BMC TrueSight Operations Management Initial Setup

Vice President of Managed Services at Park Place Technologies
It's very straightforward from a setup perspective. We were able to install it and get it running relatively quickly. That's not the hard part. The complexity comes in because, instead of it being what I would call an off-the-shelf product, TrueSight is a series of products with an encyclopedia of tools and they all add benefit. But getting those tools to work, that's where the complexity is; knowing exactly which piece to pull and to connect. An example would be putting filters in place. That took us a while. If you look at an average installation, it takes three to six months to get up and running. We got up way faster than that, but it has taken us about a year to get the engine to run at the capacity its capable of. It's like gas mileage where you have to drive it properly to get the right gas mileage. That has taken us some time to do. But once we got there, we have certainly been getting everything that's promised. Park Place was up and running within a month to two months. Our production product was probably nine months out. That's when we started figuring out the filtering. We brought everything in and opened all of the spigots up, and we had all this volume coming in. With BMC's help - they were very helpful in this capacity - we were able to turn the valves to the proper flow, so we weren't flooding the thing every day. Our implementation strategy was to put it up in a proof of concept first in a DevOps environment because our goal was to bring it out to customers. Once we got it into production, we started bring customers on as PoCs. We did about six months' worth of bringing on the customers, making sure we could bring it out and get its sea legs. Then we started deploying customers as fast as we could. And that's when we went from 10.5 to 10.7, and now we're moving to the new platform with 11.3. View full review »
Service Delivery Manager at a financial services firm with 1,001-5,000 employees
The complexity of our environment demanded the complexity of the implementation. More than half of the effort that we had in implementing monitoring was based on the way we did our program. We were basically starting at zero and bringing teams up to speed, evangelizing, educating, getting people onboard. The implementation of TrueSight itself was just a software implementation. It had its bumps and bruises. None of us were versed in BMC software. There were some learning curves as would typically be expected for any application of this scope, magnitude, and impact. We had an overall strategy of doing proofs of concept for various, widespread technologies. We took that success and did a wide-to-narrow type of advertisement. We told everybody what was going on and then we brought more specific people into the room and said, "These are good targets for you to implement." During and after that evangelizing and advertising, we started implementing tier-one applications as an onboarding effort. We did that in a deep-dive fashion where we would sit down and interview these teams and really come to understand what makes their business service tick. A lot of our evangelization effort was actually in changing the focus of operations teams to think from a business service perspective. That paid off in dividends later when people were more interested in monitoring the actual functions of their applications rather than just the infrastructure of their application. We've been able to change mindsets over the course of a number of years. The first two or three years we were doing implementations. That was when we did most of that work. From there, we worked as much as possible to allow folks to implement their own where possible, rather than centralizing it, so that people could keep up with their own demands. We were somewhat limited in TrueSight due to some of the RBAC controls not quite being what we wanted as far as delegating out administrative privileges for implementation. But because we were able to turn requests around pretty well, that burden wasn't too heavy. From tier-one apps, we kept going and kept educating, bringing people to the table. When new applications come to our company, we still reach out and educate new teams, bring them to the table and use the onboarding process we built and solidified over the course of the first couple of years. During the first three years, we had two-and-a-half FTEs for implementation. That was for the full program, not just the TrueSight component. It included all those interviewees, all those educational components, all the training, etc. The full program. The actual pressing of the buttons was about half of that. Once you stand it up and start connecting things, it's a matter of administratively using the tool to execute. View full review »
Paul Mercina
Director Product Management at Park Place Technologies
We got it up and running pretty quickly. We had it up within three months because we had to buy hardware and build the whole infrastructure, so it was a little more than just installing the software. Then we did what I call a controlled deployment. We had about ten to 15 customers in a pilot program. We ran that over about a six-month period before we went live in production. View full review »
Learn what your peers think about BMC TrueSight Operations Management. Get advice and tips from experienced pros sharing their opinions. Updated: April 2020.
441,726 professionals have used our research since 2012.
Doug Greene
Sr. Director Operations at a comms service provider with 10,001+ employees
Back in the day, the initial setup was very complex. As it stands today, upgrades are really very easy. It's basically just a matter of refreshing old hardware, turning the system on, and making sure that it picks up all of the agents. Setting up today is infinitely more simple than it was even three or five years ago. BMC is innovating even further and working towards containerization so that we won't have to do upgrades anymore. We'll just overlay. They've really taken into account how to consolidate consoles so that there aren't so many bits and pieces. That has made it easier for them to do upgrades. Installing the system or deploying the system only takes a couple of weeks in an organization of our size, where it used to, when we originally did it, take four months. The latest one that we did, we had all the technical bits and pieces done within four weeks. Then we slowly rolled it out as we sunsetted particular agent groups. The total roundtrip was six months to have it fully deployed and embedded and working in the system. At this point, we do an upgrade every three years, and every five to six years we're upgrading our hardware. This year we actually went fully virtual. Our engineering organization still takes a good bit of time to build servers. We were able to get virtual machines within weeks of the initial setup of the product, and we were able to roll to virtual machines, versus physical machines, relatively simply. It was basically a point-and-shoot install. We pulled over all of our policies and procedures that were already canned - and that was another thing that was more of a challenge in years past because we would have to redo them. This time, all that got pulled in and we were up and running within weeks. View full review »
IT Manager at a manufacturing company with 1,001-5,000 employees
The initial setup was complex, no doubt, by the time you bring in Professional Services, if you opt to. We didn't follow the standard model because we didn't want them to come, drop in a configured system and say, "Here's the book on how it works," and then walk away. We wanted them to participate in every aspect of it. We brought a lot of it on ourselves, where they told us what to do and we did it. We worked with the Pro Services to do it, so we took longer than it probably should have but we knew more about it than we would have as a result. It's a very flexible product, which means it's a very complex product. We had enough servers and monitors that we had to bring up a multi-tiered, large number of TSIMs. It was because of our service models that we introduced a lot of the complexity ourselves. Because we're pushing full sets of service models out of our CMDB and into TrueSight to use as a service model, we have to put them at a top level of a TSIM so that all the other TSIMs that feed into them can show up as impact models. We went to a three-tiered architecture with presentation on top, a service management infrastructure manager in the middle, and the integration managers below. So a lot of the complexity in our particular configuration was due to the fact that we didn't want to have to figure out where those services belong, or which piece belonged on which TSIM. We wanted to punch them out to the top and then let TrueSight worry about it. So in the long run, it was complex to install but it is much easier to maintain. The deployment took about three months. There was one person from BMC and about five people, altogether. We had DBAs involved and we had the hardware guys involved and the network guys involved. It was probably three people full-time but, off and on. Every aspect of some department that would touch this thing was involved at some point. There is a team of five employees and myself who are not only maintaining it but doing all the monitoring configuration - working with users to collect monitoring requirements, setting thresholds and writing custom MRL and PSL. At the cultural level, it used to be when we first started it up, people would say, "I have my own monitoring tool and I don't need you people. I'll do my thing." Now, they're saying, "You're doing things for these other people, can you, can you help me out?" It's really grown organically, and we've had to put a team together so quickly that there has not been what should have been in place, which is a major deployment plan, where all of the pieces would fall together. We're starting to work on that now. View full review »
Monitoring Architect at a manufacturing company with 10,001+ employees
It's a complex system. We were dealing with a highly customized Remedy system which caused us a lot of issues. We had to wait for a Remedy upgrade to occur before we could deploy our systems. We were at this for about a year, and most of that time was waiting to get the Remedy implementation in place. Once the Remedy implementation and upgrade were completed, there were a lot of challenges with our CMDB data and the integration of the CMDB to a service model along with the publishing of a service model. We have Remedy, a service model, TrueSight Operations Manager, and TSIM. With a lot of technologies in play, making them all work together has been challenging, since each one of them is a fairly sophisticated technology. BMC could do something to make it easier. It took about three months to deploy the core technology which solved our problem. We have been waiting a very long time on the Remedy upgrade, which was over a year. However, this was because our company had highly customized the prior Remedy version. Without that in the equation, the technology took us around three months to deploy. We are still enhancing it. That time frame was just to get it deployed. To make the full use and benefit of it, that will take well over a year. Both the technology and the organization, who is using it, need to be matured. Right now, four or five of our core products are monitored and feeding this environment. Because we've been successful at it, we anticipate integrating more of our products and the monitoring of those products into our system. We have already built the integrations for the different monitors. It is just getting the different teams to want to use this system. That's why it's an organizational maturity thing. We could take them on very quickly, but there has to be a willingness on their part to do so. Part of our strategy is to make them want to use this system. That's on the event side. On the service impact side, we're working with senior management. This Friday, we have a demo with the CIO with this technology, because he is the one who is putting the pressure on the different application teams to onboard with us. We have a multiyear onboarding strategy, where we're onboarding more applications and integrating them into this particular environment. Today, they are being monitored by their own support teams, who are now beginning to see the success that we are having. The challenge that we are having organizationally is, when we onboard their applications, we expose the issues of their products through Remedy tickets and outages. A lot of times, these teams want to hide that. So, we have political issues, as well as technological hurdles to deal with. View full review »
Mudassir Parwez Ahmed
Sr. Technical Consultant at a tech services company with 11-50 employees
The initial deployment depends on the customer environment. If the environment is small or medium, the solution can be deployed fairly quickly, and similarly if the customer wants to deploy a standalone setup. But for a large customer, especially for customers who want to deploy the solution in a clustered environment, in a high-availability environment, or even in a DR environment, it's very complex to set up initially and it takes a fairly large amount of time to implement. The initial setup means setting up the components, setting up the basic monitoring. The advanced configurations take extra time. For a small or medium environment, we can do the initial setup in a couple of weeks. A small to medium environment is where they are monitoring between 50 and 300 or 400 servers and IT infrastructure components, such as storage devices or hardware. If you go above a few hundred devices, it becomes a large environment. For a large environment, it may take anywhere between two and four months to set up, depending on what kind of deployment the customer prefers: whether they want high availability, a clustered setup, or a disaster recovery setup. We do have standardized deployment configurations for customers and we recommend that customers use them. We are BMC's most prominent partner in the Middle East, so we have done quite a few deployments and we have created standard templates for deployment, for small, medium, and large customers. Generally, the customers leave it to us to decide the implementation strategy and then we use our standard deployment template for the given environment, and that makes things much smoother and faster. We already know which component to install when, what configuration should be done, and how much time it should take, ideally. And tasks can be initiated in parallel, like agent installations. View full review »
Sr Manager at a tech services company with 1,001-5,000 employees
It was complex. I wish we had put Professional Services into the deal. Being a service provider, we are attached to companies all over the world with very strict auditing and security requirements. Therefore, designing the architecture to work in that environment was fairly complex. I was just talking to a product owner about the problems that we still have. Once we get the architecture, the deployment went fairly smoothly. The policy creation and management were much more complex than in their previous products. It is probably more powerful, but not as easy to administer. They have rolled things, which were multiple products separately in the past, into a single product. They've had to do some consolidation, or adjustments, to be able to merge them quickly to get their product to ship. This left some things missing. Some features that used to be there are gone. Features that we used to use. So, there are pain points, as we figure out how to work around the new gaps. View full review »
Sr Application Engineer BMC at a tech services company with 1,001-5,000 employees
The initial setup was pretty straightforward. The documentation was pretty good. The deployment was not very buggy, and the Patrol Agent was pretty stable. View full review »
Learn what your peers think about BMC TrueSight Operations Management. Get advice and tips from experienced pros sharing their opinions. Updated: April 2020.
441,726 professionals have used our research since 2012.