BMC TrueSight Operations Management Previous Solutions

John_Rooney
Vice President of Managed Services at Park Place Technologies
We had our own homegrown system - an email box - that the stuff came into. That's all we had. We did not use a competing product. We went down an RFP path over three years ago. Our company has grown pretty dramatically. Between 2015 and two weeks ago, we made 14 acquisitions. There was no way we could grow the business mechanically with an 8.2-touch model in place. The support centers would be the biggest expense in the company. It was a two-pronged approach to looking at resolving the opportunity that our growth created. The first approach was the customer, to give them quality of service: not having to get log files, not having to figure out what's going on at their end, and not having to call us. The second approach, for the Park Place support center, was to give them better tools to provide better service to the customer. We wanted our support center to go from trying to figure out what the right part was, to letting the customer know they were about to have a problem. That's a big difference. Both of these approaches have happened. If you put that around the world with our growth, we now have a global approach with regional focus and local delivery. Because the systems are reporting the information, we don't worry about time zones or language. All that stuff goes away. The machines speak MIB, and the MIB communicates through TrueSight, and we get the information. We don't have to speak the local language until we go out and fix the problem, because the customer is not calling the support center anymore. We have a global footprint with a regional focus. In APAC, they're looking at problems that could be happening overnight in the US and vice-versa, or in EMEA. The problem is resolved, the customer is communicated with, and the person providing that communication speaks the local language. The machines are literally running this thing, and all we are is the delivery model. TrueSight crosses all those barriers. It crosses time zones, it crosses language; it has all the pieces we need to know about repair, including the part and the location. It knows everything we need to know about the equipment, all the software, the LPARs, etc. It gives that to us in the support center, we contact the customer, and then we speak the local language and we bring the part locally. View full review »
ServiceDdffe
Service Delivery Manager at a financial services firm with 1,001-5,000 employees
When we first started, we did not have a monitoring program at anything resembling an enterprise-type level. We were at about 4,000 hosts and we were really not monitoring anything except for a few services. At that, it was bare-bones monitoring. We monitored, maybe, half of our environment at bare-bones. We went on this journey six-plus years ago to have an enterprise monitoring solution that focuses on business services. One of the reasons we did that is because of the number of incidents that we had that really should never have happened. Now that we're a number of years in, and we've implemented monitoring and brought teams around in the direction of business service rather than just an executable's use of a CPU, we have much fewer incidents. As a general trend, we're much more capable of seeing what's out there and monitoring what our issues are and taking care of it before the business incident occurs. I don't have any particularly recent examples where our monitoring was able to resolve an incident after it happened. Of course, I don't get notified when people say, "Oh, look, I resolved this," because it's part of their daily operations to find an issue and resolve it. So it's not necessarily a newsflash anymore for us. It doesn't happen quite as frequently as it used to, but they continue to build Knowledge Modules, every time there are new products on the market. They need to create Knowledge Modules for the implementation to be enhanced. That's one of the key features of the Operations Management. That's definitely something that helps us take advantage of everything BMC has. They're not sitting on their laurels. They're building things out. View full review »
Paul Mercina
Director Product Management at Park Place Technologies
Most of the storage products have a native "call home" feature. It's like email alerting, so when a hard drive fails on the storage array, it will send an email. A lot of the manufacturers did that for the warranties. It would send them an email and they could take care of the warranty claims. What we did was redirect those emails to us, because most of what we do is after the warranties have ended on a product. We were getting all these emails from potentially thousands of things that we were maintaining out there, and every email looked different. Emails from HP looked different than those from EMC which looked different than the ones from IBM or Hitachi. Everything was in a different format. It took a long time to sift through these emails to figure out what was actually wrong, and it was very inefficient. That's how we were doing monitoring. We also had a little black box that we built internally that was using SNMP and some other technologies. But a lot of customers don't want some rogue hardware in their data center. It's a security concern. So that was very limited in its deployment. Overall, by and large, we really weren't monitoring. We were very crude in our methods and there was a very limited number of things that we were monitoring at the time I came in. That's when we started thinking, "You know, if we either build or buy a world-class monitoring platform and get it connected to everything, we could really differentiate ourselves in the market." That's what led us to start evaluating some commercial, off-the-shelf things like BMC. View full review »
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Doug Greene
Sr. Director Operations at a comms service provider with 10,001+ employees
We used HP and then we used Microsoft Systems Center Operation Manager, SCOM. View full review »
ITManager610z9
IT Manager at a manufacturing company with 1,001-5,000 employees
Prior to BMC, from a monitoring perspective, we were using 65 other solutions. One of my missions is to either integrate them or consume them. Bringing on TrueSight was the vision of a guy who's no longer here. He fully understood the need for a single pane of glass. He understood, fully, the need to bring light to the monitoring situation. We did some evaluations and proofs of concept and decided on TrueSight. Quite honestly, if you're a large corporation, you can go look at the studies and you can justify it that way, but if you stop and think about how much better your organization can run, and the things that you need to do from an operations management perspective - and you think about the automation that you can put in place - it's a no-brainer. It's just a matter of choosing which tool. View full review »
Monitori66fb
Monitoring Architect at a manufacturing company with 10,001+ employees
BMC is one of our longest running partnerships. We have been using Remedy for many years. We have been using parts of this system since 1998. However, we have never put it altogether in the way that we're doing now. We didn't replace anybody else. We had used their products before, but not to their full advantage. View full review »
Find out what your peers are saying about BMC, Broadcom, Moogsoft and others in IT Infrastructure Monitoring. Updated: March 2020.
407,401 professionals have used our research since 2012.