sales • Legal cases • Customer attrition.

In-depth business analytics Once the tool has been fully integrated with the data warehouse, GIS expects that users will be able to analyze hundreds of gigabytes of information at the click of a mouse, empowering them to make better business decisions. The initial integration will focus on product and customer based information and is due to start delivering in July 2010.

which is being spearheaded by Vice President Brad Nelson.

Twenty virtual servers and 12 Microsoft SQL Server databases have been implemented to support the data warehouse as well as software from Informatica, which will enable us to extract, transform and load the information into the new repository.

As well as deploying new systems, GIS has also helped to develop new processes for data governance and quality, which will be key to ensuring the integrity of the business information collated in the warehouse.

To help ensure the infrastructure supporting the data warehouse remains highly available, we are leveraging a number of CA’s integrated and automated IT management solutions, including CA Wily Application Performance Management suite, CA Spectrum Infrastructure Manager and CA NSM. The CA Wily Application Performance Management solution has been particularly key in ensuring that the new business intelligence tool can cope with the volume of user queries. •

Developing the IT architecture to support such a high level of data integration is a massive undertaking,

Benefits of integrated business information program

Enable 360-degree view of customer information

Provide a single version of the truth and standardized parameters for business analysis

Improve data access, quality and velocity

Increase productivity and business agility

Reduce long-term total cost of ownership

Minimize the need for disparate business data stores

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BUSINESS TRANSFORMATION / BUSINESS INFORMATION PROGRAM

mastering data consistency

CA’s business information program would not have been possible without the Master Data Management framework that was established in FY08.

As part of this program, CA has created standardized names for 398 products and 4,921 customer enterprise accounts.

Without such standardization, we would not be able to guarantee the integrity and consistency of the data being queried by the business intelligence tool. Data consistency was a key driver behind the Internal Customer Hierarchy project, which was completed in October 2009.

As part of this initiative, we have connected core systems for enterprise resource planning and customer relationship management with the Master Data Management framework.

This ensures that the enterprise account information used by our salesforce is kept updated in near real time, enabling them to make more informed decisions. The project has also eliminated the manual process of keeping these different data sets in sync.

To further enhance the consistency of information across CA, we have also established a data dictionary to document and standardize key terms.

This resource includes more than 500 definitions for key product and customer terms, such as contract value, revenue, product cost and vertical industry classification.

By targeting everyone within CA – from service desk analysts and product developers to the CEO – to use the same definitions when analyzing information, we will be able to further refine the decision-making process.

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As part of our business information program, we also integrated the Master Data Management framework with information from Dun & Bradstreet® (D&B) during FY10. This enhancement provided CA with several significant benefits, for example bolstering the speed and accuracy of retention and renewal efforts by enabling the sales teams to link customers’ contracts to their legal entity names.

Although the Master Data Management program is now largely complete, there is still a core team responsible for simplifying the framework through the adoption of automated workflows and self-service features. By leveraging CA’s India Technology Center in Hyderabad, we have been able to reduce operational costs by $500,000 per year. •

BUSINESS TRANSFORMATION / CUSTOMER RELATIONSHIP MANAGEMENT

a driving force

Better visibility of new business leads, customer profiles and sales collateral will help maximize revenue generation

From tracking new sales opportunities to managing marketing campaigns, Salesforce has become one of the key information systems used by CA’s employees.

In an average month, CA’s 5,000 users of the system – which include marketing representatives, engineers, developers and support analysts as well as sales professionals – execute more than 2.3 million page views.

Reporting is also a major feature of the customer relationship management (CRM) solution; CA’s users have created over 55,000 customized dashboard and report formats since the solution went live in 2007. During an average month, these dashboards and reports will be viewed more than 136,000 times.

To provide CA’s employees with access to even more information and features, GIS made a number of enhancements

to the platform in FY10, including an upgrade to the latest version of the solution. This upgrade was successfully completed in a 90-day timeframe by a newly created team, which was subsequently recognized with a CIO Excellence Award (see page 11).

Monthly activity on CRM application*

5,540 opportunities logged

As part of this upgrade, we added new functionality to allow users to track indirect sales opportunities from our partner community. Around 10,000 partners around the globe can now use the system to log customer leads, which will enable CA to accelerate the growth of its business.

The ability to centrally view and analyze these leads by region and product set provides our sales and leadership teams with increased intelligence about our indirect business. As a result, we will be able to offer more focused support to our partners, thereby increasing their → p10 9

21,178 calendar events created

6,918 tasks tracked

147,402 leads recorded * based on November 2009 figures

BUSINESS TRANSFORMATION / CUSTOMER RELATIONSHIP MANAGEMENT

ability to contribute to CA’s growth and revenue opportunities in the channel.

Superior customer profiles We also enhanced the process for tracking direct leads during FY10. The CRM application now automatically routes Web and email inquiries to the correct sales individual based on regionally defined rules. This helps CA provide a faster and more targeted response to potential customers.

17,000 hours dedicated to enhancing CA’s CRM platform

As well as helping to track and progress sales leads, the solution also enables users to centrally manage related activities and information, such as email templates and customer contact details. Any information about CA’s customers or products is pulled from our master data management framework to ensure consistency – the CRM solution also pushes data out to the framework to provide sales teams with accurate information in real time.

In FY10, GIS expanded the customer information available in the CRM application with the creation of a new module called high value networking. This enables users to capture additional attributes for key customer contacts, such as social networking profiles, charitable activities and affiliations.

The new module also offers relationship-tracking features, which means customers’ connections with CA personnel can be leveraged as part of any sales campaign.

These and any other system enhancements are determined by the Sales Process and Systems Steering Committee, which meets every month.

Faster access to sales collateral Although Salesforce is a cloud application and therefore hosted externally, upgrades to the platform still need extensive support from GIS. As a result, we dedicated 17,000 hours to enhancing the solution last year.

We expect to continue to evolve the solution’s functionality during FY11, and already have a number of initiatives in the pipeline. For example, we will be introducing new quoting and proposal features as well as a knowledge base for sales-related content, such as customer success stories, white papers and tenders.

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2.3 million page views in an average month

CA’s user community will be able to rate these materials based on their usefulness, which will enable sales teams to quickly identify the information that will best support their new business efforts.

Another key priority for FY11 will involve identifying legacy applications that can be migrated to the CRM platform. For example, we will eventually replace CA’s current partner portal, starting with emerging markets in Latin America, Eastern Europe and Asia Pacific in Q2 FY11. •

BUSINESS TRANSFORMATION / CUSTOMER RELATIONSHIP MANAGEMENT

CRM team lands two awards for delivering project on time and under budget

The team from left to right: Eva Nyati, Andrea Kadan, John Depasquale, Nicole Bautista, Iris Mintz and Andre Pimentel A dedicated project team was established in FY10 to coordinate and deliver all enhancements to CA’s business-critical CRM application.

The team’s first responsibility was to complete a system upgrade to coincide with the start of CA’s new financial year on April 1, 2009. As well as including new functionality, the upgrade also involved fiscal year changes and integration with a third party

application – all of which were successfully delivered in 90 days.

Prior to the creation of this team, such enhancements would have been carried out by external consultants. Thanks to the expertise of the nine-strong internal team, the upgrade was completed with only minimum external assistance. The team’s commitment to the project – which was not only delivered on time but also under 11

budget – was recognized with a CIO Excellence Award and CEO Accomplishment Award.

Following the upgrade, the team went on to deliver four more enhancement releases during FY10 without any consultancy support. The team has also established a standardized approach to project documentation and will be implementing a new configuration tool, which will free up staff time.•

BUSINESS TRANSFORMATION / ENTERPRISE RESOURCE PLANNING

a unified global platform for core business operations

BUSINESS TRANSFORMATION / ENTERPRISE RESOURCE PLANNING

EMEA ERP deployment standardizes sales, procurement and financial processes across 25 countries and saves CA millions of dollars

3,600 tests undertaken to support EMEA rollout

More than 2,700 CA employees in EMEA now have the same procurement, financial, sales and supplier management features as their North American colleagues following a major SAP deployment during FY10.

The roll-out to 25 countries has enabled CA to centralize and standardize a large number of its core business processes, which enhances both efficiency and cost control.

With 80 percent of CA’s global business now executed over the enterprise resource planning (ERP) system, it has become a vital source of information.

Team members left to right: Greg Zelo, Alexandra Meadows, Jun Teppang, Connie Hoellerman and Ken Craddock

As with our customer relationship management (CRM) application, the information captured in the ERP system is based on our master data framework and feeds into our business information program, providing valuable insight into CA’s spend with suppliers, 13

customer billing, enterprise accounts and personnel administration.

Reducing operational costs By freeing up staff and improving processes, CA expects that the EMEA roll-out (known as the XM8 release) will enable CA to produce financial savings of around $7 million a year.

These savings are just a small percentage of the overall approximate cost benefits of the multi-year program, which began in April 2006.

By FY13, it’s estimated the program will deliver at least $226 million in savings. As the program impacts more people and processes, the business and financial benefits will increase, with cumulative savings estimated to reach $428.7 million by FY17. Some of these savings will be achieved through the phased retirement of hundreds of legacy applications. This consolidation program is already underway, → p14

BUSINESS TRANSFORMATION / ENTERPRISE RESOURCE PLANNING

with 123 applications decommissioned by the end of August 2009. GIS will continue to progress this program during FY11.

A team effort The EMEA deployment – which was led by Vice Presidents Raymond Sommerstad and Gregory Zelo – was a massive undertaking for GIS involving nearly 29,000 days of effort. Around 45 percent of this time was dedicated to testing, which is essential for safeguarding the integration, security and performance of any new IT system.

More than 3,600 tests were executed during the 14-month project – some of which were performed at CA’s India Technology Center (ITC) in Hyderabad.

The center’s growing team of application developers played a key role in the project along with GIS personnel in the UK and US.

$226 million of savings expected by FY13

Steven Matulewicz, System Administrator 14

For example, the ITC team completed 80 percent of the development work needed for the project and migrated approximately 2,600 production batch jobs to a new version of CA AutoSys Workload Automation (WA).

As a centralized job scheduling tool, CA AutoSys WA is key to the smooth running of the ERP environment – as well as a number of other core business systems at CA. With the ERP system running on a heterogeneous mainframe and server backend, controlling job schedules was very complex. For example, prior to the roll-out of CA AutoSys WA, GIS would often have to manually execute interdependent jobs running across multiple platforms. This approach was both inefficient and prone to human error.

In May 2009, GIS consolidated the scheduling of nearly 4,000 jobs on CA AutoSys WA. As well as eliminating the need for manual intervention, the solution has provided authorized business users with an online interface to check the progress of relevant jobs.

By improving productivity, reducing energy consumption and decreasing development and compliance costs, the implementation of CA AutoSys WA is expected to provide a return on investment of around 2,000 percent, or $1.7 million, over a three-year period. •

BUSINESS TRANSFORMATION / ENTERPRISE RESOURCE PLANNING

SAP success factors

3 new releases planned for FY11 including enhanced functionality for revenue accounting

A new business case approach, strong executive sponsorship and an experienced GIS team were all critical success factors for XM8, which was delivered on time and with only a four percent variance in budget.

Given the scale and complexity of the project, this was a great success and will help us enhance the delivery of future ERP projects. The new business case developed for XM8 will be particularly valuable, as it will enable us to better document the tangible and financial benefits of future releases.

XM8 also gave us the opportunity to establish a number of other new deployment and project management processes that will enhance not only the ERP program but also other major IT projects at CA. For example, as part of XM8, GIS: • Implemented new tools to document business decisions • Increased the level of executive signoff throughout the project • Introduced a build quality score for system development.

The adoption of such best practices helped CA achieve a high Center of Excellence rating from SAP in FY10. As part of the study, CA’s excellence maturity was rated at level four, which represents excellent or quantifiable performance. Only 15 percent of companies taking part in the Center of 15

Excellence survey achieved level four or five ratings.

In particular, CA was singled out for its organizational, cost control, system and business process achievements.

The study also helped to identify areas where we need to increase our focus, for example, performance management. We will be combining the best practices introduced for XM8 with the findings of the study as we embark on the next phase of the ERP rollout.

FY11 will see another three releases, including enhanced functionality for revenue accounting and CA’s professional services teams. This latter release will increase the accuracy and automation of customer billing, resulting in both efficiency and financial savings.

We will also be planning the ongoing deployment of the solution to users and offices in CA’s Latin American and APJ markets. •

BUSINESS TRANSFORMATION / DEMAND MANAGEMENT

prioritizing and meeting demand for new IT projects New governance framework and estimation tool enables business leaders to make more informed IT investment decisions

With technology increasingly acting as a business enabler for CA, the demand for new IT services and solutions is also growing.

During FY10, the business submitted more than 100 IT investment requests – an increase of more than one-third compared to FY09. Fifty-seven percent of these requests were approved, amounting to a budget of $158 million.

The requests covered a range of business requirements, including upgrading the company’s customer relationship management application, implementing a self-service licensing process for customers, and deploying an audio-visual solution for virtual meetings.

With such a significant increase in demand, the effective prioritization of IT resources and investments was a key focus for GIS last year, and led to 16

further improvements to CA’s governance model.

Selecting the right IT investments All IT requests valued at more than $1 million are reviewed by CA’s Transformation Investment Council, which involves our Chief Information Officer, Chief Operations Officer, Chief Financial Officer and Chief Administrative Officer.

Investments of less than $1 million are reviewed by the Integration Committee, which is chaired by the Chief Information Officer and comprises senior managers representing the CA business functions.

The Integration Committee also ensures that IT investments align to CA’s enterprise architecture strategy.

The company’s governance model helps these leadership teams identify which IT investments best support CA’s

BUSINESS TRANSFORMATION / DEMAND MANAGEMENT

business goals by providing better information and intelligence on each proposed initiative. Under the guidance of Vice President Tracey Erikson, one of the key changes in FY10 was to focus the governing bodies on the alignment of all investment requests to a business driver – for example, cost reduction or compliance.

In FY10, more than half of the IT investments received from the business

were aimed at either increasing CA’s revenues or decreasing its costs.

In FY11, this emphasis is expected to continue, with the goal of revenue growth currently accounting for more than one-third of the investment budget.

Another area of focus was to further develop a three-year enterprise roadmap and investment plan.

Thanks to the enhanced governance 17

framework, the Council was not only able to prioritize requests based on their alignment to strategic and tactical goals but also on accurate estimates about the cost and effort involved in each project.

Led by Vice President Lauren Holmes, an improved project estimating capability has been made possible by GIS’s adoption of Accenture Delivery Methods (ADM), which enables → p18

BUSINESS TRANSFORMATION / DEMAND MANAGEMENT us to estimate the labor resources needed to deliver a project. Since its deployment began in May 2009, the new methodology has helped with the successful completion of more than 30 IT projects worth an estimated $64 million.

By helping GIS identify the time, IT assets and budget needed to complete a project, ADM enables us to use a standard framework to plan and allocate our resources more effectively based on business need. These estimations are now built into the business cases that support investment requests made to the Transformation Investment Council.

This not only assists the Council in making more informed decisions about IT projects but also enhances project delivery and performance. As a result, we have delivered more business initiatives on time and to budget, which is key to CA’s competitive advantage and profitability.

The methodology – which we expect will be a foundational component in GIS achieving ISO 38500 certification in the future – is leveraged by project managers, analysts and engineers alike and has been integrated by GIS with CA Clarity Project and Portfolio Management (PPM)*. As well as integrating ADM with CA Clarity PPM – which GIS uses to track project tasks,

40 business requests, worth an estimated total of $46 million have been approved for FY11 to date

52% of IT investments were aimed at either increasing CA’s revenues or decreasing its costs

documentation and actual costs – we also carried out extensive calibration and training to support the new methodology.

Effective forward planning Thanks to the improved governance and estimation process, the Transformation Investment Council and Integration Committee have been able to make faster and smarter decisions about the IT projects for FY11.

By the beginning of the new fiscal year, the Council had already approved 40 business requests, worth a total of $46 million. These initiatives include programs focused on implementing new technology to enhance the customer experience, improving CA’s business information capability by leveraging data warehouse technologies, and continuing the deployment of Web 2.0 with an emphasis on social networking and collaboration (see page 40).

As our governance and estimation models continue to evolve, we will be focusing on establishing a more effective process for measuring the results of our IT projects and securing payback. We have already made some progress in this area by continuing to develop an internal rate of return measurement for IT initiatives. For example, it is estimated that the 18

investments approved for FY10 will provide average annual savings of $42 million, which represents an internal rate of return of 21 percent.

Driving ongoing transformation We will also be working closely with the business throughout FY11 to identify how we can leverage integrated and automated IT to simplify and improve corporate processes across CA. By leveraging GIS’s expertise in change management, business analysis and process re-engineering, we will be able to identify opportunities that support profitable growth and maximize efficiency. GIS has already pinpointed a number of top initiatives for the coming year, including: • Innovation and collaboration • ISO 38500 certification • Shared service centers.

Making sure we realize the full potential of major IT investments, such as our enterprise resource planning (ERP) system and the new data warehouse will also be key.

For example, the latest release of the ERP solution means CA now has a more standardized approach to core financial processes, such as accounts receivable and general ledger accounting, which will be fundamental to any shared service initiatives. •

BUSINESS TRANSFORMATION / BUSINESS AGILITY

accelerating business agility with scalable IT Cloud computing and virtualization help GIS provide a rapid response to business change and growth

To stay competitive, CA needs to be able to grow and evolve its business in line with customer demand and market change. For IT to support such agility, we need to ensure the company’s systems can be quickly adapted to meet changing business requirements.

In FY10, we were able to intensify the velocity of our response to business demand through increased use of virtualization across CA’s IT infrastructure. Nearly 40 percent of our 2,200-plus production servers are now virtualized machines running a variety of operating systems, including Windows, AIX and Linux. On average, each virtualized device is host to 17 servers, which represents a significant saving on hardware as well as associated energy consumption and rack space.

We expect to be able to free up even more space in CA’s four data centers

through our adoption of blade servers in FY11. These Cisco blades will not only require a smaller footprint but will also offer greater performance for critical business systems.

Servers on-demand The speed at which we can deploy new servers – whether they are based on a virtual machine or blade device – is critical to the company’s agility.

Using CA Spectrum Automation Manager, we have been able to create an ‘on-demand’ provisioning process.

Leveraging the solution’s portal interface, any authorized member of the GIS team can add a new virtual machine to our existing farm, which is based on VMware’s virtualization software. The details of every new virtual device are captured in CA CMDB, which enables us to track the asset through its lifecycle. Once logged as a configuration item within CA CMDB, 19

the virtual machine can then be discovered by CA NSM for 24/7 performance monitoring.

The ability to provision additional resources ‘on-demand’ is fundamental to the adoption of cloud computing – both from an infrastructure and software perspective.

CA has been leveraging cloud computing for some time as part of its Labs on Demand initiative, which provides the company’s thousands of developers with rapid access to computing resources (see story overleaf). We also use more than 30 Software-as-a-Service cloud applications.

To simplify access to these and other externally hosted applications, we use CA SiteMinder to provide federated identities to our employees. As a result, the majority of CA’s 13,420 staff → p20

BUSINESS TRANSFORMATION / BUSINESS AGILITY members can now access around 30 internal and external applications, such as CA Support Online and the company’s education portal, with a single username and password.

This has not only eliminated the need to develop customized mechanisms for remote authentication but also reduced the IT support workload. It is anticipated that the reduction in tickets related to system access and password management will enable CA to make significant savings on its annual support overhead.

Extending virtualization These single sign-on capabilities will be increasingly important as GIS continues to explore other cloud computing options in FY11. Extending our adoption of virtualization across the enterprise will also be a key focus for next year.

Networking devices, storage platforms, servers and desktops will all be on the virtualization radar for FY11. For example, we expect to implement an additional 1,000 virtual desktops and 250 servers over the next 12 months.

Increased virtualization is not only important for business agility, it also helps reduce CA’s operational costs and energy consumption. We have already been able to make significant savings in both these areas through the implementation of CA ecoMeter, part of the CA ecoSoftware solution.

As an on-site operational energy management solution, CA ecoMeter facilitates the collection of energy usage data in real time from the company’s major data centers and offices. This information is not only vital for CA’s participation in the Carbon Disclosure Project but also

enables the company’s facilities managers to identify sub-optimal systems and understand day-to-day energy usage.

Thanks to this improved visibility and intelligence, CA reduced its carbon footprint by 29 percent and energy costs by two percent in 2008.

The company’s ability to make further energy efficiencies has been enhanced by the roll-out of CA ecoGovernance, an on-demand carbon and sustainability management solution.

From the conception of an idea, through to implementation and ROI analysis, CA ecoGovernance simplifies the management of sustainability programs by tracking project resources, including staff and budgets. CA ecoGovernance is currently being used to track around 45 projects and 50 ideas. •

cloud computing enables on-demand access to development systems 17 virtual machines hosted on each physical server

Providing developers with automated access to computing resources has saved CA $16 million and more than 25 years of developers’ time.

Based on a cloud computing model, Labs on Demand has transformed how the company’s developers access the systems they need to develop and test CA’s software solutions. As a result, developers can devote more time to product innovation.

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The infrastructure underpinning Labs on Demand is distributed across four locations and more than 6,500 sever instances and 2,000 ‘physical’ servers. Using CA’s integrated and automated IT management solutions, we are able to manage these resources as a single environment. This has not only simplified the provisioning process but also request management and system maintenance.

BUSINESS TRANSFORMATION / BUSINESS AGILITY

Automation enables ‘on-demand’ process for provisioning development platforms at CA

Developers use a simple Web application to specify their requirements, including hardware and software as well as the dates and times when the components are required. Reservations scheduled in advance are fulfilled automatically at the specified start time.

rapid system builds and re-builds based on individual requirements, developers no longer have to spend valuable time configuring servers. It’s estimated this has saved more than 25 years of developers’ time over the course of a year, which relates to approximately $4 million in productivity gains.

Since its launch, Labs on Demand has been used for hundreds of CA product development projects as well as: • Responding to customer support queries • Quality assurance testing • Product evaluation testing for customers • Field engineering activities.

Agile product development By freeing up developer time, Labs on Demand has also helped CA: • Speed up the development cycle • Respond more quickly to customer demand and market changes • Better align its resources to strategic goals • Reduce errors in testing.

In an average month, Labs on Demand performs more than 1,600 automated machine builds and 1,400 automated software installations.

By enabling rationalization and greater automation, it is anticipated that Labs on Demand will help CA make further financial savings, estimated at $12 million over the course of five years.

With Labs on Demand able to perform

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Labs on Demand is just one of the initiatives that helped CA’s development community improve productivity in FY10. The team is also leveraging Force.com, a cloud development platform hosted by Salesforce, and development methodologies aligned with the Agile Manifesto. Both these initiatives will enable GIS to develop new applications in a shorter timeframe and with less effort. •

IT SERVICE OPTIMIZATION / SERVICE AVAILABILITY

can we safeguard service levels based on business need?

A new Service Availability Management initiative will enable GIS to fix IT issues based on their impact on critical business processes

13.8% reduction in support services workload in FY11

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IT SERVICE OPTIMIZATION / SERVICE AVAILABILITY

Every business process and information source at CA is underpinned by a complex array of IT components – from switches and servers to databases and firewalls. For these business resources to remain highly available for CA’s 13,420 employees, GIS needs to understand how every one of these components contributes to different business services – whether it involves creating a customer contract, on-boarding a new member of staff or approving product source code.

In FY10, GIS launched a Service Availability Management initiative to enable us to make this critical link between IT systems and business services. Although GIS already had a robust approach to managing the availability of the company’s IT infrastructure, we did not have sufficient visibility of the business impact of a systems outage. This visibility is essential if GIS is to

prioritize its response to more than 150,000 infrastructure events and 200 alerts per day.

A business view of IT performance The deployment of CA Spectrum Service Assurance was fundamental to our new approach to Service Availability Management. Integrated with CA Infrastructure Management and CA Application Performance Management solutions (see chart overleaf), CA Spectrum Service Assurance provides GIS with the real-time information it needs to improve service quality to the business.

Via a single dashboard CA Spectrum Service Assurance enables us to check the availability of critical business services based on the performance of the various underlying IT components – also known as configuration items.

As a result, we are able to prioritize our response to IT faults based on 23

Above: Carrie Schloesser and Joe Macaluso. Previous page: Bryan Cabrera, Keith Knapp and Joe Buckshaw the potential risk and impact to the business.

To ensure that configuration items are discovered and monitored, we use the CA Catalyst architecture. This provides a vital link between CA CMDB – our repository for configuration items – and various domain managers, such as CA NSM and CA Spectrum Infrastructure Manager. Using CA Catalyst we can orchestrate these domain managers to capture the relevant performance metrics and present them in a standardized interface: CA Spectrum Service Assurance.

GIS has collated information on more than 26,000 configuration items in CA CMDB, and we are now in → p24

IT SERVICE OPTIMIZATION / SERVICE AVAILABILITY the process of mapping these to the company’s five most critical business services. These services include customer support (see story, page 25), collaboration and sales commissions.

Dedicated dashboards Given the scale of CA’s IT infrastructure this mapping process is highly complex and therefore time-consuming. Over the course of FY11, we hope to migrate a further 40 business services to the new model.

Using CA Spectrum Service Assurance, the business stakeholders for each of these services will be able to access a dedicated dashboard to check on the health of their services. The solution also enables us to create technical dashboards to assist our systems administrators and IT managers with incident and resource management.

This increased visibility will enable GIS to accurately and rapidly determine the

root cause of IT outages, resulting in a vastly improved mean time to repair and reduced business downtime.

while the productivity of IT management staff is expected to increase by 10 percent.

Reduced operational overheads Faster fault resolution will not only improve IT service levels to the business but also help reduce operational costs.

The Service Availability Management initiative has also simplified system maintenance and enabled CA to migrate to the latest versions of other critical IT management tools.

Thanks to our new approach to Service Availability Management, we expect to make cumulative savings of more then $3.5 million over the course of three years**. These savings will be achieved through: • Improving the productivity of GIS teams • Reducing the mean time to repair • Minimizing the business disruption and incidents caused by changes.

Prior to the deployment of CA Spectrum Service Assurance, we had customized a number of our IT management solutions to try to achieve the same ‘at-a-glance’ visibility of service availability. As a result of this customization, GIS was unable to upgrade or patch these solutions on a regular basis due to the extensive testing required. With CA Spectrum Service Assurance, we have been able to eliminate this customization, which means we can now routinely patch and upgrade these solutions, helping to minimize risk.•

For example, the workload of the support services team is expected to reduce by 13.8 percent during FY11,

New Service Availability Management initiative gives GIS greater visibility and control of key business services 24

IT SERVICE OPTIMIZATION / SERVICE AVAILABILITY

improving the online experience for CA customers

Thousands of customers using CA’s support portal will benefit from an improved service, thanks to the Service Availability Management initiative.

As one of the first five services to be migrated to the new availability framework, GIS now has much greater visibility of the performance of CA Support Online.

Using CA Wily Introscope, part of the CA Application Performance Management solution, we can capture information about individual customer transactions on the portal in real time.

This information is automatically compared to agreed service thresholds, and an alert raised if a breach is imminent.

As well as monitoring performance at the application layer, we can also track vital back-end components, such as databases, in order to avoid a degradation in customer service.

By deploying CA Insight™ Database Performance Manager (DPM), GIS can now monitor and analyze database transactions across a range of platforms, including Oracle, Microsoft SQL Server and DB2. As a result, we are able to proactively identify, diagnose and resolve the root cause of performance problems before they impact CA Support Online.

For example, when a customer performs a search on the portal’s knowledge base, CA Insight DPM and CA Wily Introscope will monitor the speed of the transaction at both an application and infrastructure level. This means we can quickly determine if any hardware or software components are interrupting the flow of information to customers, and apply the appropriate fix.

40 business services expected to be migrated to the new model in FY11

In addition to improving the quality of service on CA Support Online, better visibility of performance problems reduces the volume calls to the CA service desk, which helps to reduce the company’s operational overheads.

We have also enhanced the customer experience by simplifying access to CA Support Online. Using CA SiteMinder®, we have been able to provide customers with a single 25

password that provides access not only to CA Support Online but also other Web-based support resources.

In FY11, we will be extending this single sign-on approach to other customer-facing systems accessed via ca.com. We expect that this will make it easier for customers to access key information, and also simplify the integration process surrounding any future acquisitions

by CA. •

IT SERVICE OPTIMIZATION / SERVICE DESK

simplified and unified support for 13,420 users Central IT service desk enables GIS to address users’ IT issues and requests with minimal effort and expense

13,000 incidents and requests handled per month

85% of service desk tickets raised via the Web

Information is not only the lifeblood of the business; it is also essential for GIS to provide a rapid and accurate response to IT service requests and incidents.

With thousands of service desk tickets being generated by CA’s employees every month, the quality and speed of our response can have a significant impact on the company’s productivity.

To enable us to provide more costeffective and efficient support services to the business, GIS embarked on a number of transformational activities in FY09, including the creation of a centralized IT service desk.

Faster response and resolution The new service desk is based at CA’s India Technology Center (ITC) in Hyderabad and provides 24/7 support to users around the world. The centralized operation – which replaced 26

three separate service desks in Australia, the US and UK – will help CA save an estimated $800,000 per annum.

Headed up by Kiran Tanikella, the 21-strong service desk team has already made significant service improvements since the central helpdesk became fully operational in January 2009.

For example, the majority of tickets raised via the Web are now acknowledged by an analyst within 35 minutes. This is well below the service level threshold of 45 minutes and represents a significant improvement in this area.

Resolution times have also started to improve, and the focus for FY11 is to increase the number of tickets resolved by the first line support team. This is not only more economical but also

IT SERVICE OPTIMIZATION / SERVICE DESK frees up more skilled second line and third line resources for strategic activities.

To facilitate this, the service desk management team has started to identify those business applications that can be transitioned from second to first line support. As a result, the service desk team became responsible for 30 new applications – including the company’s customer relationship management system – during the latter half of FY10. This meant the service desk team was able to resolve 400 tickets that previously would have been transferred to second line support.

Self-service support This is just a small proportion of the team’s workload. In an average month, the central service desk handles more than 13,000 incidents and requests – 85 percent of which are logged via the Web. These tickets cover a range of IT incidents – from virus outbreaks and VPN access issues to hardware failures.

In addition to using the Web to provide a cost-effective and efficient ticketing interface for users, GIS is also expanding its online self-service options. This ‘zero-touch’ model not only minimizes support overheads but also downtime for employees, as they are able to resolve many of their IT queries without waiting for a response from the service desk.

CA Service Desk Manager and CA Service Catalog play a key role in enabling both the self-service model and Web-based ticketing, with end users and service desk analysts alike leveraging CA Service Desk Manager Knowledge Tools to find the information they need to resolve IT queries.

The knowledge base includes more than 2,000 documents on topics as diverse as mainframe and browsing solutions. To help expand this information store and the self-service options available to users, GIS recruited a dedicated knowledge management analyst in the latter half of FY10.

Embracing best practice The service desk’s ability to achieve more with the same resource is largely thanks to improved processes, which are based on the IT Infrastructure Library (ITIL) framework.

27

Centralized IT service desk at CA’s India Technology Center ITIL has been at the hub of our IT service management approach for many years. In FY10 we strengthened this alignment with two major initiatives – the introduction of a formal problem management process and a new IT service catalog for the business. These initiatives were also key to our ISO 20000 accreditation efforts during FY10 (see page 29). •

IT SERVICE OPTIMIZATION / BEST PRACTICE STANDARDS

setting a high standard

ISO certifications for IT service management and security will maximize operational efficiency and minimize business risk

28

IT SERVICE OPTIMIZATION / BEST PRACTICE STANDARDS

7,700 hours of effort dedicated to ISO certification program

CA’s competitive advantage and future growth is dependent on a lot more than just the quality of its software solutions. Our ability to win new business is increasingly influenced by how well the company is governed and managed.

Customers from all sectors expect their suppliers to demonstrate compliance not only with

applicable government and industry legislation but also best practice standards.

The International Organization for Standardization (ISO) is recognized around the world for its 18,000-plus voluntary standards, which cover a range of business and technical disciplines from supply chain safety to quality management.

29

In FY10, GIS launched an ISO program focused on meeting three key standards: • ISO 20000: IT service management • ISO 27001: Information security • ISO 38500: Corporate governance of IT. For each standard, we have to review, refine and document a range of processes as well as undergo an intensive on-site audit process. → p30

IT SERVICE OPTIMIZATION / BEST PRACTICE STANDARDS The audits for ISO 20000 and ISO 27001 took place at the end of FY10 and involved evaluations at four key locations. As a result of these, CA was awarded both standards at the end of March 2010.

Adopting best practice The audits were the culmination of an 18-month program that involved more than 85 GIS personnel and 7,700 hours of effort.

Thanks to our adherence to ITIL guidelines, we had already adopted many of the best practice processes required for the ISO 20000 standard.

We did, however, have to embark on two specific projects, which involved: • Establishing an enhanced problem management process • Revitalizing the central catalog for IT services.

These initiatives were identified as part of the Operation Service Superiority (OSS) program, and were delivered within just eight weeks by a dedicated team of GIS volunteers (see page 31).

The OSS program, which began in December 2009, was established to help align GIS’s existing IT service management activities with both the ISO accreditation and the latest version of the ITIL framework.

Staying in control A similar alignment process had to take place as part of our efforts to gain ISO 27001 accreditation. There are 134 security controls relating to the ISO standard, covering a range of disciplines, such as risk management, business continuity, asset management and systems development.

These controls are not only important for the ISO certification but also corporate governance, regulatory compliance and continuous

improvement. With a solid and unified control environment, CA expects to more easily demonstrate compliance with the ever-increasing legislative and regulatory requirements created.

Each control is supported by a range of IT processes – many of which are managed or monitored by CA solutions.

For example, we use CA Cohesion to govern our change management process while CA Patch Manager helps to deliver several patches per month to 19,000 desktops and laptops as well as critical software updates.

The documentation surrounding each control is equally important as the process itself. We strive to be able to demonstrate to auditors the effective operation of our controls – and that they are being observed.

Both CA Service Desk Manager and CA Audit are key to helping us provide this

134 security controls required for ISO 27001 standard

audit trail for common IT processes, such as granting system access rights to users. CA Service Desk Manager Knowledge Tools also provide us with a secure and stable repository for all our control documentation.

Receiving the ISO 27001 accreditation is particularly important as organizations seek reassurance about their suppliers’ security controls and governance efforts. This reassurance is 30

increasingly needed as more companies source software and hardware via cloud computing models.

Enabling continuous improvement Although achieving the ISO standards was our main goal, the accreditation process has also helped optimize our IT operations and identify areas for future improvement. For example in FY11, we will be applying greater governance to our change management process by increasing the accuracy of the information contained in CA CMDB on more than 26,000 configuration items.

To continue to meet the ISO standards, CA will need to undertake an internal annual review and participate in an external audit every three years. As well as enabling us to meet internationally recognized standards, the best practices introduced as part of the ISO process will help mitigate business risk, improve cost control and maximize efficiency.

We will be able to further mitigate business risk through the adoption of the ISO 38500 standard during FY11.

Focused on corporate governance, this standard will help CA evaluate, direct and control the current and future use of IT. •

IT SERVICE OPTIMIZATION / BEST PRACTICE STANDARDS

solving IT problems through teamwork A clear mandate, consistent meetings, and a cross-functional team were all critical success factors for the Operation Service Superiority (OSS) project group. Established at the end of 2009, the 17-strong group worked together over the course of eight weeks to deliver a new company-wide problem management process and IT service catalog.

Effective problem management enhances business continuity and cost control by reducing the volume of IT incidents and associated support overheads. As such, it is an important component of both the ITIL framework and ISO 20000 accreditation.

Prior to the OSS initiative, our problem management efforts were focused on the automated alerts raised by IT management tools, such as CA NSM, CA Spectrum Infrastructure Manager and CA eHealth® Performance Manager.

The new process, however, also encompasses IT incidents logged by users via our service desk. This will give GIS greater visibility of recurring infrastructure issues and if they need to be classified as a ‘problem’. By correlating incident and event information from both sources, we will also be better placed to find the root cause of a problem and apply a permanent fix.

For example, the new process has already enabled us to fix a problem that was stopping 500-plus users from accessing Smartview in Hyperion. This prevented them from carrying out key financial tasks, which impacted CA’s internal budgeting processes and closing the month’s books.

By reviewing multiple incident tickets, we were able to discover the problem primarily occurred during peak business times, and could be resolved by changing the configuration of the backend systems.

Reducing the volume of incidents Since the new process went live in January 2010, an average of 55 problems per month have been discovered. Nearly a third of these were identified by analyzing service desk tickets and would have previously gone undetected.

Around 50 percent of the problems have already been resolved, which has enabled us to eliminate more than 400 individual incidents per month. This would suggest that over the course of FY11, we could reduce the overall incident ticket volume by at least six percent. Our ability to resolve such problems will not only improve IT service levels to the business but also free up GIS resources – both human and financial for strategic enablement.

31

Thanks to the implementation of a central IT service catalog, these service levels will now be formally documented and measured.

Integrated service catalog The catalog provides the business with a streamlined and structured inventory of key IT services that can be easily accessed via CA’s intranet. So far around 30 services have been documented in the catalog across four key categories: • End user computing: requests for new hardware, access to applications and system support • Collaboration and communication: unified communications, OneCA, video conferencing, mobile solutions • Data and reporting: master data changes and business intelligence reports • Consulting: support for acquisitions, setting up product demonstrations and business re-engineering.

The catalog is integrated with CA Service Desk Manager and CA Service Catalog, which means users can click through to raise a ticket or access the online knowledge base.

In the future, we also hope to be able to bundle services together to make them even more accessible and intuitive for business users. •

IT SERVICE OPTIMIZATION / SECURITY

simplifying information access controls

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IT SERVICE OPTIMIZATION / SECURITY

New automated process for managing user identities helps CA strengthen data security while making savings of $800,000

As we unlock more information sources around the business, our identity and access management (IAM) controls have become of paramount importance. Effective IAM is essential for permitting only authorized users to view, amend and share corporate data.

The need for robust access controls, however, must be balanced with business agility.

Although CA had a mature IAM framework in place, provisioning, changing and deleting identities for both staff members and customers was still reliant on some manual processes.

This was not only inefficient for GIS but also had the potential to impact staff productivity and customer satisfaction.

To help establish a more ‘on-demand’ process, we embarked on a project in FY10 to integrate IAM with our existing IT service management framework.

This approach will not only make it

3,400 user identities modified per month

easier but also cheaper for CA to manage the lifecycle of thousands of user identities.

By automating key steps in the IAM process, we expect to make savings of more than $800,000 over the course of three years. As well as aiding cost reduction, the streamlined IAM model will also help to: • Facilitate collaboration • Strengthen data security • Simplify compliance.

Keeping user identities up to date The integration of CA Service Catalog, CA Service Desk Manager and CA Identity Manager will be key to enabling the new automated process.

Incorporating a list of common IAM services within its repertoire of available services, CA Service Catalog will act as the beginning of any internal identity or access request – whether it involves on-boarding a new member of staff, changing privileges following a promotion or removing a user following a dismissal. In an average month, more than 300 user identities are created, 240 deleted and 3,400 modified.

The integrated platform will support approval and fulfilment workflow processes, which will automatically trigger provisioning requests within CA Identity Manager. At present, these 33

$800,000 worth of savings over three years with automated IAM

requests are processed in a single daily batch job, which will eventually be replaced by a more real-time process.

We have also implemented CA Identity Manager provisioning connectors to core mainframe systems, including CA’s enterprise resource planning system. As well as helping to manage changes to user profiles, we extended our use of CA Identity Manager to identify changes to employee phone numbers and Active Directory distribution lists in FY10.

With thousands of email distribution lists in use across CA, this new functionality will not only help to free up GIS resources but also allow staff around the world to receive the right communications based on their role.

Strengthening our security defenses Robust IAM controls are just one of the security measures we take → p34

IT SERVICE OPTIMIZATION / SECURITY to protect CA information and systems against unauthorized access and other risks.

We also scan for viruses, spam and malware, which resulted in approximately 1.8 million potential security breaches being averted during FY10.

Many of these risks were detected within the 500 million emails sent to CA inboxes last year. As a result, we blocked 91 percent of received messages (see below).

Although the volume of spam remained relatively static with an average of 776,738 messages received per day, the number of email being sent to invalid addresses almost tripled to 603,243 per day.

To help prevent attacks that exploit weaknesses in our infrastructure, we also track and

remediate vulnerabilities in our systems and networks on a daily basis – this includes internal as well as external-facing systems.

Thanks to this approach, we were able to reduce a number of potential security risks with key IT assets during FY10. For example, we decreased the number of vulnerabilities associated with common passwords for Unix servers by 42 percent.

Such security measures are key to maintaining CA’s compliance with government legislation, for example the Sarbanes-Oxley Act. To aid regulatory compliance, we monitor more than 100 million IT components as well as changes to key systems and data. Last year, GIS made an average of 732 changes to employee data every day – compared with 400 in FY09. •

Breakdown of daily inbound email traffic at CA

34

IT SERVICE OPTIMIZATION / MAINFRAME OPERATIONS

streamlining management and increasing agility Mainframe 2.0 strategy helps to control costs and safeguard the security and availability of core business processes and R&D environments

Every second, CA’s mainframes process millions of instructions that are fundamental to the company’s day-today operations – from developing new products and responding to customer support queries to managing its finances.

To help enable the company’s four mainframes to remain secure and highly available, we use more than 20 CA products including: • CA Audit • CA SYSVIEW ® Performance Management • CA Top Secret • CA OPS/MVS® Event Management and Automation • CA Software Change Manager.

In FY10, we simplified the management of these and other CA products by adopting CA’s Mainframe 2.0 strategy. The framework is designed to help organizations simplify core

operations and help realize maximum value from their mainframe investments.

Enabling greater automation Central to our 2.0 approach was the deployment of CA Mainframe Software Manager, which helps to simplify, standardize and automate the configuration, deployment and maintenance of CA products.

The solution provides our 15-strong mainframe team with a browser-based GUI interface and automated workflows that reduce the need for specialist skills and the risk of human error.

CA Mainframe Software Manager is used across our entire mainframe environment, which comprises 31 LPARs (logical partitions) and 69 DB2 databases and supports more than 18,000 MIPS (million instructions per second).

35

Deployed in July 2009, the solution has already helped to reduce the implementation time for CA Tape Encryption and will dramatically reduce the release time for maintenance packages during FY11.

As a result, we will be able to allow our mainframes to remain stable and secure, and facilitate CA business processes and R&D activities that are supported by the latest technologies.

We will also be enhancing our mainframe environment with a fabric refresh during FY11. This will provide a throughput of up to eight gigabits per second – four times the current speed.

This will enable us to process a greater number of instructions per second and reduce support costs.•

EMPOWERING CA’S PEOPLE / WORKFORCE DEVELOPMENT

can we develop skills and workforce strategies for the future?

Globalization and education programs equip GIS with the resources and expertise needed to support new business requirements

500 hours of online education for GIS team every month

36

EMPOWERING CA’S PEOPLE / WORKFORCE DEVELOPMENT

As we evolve our IT service offerings to the business, it’s important that we have sufficient skilled resources around the globe.

The India Technology Center (ITC), an off-shore CA facility based in Hyderabad, India, has played a vital role in enabling GIS to meet its globalization goals. Originally home to only 30 technology professionals from the Global Business Solutions team, the

ITC now accounts for nearly a quarter of the 650-strong GIS team (see page 39). Of the 189 GIS professionals working at the ITC, 132 are part of Global Business Solutions, which is headed up by Senior Vice President Douglas Rousso.

As a result, the ITC is now the hub of our application development and support operation, with 75 percent of developers within the Global Business 37

Solutions group based at the center.

This model has enabled GIS to achieve more with the same resource, with the average running cost of Global Business Solutions falling from $69 to $43 per hour.

As well as reducing operational costs, the Global Business Solutions team based at the ITC took on a number of new responsibilities during FY10, including business intelligence → p38

EMPOWERING CA’S PEOPLE / WORKFORCE DEVELOPMENT reporting, master data management and Microsoft SharePoint development.

This expansion was successfully delivered with help from Aakash Deep Varma, winning him a CIO award (see page 39).

The Global Business Solutions ITC team also instigated a number of continuous improvement initiatives, introduced 24/7 critical support services, and maintained a low level of staff attrition last year.

Achieving excellence via education To ensure GIS staff around the world can meet the changing needs of the business, we support a varied training program, which includes project management best practice, technical vendor certifications and CA management development.

The majority of training provided to GIS staff in FY10 was aligned to key IT initiatives, such as the ISO 20000 certification and business information program. For example, more than 170 members of the GIS team are now certified practitioners in ITIL version 3, which was key to achieving our ISO accreditation and IT service management goals last year.

During FY10 and the first quarter of FY11 we expect to extend the team’s knowledge of ITIL best practices, with more than 475 GIS professionals scheduled to receive foundational training with a percentage going on to achieve certification.

adoption of ADM – GIS’s Project Delivery Methodology – which involved all members of the GIS project management and development teams.

Significant effort was required to provide a global approach to this training, which contains both classroom-based education and a remote delivery alternative.

These are just a few examples of the elearning and traditional training courses taken by GIS personnel during FY10. On average, the team participated in more than 500 hours of online training each month in topics as diverse as security, compliance, Microsoft Windows 7 and lean IT. Establishing a virtual classroom As more staff take advantage of online courses, it’s important CA has a robust infrastructure that can provide a continuous and high-quality learning experience. This is not only important for CA staff but also the company’s customers and partners who take advantage of elearning courses.

In FY10, we were able to help CA Education enhance its learning offerings through the introduction of a virtual classroom environment.

In just 60 days, an 18-strong global GIS team designed, configured and implemented the new environment,

By improving the team’s understanding of the ITIL framework, we will have a common language and momentum to ensure greater consistency when developing and delivering services to the business.

A major training exercise was also completed in FY10 to support the 38

which has replaced an externally hosted solution. This insourced approach is expected to save CA more than $8 million over the course of five years.

As well as being more cost-effective, the virtual classroom means that CA can provide customers, partners and employees with improved access to learning information.

The project team’s dedication and effort were recognized with a CIO Excellence award. The awards honor the commitment, collaboration and creativity of GIS personnel, and include both team and personal awards. •

EMPOWERING CA’S PEOPLE / WORKFORCE DEVELOPMENT

maintaining service levels during expansion Expansion can be a tough time for any team or department. Thanks to the expertise of Aakash Deep Varma, GIS was able to successfully execute its strategic growth plan for the Global Business Solutions team in India without any disruption to service levels.

delivered 37 operational enhancements as part of six major GIS projects.

All these activities are overseen by Aakash, who received the FY09 CIO Annual Excellence Award.•

Based at CA’s India Technology Center in Hyderabad, Aakash is the senior director of Global Business Solutions.

During FY09 and FY10, both the size and responsibility of this team has grown significantly.

This team plays a key role in providing support for 120 of CA’s core packaged applications, such as SAP, as well undertaking application development projects.

For example in FY10, the 20-strong application support team executed more than 4,700 change orders and

“The business solutions that we provide and maintain help CA employees work smarter and faster, so they can focus on developing and selling more products.”

Aakash Deep Varma, CIO Excellence Award winner

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CIO Excellence Award winner Aakash Deep Varma (left), and below left to right: Keith Allen, Peter Foncesca, Dave Rolland and Ray Simpson

EMPOWERING CA’S PEOPLE / COLLABORATION

bringing CA closer together

New collaboration intranet portal will harness Enterprise 2.0 technologies to encourage innovation, improve productivity and drive profitable growth

Enabling effective information sharing is just one part of the collaboration equation. We also need to make it easier for CA’s thousands of employees to connect with each other – particularly as the company’s workforce becomes more dispersed around the world.

CA has 130 offices in more than 40 countries as well as a growing volume of remote workers.

Ten percent of CA’s employees are enrolled in the Working @ CA Program, which includes teleworkers, homeworkers and members of staff based at client sites.

Technology is key to helping these communities collaborate across multiple locations and timezones, and enabled CA to embark on a groundbreaking initiative in FY10.

Launched at the end of March 2010, 40

OneCA brings together a range of Enterprise 2.0 technologies into an innovative and integrated platform that will allow employees with similar interests to connect virtually and share their contagious passion.

From widgets to wikis Developed by GIS in close liaison with the business, OneCA has evolved from the company’s existing intranet and knowledge management sites. Like its professional profiling and networking counterparts, OneCA will provide a personalized experience for each user, track recent activity and assimilate information from a variety of internal and external sources.

Founded on Microsoft’s SharePoint technology and NewsGator products, OneCA has a library of more than 40 ‘widgets’, which encompass a variety of features and → p42

EMPOWERING CA’S PEOPLE / COLLABORATION

40 widgets will be available to staff via OneCA

41

EMPOWERING CA’S PEOPLE / COLLABORATION information – from an employee’s personalized learning programs to their vacation calendar. In the future, we will introduce a test environment that will enable employees to test and build new widgets, or Web parts, under GIS governance rules.

As well as acting as a central hub for information, OneCA will also feature internal communities, blogs, wikis and professional profiles.

Every member of staff will be encouraged to complete a profile, which will help their colleagues take greater advantage of their specialist skills and knowledge.

Safeguarding information security OneCA marks a step change in how the company communicates and collaborates, and has necessitated a new approach to information security.

To complement the launch of the new platform, GIS has worked with the company’s legal, learning and HR professionals to develop an updated electronic communication policy.

This document, which will be accompanied by a series of education initiatives during FY11, will enable CA’s employees to take advantage of Enterprise 2.0 technologies, such as blogs and online communities, while limiting the exposure they or the company face from potential security risks.

Benefits of integrated collaboration portal

Encourages innovation

Accelerates business agility and growth

Increases employee productivity and performance

Boosts competitive advantage

We will also be rolling out CA DLP during FY11 to help prevent sensitive information from being accidentally shared in the public domain. Initially we will be focusing on CA’s FTP sites and portable end point devices, such as memory sticks.

In the future, we may also integrate the data loss prevention solution with the OneCA architecture.

Ensuring availability As part of the OneCA initiative, we have also reviewed other Internet governance policies to enable staff to take advantage of external online resources, such as Facebook, YouTube and Twitter, if required by their job role.

As well as implementing new policies, GIS has also deployed a range of new systems to support OneCA, including two database servers, two application servers and 11 physical and virtual Web servers.

To ensure the infrastructure underpinning OneCA remains highly available, we are leveraging a number of CA IT management solutions, including: • CA Wily Application Performance Manager • CA NSM • CA eHealth Performance Manager • CA Anti-Virus for the Enterprise • CA Software Delivery.

This powerful combination enables us to safeguard the security, scalability and performance of OneCA using automated processes. For example, we are able to push out system and virus updates with minimal human intervention and capture important metrics relating to the user experience.•

The India Technology Center is an important hub for CA’s global workforce

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EMPOWERING CA’S PEOPLE / UNIFIED COMMUNICATION

improving workforce mobility

New telecommunications infrastructure makes it easier and cheaper for CA staff to connect with their colleagues

Despite the growing popularity of Enterprise 2.0 technologies, we still need to provide the business with reliable and affordable telecommunication services.

The company’s new IP-based communication infrastructure will not only enable GIS to meet these goals, but also increase staff mobility and the performance of core business and multi-media applications.

Completed at the end of FY10, the two-year project involved more than 20,000 hours of effort and 80 CA locations around the globe. As part of the project, 16 call centers were upgraded to the new infrastructure and every office-based CA employee was equipped with gigabit to the desktop as well as feature-rich IP telephony handsets.

These handsets are inter-changeable

$2.5 million cut from FY10 telecommunications bill

between multiple users, which means a member of staff can log on to any CA phone at one of our 130 offices and gain access to telephony services and their personal voicemail.

Thanks to the introduction of softphones, CA employees don’t even need to be in a CA office to connect to the company’s telecommunications infrastructure. These softphones enable users to make calls on their CA 43

extension number via their laptop from anywhere in the world – as long as they have access to the Internet or the company’s virtual private network.

More than 2,200 users have already been equipped with a softphone, and we expect this user base to expand during FY11.

Greater functionality The introduction of softphones is just one example of how the voice-over-IP (VOIP) project has dramatically improved flexibility and collaboration at CA. The new solution also enables users to seamlessly move calls between multiple telephony devices, such as a home office handset or a mobile phone, without losing their connection.

This ‘mobility’ feature is part of Cisco’s Unified Communications Manager, which is fundamental to CA’s new VOIP infrastructure. The Cisco solution has also enabled us to introduce a → p44

EMPOWERING CA’S PEOPLE / UNIFIED COMMUNICATION number of other new features, including: • Access to voicemail messages via email • Automatic call distribution groups across multiple locations • Integrated phone directory • Standardized five-digit extension numbers for all employees • Call conferencing facilities for up to six people via a standard handset.

Staff can also schedule video conferences using Polycom TelePresence, which was deployed at seven CA sites in August 2009.

Based on plasma screens in dedicated rooms, TelePresence has replaced a legacy solution that provided a lower quality experience.

The implementation was self-funding as it will enable CA to dramatically reduce the need for business trips, resulting in lower travel expenses and carbon emissions.

Since the solution went live, more than 750 video conferences have been scheduled using the nine installed units. We hope to provide more CA locations with superior video conferencing facilities during FY11 with five installations currently planned.

To safeguard the quality of both video conferences and voice calls, we need to ensure that we monitor the throughput of traffic across the newly converged

network. On average there are 75,000 VOIP calls per day.

Left to right: Tim Palmer and Corey Tucker

CA eHealth® for Voice plays a key role in maintaining service levels across our converged network, which comprises 400 voice/data circuits and more than 440 switches and routers. These networking devices all had to be upgraded as part of the migration to the new VOIP system, which has replaced more

than 100 legacy phone exchanges (PBX). Supporting this heterogeneous PBX environment was both complex and time-consuming for GIS – especially when it came to making moves, adds, and changes (MAC) to support business restructures or growth.

With handsets no longer linked to specific users, our MAC overhead has dramatically reduced enabling us to free up four full-time positions.

2,200

75,000

users equipped with softphones

VOIP calls per day

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We have also been able to make savings on CA’s telecommunication bills. With internal voice traffic now running over the data network, staff can make calls to their colleagues without incurring any toll charges.

As a result during FY10, CA made savings of $2.5 million. •

EMPOWERING CA’S PEOPLE / UNIFIED COMMUNICATION

providing a faster response to customer support calls

Customers contacting CA’s service center by telephone will receive a faster response thanks to the new VOIP infrastructure.

The ability to establish automatic call distribution groups across multiple locations will enable CA to make better use of its customer service and support resources around the globe.

100 legacy phone exchanges rationalized

For example, if a customer has a query on a specific product, we can now automatically route their call to the first available analyst – whether they are in the US, India or Europe.

This means CA can provide superior ‘follow the sun’ support to its customers and manage peaks in demand.

Monitoring call quality and capacity We will also be using CA NetQoS® Performance Center to further enhance the customer experience during FY11.

CA NetQoS Performance Center enables GIS to collect and integrate a variety of call center performance data – from the average speed to answer and call abandon rates.

As a result, CA will be able to make more informed decisions about its customer support operation – for example, managers will be able identify service improvement, staff training and resource redeployment opportunities. All these factors will 45

help ensure CA’s thousands of customers receive rapid and trusted support when they need it most.

In addition, NetQoS Performance Center will enable us to monitor application response times across CA’s network. With voice and data traffic competing for bandwidth, it’s important that we prioritize key applications, such as our ERP platform, as well as voice calls and corporate webinars.

If call quality falls bellow an industry standard threshold, NetQoS Performance Center will issue an automated alert to our Operations and Service Delivery teams. Using metrics captured by CA eHealth for Voice, the team will be able detect if the degradation is linked to an IT fault or insufficient network capacity and take remedial action. •

can we prepare for a future in the cloud?

By optimizing how we manage, govern and secure IT, we were able to help CA meet its strategic goals during FY10.

Providing staff with access to the right information at the right time was key to this success – and will remain a major focus for GIS during FY11.

Like many organizations, the ongoing evolution of cloud computing will also play a major role in our plans for next year and beyond. To allow the business to take full advantage of this cost-effective and agile IT sourcing model, GIS will continue to build the foundations needed to create a cloud connected enterprise over the next 12 months.

Many of these foundations are already in place through our adoption of virtualization, integrated IT management tools and robust security solutions. This powerful combination provides us with the standardized and

automated processes we need to efficiently and cost-effectively manage all our IT environments – mainframe, distributed, virtualized and cloud.

We will also be working closely with the company’s research and development team to help it design and test IT management solutions to enable CA customers to continue to optimize IT and simplify the adoption of cloud computing.

By combining the expertise of the GIS team with proven technology and accurate business information, we will be able to support CA in its mission to develop best-in-class software and deliver superior value to its customers and shareholders.•

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*Such integration may not be available. Please consult support.ca.com regarding generally available, CA supported integrations for your licensed software product. **The information and results illustrated here are based upon the experiences of CA GIS with the referenced software product in a variety of environments, which may include production and non-production environments. Past performance of the software products in such environments is not necessarily indicative of the future performance of such software products in identical, similar or different environments.

The information in this publication is based upon CA’s experiences with the referenced software products in a variety of development and customer environments. Past performance of the software products in such development and customer environments is not indicative of the future performance of such software products in identical, similar or different environments. All currency noted is in US$.

Calculations are estimates only. Your actual savings and/or costs, if any, may vary. CA does not warrant that the software products will operate as specifically set forth in this publication. CA will support the referenced products only in accordance with (i) the documentation and specifications provided with the referenced product, and (ii) CA’s then-current maintenance and support policy for the referenced product.

ITIL® is a Registered Trade Mark, and a Registered Community Mark of the Office of the Government Commerce, and is Registered in the U.S. Patent and Trademark Office.

Copyright © 2010. All rights reserved. All trademarks, trade names, service marks and logos referenced herein belong to their respective companies

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CA is one of the world’s largest information technology (IT) management software companies. Our vision, tools and expertise help customers manage risk, improve service, manage costs and align their IT investments with their business needs. Learn more about how CA can help you transform your business at ca.com

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