ITSM consultant – what is that?? Pepperweed Consulting – company intro At Pepperweed, we have two key practice areas: Enterprise Management and ITSM Core competency – end to end ITSM implementations from design to implementation and thus, we are very happy to be invited to speak at this event about the stuff that we, at Pepperweed, are passionate about.
Part 1 of agenda: short intro to ITIL (15 mins) Part 2 of agenda: focus on the ITIL framework for IT Capacity Management - strategic view of Capacity Mgmt; not tactical/operational (30 mins) Lots going on in the marketplace; lots of acronyms Sarbanes Oxley audits have forced a lot of companies to carefully examine their IT operations and underlying processes How many people here familiar with ITIL? How many are actually involved in ITIL implementations? How many are people whose companies are dealing with SARBOX audits?
ITIL Best practices are a set of ten processes split into the Service Support and Service Delivery aspects of IT management Originated in the Netherlands well over 10 years ago and has now gained international recognition as the main standard for quality IT operations; it is now ISO certified ITSM refers to the underlying process governance model for ITIL best practices; inputs, outputs, roles and responsibilities some of you may be familiar with itSMf and local interest groups all over the US and worldwide COBIT is a metric based auditing framework which is not specific to IT Many companies are using ITIL to support the implementation of COBIT ITIL helps in the “Delivery and Support” aspect of the four main COBIT steps ITIL addresses the need for repeatable IT processes to conform to SOX requirements All these tools are emerging and being implemented because of the need for more predictability, more consistency and ultimately more DATA and thereby induce a more proactive management approach in the IT world
Service Support processes – those that are most client facing and directly support the user base Service Delivery processes – not as transparent and facilitate the delivery of the services Short intro to each process Diagram slightly modified to show supplier processes and security management We find that most companies are still in the process of implementing ITIL at the service support level It is difficult to implement effective service delivery processes without fairly mature support processes like change and configuration management
Recognized by the ISO, BSO 15000, SOX Integrates people, process and technology to break SILO thinking Increases repeatability and thereby generates consistent data More proactive management of resources, more data on resources allows for better utilization Better service levels increases IT staff morale Increases predictability in processes and data allows for better planning; empowers IT staff to be more responsive Next segment on Capacity management will exemplify how ITIL improves response rates
We have come full-circle in the IT industry to have distributed infrastructures with centralized management. ITIL advocates capacity management for the host, network and client environments Usually, the latter are not in scope when doing capacity planning and are thought of in the first week of an application going live or during customer acceptance. Opportunities in the distributed environment: Lower unit costs, more units to upgrade and opportunities to achieve economies of scale Refresh Policies are a way to proactively manage capacity at a desktop level Which components to upgrade i.e. more memory, faster storage devices, faster processors, greater bandwidth When to upgrade i.e. how to avoid expensive over capacity or bottlenecks, inconsistent performance How much to upgrade i.e. capacity management feed into budgetary cycles to enable planned investment Challenges in the Network and Client environment: MORE VULNERABILITY! Higher risk of new application failures thus the need to involve capacity planning in the application development and planning cycle Greater customer perception that IT fails to deliver again Greater financial losses for the business due to application failures increased globalization has led to widely spread user bases more need for system integration Reactive and more expensive problem management for capacity related incidents
ITIL provides a framework to achieve this goal
“Cost Justifiable” means proactively planned, business driven investment in capacity decisions “HR” – only where a lack of human resources could result in a delay in end-to-end response times e.g. manual overnight backups
Client example: Wanted to implement a Utility model to manage capacity investments Obtained annual and 3 year business plans from each business unit and mapped these to specific IT services Looked at the configuration items involved in the service delivery; determined growth requirements which should be included in future budgets Immediately set thresholds on Openview server agents that trigger alarms when service requirements are threatened This example leads us into the next slide where we talk about the 3 sub-processes within Capacity Management.
Pretty complicated diagram – quite simple; there is a method to the madness! Service and Resource Capacity management are relatively easy concepts to grasp but Business Capacity Management needs some elaboration. Business Capacity Management ensures that future business requirements of IT services are considered and understood . This means that sufficient capacity to support the services is planned and implemented in an appropriate timescale. Involving capacity management in the SLM and Change processes right when new service requirements are being identified for the business Service capacity management identifies and understands the IT Services, their configuration, working patterns, peaks and troughs Focus is on end-to-end service performance as determined in the SLAs Resource capacity management focuses on the capacity utilization of each of the component parts in the IT infrastructure Resource optimization for processors, memory, disks, network bandwidth, network connections ON-GOING ACTIVITIES Monitoring: Monitoring at a resource and service level; setting thresholds against SLAs Specific to OS, hardware, applications etc Tools can be included within HW/SW product or part of a larger systems management toolset Analysis of issues such as workload distribution, locking strategies, application design, transaction rates, memory usage ST and LT Demand Management is the deliberate influence by IT on demand for a computing resource either due to the failure of a resource or when it is difficult to justify an expensive upgrade. Use cautiously and keep the business informed Central repository of capacity related data - CDB Modeling is about trend analysis, pilot studies, prototyping and benchmarking; Ask “what if” questions Trending is still inaccurate and it is more expensive to build in a buffer than to perform a more accurate capacity forecasting analysis Application Sizing estimates the resource requirements to support a proposed application change or new application
Response times can be monitored and measured by: Incorporating specific code within client and server applications software Using robotic scripted systems with terminal emulation SW Using distributed agent monitoring SW Using specific passive monitoring systems for a sample of client systems
Spoke earlier about the need for mature support processes like Change Management to improve delivery processes like Capacity management Can the Change process properly assess the effect of any change on available capacity? Can the problem management process properly diagnose the underlying cause of the incidents caused by poor performance? Pre-empt performance problems by taking the necessary actions before problems occur.
Service availability requirements determine how much capacity we need and thus provides the financial justification for capacity investment decisions When a new service is implemented, can the SLM process be assured that the service level requirements of the service are achievable without impacting other service SLAs? Capacity management verifies new SLRs Can the Service Continuity process determine the capacity requirements of the key business processes? Close relationship between Availability and Capacity
Living document Document current challenges, service levels, service provisions (memory, storage space, transfer rates, processor usage, network usage, trends This can be implemented even at a service level
Process Ownership Various governance structures around the management of capacity We are seeing companies trying to consolidate distributed, decentralized capacity management pockets into processes at the Business, Service and Resource levels Organizing the people around the process is what enables us to look at our ultimate ITIL vision or nirvana…
A lot of data that has to be derived, synthesized, analyzed and disseminated
Capacity Management – The ITIL Way Vaishali Joshi ITSM Consultant
Investment focus on overall corporate requirements
Need to plan for growth with business forecasts
Proactive capacity management (what, when and how much to upgrade?)
Today’s world of capacity management requires a strategic, planned, holistic approach… CENTRALIZED DISTRIBUTED
‘ The dotcom meltdown demonstrated the dangers of building networks to dubious over-rated forecasts or philosophical visions. Networks should only be built to customer demand , which is difficult but achievable.'‘ - Andy Bolton, CEO, Capacitas, Ltd WHAT HAVE WE LEARNED?
Ad hoc/Cumulative Impact of Proposed Changes on capacity
FSC Capacity requirements planning for new releases (response times, storage requirements, LAN traffic) Capacity Audits CDB updates Asset change recommendations CI Attributes SUPPORT PROCESS INTERDEPENDENCIES Change Mgmt Problem Mgmt Incident Mgmt Release Mgmt
Capacity Mgmt Availability Mgmt IT Service Continuity Mgmt SLM SLAs, OLAs, SLRs Budgets/actual variances Procurement req /Usage profiles Capacity requirements for recovery options Recovery options DELIVERY PROCESS INTERDEPENDENCIES Performance reports Financial Mgmt