How to Drive Business Value with Capacity Management · Translate business requirements into IT...
Transcript of How to Drive Business Value with Capacity Management · Translate business requirements into IT...
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How to Drive Business Value with Capacity Management18 July 2017
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Your Presenter
Jim Smith
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Executive Buy-in
Benefitsrealization
AssessmentRoles and
responsibilities
StrategyToolset
exploitation
Charge/Show
Back model
Demand Management
Reporting
The Building Blocks
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Maturity Level
Toolset Exploitation
Balance Strategy & Operations
GAP Analysis
Roadmap
Cost Avoidance & Benefits
Assessment Feedback
RACI
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People
Process
ToolsChaotic Reactive Proactive Service Value
Discover and manage Analyze and transform Contextualize to influence
Data Analytics Decision support OutputInput
IT Service Optimization
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IT Maturity Questions
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Actual Maturity Level
42% Believe they
are at the
Service Level
53% Actually
assess at the
Chaotic Level
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5 Business Partner: Business Capacity Planning
4Service Aligned: IT Service Capacity Planning
1 Reactive: Real-Time Monitoring
2Committed: Historical Analysis
0Chaos: Clueless
3 Proactive: Resource Capacity Planning
Use “Introducing the Gartner IT Infrastructure and Operations Maturity Model” (G00147962) for guidance
Each step along the way represents increased
business value
Investment made in People, Process, Technology
Where are you?
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Defining a Capacity Management Roadmap
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GAP Analysis
• Value of capacity management questioned
• Communications within teams not aligned
• Capacity processes not documented
• Scope of capacity management not fully understood
• Capacity policy not supported by all concerned parties
• Roles and responsibilities (RACI) not created
• No visibility of future infrastructure (demand)
• No standardized format / template for monthly reporting
• No analysis from monthly capacity reports
• No virtual team established (capacity champions)
• Teams bypassing capacity management processes
• Weak CMDB (configuration management database)
• OLAs not aligned to capacity management
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Roadmap
Assessment of policies, processes, and SLAs
Reporting at various levels
Planning and strategy Cost avoidance Demand ManagementContinuous Service
Improvement
• Review current reports
• Establish virtual operational team
• Identify all data sources
• RACI based upon policy and processes
• Review SLA/OLA with service providers
• Presentation to stakeholders
• Create capacity dashboard
• Amend monthly capacity reports
• Validate data from service providers
• Identify gaps in reporting
• Review events, incidents etc.
• Exploit toolsets in environments
• Mature reporting
• Address risk assessment
• Create capacity plan
• (Ops & Strategic)
• Assess reliability and availability improvements
• Understand sources of capacity demand
• Create a draft demand calendar
• Align planning and operational growth
• Review cost savings initiatives
• Backup strategy
• Archiving/data solutions
• Storage reclamation
• Review all POCs and clean up
• Virtualization targets
• Consolidation targets
• Gather and analyze infrastructure demand
• Create visibility of project demand
• Attach cost to infrastructure required
• Re-assess progress
• Re-position
• Roadmap creation
• Communication of yearly achievements
• Review capacity plan
Timeframes are dependent on resources allocated and priorities attached to each subset.
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Assessment
Q1 Assessment of maturity of capacity management processes and review or create policies, SLAs, & OLAs
STRATEGYQ2 Create demand
calendar. ensure alignment with ITIL.
Timeline
Reporting
Q2Define reports and dashboards for capacity management
Forums Q3Review/create capacity risk management report forum
PeopleQ1
Establish and contract a virtual team across company
Review existing toolsets, data source validation, and address gaps
Q4Cost avoidance strategy and benefits realization. Create a capacity plan.
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• Projects
• Demand calendar
• Architecture designs
• Unknown demand
• Trends
• Thresholds
• Reduce timeframes
• Improve availability
• Networks
• Mainframe
• Open Systems
• Storage
• Databases
• EUC
• Datacentre
• Thresholds
• Configuration
• Alerting
• SLAs
• Availability
• Monitoring
• Licensing
• Monthly capacity reports
• Risk
• Licensing
• Cloud
• Incidents
• Monitoring
• Trending
• Manager of managers
• Infrastructure monitoring
• Off-shelf application plugins
• Availability reporting
• Service level management
• Integration with service desk
• Custom agents for integration and applications
Environments Services ReportingCapacity Planner
EvaluationCriteria
Toolset Exploitation
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Chaotic
Reactive
Proactive
Service
Value
Identify and manage
Analyze and transform
Contextualize to influence
Data Analytics Decision supportDriver
Toolset Drives Maturity
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RACI
Co
llect
Cap
acit
y
Data
Data
Co
llecti
on
17 Identify capacity metrics for collection A R C I I I I I I I I I I I I
18 Identify if appropriate tools are available for these metrics A R C I I I I I I I I I I
19Motivate/Procure and obtain approval for respective tools A R C I C C C C C C C C C C
20Maintain tools and procedures A R
21Run data collection and monitor metrics A R
22Validate data collection A R R
23Summarise historic data A R I I I I I I I I I
Evalu
ate
Cu
rren
t U
sag
e
Evalu
ate
C
ap
acit
y
Uti
lisati
on
24Define monitoring and reporting guidelines A R I I I I I I I I I I I I I
25Report on capacity and performance A R R I I I I I I I I I I I
26Analyse current system data and reports A R R C C C C C C C C
26Conduct and attend capacity risk forum A R R I I I I I I R R R R R R R
27 Identify and resolve capacity issues/risks A R R I I C C C R R R R R R R
28Communicate to service level management A R I I I I I I I I I I I I I
Evalu
ate
fu
ture r
eso
urce
req
uir
em
en
ts
Mo
dell
ing
an
d A
naly
sis
P
hase
29Gather an collect baseline data A R R C C C C C C C C
30Apply calibration (if applicable) A R
31Analyse baseline data for relevant peak periods A R
32Apply legacy and seasonal growth to baseline A R
33Apply new initiative requirements to baseline A R
34Verify growth with assumptions A R C C I C C C C C C C C C C C
35Document external factors affecting growth A R
36Analyze resource constraints and potential hot spots A R R I R R R R R R R
37Define minimum requirements A R C I I I I C R R R R R R R R
38Ascertain tuning or optimisation potential A R C I I C R R R R R R R I
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Strategic vs. Operational
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Industry Standard vs. New ITIL Methodology
• Service providers
• Network team
• End user computing team
• Mainframe team
• Open systems & storage team
• Clients
Capacity Manager–EUC Networks–Mainframe
Storage–DBA
• Service providers
• Networks team
• End user computing team
• Storage team
• Open systems
• Applications
Capacity Planner (Analyst)
OperationalApplication sizingReal-time monitoringPerformance tuningReclamation targetsGathering data
StrategicReplacement strategyLifecycle managementDashboard creationBudget cycle inputCapacity procurementMonthly MANCO reports
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ITIL Service Strategy: People Process
VS
Operational20%
Strategic80%
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• Roadmaps and tech
• Client trends & bottlenecks
• SLA breaches & roadmaps
• Demand management
• Capacity related risk
• New services
• CIO
• IT execs
• Business execs
• Senior IT managers
• SME & architects
• Service line managers
• Server & storage
• Network & mainframe
• Cloud & floor space
• Demand forecasts
• Business trans. volume
• Charge-out
• Change advisory board
• Business unit meetings
• Service delivery
• Service acceptance
• Change advisory board
• Service provider
• Risk
• Architecture
• Business one-on-one
Forums
Data Sources
Tech / Non
Agenda topics
People
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Value Add
Meetings &
Toolsets
Collect Data
Where?
NoiseReduction
Analysis
What?
Level of Maturity
Recommendation
Why?
Chaotic Reactive Proactive Service Value
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Artifacts of monitoring as a discipline in their organization
Data
Information
Knowledge
WisdomC
on
text
Understanding
Who?What?Where? When?
How?
Why?
ComponentInfrastructure
AnalysisTrends Forecast
OutcomesReportsProactive
RecommendationsValueBusiness Speak
Reporting
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Creating Value and Realizing Savings
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Opportunities for Cost Optimization
Duplication and redundancy
Dormant or outdated assets
Wasteful consumption or demand
Portfolio Management
Lifecycle Management
Capacity Management
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Why Capacity Management?
Proactive mitigation of risks
Replacement of man. processes
Informed risk exposure
Resilience
Defeat over-/under provision.
Reclaim unused resources
Automated and unified tools and processes
Efficiency
Clarity about current positions
Confid. in forecasting ability
Max. exploitation of opportunities
Agility
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Drivers of Excess Demand and Consumption
• Self-service provisioning
• Vendor estimates/recommendations taken at “face value”
• Lack of sizing guidelines and reviews
• Public cloud services treated like traditional on-premises resources
• Virtual machines rarely returned or deleted after end of life
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D
Managing Consumption and Demand
Use of standard configurations (S-M-L)
Assess feasibility, challenge assumptions
Increased customer engagement and active demand management
ReactiveProactive Investment
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ProjectionsBusiness Growth• Projection: 5%• Projection: 12%• Projection: 15%• Projection: 17%
Probability Rating
• Quarter 1: 80%• Quarter 2: 60%• Quarter 3: 50%• Quarter 4: 30%
Demand Process
Identify business unit owners
Create monthly forum for discussion
Document each business unit’s requirements
Translate business requirements into
IT requirements
Map demand to Supply
Initiate recl. strat. or procurement
strategy
Present demand report monthly
• Be present at monthly business meeting(s)
• Translate business into IT infrastructure requirements
• Present KNOWN Growth, cater for unknown growth
• Understand 3–6 months demand (IT & business)
• Highlight demand at risk and dependencies
Demand Calendar
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D
Managing Consumption and Demand
Discovery of unused or over-provisioned assets
Reclamation of resources supported by a formal policy
Close the feedback-loop to improve future estimates
ReactiveProactive Investment
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Process Flow for Reclamation
• Surveyor to identify targets based on 3-month analysis of performance metrics.
• Delete or resize virtual machine
VM Targets
• Server owner notified of pending action to server
• Opportunity to provide updates on infrastructure
SME Approval
• IT executive to ensure due process was followed
• Target list must be attached to approval email
IT Exec approval
• Approval from CAB and all potential parties informed of change
Change Advisory Board
• IT team action change request and ensure that CMDB is updates
IT team
• Report on quarterly reclamation
• Provide infrastructure charge-out model
Capacity Team
Identify Verify CAB Reclaim CMDB Monitor
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Managing Consumption and Demand
ReactiveProactive Investment
Activity-based costing: Allocating cost in relationship to actual consumption will make consumers more thoughtful about how they request resources
If charge-back is too hard to sell, start with show-back…
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Create Charge-out Model
Chargeback / Showback reporting
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Organizational thinking
Assessment
Agreement of the GAP
Defining the roadmap
Mandate to implement
Implementation Plan: Approach and Approval
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Management buy-in
Do an assessment
People , process, and technology
Strategic, not operational
Short-term demand (3–6 months)
Charge-out or show-back
Reporting and benefits
Be assertive
More analysis and less noise
In Summary