Vendor Analysis Template
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Application Performance Monitoring (APM) tools monitor software applications from the end user perspective by monitoring availability and performance, and detecting early signs of issues. The goals of APM include proactively determining environment health ahead of customer issues, having cross-application data to quickly pinpoint root causes of outages, and determining capacity nearing for critical applications. Potential vendors were evaluated based on use cases through a proof of concept, with the findings being that all shortlisted candidates would improve monitoring capabilities and setup has been validated to be easier than expected, with pricing similarly for a 3-year term.
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Quality cost and quality control tools
This document discusses quality costs and quality control tools. It defines four types of quality costs: prevention costs, appraisal costs, internal failure costs, and external failure costs. It also explains seven common quality control tools: cause-and-effect diagrams, check sheets, control charts, histograms, Pareto charts, scatter diagrams, and flow/run charts. Histograms show frequency distributions of data values. Pareto charts arrange costs or problems in order of significance. Scatter diagrams show relationships between two variables. Flow charts depict processes and run charts track metrics over time.
Value analysis
This document provides an overview of value analysis. It defines value analysis as a systematic process that compares the function of a product required by customers against the lowest cost of meeting specified performance and reliability. The key steps of value analysis are to establish objectives, analyze the production process, decompose product characteristics, brainstorm alternatives, select the best alternative, and implement changes. Value analysis aims to provide better value to customers and improve competitive position by eliminating unnecessary costs.
Purchasing & Value Analysis
This presentation is designed to give purchasing, materials, supply management, sourcing, contracting, logistics, acquisition and procurement personnel a process of value measurement to quantify the value of purchased goods or services. Learn how to use Value Analysis to target goods and services where cost can be reduced, performance improved, quality enhanced, non-essentials eliminated, downsized, or consolidated through a step-by-step process of value identification and measurement.
The genesis of value analysis and value engineering can be traced to similar, parallel developments in the late 1940’s taking place at General Electric Company and Ford Motor Company. As a concept definition: it is the organized and systematic effort and study directed at analyzing the functional requirements of the system, product, equipment, facility, service or project for the purpose of achieving the lowest overall total cost at the best value. This means consistent with the needed performance, reliability, quality, and maintainability.
Join the trend of many purchasing, sourcing, contracting, and supply management organizations who are reaping the rewards of Value Analysis (VA) and Value Engineering (VE) as a practical tool to improve performance and reduce the cost of goods and services. Their experience with cost reduction projects reveals that by merely determining what things cost and documenting cost breakdowns, one can reduce costs 5%. Improving the choice of material, conceptual design, and methods can further reduce cost by another 10%. Finally, developing a better way to perform what a project or a service was originally intended to do, one can save even more—20-30% and beyond!
Not convinced of the critical importance of value analysis/value engineering VA/VE--- then you must not be interested in product enhancement, service concept augmentation, cost reduction, and profit improvement. Those kinds of payoffs don’t come easily, however. Success depends on three things: understanding of the concept by those who will be involved, strong top management support, and enthusiastic team or project oriented direction to get and keep the program rolling.
No wonder that Purchasing magazine for years dedicated an annual issue to its “Value Analysis of the Year” Awards. Why? According to experts, VA/VE can make a difference: simple projects can take anywhere from one day to six weeks to implement with savings up to $2,000; intermediate projects can range from six weeks to six months with savings of $2,000 to $10,000; and complex projects can take six months to six years with savings ranging from $10,000 to $1 million.
Value analysis and business model (vers. 2014)
This document provides an overview of value analysis and business models. It begins with recapping key concepts from the previous lesson on market and costs. It then discusses perceived value and how companies like Gillette, 3M, and A-Style create additional perceived value to justify higher costs. Next, it covers business models like freemium, advertising, and low-cost. The document concludes by explaining the business model canvas and its nine components: value proposition, customer segments, channels, customer relationships, revenue streams, key resources, key partners, key activities, and cost structure.
Value Analysis
Value Analysis (VA) is a tool (technique or method) that is used for improving the value of a product or a process of understanding its constituent components and their associated costs. It aims at finding improvements to the components by reducing their cost and increasing the value of the functions of a product or a service.
A critical advantage to using a VA is its potential for reducing costs, which is a benefit that permeates all advantages of the system.
A VA breaks-down a product or service into components, it enables you to analyze each component on its own, evaluating its features and functions in detail efficiency and effectiveness.
Roland PPT[Prateek Mishra]
1. Roland DG Corporation is working to develop an effective global supply chain strategy to meet the volatile demands of global customers.
2. Their action plan includes using the EPIC framework to evaluate supply chain readiness across regions, optimizing inventory management, partnering with transportation and 3PL providers, offering value-added services, and developing a global company with local reach.
3. By implementing a flexible, multi-local supply chain strategy customized to local demands and working closely with regional experts, Roland DG expects to gain a competitive edge over rivals and improve profitability through increased sales and market standing.
Value analysis and value engineering
Value analysis and value engineering aim to identify the essential functions of a product and provide them at the lowest total cost. This is done through a team-based process that examines all aspects of a product and explores all alternative designs and materials. The goal is to determine if a product's cost is reasonable relative to its usefulness, if a lower-cost design could work as well, and if less expensive materials could be used without compromising quality or function. Savings are achieved through substituting cheaper materials and standardizing components where possible. The process also seeks to optimize product design, manufacturing processes, material usage, and reduce scrap.
Value Analysis
This document discusses value analysis (VA), which is a systematic process for improving value through cost reduction and identification of unnecessary costs. It was developed in the US after World War II to analyze the functions of systems, materials, and processes. The VA process examines design, functions, and costs to identify ways to reduce costs without compromising quality or usefulness. It uses a 7-step approach including selection, analysis, innovation, evaluation, and implementation. VA focuses on understanding customer needs and eliminating unnecessary functions to improve value and profitability.
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Value analysis
This document provides an overview of value analysis. It defines value analysis as a systematic process that compares the function of a product required by customers against the lowest cost of meeting specified performance and reliability. The key steps of value analysis are to establish objectives, analyze the production process, decompose product characteristics, brainstorm alternatives, select the best alternative, and implement changes. Value analysis aims to provide better value to customers and improve competitive position by eliminating unnecessary costs.
Purchasing & Value Analysis
This presentation is designed to give purchasing, materials, supply management, sourcing, contracting, logistics, acquisition and procurement personnel a process of value measurement to quantify the value of purchased goods or services. Learn how to use Value Analysis to target goods and services where cost can be reduced, performance improved, quality enhanced, non-essentials eliminated, downsized, or consolidated through a step-by-step process of value identification and measurement.
The genesis of value analysis and value engineering can be traced to similar, parallel developments in the late 1940’s taking place at General Electric Company and Ford Motor Company. As a concept definition: it is the organized and systematic effort and study directed at analyzing the functional requirements of the system, product, equipment, facility, service or project for the purpose of achieving the lowest overall total cost at the best value. This means consistent with the needed performance, reliability, quality, and maintainability.
Join the trend of many purchasing, sourcing, contracting, and supply management organizations who are reaping the rewards of Value Analysis (VA) and Value Engineering (VE) as a practical tool to improve performance and reduce the cost of goods and services. Their experience with cost reduction projects reveals that by merely determining what things cost and documenting cost breakdowns, one can reduce costs 5%. Improving the choice of material, conceptual design, and methods can further reduce cost by another 10%. Finally, developing a better way to perform what a project or a service was originally intended to do, one can save even more—20-30% and beyond!
Not convinced of the critical importance of value analysis/value engineering VA/VE--- then you must not be interested in product enhancement, service concept augmentation, cost reduction, and profit improvement. Those kinds of payoffs don’t come easily, however. Success depends on three things: understanding of the concept by those who will be involved, strong top management support, and enthusiastic team or project oriented direction to get and keep the program rolling.
No wonder that Purchasing magazine for years dedicated an annual issue to its “Value Analysis of the Year” Awards. Why? According to experts, VA/VE can make a difference: simple projects can take anywhere from one day to six weeks to implement with savings up to $2,000; intermediate projects can range from six weeks to six months with savings of $2,000 to $10,000; and complex projects can take six months to six years with savings ranging from $10,000 to $1 million.
Value analysis and business model (vers. 2014)
This document provides an overview of value analysis and business models. It begins with recapping key concepts from the previous lesson on market and costs. It then discusses perceived value and how companies like Gillette, 3M, and A-Style create additional perceived value to justify higher costs. Next, it covers business models like freemium, advertising, and low-cost. The document concludes by explaining the business model canvas and its nine components: value proposition, customer segments, channels, customer relationships, revenue streams, key resources, key partners, key activities, and cost structure.
Value Analysis
Value Analysis (VA) is a tool (technique or method) that is used for improving the value of a product or a process of understanding its constituent components and their associated costs. It aims at finding improvements to the components by reducing their cost and increasing the value of the functions of a product or a service.
A critical advantage to using a VA is its potential for reducing costs, which is a benefit that permeates all advantages of the system.
A VA breaks-down a product or service into components, it enables you to analyze each component on its own, evaluating its features and functions in detail efficiency and effectiveness.
Roland PPT[Prateek Mishra]
1. Roland DG Corporation is working to develop an effective global supply chain strategy to meet the volatile demands of global customers.
2. Their action plan includes using the EPIC framework to evaluate supply chain readiness across regions, optimizing inventory management, partnering with transportation and 3PL providers, offering value-added services, and developing a global company with local reach.
3. By implementing a flexible, multi-local supply chain strategy customized to local demands and working closely with regional experts, Roland DG expects to gain a competitive edge over rivals and improve profitability through increased sales and market standing.
Value analysis and value engineering
Value analysis and value engineering aim to identify the essential functions of a product and provide them at the lowest total cost. This is done through a team-based process that examines all aspects of a product and explores all alternative designs and materials. The goal is to determine if a product's cost is reasonable relative to its usefulness, if a lower-cost design could work as well, and if less expensive materials could be used without compromising quality or function. Savings are achieved through substituting cheaper materials and standardizing components where possible. The process also seeks to optimize product design, manufacturing processes, material usage, and reduce scrap.
Value Analysis
This document discusses value analysis (VA), which is a systematic process for improving value through cost reduction and identification of unnecessary costs. It was developed in the US after World War II to analyze the functions of systems, materials, and processes. The VA process examines design, functions, and costs to identify ways to reduce costs without compromising quality or usefulness. It uses a 7-step approach including selection, analysis, innovation, evaluation, and implementation. VA focuses on understanding customer needs and eliminating unnecessary functions to improve value and profitability.
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VALUE ANALYSIS
1: Value Analysis provides great turnaround in the operations of the businesses.
2: Use Value Analysis to analyze and understand the detail of cost for specific situations.
3: Use it to find a focus on key areas for innovation.
4: Use it in reverse (called Value Engineering) to identify specific solutions to detail problems.
Value Engineering And Value Analysis
Value analysis and value engineering are techniques used to identify unnecessary costs in products, processes, and services. Value analysis is traditionally used after development to analyze existing offerings, while value engineering is used during design and development stages. Both use a team approach and function analysis methodology to reliably deliver necessary functions at the lowest total cost over the lifecycle in order to maximize value for the customer. Larry Miles is considered the founder of these techniques which he developed at GE in the 1940s and which have since been widely adopted.
Value analysis
Value analysis is a systematic process to reduce costs without compromising quality or function. It was developed after WWII at GE to address shortages by finding substitutes. Value analysis identifies unnecessary costs and improves value through functions analysis. The process involves decomposing products and identifying alternate ways to achieve the main function at a lower cost. Value analysis has provided major cost savings for many leading companies. It focuses on customer needs and removes non-value adding functions or costs.
Value Analysis
Value analysis is a method to increase the value of an item by improving its function at a lower cost. It can be applied to products, processes, services, or methods. Value is defined as function divided by cost - an item doing its function better or at a lower cost has more value. Value analysis aims to reduce component and production costs, eliminate unnecessary functions, and ensure the item meets essential customer needs and requirements in an affordable way. It is useful for product planning, reducing costs and waste, improving profits and customer satisfaction.
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Value analysis is a method to increase the value of a product, system, process or service by improving its functions while reducing costs. It evaluates a product's utility, esteem and market values. Utility value is how useful the product is, esteem value is attributes not related to function but aesthetic, and market value is what customers will pay. Value is improved by reducing component costs, modifying unnecessary secondary functions, focusing on essential functions, and getting team consensus. Value analysis is needed to assess customer needs, obtain feedback, plan better products, and reduce costs and waste while improving profits, customer satisfaction, and employee morale.
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This document provides an overview of value analysis, including:
- Classifying value into utility value, esteem value, cost value, and exchange value.
- Origins of value analysis developing after WWII at General Electric to find cost-effective substitutes with reduced costs or improved products.
- Benefits including cost reduction without compromising quality, improving effectiveness, and applying an organized approach at the design stage.
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The document discusses several topics related to product design and manufacturing processes:
1) It describes typical phases of product development including concept development, product planning, engineering, and ramp-up. It also discusses concurrent engineering and design for manufacturability.
2) Quality function deployment and value analysis are presented as ways to design for customers. Break-even analysis is introduced as a method for choosing manufacturing processes.
3) Process flow design and global product strategies are discussed as ways to map how materials move through plants and design products globally. Metrics for measuring product development performance are also listed.
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1. The role of cost information in problem solving, record keeping, and directing attention.
2. Changes in the operating environment such as information technology, shortened product lifecycles, and increased customer focus that impact cost management.
3. Classifications of costs including direct vs indirect, variable vs fixed, and historical vs budgeted costs. It also discusses cost objects like products, departments, and specific units that costs can be assigned to.
Quality control methods
Quality control is a process that is used to ensure a certain level of quality in a product or service. It might include whatever actions a business deems necessary to provide for the control and verification of certain characteristics of a product or service. Most often, it involves thoroughly examining and testing the quality of products or the results of services. The basic goal of this process is to ensure that the products or services that are provided meet specific requirements and characteristics, such as being dependable, satisfactory, safe and fiscally sound.
Check sheet
Control chart
Histogram
Ishikawa Diagram
Pareto Chart
Scatter diagram
Flow chart
Costing techniques
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This document discusses manufacturing processes and process selection. It describes four main types of processes: conversion, fabrication, assembly, and testing. It then explains four common process flow structures used in manufacturing: job shop, batch shop, assembly line, and continuous flow. It provides examples of each structure. The document goes on to describe break-even analysis, a method to determine the production volume needed for a process to break even financially. It provides an example calculation. Finally, it defines manufacturing process flow design and lists common tools used, including assembly drawings, charts, and operation sheets, providing an example assembly chart.
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Industrial marketing
Industrial customers can be classified as OEMs, users, commercial enterprises, public sector units, government customers, institutional customers, and cooperative societies. Industrial products are classified as raw materials, manufactured materials and parts, component parts, subassemblies, capital items, equipment, supplies, and services. Marketing implications depend on the product - direct sales are used for materials and parts to large customers, while distributors are used for smaller customers. Capital items use direct sales and extensive technical interactions. Supplies use distributors, while services use word-of-mouth. Business buyers follow purchasing orientations of buying, procurement, or supply chain management.
Standardization
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This document discusses the debate between standardization and customization in global marketing. It notes that while standardization allows companies to achieve economies of scale, full standardization may not be appropriate given variations across markets in customer preferences and regulations. Companies must determine the best combination of global and local activities. The document provides several examples of companies that take different approaches, such as McDonald's using a global brand but some localized products, and concludes that adjusting strategies to account for market variations enhances success.
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Business plan development external 2019 (1)
This document provides guidance on developing a business plan, including defining what a business plan is, its key components, and how to present it to potential investors. It explains that a business plan is a written document that describes a new business, including its goals, operations, market analysis, and financial projections. The document outlines the typical sections of a business plan, such as the executive summary, company description, marketing plan, and financial projections. It also provides tips for presenting the business plan, recommending a 12-slide PowerPoint presentation that covers the problem, solution, opportunity, competition, management team, and financing request. The intended learning outcomes are to enable students to develop and outline an effective business plan and presentation for potential investors.
VALUE ANALYSIS
1: Value Analysis provides great turnaround in the operations of the businesses.
2: Use Value Analysis to analyze and understand the detail of cost for specific situations.
3: Use it to find a focus on key areas for innovation.
4: Use it in reverse (called Value Engineering) to identify specific solutions to detail problems.
Value Engineering And Value Analysis
Value analysis and value engineering are techniques used to identify unnecessary costs in products, processes, and services. Value analysis is traditionally used after development to analyze existing offerings, while value engineering is used during design and development stages. Both use a team approach and function analysis methodology to reliably deliver necessary functions at the lowest total cost over the lifecycle in order to maximize value for the customer. Larry Miles is considered the founder of these techniques which he developed at GE in the 1940s and which have since been widely adopted.
Value analysis
Value analysis is a systematic process to reduce costs without compromising quality or function. It was developed after WWII at GE to address shortages by finding substitutes. Value analysis identifies unnecessary costs and improves value through functions analysis. The process involves decomposing products and identifying alternate ways to achieve the main function at a lower cost. Value analysis has provided major cost savings for many leading companies. It focuses on customer needs and removes non-value adding functions or costs.
Value Analysis
Value analysis is a method to increase the value of an item by improving its function at a lower cost. It can be applied to products, processes, services, or methods. Value is defined as function divided by cost - an item doing its function better or at a lower cost has more value. Value analysis aims to reduce component and production costs, eliminate unnecessary functions, and ensure the item meets essential customer needs and requirements in an affordable way. It is useful for product planning, reducing costs and waste, improving profits and customer satisfaction.
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The document discusses quality loss and the Taguchi loss function. It explains that the Taguchi loss function graphically depicts how small variations within specifications can exponentially increase customer dissatisfaction. There are controllable and uncontrollable factors that influence product quality. The Taguchi method aims to select controllable factor levels that minimize sensitivity to uncontrollable interference. It also discusses parameter design, tolerance design, and formulas for calculating quality loss based on the deviation from the target value.
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This document discusses value analysis and value engineering (VAVE) techniques for cost reduction in the automobile industry. It provides an overview of VAVE, describing it as a systematic process to optimize product design and reduce costs while maintaining functionality. The document also outlines various cost reduction tools used in manufacturing, including just-in-time systems, target costing, and total quality management. It then focuses on VAVE in more detail, explaining the typical phases of a VAVE process including information gathering, evaluation, development and presentation. The goal of VAVE is to lower production costs while delivering value to customers.
Value Analysis
Value analysis is a method to increase the value of a product, system, process or service by improving its functions while reducing costs. It evaluates a product's utility, esteem and market values. Utility value is how useful the product is, esteem value is attributes not related to function but aesthetic, and market value is what customers will pay. Value is improved by reducing component costs, modifying unnecessary secondary functions, focusing on essential functions, and getting team consensus. Value analysis is needed to assess customer needs, obtain feedback, plan better products, and reduce costs and waste while improving profits, customer satisfaction, and employee morale.
Value analysis
This document provides an overview of value analysis, including:
- Classifying value into utility value, esteem value, cost value, and exchange value.
- Origins of value analysis developing after WWII at General Electric to find cost-effective substitutes with reduced costs or improved products.
- Benefits including cost reduction without compromising quality, improving effectiveness, and applying an organized approach at the design stage.
Value Analysis and Value Engineering in Material Management
From here u can know the importance of value analysis, its characteristics, its area of application, value tests, and its process...and so on
Product Design & Process Selection Manufacturing
The document discusses several topics related to product design and manufacturing processes:
1) It describes typical phases of product development including concept development, product planning, engineering, and ramp-up. It also discusses concurrent engineering and design for manufacturability.
2) Quality function deployment and value analysis are presented as ways to design for customers. Break-even analysis is introduced as a method for choosing manufacturing processes.
3) Process flow design and global product strategies are discussed as ways to map how materials move through plants and design products globally. Metrics for measuring product development performance are also listed.
Managing costs & mcs by bhawani nandan prasad iim calcutta
This document provides an overview of managing costs and management control systems. It discusses:
1. The role of cost information in problem solving, record keeping, and directing attention.
2. Changes in the operating environment such as information technology, shortened product lifecycles, and increased customer focus that impact cost management.
3. Classifications of costs including direct vs indirect, variable vs fixed, and historical vs budgeted costs. It also discusses cost objects like products, departments, and specific units that costs can be assigned to.
Quality control methods
Quality control is a process that is used to ensure a certain level of quality in a product or service. It might include whatever actions a business deems necessary to provide for the control and verification of certain characteristics of a product or service. Most often, it involves thoroughly examining and testing the quality of products or the results of services. The basic goal of this process is to ensure that the products or services that are provided meet specific requirements and characteristics, such as being dependable, satisfactory, safe and fiscally sound.
Check sheet
Control chart
Histogram
Ishikawa Diagram
Pareto Chart
Scatter diagram
Flow chart
Costing techniques
The document discusses several costing techniques including throughput accounting, theory of constraints (TOC), target costing, and backflush costing. Throughput accounting focuses on increasing throughput and reducing inventory and expenses. TOC identifies bottlenecks limiting throughput and ways to remove them. Target costing determines the maximum allowable cost for a new product based on the anticipated selling price and desired profit. Backflush costing calculates product costs retrospectively at the end of the accounting period without tracking costs throughout production.
Manufacturing and process selection design
This document discusses manufacturing processes and process selection. It describes four main types of processes: conversion, fabrication, assembly, and testing. It then explains four common process flow structures used in manufacturing: job shop, batch shop, assembly line, and continuous flow. It provides examples of each structure. The document goes on to describe break-even analysis, a method to determine the production volume needed for a process to break even financially. It provides an example calculation. Finally, it defines manufacturing process flow design and lists common tools used, including assembly drawings, charts, and operation sheets, providing an example assembly chart.
Cost Control
Cost Control Concepts in the Trade Contractor Context - Example System Presented - Budget "Variance Analysis"
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Application of VAVE in Cost reduction at Automobile Industry
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Value Analysis and Value Engineering in Material Management
Value Analysis and Value Engineering in Material Management
Managing costs & mcs by bhawani nandan prasad iim calcutta
Managing costs & mcs by bhawani nandan prasad iim calcutta
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This document summarizes Denis Gundarev's presentation on how to build a Citrix infrastructure in the Amazon Web Services (AWS) cloud. The presentation covered:
- An overview of AWS services like EC2, S3, VPC, RDS, and how to monitor with CloudWatch
- Common Citrix deployment architectures on AWS like using NetScaler and AutoScaling
- Limitations of running Citrix on AWS like lack of capacity management and client OS support
- Guidelines for deploying Citrix on AWS like starting simple, proper sizing, and careful VPC planning
Industrial marketing
Industrial customers can be classified as OEMs, users, commercial enterprises, public sector units, government customers, institutional customers, and cooperative societies. Industrial products are classified as raw materials, manufactured materials and parts, component parts, subassemblies, capital items, equipment, supplies, and services. Marketing implications depend on the product - direct sales are used for materials and parts to large customers, while distributors are used for smaller customers. Capital items use direct sales and extensive technical interactions. Supplies use distributors, while services use word-of-mouth. Business buyers follow purchasing orientations of buying, procurement, or supply chain management.
Standardization
This document discusses standardization, simplification, and specialization in product design and manufacturing. It states that these three processes are usually linked together and develop sequentially. Through standardization, essential features are defined and the minimum variety needed to meet requirements is scientifically determined. Simplification aims to reduce the variety of products and materials produced. Specialization naturally results from simplification, with workers focusing on specific tasks rather than completing full products. The document provides examples of standardization in the piston and nut/bolt industries. It also discusses the advantages of standardization, simplification, and specialization, as well as some potential disadvantages.
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Performance Evaluation PowerPoint PPT Content Modern Sample
136 slides include: 4 benefits and 11 additional values of performance appraisals, performance interviews, ground rules for performance evaluation, building performance contracts, developing work plans, setting the stage for a performance appraisal meeting, opening and closing your appraisal session, handling poor performance, conducting a feedback meeting, how to conduct a performance appraisal discussion, how to's and more.
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Performance Evaluation PowerPoint Slides include topics such as: 4 benefits and 11 additional values of performance appraisals, performance interviews, ground rules for performance evaluation, building performance contracts, developing work plans, setting the stage for a performance appraisal meeting, opening and closing your appraisal session, handling poor performance, conducting a feedback meeting, how to conduct a performance appraisal discussion, how to's and more. Slides can easily be tailored to your specific needs (make handouts, create overheads and use them with an LCD projector) and are available for license. 100+ PowerPoint presentation content slides. Each slide includes slide transitions, clipart and animation. System & Software Requirements: IBM or MAC and PowerPoint 97 or higher. Royalty Free - Use Them Over and Over Again. Once purchased, download instructions will be sent to you via email. (PC and MAC Compatible).
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Vendor Analysis Template
- 1. Application Performance Monitoring (APM) Summary Notes
- 2. What is APM? Application Performance Monitoring is the monitoring of availability and performance of software applications from the end user perspective. Many APM tools can also prevent problems from occurring by detecting early warning signs of issues and proactively monitoring resources for contention. 2
- 3. Typical Goals • Proactively determine the health of production environments ahead of customer calls • If we did have outages, have highly visible cross application data to correlate the events and incidents to quickly pinpoint the root cause of issues for a quick recovery • Determine if we are nearing the capacity for our critical applications 3
- 4. Evaluators & Methodology 4 Vendor Discovery The Application Performance Management (APM) landscape was reviewed from the industry and internal candidates. The output of this step was a list of well suited potential candidates. IT Leaders are chosen to be evaluators. They vetted the application and provided feedback via an an APM scoring matrix and written commentary. Stakeholders were kept informed of the process as it progressed. Vendor Short list The vendors received Use Case scenarios as requirements. Some vendors will self-select out of the exercise. Others will be eliminated due to a lack of a single source of tools and an inability to complete a deep-dive down to the code level across an agnostic set of tools. The output of this step is a short-listed list of high quality vendors. Vendor PoC A technical Proof of Concept in a test environment for the short list, after appropriate legal and technical reviews. APM Draft recommendations A draft recommendations report is created, incorporating all preliminary findings from the evaluators including budgetary numbers. Stakeholder Approval Presentation for approval to stakeholders.
- 5. Example Roles & Use Cases (Tool Power User) Installation, Configuration and Adoption will be easy and of low overhead (Operations Analyst) Visibility into server performance will be transparent and correlated to application events and alerts (Application Developer, Application Support) Visibility into application performance, platforms, and usage trends will be transparent with the ability to set baselines, thresholds and alerts. Also, have the ability to map and trace dynamic environments on physical or virtualized servers or in the cloud (Application Developer) I want the ability to complete workload planning (capability and availability) (DevOps Engineer) Quickly assess the quality and effectiveness of releases and if necessary, have the ability to detect and diagnose issues (Application Developer) Real User Monitoring (RUM) and Synthetic Monitoring for major web browsers and mobile application monitoring 5
- 6. Example General Findings • All short-list candidates will greatly improve our application monitoring capabilities, one tool best fits the requirements. • Tool selection doesn’t mean success and the roll-out plan is outside of this discussion. • The short-list candidates are not the APM tools of the past. While we have all had a good chuckle about vendor claims of low overhead, set-up and configuration our own internal experience has initially validate that set-up can be easy. • Short-list candidates are similarly priced with better pricing for a 3-year term. 6
- 7. Potential Candidate Vendors* • AppDynamics APM Tool • Dell Software • Dynatrace APM Tool • Microsoft Software • New Relic APM Tool * Alphabetical ordering 7