Reining in the 4 D’s of SpiralingReining in the 4 D s of SpiralingApplication Support CostsMarie Hoch, Director of APM Sol...
The 4 D’s of Spiraling App Support Costs• Disparate data• Dysfunctional systems• Demanding processesDemanding processes• D...
Disparate Data• Financial services organizations have multiple layers ofinformation– Infrastructure– Middleware– Applicati...
Disparate Data Case Study:Large U.S. Investment Bank© 2012 SL Corporation. All Rights Reserved.© 2013 SL Corporation. All ...
Disparate Data Case Study:Large U.S. Investment Bank© 2012 SL Corporation. All Rights Reserved.© 2013 SL Corporation. All ...
Disparate Data Case Study:Large U.S. Investment Bank• Eliminated Sev 1 application performance outages, quickly detectingr...
Dysfunctional Systems• Increasing reliance on experts• Junior support engineers need greater visibility in ordert b ff tit...
Dysfunctional Systems Case Study:Another Large U.S. Investment Bank© 2012 SL Corporation. All Rights Reserved.© 2013 SL Co...
Demanding (and Repetitive) ProcessesTakes an inordinate amount of time for app support teammembers to go out of the monito...
How to Rein in Cost of Demanding ProcessesAutomate manual processes such as:• Health checksHealth checks• Digging through ...
How to Rein in Cost of Demanding Processes© 2012 SL Corporation. All Rights Reserved.© 2013 SL Corporation. All Rights Res...
Divined Planning• Inability to understand state of transactions andutilization off of command line administrative utility•...
Divined Planning31,500 Data points for1 hour – Too much!© 2012 SL Corporation. All Rights Reserved.© 2013 SL Corporation. ...
How to Rein in Cost of Divined Planning• Get historical metrics over a period of time to understandusage• Gain meaningful,...
How to Rein in Cost of Divined PlanningHow many orders are in the queue?How many exceptions are in the queue?How many orde...
How to Rein in Cost of Divined PlanningAre we there yet?© 2012 SL Corporation. All Rights Reserved.© 2013 SL Corporation. ...
Thank you for your time!For more information or to set up a demo, please visit SL in booth#1513, or contact me at mhoch@sl...
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Reining in the 4 Ds of Spiraling Application Support Costs

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Financial services application support costs are often unsustainable because they rely on scaling by hiring experts. Growing systems complexity further increases the support burden. Attend this session to learn different approaches leading financial services organizations are taking to address the 4 D's of spiraling support costs:

• Disparate data – See how financial services organizations have gone from silos of monitoring data, to application-level analytics that deliver all of the information, and only the information, needed.
• Dysfunctional systems – Hear how companies are moving from a perpetually reactive state to a defined work system that allows even junior support engineers be effective.
• Demanding processes – Learn how manual processes are being automated.
• Divined planning – Discover how companies are throwing out their "crystal balls" in favor of real metrics to provide early prediction of capacity issues.

Published in: Technology, Business
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Reining in the 4 Ds of Spiraling Application Support Costs

  1. 1. Reining in the 4 D’s of SpiralingReining in the 4 D s of SpiralingApplication Support CostsMarie Hoch, Director of APM Solutions, SL Corporation© 2012 SL Corporation. All Rights Reserved.© 2013 SL Corporation. All Rights Reserved.1
  2. 2. The 4 D’s of Spiraling App Support Costs• Disparate data• Dysfunctional systems• Demanding processesDemanding processes• Divined planning© 2012 SL Corporation. All Rights Reserved.© 2013 SL Corporation. All Rights Reserved.2
  3. 3. Disparate Data• Financial services organizations have multiple layers ofinformation– Infrastructure– Middleware– Application performance• Various application support teams are creating their ownmonitoring solutions or using their own tools© 2012 SL Corporation. All Rights Reserved.© 2013 SL Corporation. All Rights Reserved.3
  4. 4. Disparate Data Case Study:Large U.S. Investment Bank© 2012 SL Corporation. All Rights Reserved.© 2013 SL Corporation. All Rights Reserved.4
  5. 5. Disparate Data Case Study:Large U.S. Investment Bank© 2012 SL Corporation. All Rights Reserved.© 2013 SL Corporation. All Rights Reserved.5
  6. 6. Disparate Data Case Study:Large U.S. Investment Bank• Eliminated Sev 1 application performance outages, quickly detectingroot cause of the application problem to meet 15 minute SLAsroot cause of the application problem to meet 15 minute SLAs• Implemented summary and in-depth dashboard views to monitor:– Cuts across monitoring silos for more than 100 apps across differentb i itbusiness units– every layer in their IT landscape– proactively detect problems• Business & technical users:Business metricsAppPerformanceInfrastructurePerformance© 2012 SL Corporation. All Rights Reserved.© 2013 SL Corporation. All Rights Reserved.6
  7. 7. Dysfunctional Systems• Increasing reliance on experts• Junior support engineers need greater visibility in ordert b ff tito be effective• Systems are not able to provide the necessaryinformation for early notification, analysis and resolutioninformation for early notification, analysis and resolutionof issues• Inability to reduce the noise and focus on issues thati h b iimpact the business© 2012 SL Corporation. All Rights Reserved.© 2013 SL Corporation. All Rights Reserved.7
  8. 8. Dysfunctional Systems Case Study:Another Large U.S. Investment Bank© 2012 SL Corporation. All Rights Reserved.© 2013 SL Corporation. All Rights Reserved.8
  9. 9. Demanding (and Repetitive) ProcessesTakes an inordinate amount of time for app support teammembers to go out of the monitoring environment to do themanual checks or reparative actions when errors arediscovered.There are costs associated with initial and ongoing trainingto understand how these checks and fixes should beperformed.© 2012 SL Corporation. All Rights Reserved.© 2013 SL Corporation. All Rights Reserved.9
  10. 10. How to Rein in Cost of Demanding ProcessesAutomate manual processes such as:• Health checksHealth checks• Digging through log filesImplement command & control functions such as:• starting and stopping processest UNIX h ll d• system or UNIX shell commands© 2012 SL Corporation. All Rights Reserved.© 2013 SL Corporation. All Rights Reserved.10
  11. 11. How to Rein in Cost of Demanding Processes© 2012 SL Corporation. All Rights Reserved.© 2013 SL Corporation. All Rights Reserved.11
  12. 12. Divined Planning• Inability to understand state of transactions andutilization off of command line administrative utility• Too many data points to extrapolate meaningfulinformation and make good decisions – “Crystal Ball”• Lack of historical trends• Lack of historical trends© 2012 SL Corporation. All Rights Reserved.© 2013 SL Corporation. All Rights Reserved.12
  13. 13. Divined Planning31,500 Data points for1 hour – Too much!© 2012 SL Corporation. All Rights Reserved.© 2013 SL Corporation. All Rights Reserved.13
  14. 14. How to Rein in Cost of Divined Planning• Get historical metrics over a period of time to understandusage• Gain meaningful, correlated views without having to goto the operations teams• Leverage trend graphs• Leverage trend graphs© 2012 SL Corporation. All Rights Reserved.© 2013 SL Corporation. All Rights Reserved.14
  15. 15. How to Rein in Cost of Divined PlanningHow many orders are in the queue?How many exceptions are in the queue?How many orders are in the retry queue?How fast are orders flowing out of the queue?How fast are orders coming into the queue?© 2012 SL Corporation. All Rights Reserved.© 2013 SL Corporation. All Rights Reserved.15
  16. 16. How to Rein in Cost of Divined PlanningAre we there yet?© 2012 SL Corporation. All Rights Reserved.© 2013 SL Corporation. All Rights Reserved.16
  17. 17. Thank you for your time!For more information or to set up a demo, please visit SL in booth#1513, or contact me at mhoch@sl.com or at +1 415-927-8510.© 2012 SL Corporation. All Rights Reserved.© 2013 SL Corporation. All Rights Reserved.17
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