Copyright © 2004, SAS Institute Inc. All rights reserved. SAS ® IT Intelligence Taking IT “Beyond BI ™ ” November 28, 2015

Copyright © 2004, SAS Institute Inc. All rights reserved. Underutilized capital resources Shifting costs of labor and automation Complexity of discrete elements Lack of agility Better business alignment Drivers Affecting IT Operations

Copyright © 2004, SAS Institute Inc. All rights reserved. 0%10%20%30%40%50% Cutting business costs 8% Strategic use of IT & business intelligence 38% Creating new products and services 13% During the next three years, the biggest shift in the focus of IT in my organization will be toward: Anticipated Shifts in IT Focus Will Increase People and Process Complexity Enabling better business process 43% Source: Gartner EXP CIO survey, 2005

Copyright © 2004, SAS Institute Inc. All rights reserved. Move Up the IT Process Maturity Model

Copyright © 2004, SAS Institute Inc. All rights reserved. Intelligence Business Value Business Intelligence for IT Reporting / OLAP Data Management Data Access What Happened? How Much? How Many? InformationData

Copyright © 2004, SAS Institute Inc. All rights reserved. Intelligence Business Value Beyond BI ™ for IT Reporting / OLAP Data Management Data Access Optimization Forecasting Descriptive Modeling What Happened? How Much? How Many? What will happen next? Why did it happen? What’s the best that can happen? Intelligence Information Knowledge Data InformationData

Copyright © 2004, SAS Institute Inc. All rights reserved. IT Intelligence IT intelligence is the hindsight, insight, and foresight to optimize the impact of IT on the organization. It is the difference between just managing IT and optimizing it.

Copyright © 2004, SAS Institute Inc. All rights reserved. Performance Monitoring The Old Definition Copyright © 2005, SAS Institute Inc. All rights reserved.

Copyright © 2004, SAS Institute Inc. All rights reserved. SAS ® IT Intelligence The New Definition Copyright © 2005, SAS Institute Inc. All rights reserved.

Copyright © 2004, SAS Institute Inc. All rights reserved. Resource Optimization  Performance Management  Threshold and Peak-Period Analysis  Workload Profiling  Capacity Forecasting

Copyright © 2004, SAS Institute Inc. All rights reserved. The Benefits of Resource Optimization  Fact-based Decision Making  Predictable, Defendable, and Sustainable Investments  Cost Avoidance  Enhanced Credibility with Internal and External Customers  The Foundation for Service and Financial Optimization

Copyright © 2004, SAS Institute Inc. All rights reserved. An Example...  Top Financial Services Institution  Key Challenge Faced: Difficulty with prioritization of resources and no clear forecast of ongoing IT requirements  Results: “By using SAS, millions of dollars have been saved by ongoing "right sizing" of our environment. Costs are contained because the information is available to allow us to purchase neither too much nor too little processing power.” Vice President of Performance Management

Copyright © 2004, SAS Institute Inc. All rights reserved. Service Optimization  Service Transparency  Process Streamlining  Root Cause Analysis of Latent or Chronic Problems

Copyright © 2004, SAS Institute Inc. All rights reserved. Financial Optimization  Financial Transparency  Cost Recovery and Chargeback  “What-if” Modeling  Cost Forecasting

Copyright © 2004, SAS Institute Inc. All rights reserved. The Benefits of Service and Financial Optimization  IT Tuned to Business Priorities  Enables Business-Centric Communications  Shared Success with Business  Operational Effectiveness

Copyright © 2004, SAS Institute Inc. All rights reserved. The Steps to Deliver IT Intelligence Process Technology

Copyright © 2004, SAS Institute Inc. All rights reserved. SAS ® Enterprise Intelligence Platform Enabling SAS IT Intelligence Financial Service Resource Resource Optimization Financial Optimization Service Optimization Financial Resource Business Services Enterprise DataData ReductionIntelligence

Copyright © 2004, SAS Institute Inc. All rights reserved. SAS IT Intelligence: Analysis Synchronized to Configuration Changes

Copyright © 2004, SAS Institute Inc. All rights reserved. Demo SAS ® IT Intelligence

Copyright © 2004, SAS Institute Inc. All rights reserved. Delivering SAS ® IT Intelligence to the City of Minneapolis Server Statistics Track server utilization by function Highlight server utilization hotspots by time of day Display highest utilized servers Forecast seasonal utilization for servers

Copyright © 2004, SAS Institute Inc. All rights reserved. UNIX Servers Initial State UNIX Servers Proposed Consolidation State

Copyright © 2004, SAS Institute Inc. All rights reserved. Track and forecast total IT costs of business transactions Monitor actual IT spend to budgets Alert and predict pending degraded service from insufficient capacity View Key Performance Indicators by critical applications, key infrastructure components, LOB consumption, and more Service Optimization Resource Optimization

Copyright © 2004, SAS Institute Inc. All rights reserved.

SAS Claims Second Datamation Award February 22, 2005 By Lynn HaberLynn Haber “It was a tight race to the finish, but SAS Institute's IT Service Level Management product squeaked ahead of its closest competitor to capture the first place finish in Datamation's 2005 Product of the Year category for Network and Systems Management Software. “ Stephen Elliot, a research director at IDC, an industry analyst firm based in Framingham, Mass., says interest in service level management is increasing as IT operations become more business-centric and operate as a service provider rather than a cost center. ''Most companies are striving towards this concept,'' he says. ''There also is a big push within IT operations groups to drive the integration between infrastructure management tools to improve cost efficiency and enable more automation,'' he adds.

Copyright © 2004, SAS Institute Inc. All rights reserved.

Copyright © 2003, SAS Institute Inc. All rights reserved. 35