Active Network 是活动和参与者管理行业的全球领导者，它面临着管理国内最大活动网络之一的艰巨任务。此外，它还管理着由六个数据中心、多个 PCI 区域和近 3000 台主机组成的全球基础设施。该公司需要一种可扩展性极强、可扩展且易于使用的解决方案来构建其基础设施平台。此前，Active Network 采用了多种不同的监控工具来满足其需求。这给 IT 部门带来了许多麻烦。在实施和持续使用产品的过程中，将系统整合到一个地方是一个主要关注点。Active Network 之前的监控解决方案需要大量的时间和精力，并且需要大型服务器才能有效运行。在切换系统的同时保持适当的监控和正常运行时间将在很大程度上取决于实施过程和产品用户的即时反馈。

埃尔帕索独立学区 (EPISD) 是美国 100 个最大的学区之一，拥有 60,000 名学生和 9,000 名教职员工，分布在 250 平方英里的 100 个校园中。由 Steve Crye 领导的 IT 团队在使用之前的监控软件时遇到了挑战。该团队对缺乏网络“全局”视图感到沮丧。他们收到了有关任何问题的多封电子邮件，并且必须运行报告才能获得可操作的信息。此外，Steve 必须将问题上报给之前供应商的销售人员以获得足够的技术支持，这不是一个高效的流程。该团队还负责每年建立多达 2 个新校园并管理其他大型项目，这增加了他们的工作量。

北达科他州的信息技术部 (ITD) 为该州几乎所有政府实体提供 IT 运营服务。他们还通过全州网络为 K-12、高等教育和各种区域设施提供网络访问。IT 运营团队的任务是监控总统和州选举服务。然而，该团队在对其 IT 环境做出明智的决策时面临重大障碍。他们所采用的工具在各个平台上不一致，而且大部分基础设施根本没有性能监控。如果出现问题，他们会使用系统工具进行临时监控，但无法真正了解过去的情况。这使得诊断和纠正应用程序性能问题变得非常困难。他们需要一个监控系统，不仅可以长期跟踪系统的整体性能，还可以关联基础设施中不同服务和设备的影响。

NWN Corporation 是一家托管服务提供商，服务于公共和私营部门，已迅速发展到拥有 600 多名员工和 13 个全球办事处。该公司以提供定制解决方案以满足每个客户的特定需求和情况而自豪。作为不断发展的 IT 服务业务的一部分，越来越多的公司正在采用或计划采用虚拟化、融合基础设施和云平台方面的先进技术。虽然这些技术通常会提高服务交付效率，但额外的 IT 环境复杂性通常意味着组织需要外部专业知识。这继续推动托管服务的发展，NWN 因其服务产品的广度和深度而成为该领域的领导者。一项新产品是 NCloud Hosted Collaboration（拨号音、状态、视频、联系中心企业），来自 NWN 构建的公共云，基于在 Cisco Unified Computing System (UCS) 硬件和 Cisco Nexus 网络设备上运行的 Cisco Unified Communication 软件，由 VMware vSphere 虚拟化软件和 EMC 存储支持。为了支持该服务的新客户增长，NWN 需要找到一种可扩展、高度可定制的监控解决方案，该解决方案还能为大量现有托管服务客户提供全面覆盖。

Rackspace Hosting 是一家领先的 IT 托管公司，它面临着一项挑战，即确保遍布其广泛客户群的 13,000 多台 Cisco 网络设备的正常运行时间。该公司的网络管理工具已经不堪重负，需要一种新的网络监控解决方案，该解决方案应具有更深入的开箱即用功能，能够满足其极高的可扩展性要求，并且可以轻松配置以适应 Rackspace 的独特环境。2007 年夏天，该公司开始评估多种网络监控解决方案。然而，专有解决方案缺乏 Rackspace 所需的灵活性；他们无法让这些解决方案适应其独特的环境。

Nutanix 是云软件和超融合基础设施解决方案领域的全球领导者，它面临着统一基础设施、应用程序、数据库、目录服务等监控的挑战。他们希望通过获得以服务为中心的可视性来提高确保应用程序性能的能力。该公司开始评估多种监控解决方案，发现许多选项都很复杂，这对 Nutanix 来说是一个“障碍”。至关重要的是，他们选择的监控平台必须以较低的开销提供全面的可视性，从而在部署新服务时提高团队的敏捷性。Nutanix 确定的监控要求包括整合 F5 负载平衡器的性能指标和故障事件、使用合成 Web 事务检查 Web 门户功能、提前通知 SSL 证书到期、通过收集线程数、堆内存和打开的文件描述符深入研究 Tomcat Java JMX 应用程序、跟踪 MySQL 数据库基本信息（如数据和索引大小、打开的连接和表以及连接统计信息），以及通过收集连接和会话数量、读/写活动、绑定时间和缓存命中率来支持核心 Active Directory 基础设施。

BBC 面临着广播技术格局变化带来的挑战。随着越来越多的人开始在线消费新闻和娱乐，BBC 需要确保他们能够通过这种媒介提供卓越的客户体验。他们已在整个集团内采用了持续交付和 DevOps，并将重要的基础设施和服务转移到公共云。然而，他们担心由于监控方法混乱且分散，客户体验可能会下降。BBC 拥有多元化的基础设施，其中部署了许多独立的监控工具，其中一些工具在经常崩溃的单台 PC 上运行。NOC 团队必须不断监控不同应用程序中的多个仪表板，这使得识别可操作事件并快速响应变得困难。

Central 1 Credit Union 为加拿大各地约 300 家信用合作社和机构客户提供批发金融产品、信托服务、支付处理解决方案和数字银行服务。为确保客户数据和组织系统的安全性和可靠性，并实现以客户为中心和卓越运营的核心目标，Central 1 需要全面了解其复杂的云、虚拟和物理 IT 环境。Central 1 在监控其主要服务方面存在许多痛点。使用之前的监控方法，Central 1 无法判断服务何时因服务器中断或其他 IT 事件而降级或受到影响。尽管 Central 1 使用 ServiceNow 进行 IT 事件报告和管理，但不同办公室的 IT 团队成员很难协同解决服务中断问题，并且维护所有位置的准确数据需要耗时的手动更新。

TransUnion 是一家全球信用报告和信息管理服务公司，其复杂的 IT 运营遍布 30 多个国家。该公司的业务围绕可靠、安全的信息管理和大量数据交换展开。IT 团队负责监控全球战略计划。然而，在 Zenoss 之前，TransUnion 拥有多个互不相连的监控工具，这些工具各自为政，给公司带来了巨大的成本。IT 团队在监控能力方面存在巨大差距，因为这些工具不可靠，而且不同的工具或系统之间没有集成。

Unify 隶属于 Atos 集团，是一家领先的通信软件和服务品牌，为大约 75% 的《财富》全球 500 强企业提供集成通信和协作解决方案。该公司需要保持其在产品可靠性和安全性方面的良好声誉，同时继续为客户提供任何设备上的无缝高效协作体验。Unify IT 团队的主要关注点是防止网络和应用程序中断 - 或者快速识别和修复已发生的中断。在实施 Zenoss 之前，Unify 使用了许多单独的监控和报告工具，每个工具都只能提供对其复杂 IT 运营的一部分的有限视图。Unify 以前使用的监控软件仅允许进行故障管理。捕获性能数据需要 Unify 部署来自单独供应商的一组额外工具。而且这些工具不易扩展，这使得支持 Unify 广泛的产品系列并跟上持续的版本变化变得成本高昂且困难重重。

亨廷顿银行的 IT 环境中有 37 种监控工具，其中许多工具有多个子组件，这导致事件可见性孤立，管理员的响应/解决时间过长。他们需要整合服务器、网络、操作系统 (OS)、应用程序、数据库和安全监控操作，以获得统一的企业视图。该银行拥有分布式产品组，并有一个中央 IT 团队为所有产品组提供服务，这是大型金融机构的常见情况。他们需要提供的服务数量也迅速增加，同时支持新服务所需的基础设施的复杂性也随之增加。亨廷顿的 IT 运营团队面临的挑战是管理涵盖多种技术的服务产品，从传统的大型机系统到动态虚拟基础设施。随着亨廷顿的基础设施扩展以满足新的服务需求（如移动性、自助服务、云功能等），分散化和专业化导致监控这些不同技术的工具数量急剧增加。

Ceridian 面临的挑战是快速购买和部署新硬件，同时优化老化的旧硬件以最大限度地提高 IT 容量以满足客户需求。大规模数据中心整合项目成倍增加了维护客户服务水平的复杂性。在过渡期间，Ceridian 最关心的是在任何客户受到影响之前检测出潜在和实际的服务中断。Ceridian 的临时 IT 监控解决方案由 12 种不同的监控工具组成，其中包括多种功能重叠的工具。他们缺乏统一的系统视图来帮助他们实时查明问题，而且他们还经常花费大量时间来搜索警报来源。

WEX Health 是一家领先的基于云的医疗保健财务管理解决方案提供商，它面临着向客户提供不间断价值的挑战，这需要保证五个 9 (99.999%) 的正常运行时间。他们需要一种基于云的监控解决方案，提供与他们自己的软件相同的可靠性水平。该公司的 IT 基础设施涵盖云和本地虚拟化环境。他们正在寻找一种可以自动更新和维护且具有内置支持系统的解决方案，以便他们可以专注于优化和支持自己的产品和服务。

Surescripts 的主要关注点是无缝维护大量安全交易并确保它们正确路由 — 因此 Surescripts IT 部门面临着巨大的压力，需要立即响应服务需求并毫不拖延地解决问题。Surescripts 致力于成为更可靠、更可预测的 IT 合作伙伴，定义严格的流程和服务级别协议，以建立与客户（公司内的其他部门）的信任。2013 年，他们着手大力改善企业范围的系统管理，并实施 IT 服务管理 (ITSM) 和 IT 基础架构库 (ITIL) 流程方面的最佳实践。作为此次转型的核心部分，他们选择 ServiceNow 作为 ITSM 解决方案，并希望获得一个与 ServiceNow 集成的全面监控解决方案，通过消除来自多个监控工具的多个警报的“噪音”来缩短响应时间。

马里兰大学学院 (UMUC) 是一家一流的远程教育机构，为全球 95,000 名学生提供服务。他们在三大洲设有五个数据中心，运行着大约 1,500 个硬件系统。由于学生往往会频繁使用系统，UMUC 的传统学习管理系统 (LMS) 和一系列第三方应用程序存在容量问题。由于有其他内部系统支持从文档管理到人力资本管理的所有内容，UMUC 显然需要一个统一的监控平台。UMUC 缺乏对影响最终用户的问题的可见性，因此 UMUC IT 员工在许多情况下完全不知道服务中断。即使知道，他们仍然难以确定基础设施中发生问题的确切位置。

2degrees 是一家发展迅速的新西兰移动和宽带网络提供商，正在向商业客户领域扩张。该公司的首要战略驱动力是为其移动和宽带终端用户提供最一致的客户体验。然而，由于公司快速的有机增长和收购推动的增长，这一目标变得复杂。他们需要一种足够灵活、可扩展的 IT 监控解决方案，以适应和发展公司积极的业务战略。

RMS 在全球各地设有多个数据中心。为了确保最高级别的可用性，必须找到一种足够灵活的监控解决方案来支持其现有系统，同时在其不断增长的基于云的基础设施中优化数据访问和分析操作。大多数客户都在本地部署 RMS 软件进行大数据分析，这需要这些客户进行大量的基础设施投资。为了使其庞大的北美和欧洲客户群能够通过在 RMS 基础设施上运行分析来降低成本，他们在伦敦、冰岛和多伦多建立了数据中心。每个数据中心都配备了大量思科统一计算系统 (UCS) 和 EMC VMAX 企业存储。RMS 还将自己的业务扩展到云端，并正在采用 Docker 和 Apache HBase 等现代软件。RMS 认识到，在混合 IT 环境中管理这些先进技术需要一个独特灵活且可扩展的监控平台。

Netic A/S 是一家为丹麦公共和私人客户提供托管应用程序运营服务的公司，成立于 2003 年，其宗旨是使 IT 运营比通常情况更智能、更好。从那时起，Netic 就越来越专注于应用程序运营，这涉及监控从裸机到应用程序本身的整个堆栈。因此，Netic 一直在寻找一种解决方案，该解决方案必须满足一系列重要参数，包括：能够处理整个堆栈的监控，重点是基础设施、可扩展性和成本效益。作为托管服务提供商，Netic 需要一个能够实现职责分离并能够水平和垂直扩展的监控平台。这些问题意味着 Netic 难以有效地为客户提供最高价值——而在竞争激烈的环境中，这一点很快就会变得至关重要。因此，启动了一个项目来识别、测试和采用新的监控解决方案。

Sierra Wireless 是一家领先的物联网解决方案提供商，在为先进的物联网项目提供行业特定解决方案方面面临挑战。该公司使用多种监控工具，导致效率低下。他们正在寻找一种方法，将边缘设备可靠地连接到云，开发软件/API 服务来管理与数十亿连接资产相关的流程，并提供一个平台来提取实时数据，以帮助客户做出最佳业务决策。该公司寻求部署企业范围的故障排除解决方案，以获得完整的可视性并防止 IT 服务事故，远远超出了传统 IT 监控工具的简单运行状况检查。他们还希望汇总和关联大量事件，以筛选噪音，仅获取有关受影响服务的有意义的警报，并通过准确路由将警报自动分配给具有外部集成的团队。

Drive Social Media was seeking a solution to streamline the flow of client data and accurately demonstrate the return on their marketing efforts. Prior to using Cyclr, Drive was either building integrations themselves or having clients manually enter their data into Drive's systems. This process was time-consuming and prone to mismanagement. Drive wanted to find an easier way to manage data and chose to work with Cyclr due to its user-friendly interface, excellent support, and the ability to implement branching logic for all of Drive's integrations.

Chargify, a leading billing and subscription management platform for B2B SaaS companies, needed to integrate their product with a variety of applications to become a key part of the global SaaS ecosystem. They maintain native integrations to top ERP and CRMs, such as Salesforce, Hubspot, and NetSuite. However, they needed a solution for customer-specific requirements that were outside of these native integrations. Chargify also wanted to service their prospects' new, unsupported, integration requests without compromising on deals due to potentially lengthy integration development processes. They needed a flexible solution that could quickly execute the integration build, even if a connector was not readily available.

Austin Lawrence, a growth marketing firm, was using Zapier to implement clients' integration requests. This included using Zapier's email parser to enable emails to be routed into a system. However, issues arose when they began to receive more complex integration requests. It was evident that Zapier, despite its strengths, was not going to meet their requirements for particular integrations. Part of their engagement with one of their clients was to help them to implement subscription billing. Which was a change of business strategy for this client.

VHA's Sales Operations team needed various types of reporting such as opportunity reports, leads, as well as member-related reports. They also needed to perform analysis using BI tools on opportunity-to-outcome, member-to-product and lead time. VHA's analysts provide reports on saving opportunities and initiatives to their member organizations on a regular basis. They also needed to know where to invest their time and resources - recruit new members or expand more products within the existing customer base. VHA's sales team uses salesforce.com to generate these reports containing vital business information. Thirty-five analyst users needed immediate access to salesforce.com for reporting purposes. VHA wanted to minimize Salesforce license costs, as some of the user licenses were used strictly to view the data. A new and cost-effective solution was needed to support the business information needs, with the flexibility to make the data accessible and available to any analytics or business intelligence tool used by the relevant business units.

AAA of Northern CA, NV, and UT recently reorganized its operations to create a for-profit Insurance division and a not-for-profit Auto division. While the Auto Club put in place its data center, integration platforms and applications, it shared IT resources with the Insurance division so as to keep its operational applications, like reporting tools, call centers working as usual. The company was looking for a way to create an abstraction layer that deployed quickly and continued to feed the operational applications while migration continued under the hood. From a strategic perspective, as they were building their IT infrastructure from the ground up, AAA wanted to infuse flexibility and agility into the architecture that will allow them to introduce future changes at the source, target or middleware layer without disrupting existing workflows.

The challenges that led to the PRIDE program include impeded data sharing within and across facilities due to different legacy systems and applications storing data in multiple formats, making information difficult to share. This problem was intensified by the high security restrictions between facilities. There was no central repository from which data could be quickly accessed. Information delivery was delayed because of overnight file extract requirements, multiple emails and calls, and a lack of data ownership. Governance challenges included data sharing through email, the lack of a version control system, and document based information sharing, often cut off lineage information and made it difficult to trace data back to its source. Across multiple facilities, data in transit was susceptible to breaches.

Vodafone, a leading global telecommunications company, was facing challenges in scaling its call center operations due to rapid growth in its enterprise customer base. The company's call center agents had to navigate through different applications and perform repetitive steps such as authentication, customer selection, and screen results navigation to resolve customer queries. The data provided by the call center applications was often outdated as it was accessed from a replicated source such as a data warehouse. Additionally, the agents were not always familiar with the workings of multiple applications, which delayed their responses to customers and led to higher training costs for the company.

JAZZTEL, a leading telecommunications and data transmission carrier in Spain, was facing a challenge in differentiating themselves from their competitors by providing the highest possible level of service. Their contact center, equipped with a CTI solution, required the agents to consult and utilize many different systems (CRM, Incident Management Systems, Network Management Systems, Diagnostic Systems, etc.) causing a lot of complexity in completing tasks. The company decided to find a software tool that would integrate with the CTI and provide their agents all the information they needed during a call. They aimed to optimize their customer service, improve the quality of customer service, increase Call Center productivity, have a flexible and dynamic platform which could quickly adapt to changes in the business and IT infrastructure, reduce the number of applications that needed to be accessed by the agents, and reduce the number of requests directed toward the back office.

Telefonica, one of the largest telecommunication operators in the world, was facing challenges in managing key performance metrics and reporting across multiple, complex IT and network management systems. Each of these systems had their own dashboards and reports, and it took a team of 20 people to retrieve and consolidate the information and produce reports. The time to produce a report was typically 1 week and changes in sources or management requirements made the task quite difficult. Moreover, there was a complete lack of real-time views of the key operational metrics across systems. In a highly dynamic environment where projects, priorities and problems were changing all the time, IT management was hampered in decision making regarding systems and applications and taking rapid countermeasures to prevent poor service, delayed resolution, or efficient actions to advance priority projects. The system they had was rigid, fragmented and unable to support the integrated ITIL operating and performance management needs of Telefonica's IT management.

The Phone House, a global telecommunications retailer, faced challenges in efficiently managing customer phone activations or migrations. The process required manual operations to synchronize data with service provider systems over the extranets, leading to errors and inefficiencies. There was no direct access to the telecommunication operators systems nor any standards or interfaces for automatic information exchange and synchronization. The company aimed to improve its B2B business model across multiple partners and create an automatic synchronization of their invoicing system with the operator´s activation systems for more agility, efficiency, and transparency.

The National Institutes of Health (NIH) faced significant obstacles in reliably and efficiently moving large volumes of cancer genome data from The Cancer Genome Atlas (TCGA) to the International Cancer Genome Consortium (ICGC). This process involved transforming the TCGA data to meet ICGC format requirements and then periodically uploading the data into ICGC servers. The transformation was initially accomplished using PERL scripts, but NIH faced challenges with this process. It was not scalable, had high costs, and was inaccurate due to limited connectivity to data sources leading to redundant copies of data, slower processes and greater chance of errors.