The document discusses how to perform capacity planning in three steps:
1. Determine service level requirements by defining workloads, units of work, and expected service levels.
2. Analyze current capacity by measuring service levels, resource usage, and workload impacts to identify constraints.
3. Plan for the future by forecasting changes and ensuring sufficient capacity through configuration changes.
Real-world examples are provided using a scheduling application and TeamQuest performance tools.
The document discusses capacity planning, which is determining the production capacity needed by an organization to meet changing demands while meeting service level agreements. It outlines the overall capacity planning process, including identifying SLAs, analyzing current baseline capacity, forecasting future capacity needs, and adding capacity through lead, lag, or match strategies. The key steps discussed are identifying SLAs, analyzing current capacity, workload forecasting, performance modeling, and adding capacity as needed through a match strategy. Various capacity planning models and considerations are also mentioned.
Tools for capacity planning, measurement of capacity, capacity planning processRohan Monis
Southwest Airlines is known for its efficient capacity planning process. They carefully forecast demand and calculate the optimal fleet size to meet demand. They use simulation models to determine the ideal capacity cushion to account for variability in demand. If simulations show demand will exceed capacity, Southwest will lease additional planes on a short-term basis to avoid turning customers away. This flexible approach has allowed Southwest to consistently meet demand while maximizing efficiency.
The document discusses various concepts related to capacity management. It defines capacity and explains strategic capacity planning. It discusses different time horizons for capacity planning - long range, intermediate range, and short range. It explains concepts like capacity utilization, best operating level, economies and diseconomies of scale. It also covers learning curves, types of learning, decision trees, and considerations for capacity analysis and determining capacity requirements. Finally, it discusses some key differences for capacity planning for services compared to manufacturing.
Capacity planning involves determining the production capacity needed to meet demand. Key questions in capacity planning include determining the type, amount, timing, and location of capacity required. Maintaining the proper balance between capacity and demand is important to control costs and ensure customer needs are met. Various strategies such as incremental expansion, outsourcing, and demand management can be used to match capacity with fluctuating demand levels over time.
The document discusses different types of capacities for production facilities: designed/rated capacity is the maximum output achievable under ideal conditions; planned capacity accounts for expected downtime and is lower than designed capacity; demonstrated capacity is the actual average output achieved over time, which may differ from planned capacity due to factors like product mix, machine health, and quality issues. Load refers to the scheduled or actual work released for production, whereas capacity is the maximum output a facility can produce.
Capacity planning is the process of determining the production capacity needed to meet changing demand. It involves assessing existing capacity, forecasting future needs, identifying options to modify capacity, evaluating alternatives, and selecting the best option. Measures of capacity include design capacity which is the maximum output rate, and effective capacity which accounts for downtime. Capacity planning considers options over different time horizons and aims to balance utilization and efficiency.
This document discusses capacity planning and control. It defines capacity as the maximum amount of work an organization can perform over a given period of time. Key aspects of capacity planning include measuring demand through forecasting, identifying alternative capacity plans like maintaining a constant level, chasing demand, or managing demand, and choosing the most appropriate plan. The document also covers measuring and improving capacity, dealing with seasonality, and using tools like cumulative representation and queuing theory to evaluate different capacity strategies.
1. Capacity planning involves estimating current capacity, forecasting future capacity needs, identifying options to meet needs, and selecting sources of additional capacity.
2. Capacity can be measured using output rate, input rate, capacity utilization percentage, or capacity cushion and is important for meeting demands, costs, competitiveness, and planning.
3. The document discusses definitions of capacity, the capacity planning process, measurements of capacity, forecasting demands, and considerations for evaluating capacity alternatives.
The document discusses capacity planning, which is determining the production capacity needed by an organization to meet changing demands while meeting service level agreements. It outlines the overall capacity planning process, including identifying SLAs, analyzing current baseline capacity, forecasting future capacity needs, and adding capacity through lead, lag, or match strategies. The key steps discussed are identifying SLAs, analyzing current capacity, workload forecasting, performance modeling, and adding capacity as needed through a match strategy. Various capacity planning models and considerations are also mentioned.
Tools for capacity planning, measurement of capacity, capacity planning processRohan Monis
Southwest Airlines is known for its efficient capacity planning process. They carefully forecast demand and calculate the optimal fleet size to meet demand. They use simulation models to determine the ideal capacity cushion to account for variability in demand. If simulations show demand will exceed capacity, Southwest will lease additional planes on a short-term basis to avoid turning customers away. This flexible approach has allowed Southwest to consistently meet demand while maximizing efficiency.
The document discusses various concepts related to capacity management. It defines capacity and explains strategic capacity planning. It discusses different time horizons for capacity planning - long range, intermediate range, and short range. It explains concepts like capacity utilization, best operating level, economies and diseconomies of scale. It also covers learning curves, types of learning, decision trees, and considerations for capacity analysis and determining capacity requirements. Finally, it discusses some key differences for capacity planning for services compared to manufacturing.
Capacity planning involves determining the production capacity needed to meet demand. Key questions in capacity planning include determining the type, amount, timing, and location of capacity required. Maintaining the proper balance between capacity and demand is important to control costs and ensure customer needs are met. Various strategies such as incremental expansion, outsourcing, and demand management can be used to match capacity with fluctuating demand levels over time.
The document discusses different types of capacities for production facilities: designed/rated capacity is the maximum output achievable under ideal conditions; planned capacity accounts for expected downtime and is lower than designed capacity; demonstrated capacity is the actual average output achieved over time, which may differ from planned capacity due to factors like product mix, machine health, and quality issues. Load refers to the scheduled or actual work released for production, whereas capacity is the maximum output a facility can produce.
Capacity planning is the process of determining the production capacity needed to meet changing demand. It involves assessing existing capacity, forecasting future needs, identifying options to modify capacity, evaluating alternatives, and selecting the best option. Measures of capacity include design capacity which is the maximum output rate, and effective capacity which accounts for downtime. Capacity planning considers options over different time horizons and aims to balance utilization and efficiency.
This document discusses capacity planning and control. It defines capacity as the maximum amount of work an organization can perform over a given period of time. Key aspects of capacity planning include measuring demand through forecasting, identifying alternative capacity plans like maintaining a constant level, chasing demand, or managing demand, and choosing the most appropriate plan. The document also covers measuring and improving capacity, dealing with seasonality, and using tools like cumulative representation and queuing theory to evaluate different capacity strategies.
1. Capacity planning involves estimating current capacity, forecasting future capacity needs, identifying options to meet needs, and selecting sources of additional capacity.
2. Capacity can be measured using output rate, input rate, capacity utilization percentage, or capacity cushion and is important for meeting demands, costs, competitiveness, and planning.
3. The document discusses definitions of capacity, the capacity planning process, measurements of capacity, forecasting demands, and considerations for evaluating capacity alternatives.
Capacity planning involves determining the production capacity needed by an organization to meet demand. It considers both short-term and long-term managerial planning and control of resources. Key aspects of capacity planning include designing facilities to accommodate large changes in long-term demand, making limited adjustments for seasonal fluctuations using methods like inventory control and adjusting workforce size, and making finer short-term adjustments to meet random demand changes. Effective capacity planning requires evaluating factors like technology, costs, flexibility, and demand uncertainty when selecting optimal plant sizes and production levels.
Capacity planning is the process of determining a company's production capacity needed to meet changing demands. It involves determining the type, amount, and timing of capacity required. Key decisions include selecting the appropriate level and flexibility of facilities while maintaining balance. The process includes estimating future needs, evaluating existing capacity, identifying alternatives, analyzing costs, assessing qualitative factors, selecting an alternative, and monitoring results. Efficiency and utilization are measured by comparing actual output to effective and design capacities. Economies and diseconomies of scale affect costs based on output levels. Cost-volume analysis examines the relationships between costs, revenues, and profits at different volumes.
This document discusses capacity planning. It defines capacity as the maximum output or load that a system can handle. Capacity planning determines the capacity needs of a system based on factors like demand, timing, quality and location. It involves determining design capacity, effective capacity, and actual output. The document outlines factors that affect effective capacity and lists steps for conducting capacity planning like estimating requirements, evaluating alternatives, and monitoring results.
This document discusses capacity and inventory management. It covers topics like capacity management, factors that impact capacity, capacity forecasting, modifying capacity, selecting capacity. It also discusses inventory management, reasons for inventory, inventory types, costs, EOQ model, reorder point/level, and ABC analysis for classifying inventory items. The key aspects of managing both capacity and inventory effectively are identified.
The document discusses capacity planning, which involves determining a firm's overall level of resources to meet demand. It is a long-term strategic decision that affects costs, customer responsiveness and competitiveness. The goal is to minimize discrepancies between capacity and demand through better utilization of existing capacity. Capacity can be measured using input or output metrics. Firms must consider expansion strategies like leading, lagging or averaging capacity relative to demand over time. Evaluating alternatives involves forecasting requirements, developing options, and selecting the best approach based on factors like economies of scale.
The document discusses capacity planning and outlines the key steps involved which are: defining capacity, determining capacity requirements, developing capacity alternatives, and evaluating capacity alternatives. It defines different types of capacity and how to measure it. Factors that determine effective capacity are also examined. Demand patterns and fluctuations are important to consider when determining short and long-term capacity requirements. Quantitative techniques like cost-volume analysis can be used to evaluate capacity alternatives from an economic standpoint.
Strategic capacity planning for products and servicesgerlyn bonus
This document discusses strategic capacity planning for products and services. It defines key capacity planning terms like design capacity, effective capacity, and actual output. It discusses factors that determine effective capacity such as facilities, products, processes, human factors, and external factors. The document outlines the capacity planning process, including estimating future capacity needs, evaluating existing capacity, identifying alternatives, and implementing solutions. It also discusses challenges in planning service capacity and tools for analysis like cost-volume analysis and financial analysis.
The document discusses various capacity planning concepts including defining capacity, capacity considerations, managing demand, capacity planning processes, and applying decision trees and net present value analysis to capacity decisions. It provides learning objectives on capacity related terms and explains approaches to matching capacity to demand such as adjusting staffing, equipment, production methods, or product redesign.
The document discusses capacity planning, which involves determining the production capacity needed by an organization to meet changing demand. It covers determining current and future capacity needs, identifying options to modify capacity, and addressing imbalances between demand and capacity. Short-term adjustments and long-term responses are discussed. Models like present value analysis, aggregate planning, and decision trees can be useful for capacity planning. Economies of scale and concepts like efficiency and utilization are also summarized.
This document provides an overview of capacity management processes and concepts. It discusses key ITIL processes like incident management, problem management, change management and others. It then focuses on capacity management, describing the different levels of capacity planning from business to service to component. The document outlines the key activities, roles and artifacts of a capacity management process. It also discusses concepts like capacity planning, storage capacity planning and capacity models.
This document discusses capacity planning and identifies key aspects of evaluating capacity requirements and plans. It describes measuring customer demand through forecasts and measuring current organizational capacity levels. It then evaluates three approaches to capacity planning: level capacity which fixes capacity at a constant level; chase demand which adjusts capacity to match fluctuating demand; and demand management which attempts to adjust demand to meet available capacity through strategies like varying price, marketing efforts, or an appointment system.
The document discusses capacity planning and management. It defines key terms like capacity, bottlenecks, utilization, and throughput. It outlines factors that determine effective capacity like facilities, processes, supply chain management and more. It discusses Eliyahu Goldratt's Theory of Constraints and how to identify, utilize, and elevate the constraint to improve the system. Common capacity planning strategies like leading, following and tracking capacity are also summarized. The document is intended to help participants plan capacity in their own areas and plants.
Capacity planning is determining the production capacity needed by a company to meet changing demands. It involves calculating the maximum output that can be produced with available resources, measuring capacity in units, and linking it to workforce planning. Capacity must account for seasonal or unexpected demand changes. There are three types of capacity considered: potential, immediate, and effective. Proper capacity planning ensures a company can meet customer requirements over time.
The document discusses capacity and availability management in IT and ITES services. It defines capacity as the maximum amount of service or requests a system can handle, and availability as the degree to which a service is accessible when needed. An example is provided of a call center whose capacity needs to increase to meet growing demand from clients. Good practices for capacity and availability management include periodically predicting demand, planning capacity to meet it, ensuring capacity is provided as planned, and studying the overall system performance.
Capacity planning is a long-term decision that establishes a firm's overall level of resources. Capacity decisions affect the production lead time, customer responsiveness, operating cost and company ability to compete. Inadequate capacity planning can lead to the loss of the customer and business. Excess capacity can drain the company's resources and prevent investments into more lucrative ventures. The question of when capacity should be increased and by how much are the critical decisions. Failure to make these decisions correctly can be especially damaging to the overall performance when time delays are present in the system.
The document discusses capacity planning for products and services. It explains key concepts like capacity, effective capacity, and utilization. It also outlines factors to consider when developing capacity alternatives and approaches for evaluating alternatives, including cost-volume analysis, break-even analysis, financial analysis, and waiting-line analysis. The goal of capacity planning is to determine the appropriate level and timing of capacity to meet future demand in a cost-effective manner.
The document outlines steps for establishing formal capacity management in an organization. It argues that real-time monitors are a waste of time and advocates for a proactive approach using tools that can predict potential problems in advance. The key things needed are senior management commitment, process definition, and the right people and tools. Things that help are tracking performance and resource consumption over time and obtaining business information to translate workload forecasts into resource needs.
The document outlines steps for establishing formal capacity management in an organization. It argues that real-time monitors are a waste of time and advocates for a proactive approach using tools that can predict potential problems in advance. The key things needed are senior management commitment, process definition, and the right people and tools. Things that don't help include relying only on threshold alerts, dashboards that update too frequently, and disconnected users and suppliers.
Capacity planning involves determining the production capacity needed by an organization to meet demand. It considers both short-term and long-term managerial planning and control of resources. Key aspects of capacity planning include designing facilities to accommodate large changes in long-term demand, making limited adjustments for seasonal fluctuations using methods like inventory control and adjusting workforce size, and making finer short-term adjustments to meet random demand changes. Effective capacity planning requires evaluating factors like technology, costs, flexibility, and demand uncertainty when selecting optimal plant sizes and production levels.
Capacity planning is the process of determining a company's production capacity needed to meet changing demands. It involves determining the type, amount, and timing of capacity required. Key decisions include selecting the appropriate level and flexibility of facilities while maintaining balance. The process includes estimating future needs, evaluating existing capacity, identifying alternatives, analyzing costs, assessing qualitative factors, selecting an alternative, and monitoring results. Efficiency and utilization are measured by comparing actual output to effective and design capacities. Economies and diseconomies of scale affect costs based on output levels. Cost-volume analysis examines the relationships between costs, revenues, and profits at different volumes.
This document discusses capacity planning. It defines capacity as the maximum output or load that a system can handle. Capacity planning determines the capacity needs of a system based on factors like demand, timing, quality and location. It involves determining design capacity, effective capacity, and actual output. The document outlines factors that affect effective capacity and lists steps for conducting capacity planning like estimating requirements, evaluating alternatives, and monitoring results.
This document discusses capacity and inventory management. It covers topics like capacity management, factors that impact capacity, capacity forecasting, modifying capacity, selecting capacity. It also discusses inventory management, reasons for inventory, inventory types, costs, EOQ model, reorder point/level, and ABC analysis for classifying inventory items. The key aspects of managing both capacity and inventory effectively are identified.
The document discusses capacity planning, which involves determining a firm's overall level of resources to meet demand. It is a long-term strategic decision that affects costs, customer responsiveness and competitiveness. The goal is to minimize discrepancies between capacity and demand through better utilization of existing capacity. Capacity can be measured using input or output metrics. Firms must consider expansion strategies like leading, lagging or averaging capacity relative to demand over time. Evaluating alternatives involves forecasting requirements, developing options, and selecting the best approach based on factors like economies of scale.
The document discusses capacity planning and outlines the key steps involved which are: defining capacity, determining capacity requirements, developing capacity alternatives, and evaluating capacity alternatives. It defines different types of capacity and how to measure it. Factors that determine effective capacity are also examined. Demand patterns and fluctuations are important to consider when determining short and long-term capacity requirements. Quantitative techniques like cost-volume analysis can be used to evaluate capacity alternatives from an economic standpoint.
Strategic capacity planning for products and servicesgerlyn bonus
This document discusses strategic capacity planning for products and services. It defines key capacity planning terms like design capacity, effective capacity, and actual output. It discusses factors that determine effective capacity such as facilities, products, processes, human factors, and external factors. The document outlines the capacity planning process, including estimating future capacity needs, evaluating existing capacity, identifying alternatives, and implementing solutions. It also discusses challenges in planning service capacity and tools for analysis like cost-volume analysis and financial analysis.
The document discusses various capacity planning concepts including defining capacity, capacity considerations, managing demand, capacity planning processes, and applying decision trees and net present value analysis to capacity decisions. It provides learning objectives on capacity related terms and explains approaches to matching capacity to demand such as adjusting staffing, equipment, production methods, or product redesign.
The document discusses capacity planning, which involves determining the production capacity needed by an organization to meet changing demand. It covers determining current and future capacity needs, identifying options to modify capacity, and addressing imbalances between demand and capacity. Short-term adjustments and long-term responses are discussed. Models like present value analysis, aggregate planning, and decision trees can be useful for capacity planning. Economies of scale and concepts like efficiency and utilization are also summarized.
This document provides an overview of capacity management processes and concepts. It discusses key ITIL processes like incident management, problem management, change management and others. It then focuses on capacity management, describing the different levels of capacity planning from business to service to component. The document outlines the key activities, roles and artifacts of a capacity management process. It also discusses concepts like capacity planning, storage capacity planning and capacity models.
This document discusses capacity planning and identifies key aspects of evaluating capacity requirements and plans. It describes measuring customer demand through forecasts and measuring current organizational capacity levels. It then evaluates three approaches to capacity planning: level capacity which fixes capacity at a constant level; chase demand which adjusts capacity to match fluctuating demand; and demand management which attempts to adjust demand to meet available capacity through strategies like varying price, marketing efforts, or an appointment system.
The document discusses capacity planning and management. It defines key terms like capacity, bottlenecks, utilization, and throughput. It outlines factors that determine effective capacity like facilities, processes, supply chain management and more. It discusses Eliyahu Goldratt's Theory of Constraints and how to identify, utilize, and elevate the constraint to improve the system. Common capacity planning strategies like leading, following and tracking capacity are also summarized. The document is intended to help participants plan capacity in their own areas and plants.
Capacity planning is determining the production capacity needed by a company to meet changing demands. It involves calculating the maximum output that can be produced with available resources, measuring capacity in units, and linking it to workforce planning. Capacity must account for seasonal or unexpected demand changes. There are three types of capacity considered: potential, immediate, and effective. Proper capacity planning ensures a company can meet customer requirements over time.
The document discusses capacity and availability management in IT and ITES services. It defines capacity as the maximum amount of service or requests a system can handle, and availability as the degree to which a service is accessible when needed. An example is provided of a call center whose capacity needs to increase to meet growing demand from clients. Good practices for capacity and availability management include periodically predicting demand, planning capacity to meet it, ensuring capacity is provided as planned, and studying the overall system performance.
Capacity planning is a long-term decision that establishes a firm's overall level of resources. Capacity decisions affect the production lead time, customer responsiveness, operating cost and company ability to compete. Inadequate capacity planning can lead to the loss of the customer and business. Excess capacity can drain the company's resources and prevent investments into more lucrative ventures. The question of when capacity should be increased and by how much are the critical decisions. Failure to make these decisions correctly can be especially damaging to the overall performance when time delays are present in the system.
The document discusses capacity planning for products and services. It explains key concepts like capacity, effective capacity, and utilization. It also outlines factors to consider when developing capacity alternatives and approaches for evaluating alternatives, including cost-volume analysis, break-even analysis, financial analysis, and waiting-line analysis. The goal of capacity planning is to determine the appropriate level and timing of capacity to meet future demand in a cost-effective manner.
The document outlines steps for establishing formal capacity management in an organization. It argues that real-time monitors are a waste of time and advocates for a proactive approach using tools that can predict potential problems in advance. The key things needed are senior management commitment, process definition, and the right people and tools. Things that help are tracking performance and resource consumption over time and obtaining business information to translate workload forecasts into resource needs.
The document outlines steps for establishing formal capacity management in an organization. It argues that real-time monitors are a waste of time and advocates for a proactive approach using tools that can predict potential problems in advance. The key things needed are senior management commitment, process definition, and the right people and tools. Things that don't help include relying only on threshold alerts, dashboards that update too frequently, and disconnected users and suppliers.
This document discusses the principles and steps for designing a workload to test the performance and scalability of a web application. It outlines defining metrics, designing operations and their mix, scaling rules, and generating representative data. The goal is to create a workload that is predictable, repeatable, and scalable to emulate real usage and identify bottlenecks. A 3-page sample web application is used to demonstrate the design process.
This document compares different workflow scheduling algorithms in cloud computing. It first introduces workflow management systems and their components like workflow design, structure, models and composition. It then discusses workflow scheduling including architectures, transformation approaches, strategies and task clustering techniques. Four scheduling algorithms - First Come First Serve (FCFS), Min-min, Max-min and Minimum Completion Time (MCT) - are described and their performance is evaluated using simulation on two datasets. The results show that the Max-min algorithm achieves the lowest makespan and total cost compared to the other algorithms.
WP107 How Data Center Management Software Improves Planning and Cuts OPEXSE_NAM_Training
Modern data center infrastructure management software tools can help simplify operations, cut costs, and speed up information delivery in three key ways:
1. Planning tools simulate the impact of infrastructure changes to help with capacity planning and ensure redundancy.
2. Operations tools provide rapid impact analysis when issues arise and can proactively prevent downtime.
3. Analytics tools leverage historical data to identify strengths and weaknesses to improve future performance.
System analysis and design involves analyzing existing systems to determine if replacing or upgrading would make operations more useful, productive and profitable. It aims to specify computing system tasks in detail so programmers can develop an efficient system. Key activities include analyzing organizational data processing needs, deciding what the computing system should do, and ensuring the developed system works efficiently.
Reengineering involves improving existing software or business processes by making them more efficient, effective and adaptable to current business needs. It is an iterative process that involves reverse engineering the existing system, redesigning problematic areas, and forward engineering changes by implementing a redesigned prototype and refining it based on feedback. The goal is to create a system with improved functionality, performance, maintainability and alignment with current business goals and technologies.
This document discusses performance engineering and global software development. It describes Infosys' approach which combines performance engineering practices with client delivery experience. This includes workload and performance modeling, benchmarking, tuning, and optimization methodologies to deliver high-performance systems with reduced costs and timelines. The key aspects of the approach are system requirements, modeling, performance testing and benchmarking, and optimization and tuning.
EFFICIENT SCHEDULING STRATEGY USING COMMUNICATION AWARE SCHEDULING FOR PARALL...ijdpsjournal
In the area of Computer Science, Parallel job scheduling is an important field of research. Finding a best
suitable processor on the high performance or cluster computing for user submitted jobs plays an
important role in measuring system performance. A new scheduling technique called communication aware
scheduling is devised and is capable of handling serial jobs, parallel jobs, mixed jobs and dynamic jobs.
This work focuses the comparison of communication aware scheduling with the available parallel job
scheduling techniques and the experimental results show that communication aware scheduling performs
better when compared to the available parallel job scheduling techniques.
A HYPER-HEURISTIC METHOD FOR SCHEDULING THEJOBS IN CLOUD ENVIRONMENTieijjournal1
Currently cloud computing has turned into a promising technology and has become a great key for
satisfying a flexible service oriented , online provision and storage of computing resources and user’s
information in lesser expense with dynamism framework on pay per use basis.In this technology Job
Scheduling Problem is acritical issue. For well-organizedmanaging and handling resources,
administrations, scheduling plays a vital role. This paper shares out the improved Hyper- Heuristic
Scheduling Approach to schedule resources, by taking account of computation time and makespan with two
detection operators. Operators are used to select the low-level heuristics automatically. Conditional
Revealing Algorithm (CRA)idea is applied for finding the job failures while allocating the resources. We
believe that proposed hyper-heuristic achieve better results than other individual heuristics
A HYPER-HEURISTIC METHOD FOR SCHEDULING THEJOBS IN CLOUD ENVIRONMENTieijjournal
The document proposes a hyper-heuristic method for scheduling jobs in a cloud environment. It combines two low-level heuristics - Ant Colony Optimization and Particle Swarm Optimization - and uses two operators, intensification and diversity revealing, to select the heuristics. It also uses a conditional revealing operator to identify job failures while allocating resources. The hyper-heuristic aims to achieve better results than individual heuristics in terms of lower makespan time.
This document provides guidance on estimating the effort required for a software development project. It discusses estimating human effort by rating functions as easy, medium, hard, or complex and assigning effort estimates in days. Additional activities like analysis, design, and testing are estimated as percentages of the build effort. Hardware requirements like processor power, disk space, and RAM are also addressed at a high level. The overall message is that project estimation is imprecise but essential, and estimates should be revisited regularly as more information becomes available.
The document discusses a project that proposes a heuristic algorithm for efficient task scheduling and resource allocation in cloud computing environments. It uses real scientific workflows as input tasks and compares the turnaround and response times to other frameworks, finding the proposed algorithm performs better. The algorithm aims to maximize resource utilization, including CPU, memory, and bandwidth, obtaining the highest utilization results for these computing resources.
High Dimensionality Structures Selection for Efficient Economic Big data usin...IRJET Journal
This document proposes a new framework for efficient analysis of high-dimensional economic big data using feature selection and k-means clustering algorithms. It introduces challenges in analyzing large volumes of economic data with high dimensionality. The framework combines methods for economic feature selection and model construction to identify patterns for economic development. It uses novel data preprocessing, distributed feature identification to select important indicators, and new econometric models to capture hidden patterns for economic analysis. The results on economic data sets demonstrate superior performance of the proposed methods.
This document discusses the challenges cloud providers face in managing the performance of enterprise applications deployed in the cloud. It outlines how queuing models can be used to analyze application performance, identify bottlenecks, determine optimal resource allocation, and ensure performance meets SLAs. The key points are:
1) Cloud providers must monitor application workloads, characterize transactions and usage patterns, and plan capacity based on changing demands.
2) Queuing models can simulate application behavior under different workloads and help size resources needed to meet performance targets.
3) Both hardware and software bottlenecks must be identified and addressed, as insufficient tuning parameters can impact performance more than hardware capacity.
This document discusses and compares various load balancing techniques in cloud computing. It begins by introducing load balancing as an important issue in cloud computing for efficiently scheduling user requests and resources. Several load balancing algorithms are then described, including honeybee foraging algorithm, biased random sampling, active clustering, OLB+LBMM, and Min-Min. Metrics for evaluating and comparing load balancing techniques are defined, such as throughput, overhead, fault tolerance, migration time, response time, resource utilization, scalability, and performance. The algorithms are then analyzed based on these metrics.
Solving enterprise applications performance puzzles queuing models to the r...Leonid Grinshpan, Ph.D.
This document discusses how queuing models can help troubleshoot performance issues in enterprise applications. It presents an overview of queuing models that emulate performance bottlenecks and help visualize causes and consequences. Key points covered include how queuing models map applications to hardware components, identify CPU and I/O bottlenecks, and evaluate how configuration changes like adding resources can address bottlenecks. Real-world workload specifications and their impact on tuning decisions are also examined.
A Virtual Machine Resource Management Method with Millisecond PrecisionIRJET Journal
This document proposes a virtual machine resource management method with millisecond precision for efficient resource utilization in cloud computing environments. It describes monitoring resource usage, de-provisioning idle tasks to reduce waste, and prioritizing job scheduling based on resource needs and priority. The method aims to guarantee high resource utilization and 99% operation timing for time-critical industrial systems using cloud computing platforms. Experimental results showed the proposed method achieved better CPU utilization and ensured timing for industrial processes compared to conventional resource management approaches.
IBM Systems and Technology Group Executive Brief Power Systems The Value of Virtualized Consolidation Effortlessly balance workloads, easily meet business demands with IBM POWER7 Systems More data, more applications, less utilization Table of Contents 1 More data, more applications, less utilization 1 Smarter systems to meet workload demands 2 The advantages of virtualized consolidation 4 More performance, less consumption 4 Smarter systems: delivering capacity and scalability when you need it
Vendor Selection Matrix - Capacity Management - Top 15 Vendors in 2016TeamQuest Corporation
Independent analyst report on the top 15 vendors in capacity management software and SaaS. More than 1300 IT buyers of capacity management software were surveyed and more than 20,000 data points collected and evaluated. Vendors are ranked in terms of:
*Vision & Go-To-Market
*Innovation & Partner Ecosystem
*Company Viability & Execution Capabilities
*Differentiation & USP
*Breadth & Depth of Solution Offering
*Market Share & Growth
*Customer Satisfaction & Mindshare
*Price vs Value
TeamQuest was ranked #2 overall and has the highest scores for customer satisfaction and price vs value in the industry.
Eliminate Turbulence Between IT and the Business with Business Value DashboardsTeamQuest Corporation
Learn how to communicate IT’s value to business stakeholders. Gain an understanding of business value metrics (BVM) and how to leverage BVMs to translate operational data into business-driving information. Discover how to use Business Value Dashboards (BVD) to add context, algorithms, and business dimensions to IT data. Learn best practices for managing your BVD to align with the business long-term. Give executives the answers they need – clearly displayed, anytime, anywhere – to drive results.
IT Maturity: Lady Gaga and her Effect on Infrastructure Performance and Capac...TeamQuest Corporation
TeamQuest shares a story about the power of Lady Gaga and her Little Monsters on your infrastructure. See how you can combine your performance and capacity capabilities to mitigate risk, keep your website and services running, and gain the confidence of the business.
Adopt more mature processes to increase agility, increase efficiency, and be competitive. Your tools must help you observe your environment, resolve problems fast, predict upcoming hiccups, and guide your decisions so you can balance performance, cost and risk.
The maturity model can help you with virtual machine management, cloud deployment, infrastructure planning and monitoring.
Visit the TeamQuest website for more information - http://itsoemail.teamquest.com/l/33842/2015-06-24/24vdfy
To invest, or not to invest? That...is an easy question. Unless you have money to burn, you can't afford NOT to invest in IT Service Optimization solutions. Millions and millions of dollars are invested in IT infrastructure. If it's not optimized, it's like driving a Maserati on a dirt road.
Forewarned, forearmed...to be prepared is half the victory. Take a look at the anatomy of a disaster and the anatomy of a success. Spend more time on creating a great user experience versus having to explain why your new service isn't working as advertised. IT and business can collaborate to forecast business demand to accurately predict IT requirements to support business demand
There are hundred of thousands...if not millions of reasons to optimize IT. Downtime costs money, a lot of money. Imagine if you could achieve these results: record sales, no IT performance issues, reduce annual IT budget by 25%, have record number of transactions with no increase in call center activity, gain 4 hrs/day by preventing performance issues. Mature IT Service Optimization process improve IT Efficiency, Business Productivity, Workforce Productivity, Agility, Service Delivery Risks, and New Service Implementations.
TeamQuest provides performance software and services that analyze data from various IT monitoring and management tools. It uses existing data collectors from these tools to deliver descriptive, diagnostic, predictive, and prescriptive analytics. This helps customers understand the impact of changes, have peace of mind, prevent failures through predictive analytics, and optimize their IT environment through prescriptive recommendations.
“Killer Apps” have long driven explosive IT technology growth; from office suites and PCs to web browsers, distributed servers, and networks. Each technology adoption cycle happens ever faster, with concomitant increases in complexity, cost, and performance optimization challenges. Virtualization, Cloud and Software Defined Data Centers (SDDC) raise the bar to new heights. This presentation will present real and conceptual examples of analytics to help automate, align, and accelerate IT optimization in support of business services.
Hear a new approach to predicting IT and business performance. Join TeamQuest Director of Market Development Dave Wagner as he explains why old, traditional methods are failing.
Wagner will present what he calls the "Moneyball treatment" (loosely based on sabremetrics - an approach to measuring and analyzing complex, previously unappreciated data relationships, famously first applied to sports performance and played out in the movie, "Moneyball").
Learn ways to better identify relationships across widely disparate data sets. Predict IT and business performance based on these relationships combined with historical and current performance. Real predictions cannot be based on simple trending approaches because they don’t factor the ugly realities associated with resource contention.
Today’s infrastructure situation is increasingly becoming virtualized everything (servers, storage, desktops, networks) with clouds growing in importance has given way to the term Software Defined Data Center (SDDC). The SDDC has it’s own challenges. Challenges like whether or not to include legacy or non-virtual resources, interoperability of multiple vendors’ converged infrastructure systems, and the management of SDDC remains a mystery.
Automating IT Analytics to Optimize Service Delivery and Cost at Safeway - A ...TeamQuest Corporation
Dave Wagner, TeamQuest Advocate, and Chris Lynn, Safeway's Capacity and Performance Management, cover the application of automatic, exception-oriented analytics to a wide variety of IT and business metrics in order to simultaneously optimize service performance and IT cost. Multiple conceptual approaches will be presented, including pros and cons. Most of the presentation will be real examples by which Safeway has integrated performance, capacity, business, and power data into an automated optimization process spanning 1000’s of servers and virtual servers and their applications.
Understanding the Real Value of IT and Proving it to the BusinessTeamQuest Corporation
CIOs want IT to demonstrate business value, but only 27% of those surveyed believe IT contributes to the company's strategic business goals. Find out how IT can effectively measure cost and value, properly plan for future business successes, and focus on business goals in this special report from Computer Weekly.
In IBM AIX environments, there are multiple data sources and there is a abundance of performance data, but what you need is actionable information:
- You need to know which servers are underutilized
- You need to know which servers have resource capacity issues
- You need to be able to quantify the waste to support business decisions
- Anticipate business trends, cycles, and demands and avoid unpleasant surprises
Enterprise Capacity Optimization - Capacity Management Over EverythingTeamQuest Corporation
Traditional performance analysis and capacity planning encompassed deep-dive, technology domain-specific metrics, tools and skillsets; limiting feasibility to only the largest, most critical enterprise resources. Optimizing today’s complex and dynamic environments with almost all resources dynamic and virtualized or cloud-based - requires a new process. Discover a flexible, automated and business service-aligned process. View real-world examples of businesses optimizing enterprise capacity by marrying existing technology, business, service, asset, financial, power and other metrics. This presentation was delivered at the Gartner IT Infrastructure & Operations Management Summit.
Optimizing IT Costs & Services With Big Data (Little Effort!) - Case Studies ...TeamQuest Corporation
IT organizations have a wealth of Service Management and Service Delivery tools, processes and metrics that typically exist in relative isolation. This session will present detailed real-life examples of how existing tools and metrics can be brought together using big data techniques to optimize costs and performance of IT environments.
Big Data - Marrying Service Management With Service Delivery - #Pink13TeamQuest Corporation
TeamQuest advocates applying "big data" approaches to capacity management to optimize resources through faster, scalable techniques. Traditionally, capacity management focused on technology and was staff-intensive, but new approaches integrate data from technology, services, and business sources using federated analytics. This provides a single view of capacity across the organization and correlates different metrics like response time, tickets, and financial data to surface new insights for optimizing efficiency.
IT managers share that they and their organizations could be more mature in their service delivery efforts, affecting their overall IT efficiency. Companies typically tend to be more reactive in nature, allowing less than ten percent of their staff's time to be spent on proactive improvement efforts, like capacity planning and performance management. Proper capacity management has a positive impact across all IT areas, according to survey findings. Virtual machine management is not without its struggles, but proper planning is cited as a solution. Find out what else IT managers had to say about their state of capacity management and how it affects their ability to effectively plan, deliver and manage IT resources.
1. How to Do Capacity Planning
It is very common for an IT organization to manage system performance in a reactionary
fashion, analyzing and correcting performance problems as users report them. When
problems occur, hopefully system administrators have tools necessary to quickly analyze
and remedy the situation. In a perfect world, administrators prepare in advance in order
to avoid performance bottlenecks altogether, using capacity planning tools to predict in
advance how servers should be configured to adequately handle future workloads.
The goal of capacity planning is to provide satisfactory service levels to users in a cost-
effective manner. This paper describes the fundamental steps for performing capacity
planning. Real life examples are provided using TeamQuest® Performance Software.
About the Author
Enterprise Performance Specialist Joe Rich has been
active with performance analysis and capacity planning
for many years. He is involved with technical support
and field activities for open system performance and has
been active in high performance computing and mid-
range Open Systems platforms.
About the Author
Jon Hill has been working with TeamQuest since its
inception in 1991. He currently participates on the
product management and marketing teams at TeamQuest,
helping to keep the company in touch with industry,
market, and competitive trends.