Our organization works with the cloud and databases. Our primary use case for Control-M is automating orchestration and scheduling jobs across the cloud and on-prem. We use it to monitor and report on jobs. We also use the index to integrate with the cloud service. It leverages our ability to manage workloads across various cloud platforms like AWS and GCP.

Implementing Control-M saved us time by reducing our manual intervention. We can divert more resources to meaningful work. It reduced the amount of manual intervention needed by 30 to 35 percent.

In addition to improving efficiency, workflow orchestration enhances our integration with other tools. We can orchestrate across on-prem and cloud environments and reliably create and integrate data pipelines. Workflow orchestration is critical to our DevOps. Control-M is constantly surveying the network.

The most valuable features of Control-M are automation and orchestration. It allows a different schedule, and we can manage thousands of jobs. It ensures we can complete them on time accurately. This automation reduces our manual intervention, significantly reducing error.

Control-M should receive more notice when it releases new features. The user interface is also a bit complex, and the navigation should be streamlined.

I have used Control-M for a year and a half.

I rate Control-M eight out of 10 for stability.

I rate Control-M nine out of 10 for scalability.

I rate Control-M support eight out of 10.

We used Broadcom before switching to Control-M. The migration was a little complex.

Deploying Control-M is somewhat complex. It's easier to convert to the other tool. We spent more than two weeks on the deployment and received some support from the Control-M side. We had almost five teams of people working on it. First, we set up the environment. Then, we ran the installation and reconfigured the database. After that, we did functional and integration testing.

Switching to Control-M reduced our total ownership cost.

Control-M isn't cheap, but this is an enterprise model.

I rate Control-M nine out of 10. I will recommend it. It's easy to integrate and has the flexibility we need.

We use the product as our primary application tool for workload automation. It helps monitor and manage client domains in terms of configuration daily.

The product has enhanced the interface with a clear visual display of data and process batches, showing the completion status of workflows. It makes it easier to understand our organization's progress at a glance.

The platform integrates with Jenkins, Ansible, Docker, and Kubernetes. It can schedule and manage container workflows.

Integrating new solutions into the DevOps toolchain with the right approach and resources is straightforward. However, sometimes it can be complex.

It offers excellent visibility and management capabilities. It provides a centralized platform for monitoring and managing workflows and job scheduling. It supports various scheduling options, including time-based, event-based, and condition-based scheduling, allowing users to automate complex workflows efficiently.

It has simplified the process by streamlining the data workflow. It facilitates data extraction from sources, transforms it as needed, and loads it into the destination database. This comprehensive support for data extraction, transformation, and loading (ETL).

It is highly effective for building, scheduling, managing, and monitoring production workflows. For instance, it allows us to set up ETL processes to run at specific times, such as daily at midnight or in the morning. This precise scheduling ensures that all dependencies are met and tasks are executed in the correct sequence. For example, the transformation job is scheduled to start after the extraction job has been completed.

Operational efficiency is crucial as it reduces processing time. Faster data flow means job workflows are completed more quickly, reducing processing time. It is essential for meeting tight deadlines and maintaining smooth operations.

While numerous scheduling solutions are available, BMC's Control-M is highly effective for managing and orchestrating workflows across an enterprise.

The platform's best features are the monitoring capabilities. It is essential for tracking activities and ensuring jobs run smoothly. Additionally, the scheduling capability excels in building, scheduling, managing, and monitoring production workflows. These features are critical to our organization's operations and efficiency.

They could enhance the product's data flow, job processing speed, and efficiency.

Additionally, improvements are needed in real-time monitoring and alerts. Developing more robust real-time analytics capabilities to monitor and report the performance status of DevOps workflows would be beneficial.

I have been using Control-M for one and a half years.

It is a stable product. I rate the stability a nine.

Our organization has a team of 50 executives who use the product.

It is scalable. I rate the scalability a nine.

BMC's service team significantly supported the development of our migration plan for the Standard AutoCorrelation Controller (SGP). Their assistance involved several key steps. First, they helped us identify and map out the different requirements and dependencies, including how SGP jobs interact with one another and their integration within Control-M. The migration plan included phases for testing, fallback strategies, and execution. Post-migration validation was crucial to ensure that all SGP jobs were successfully migrated and were functioning correctly in the new environment.

The initial setup is easy. The deployment takes two months and involves a team of 50 executives.

The platform has helped us save 30% of operations time.

The product price is reasonable. I rate the pricing an eight.

I rate the product a nine out of ten.

We have several SAP systems such as IBP, S4HANA, SolMan, etc. By implementing Helix Control-M, we wanted a tool that monitors different activities on these platforms and launches jobs.

Each company has a different number of jobs. We have thousands of jobs, but we have selected the most critical jobs of the company that normally run in the early morning. We wanted a platform that allows us to launch the job, for example, from point A until it finishes, and then there is also the possibility of being able to launch another job from another tool, which could be a SaaS tool, such as IBP so that several jobs can be executed and finished in parallel. If there is a failure in the system, we send an email, and for much more important things, generate a ticket in a tool called SolMan so that the support team can attend to the case that has arisen due to the failure of a job.

All those human errors that we were facing did not occur again. All these processes are critical for the company. We have implemented 22 processes. One of the processes starts at eleven at night. The process runs in S4HANA. It sends data to IBP, and IBP makes an optimizer and then it becomes a request that specifies the national transfers of the products that are going to be distributed. In other words, these are requests that indicate how many products should be sent from one point to another point for the customer at a national level. At six in the morning, another team, which is the distribution team, waits for this request to assemble the trucks and get them ready to leave. If they do not have this request, the trucks will remain stationary. By having the trucks stopped, there is no distribution, so there can be a loss of sales. There can be a drop in stock. You accumulate inventory in the warehouse because the plant continues producing, but where are you going to put the new products? There are a series of consequences that can cause the process to fail because we did not have immediate action to create that request. This tool has helped us positively impact the company's processes. We could get its benefits immediately after the implementation.

Helix Control-M’s ability to build, schedule, manage, and monitor application and data workflows in production is good. When we went live and throughout the first stage of the project, I thought it was great because we received full support. Now that we have the tool live, I have presented more cases, and I feel that they are a little slower. I have to try harder to get their attention.

Helix Control-M has affected our ability to orchestrate data pipelines in production. It has been a great benefit. Little by little, users' trust is increasing. When there is just one small failure, they usually stop believing in the tool. With a more solid tool like this, we have fewer errors, which means more trust of the users.

Helix Control-M has given our company’s business users visibility and control over their jobs and freed up IT personnel for other tasks. It has freed us up a lot because previously, IT used to coordinate meetings with the company that gave us the manual service. We had to meet and discuss failures and issues, but we no longer have these meetings because that third-party company is no longer there. We replaced them with this solution, and it has freed up a few hours. Being able to free up the company's IT team is important because we have so many issues to deal with. Nowadays, technology and innovation are in full swing, and users are constantly asking for new things, so the more we focus on those things, the better.

Helix Control-M has affected collaboration between IT and our business users. Previously, our business users only complained about process failures, and now they themselves can reprogram. Before Helix Control-M, we had to send emails with the reprogramming. Despite that, they did not do what we had specified in the email, so it was all a waste of time. We wasted time with the business, and we wasted time meeting with this company. In the end, they did not do what we had told them. Nowadays, the user interacts directly with the tool because they have access. They themselves can reprogram those processes. There is less need to have a meeting, and there is also a reduction in the email replies and forwards. We have reduced everything. They directly interact with the tool to launch and relaunch.

First of all, the shift from manual to automation has been valuable. We have a tool that can automate.

The second valuable feature is that there have been many benefits, which we have been utilizing little by little.

The third valuable feature is that there is a good support team. They have solved things that other companies have not done. When it comes to IBP, because it is SaaS, it was not easy for our team, but we received good support. At first, there were also issues regarding the functionality of SolMan. We saw that it was not going to work, so we did not go live with that, but they told us that there was going to be a new version where the ticket would be generated almost automatically. Because they were releasing a technical issue that would allow us to generate a job automatically and generate a ticket in a simpler way, we waited for that upgrade to be released, and it indeed was like that. Such continuous support is very valuable because it is not a tool that does not progress. They are constantly releasing things and allowing it to grow and cover more functionalities.

There can be an improvement in the area of finance.

I contacted the BMC team here in Lima and mentioned the things that can be improved. For example, S4HANA jobs are something with which BMC has already worked in several companies. Whenever I pull an S4HANA job to the Helix Control-M tool, it pulls it naturally with all the steps. A job can have several steps, and in this case, it is very easy to control the steps taken. However, in the case of the SaaS IBP tool, it can pull the job but cannot identify the steps. So, when I want to take an action in a step, I have to split the job. We are having to work longer because we have to split the jobs from, for example, 52 steps to 12, depending on where I want it to have an action. We would like the tool to be able to identify the steps so that we are not continually splitting them as it generates more executions for me.

The other improvement is that in, for example, S4HANA jobs, when the job fails, you have the status of the job. It recognizes them perfectly. In the case of IBP, it also has status but at a more minimal level. Sometimes the step fails, but the job does not fail. It ends with an error in a step without identifying it for me.

Another thing that we have asked to improve is that Helix Control-M can be integrated with more tools such as Odoo. Odoo is a tool for all these companies that are not with SAP. They use it as a small ERP to generate their sales. Odoo integration will help us receive inventory reports.

The communication and details related to the upgrades that are going to be happening also need improvement.

The implementation began in 2021 and went live in February 2022.

It is a powerful, stable tool.

I have had a very good impression. I have been to the events where BMC shows its new products. I see that there are more things that are going to help a lot. We will be able to get much more out of it.

Alicorp is at several locations and in several countries. These processes have only been launched here in Lima, Peru. They have been divided into the demand planning, distribution, production, and supply areas by the planning team, but it is only done by a team here in Lima. The result is at the national level, but the configuration made in the system is only done in Lima, Peru. Later, we will surely also move internationally.

We started with a small planning team that is gaining confidence in the tool, and the next stage is to cover more areas of the business because currently, it is a small group with a small number of processes being executed. The idea is to make a massive change in the other areas as well, such as the finance department, and then the analytics department. This requires us to look at this implementation from various angles, so we can optimize the dissemination and execute it massively. Before taking that step, we wanted to be in a solid position with the team that is working on Helix Control-M. We wanted to have confidence in what the tool does, and now that we reached that step, the next step is greater use.

Our first-level support is with the GrupoCONTEXT team. They have the knowledge for all cases. There have only been 2 or 3 times where they did not know about the issue and involved BMC. There have only been 3 complex events. There have not been more complex issues. Normally, there are problems when maintenance and upgrades are carried out because sometimes the system changes.

We previously executed this process manually. It was a third-party company that had 9 people in the early hours. They manually launched one job and then relaunched the other according to a document that we gave them. The document said what things should be done depending on the case that arose. The problem was that there was a lot of shift rotation. For example, if one job ended at 2:00 a.m., in theory, the other should start at 2:01 a.m., but it started at 2:10 or 2:20 a.m. It took 20 to 30 minutes. This time was wasted because the person was not there all the time monitoring. They either made a mistake in launching another job that was not the one we had indicated, or they simply did not launch, which was much worse. So, because of the shift rotation of people, since they were early morning jobs, we constantly had those problems. We had a loss of time, no precision, and a lot of human error.

I was involved in the process of evaluation and implementation, and now, I am also involved in monitoring the development.

Its implementation is among the simplest I have done. SAP tools are more complex. Helix Control-M was live within a short time. We configured it in 2-3 days. We tested it one day, and the next day, it could go live with a process right away.

Our implementation strategy was to divide the implementation into stages. We did it by area and configured the jobs. That was it. We had workshops to understand what the user wanted, and then we did configuration in the test environment to see that what they requested is actually what is being done and executed in that environment. We then moved that to production, so for each user group, we followed: demand, distribution, supply, and production. It was super simple.

In terms of maintenance, from time to time, they notify us that there are upgrades. We receive notifications about agent upgrades, tool upgrades, and some system maintenance. Because it is a SaaS, they tell us everything. We coordinate internally so that if there is a process that is running at that moment, that program is executed manually.

For the server and agent part, we have outsourced the maintenance to the CJG company. They are in charge of doing that maintenance. On the operations side, there is a person in charge. Every time something happens, he is in charge of the event.

For the integration, we received assistance from GrupoCONTEXT. They were in charge of doing all the configuration and programming.

From GrupoCONTEXT, there were two people with constant support from BMC. On our side, there was an architect and a few other people. All the suppliers were contacted so that they were present during configurations, integrations, and testing.

We have seen an ROI. In theory, this third year, we will recover what we invested. It has helped us replace the cost of human resources.

For this tool, as we made the three-year contract, the cost of the licenses is maintained. If we had to hire people for this work, we would have had to increase their salaries every year.

They are expensive. If we were a small company, it would be complicated because we have to have strong sales and operations to be able to afford a tool of this level. Being a large company, the cost-benefit is covered, but it is not within the level of cheap solutions.

The dilemma for us was whether it is worth paying for a monitoring tool or whether it is better to pay people for the work. Helix Control-M was more beneficial because we had problems with manual monitoring, and these problems were expensive.

I was in charge of evaluating all the tools. Because we already had SAP, I first evaluated the SAP tools, such as SAP PI/PO and SolMan. All the SAP tools do these functions. They do them well, but they have limitations. For example, in SolMan, you can monitor and do all the operations, but when it comes to IBP, which is SaaS, it does not work. It is better to not manipulate the programming settings. It is better to leave the standard programming settings because it is simpler.

I was also told to evaluate external tools, so I evaluated Helix Control-M and the IBM solution. Helix Control-M won there. It is the first time that we have used a tool for this type of control. Previously, this work was done manually by a team of people. We used the tools only when monitoring a single platform. For example, for S4HANA, we only used SolMan, but we wanted to integrate several systems and find a solution that does all the activities efficiently and safely.

I would advise you to challenge it. We made an assessment to challenge it to see that it covers all of our use cases and we can trust it. It is a solid tool. Go for it if you can afford it.

The most important lesson that I have learned from using this solution is to not be afraid of automation. Sometimes, because you have been working manually for many years, migrating everything to automatic processes is risky, but I learned to not be afraid of doing this.

In terms of the measurable business impact of Helix Control-M, we are working on that. I just had a meeting with the commercial team on the subject of the month-closing report process. Currently, the month closing process is 5 days, and they want to reduce it to 3, for example. What they have told me is that if orchestrated right, Helix Control-M could help reduce the process time. We are in the middle of the evaluation process to precisely take care of its business impacts. With the finance department, we are evaluating the possibility of reducing time.

Overall, I would rate Helix Control-M a 9 out of 10.

My company uses BMC Control-M to manage our applications from SAP and Informatica ETL.

I don't see any area where improvements are needed in the product since the tool has a lot of capabilities. One can opt for either a job-based license or a job execution-based license, which sometimes can be troublesome. If the job count exceeds a limit, you may need to procure additional licenses from BMC. I don't see any issue with the product's capability or functionality apart from the aforementioned issue where improvements are needed.

The price of the product is an area with certain shortcomings that stem from the expensive nature of the product and can be considered for improvement by BMC.

I have been using BMC Control-M for ten years. In my company, we use BMC Control-M Version 9.0.21. My company is a customer of BMC.

It is a stable solution. Stability-wise, I rate the solution an eight out of ten.

It is a highly scalable solution. Scalability-wise, I rate the solution a nine out of ten.

More than 300 users, consisting of batch operators, job schedulers, analysts, and administrators, use BMC Control-M in my company.

In my company, we use the solution daily.

I rate the technical support a nine out of ten.

I rate the product's initial setup a nine on a scale of one to ten, where one is difficult, and ten is easy.

The solution is deployed on an on-premises model.

The deployment process of BMC Control-M took less than an hour.

My company had an in-house team to take care of the product's deployment phase.

I rate the solution's price a nine on a scale of one to ten, where one is low or really affordable, and ten is high or really expensive. It is a really expensive tool.

I recommend the solution to those who plan to use it.

I rate the overall product an eight out of ten.

It is used for file transfer, both inbound and outbound, including B2B.

Dashboard and recovery are the features I found most valuable in the solution.

I think that in the latest version, they have already improved. We still have to work on the latest one since we are still installing it. So we have not completed the installation. Post that, I think we'll see what needs improvement.

We have some issues on the SAP side of BMC Control-M Managed File Transfer. When I talk about non-SAP and SAP sides, I think with large volumes, one needs to install multiple agents. So that is something which should not be there. But at times, it is recommended by BMC. So, there are some stability issues when it comes to SAP side. The aforementioned details can be considered for improvement.

I have been using BMC Control-M Managed File Transfer for ten years. They released the latest version two days ago, and we are going to upgrade it to the latest version.

Stability-wise, I rate the solution a nine out of ten.

It is a standard pre-requisite that if we grow, then we have to double your CPs and other stuff. So, scalability is not an issue.

Since we are using the enterprise version, there are maybe more than 100 users that are concurrently logged in to the application.

We have used BMC's technical support, and we found it to be great. BMC has very good knowledge articles and other stuff, so that is good.

The initial setup is simple. Last time, it took around one and a half or two and a half hours to get the whole installation and migration done. So, now it can be done in less than one hour. BMC provides an AMIGO plan, and we follow that for deployment.

We handle multiple customers. So, the staff needed for the deployment and maintenance really depends on the number of customers.

I would definitely recommend the solution to those planning to use it since it is good to use.

There are some stability issues when it comes to SAP side, and hence I rate the product a nine out of ten. However, considering the Non-SAP side, I rate the overall product a ten out of ten. So, an average rating of the overall solution would be nine out of ten.