- Management Reference Guide
- Table of Contents
- Introduction
- Strategic Management
- Establishing Goals, Objectives, and Strategies
- Aligning IT Goals with Corporate Business Goals
- Utilizing Effective Planning Techniques
- Developing Worthwhile Mission Statements
- Developing Worthwhile Vision Statements
- Instituting Practical Corporate Values
- Budgeting Considerations in an IT Environment
- Introduction to Conducting an Effective SWOT Analysis
- IT Governance and Disaster Recovery, Part One
- IT Governance and Disaster Recovery, Part Two
- Customer Management
- Identifying Key External Customers
- Identifying Key Internal Customers
- Negotiating with Customers and Suppliers—Part 1: An Introduction
- Negotiating With Customers and Suppliers—Part 2: Reaching Agreement
- Negotiating and Managing Realistic Customer Expectations
- Service Management
- Identifying Key Services for Business Users
- Service-Level Agreements That Really Work
- How IT Evolved into a Service Organization
- FAQs About Systems Management (SM)
- FAQs About Availability (AV)
- FAQs About Performance and Tuning (PT)
- FAQs About Service Desk (SD)
- FAQs About Change Management (CM)
- FAQs About Configuration Management (CF)
- FAQs About Capacity Planning (CP)
- FAQs About Network Management
- FAQs About Storage Management (SM)
- FAQs About Production Acceptance (PA)
- FAQs About Release Management (RM)
- FAQs About Disaster Recovery (DR)
- FAQs About Business Continuity (BC)
- FAQs About Security (SE)
- FAQs About Service Level Management (SL)
- FAQs About Financial Management (FN)
- FAQs About Problem Management (PM)
- FAQs About Facilities Management (FM)
- Process Management
- Developing Robust Processes
- Establishing Mutually Beneficial Process Metrics
- Change Management—Part 1
- Change Management—Part 2
- Change Management—Part 3
- Audit Reconnaissance: Releasing Resources Through the IT Audit
- Problem Management
- Problem Management–Part 2: Process Design
- Problem Management–Part 3: Process Implementation
- Business Continuity Emergency Communications Plan
- Capacity Planning – Part One: Why It is Seldom Done Well
- Capacity Planning – Part Two: Developing a Capacity Planning Process
- Capacity Planning — Part Three: Benefits and Helpful Tips
- Capacity Planning – Part Four: Hidden Upgrade Costs and
- Improving Business Process Management, Part 1
- Improving Business Process Management, Part 2
- 20 Major Elements of Facilities Management
- Major Physical Exposures Common to a Data Center
- Evaluating the Physical Environment
- Nightmare Incidents with Disaster Recovery Plans
- Developing a Robust Configuration Management Process
- Developing a Robust Configuration Management Process – Part Two
- Automating a Robust Infrastructure Process
- Improving High Availability — Part One: Definitions and Terms
- Improving High Availability — Part Two: Definitions and Terms
- Improving High Availability — Part Three: The Seven R's of High Availability
- Improving High Availability — Part Four: Assessing an Availability Process
- Methods for Brainstorming and Prioritizing Requirements
- Introduction to Disk Storage Management — Part One
- Storage Management—Part Two: Performance
- Storage Management—Part Three: Reliability
- Storage Management—Part Four: Recoverability
- Twelve Traits of World-Class Infrastructures — Part One
- Twelve Traits of World-Class Infrastructures — Part Two
- Meeting Today's Cooling Challenges of Data Centers
- Strategic Security, Part One: Assessment
- Strategic Security, Part Two: Development
- Strategic Security, Part Three: Implementation
- Strategic Security, Part Four: ITIL Implications
- Production Acceptance Part One – Definition and Benefits
- Production Acceptance Part Two – Initial Steps
- Production Acceptance Part Three – Middle Steps
- Production Acceptance Part Four – Ongoing Steps
- Case Study: Planning a Service Desk Part One – Objectives
- Case Study: Planning a Service Desk Part Two – SWOT
- Case Study: Implementing an ITIL Service Desk – Part One
- Case Study: Implementing a Service Desk Part Two – Tool Selection
- Ethics, Scandals and Legislation
- Outsourcing in Response to Legislation
- Supplier Management
- Identifying Key External Suppliers
- Identifying Key Internal Suppliers
- Integrating the Four Key Elements of Good Customer Service
- Enhancing the Customer/Supplier Matrix
- Voice Over IP, Part One — What VoIP Is, and Is Not
- Voice Over IP, Part Two — Benefits, Cost Savings and Features of VoIP
- Application Management
- Production Acceptance
- Distinguishing New Applications from New Versions of Existing Applications
- Assessing a Production Acceptance Process
- Effective Use of a Software Development Life Cycle
- The Role of Project Management in SDLC— Part 2
- Communication in Project Management – Part One: Barriers to Effective Communication
- Communication in Project Management – Part Two: Examples of Effective Communication
- Safeguarding Personal Information in the Workplace: A Case Study
- Combating the Year-end Budget Blitz—Part 1: Building a Manageable Schedule
- Combating the Year-end Budget Blitz—Part 2: Tracking and Reporting Availability
- References
- Developing an ITIL Feasibility Analysis
- Organization and Personnel Management
- Optimizing IT Organizational Structures
- Factors That Influence Restructuring Decisions
- Alternative Locations for the Help Desk
- Alternative Locations for Database Administration
- Alternative Locations for Network Operations
- Alternative Locations for Web Design
- Alternative Locations for Risk Management
- Alternative Locations for Systems Management
- Practical Tips To Retaining Key Personnel
- Benefits and Drawbacks of Using IT Consultants and Contractors
- Deciding Between the Use of Contractors versus Consultants
- Managing Employee Skill Sets and Skill Levels
- Assessing Skill Levels of Current Onboard Staff
- Recruiting Infrastructure Staff from the Outside
- Selecting the Most Qualified Candidate
- 7 Tips for Managing the Use of Mobile Devices
- Useful Websites for IT Managers
- References
- Automating Robust Processes
- Evaluating Process Documentation — Part One: Quality and Value
- Evaluating Process Documentation — Part Two: Benefits and Use of a Quality-Value Matrix
- When Should You Integrate or Segregate Service Desks?
- Five Instructive Ideas for Interviewing
- Eight Surefire Tips to Use When Being Interviewed
- 12 Helpful Hints To Make Meetings More Productive
- Eight Uncommon Tips To Improve Your Writing
- Ten Helpful Tips To Improve Fire Drills
- Sorting Out Today’s Various Training Options
- Business Ethics and Corporate Scandals – Part 1
- Business Ethics and Corporate Scandals – Part 2
- 12 Tips for More Effective Emails
- Management Communication: Back to the Basics, Part One
- Management Communication: Back to the Basics, Part Two
- Management Communication: Back to the Basics, Part Three
- Asset Management
- Managing Hardware Inventories
- Introduction to Hardware Inventories
- Processes To Manage Hardware Inventories
- Use of a Hardware Inventory Database
- References
- Managing Software Inventories
- Business Continuity Management
- Ten Lessons Learned from Real-Life Disasters
- Ten Lessons Learned From Real-Life Disasters, Part 2
- Differences Between Disaster Recovery and Business Continuity , Part 1
- Differences Between Disaster Recovery and Business Continuity , Part 2
- 15 Common Terms and Definitions of Business Continuity
- The Federal Government’s Role in Disaster Recovery
- The 12 Common Mistakes That Cause BIAs To Fail—Part 1
- The 12 Common Mistakes That Cause BIAs To Fail—Part 2
- The 12 Common Mistakes That Cause BIAs To Fail—Part 3
- The 12 Common Mistakes That Cause BIAs To Fail—Part 4
- Conducting an Effective Table Top Exercise (TTE) — Part 1
- Conducting an Effective Table Top Exercise (TTE) — Part 2
- Conducting an Effective Table Top Exercise (TTE) — Part 3
- Conducting an Effective Table Top Exercise (TTE) — Part 4
- The 13 Cardinal Steps for Implementing a Business Continuity Program — Part One
- The 13 Cardinal Steps for Implementing a Business Continuity Program — Part Two
- The 13 Cardinal Steps for Implementing a Business Continuity Program — Part Three
- The 13 Cardinal Steps for Implementing a Business Continuity Program — Part Four
- The Information Technology Infrastructure Library (ITIL)
- The Origins of ITIL
- The Foundation of ITIL: Service Management
- Five Reasons for Revising ITIL
- The Relationship of Service Delivery and Service Support to All of ITIL
- Ten Common Myths About Implementing ITIL, Part One
- Ten Common Myths About Implementing ITIL, Part Two
- Characteristics of ITIL Version 3
- Ten Benefits of itSMF and its IIL Pocket Guide
- Translating the Goals of the ITIL Service Delivery Processes
- Translating the Goals of the ITIL Service Support Processes
- Elements of ITIL Least Understood, Part One: Service Delivery Processes
- Case Study: Recovery Reactions to a Renegade Rodent
- Elements of ITIL Least Understood, Part Two: Service Support
- Case Studies
- Case Study — Preparing for Hurricane Charley
- Case Study — The Linux Decision
- Case Study — Production Acceptance at an Aerospace Firm
- Case Study — Production Acceptance at a Defense Contractor
- Case Study — Evaluating Mainframe Processes
- Case Study — Evaluating Recovery Sites, Part One: Quantitative Comparisons/Natural Disasters
- Case Study — Evaluating Recovery Sites, Part Two: Quantitative Comparisons/Man-made Disasters
- Case Study — Evaluating Recovery Sites, Part Three: Qualitative Comparisons
- Case Study — Evaluating Recovery Sites, Part Four: Take-Aways
- Disaster Recovery Test Case Study Part One: Planning
- Disaster Recovery Test Case Study Part Two: Planning and Walk-Through
- Disaster Recovery Test Case Study Part Three: Execution
- Disaster Recovery Test Case Study Part Four: Follow-Up
- Assessing the Robustness of a Vendor’s Data Center, Part One: Qualitative Measures
- Assessing the Robustness of a Vendor’s Data Center, Part Two: Quantitative Measures
- Case Study: Lessons Learned from a World-Wide Disaster Recovery Exercise, Part One: What Did the Team Do Well
- (d) Case Study: Lessons Learned from a World-Wide Disaster Recovery Exercise, Part Two
There are nine major steps associated with implementing a sound capacity planning process. I list these activities with highlighted keywords in Figure 1. Following this are explanations for each of these steps.
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Figure 1. Steps in Developing a Capacity Planning Process
Step 1: Select a capacity planning process owner.
The first step in developing a robust capacity planning process is to select an appropriately qualified individual to serve as the process owner. This person will be responsible for designing, implementing, and maintaining the process and will be empowered to negotiate and delegate with developers and other support groups.
First and foremost, this individual must be able to communicate effectively with developers because much of the success and credibility of a capacity plan depends on accurate input and constructive feedback from developers to infrastructure planners. This person also needs to be knowledgeable on systems and network software and components, as well as with software and hardware configurations.
Several other medium and lower priority characteristics are recommended in selecting the capacity planning process owner. These traits and their priorities will obviously vary from shop to shop, depending on the types of applications provided and services offered. One of my recent clients in the financial services industry required his capacity planning process owner have solid negotiating skills and project management experience to help ensure a successful capacity planning program.
Step 2: Identify key resources to be measured.
Once the process owner is selected, one of his or her first tasks will be to identify the infrastructure resources that are to have their utilizations or performance measured. This determination is made based on current knowledge about which resources are most critical to meeting future capacity needs. In many shops these resources will revolve around network bandwidth, the number and speed of server processors, or the number
au: how can there be a "number" of "centralized disk storage"?
, size, or density of disk volumes comprising centralized secondary storage. A more complete list of possible resources is shown in Figure 2. A dot.com client of mine included a host of Internet-related utilizations from WebTrends to track activity on their e-commerce website.
Step 3: Measure the utilizations of the resources.
The resources identified in step 2 should now be measured as to their utilizations or performance. These measurements provide two key pieces of information. The first is a utilization baseline from which future trends can be predicted and analyzed. The second is the quantity of excess capacity available for each component. For example, a critical server may be running at an average of 60% utilization during peak periods on a daily basis. These daily figures can be averaged and plotted on a weekly and monthly basis to enable trending analysis.
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Figure 2. Resources to Consider for Capacity Planning
Resource utilizations are normally measured using several different tools. Each of these tools contributes a different component to the overall utilization matrix. One tool may provide processor and disk channel utilizations. Another may supply information on disk space utilization, while still another provides insight into how much of that space is actually being used within databases.
This last tool can be very valuable. Databases are often pre-allocated by database administrators to a size that they feel will support growth over a reasonable period of time. Knowing how full those databases actually are, and how quickly they are filling up, provides a more accurate picture of disk space utilization. In environments where machines are used as database servers, this information is often known only to the database administrators. In these cases it is important to establish an open dialog between capacity planners and database administrators and to obtain access to a tool that provides this crucial information.
Step 4: Compare utilizations to maximum capacities.
The intent here is to determine how much excess capacity is available for selected components. The utilization or performance of each component measured should be compared to the maximum usable capacity. Note that the maximum usable is almost always less than the maximum possible. The maximum usable server capacity, for example, may be only 70–80% depending on the application and the mix of transactions. Similar limitations apply for network bandwidth and cache storage hit ratios. By extrapolating the utilization trending reports and comparing them to the maximum usable capacity, the process owner should
au: who does this? The subject of the sentence should be the person who estimates it because of the introductory phrase.
now be able to estimate at what point in time a given resource is likely to exhaust its excess capacity.
Step 5: Collect workload forecasts from users.
This is one of the most critical steps in the entire capacity planning process, and it is the one over which you have the least control. Developers are usually asked to help users complete IT workload forecasts. As in many instances of this type, the output is only as good as the input coming in. Working with developers and some selected pilot users in designing a simple yet effective worksheet can go a long way to easing this step. Figure 3 shows a sample user workload forecast worksheet. This should be customized as much as possible to meet the unique requirements of your particular environment.
Figure 3. Sample User Workload Forecast Worksheet
Step 6: Transform forecasts into resource requirements.
After the workload forecasts are collected, the projected changes need to be transformed into resource requirements. Sophisticated measurement tools or a senior analyst's expertise can help in changing projected transaction loads, for example, into increased capacity of server processors. The worksheets also allow you to project the estimated time frames during which workload increases will occur. For major application workloads, it is wise to utilize the performance centers that key suppliers of the servers, database software, and enterprise applications now offer. One of my responsibilities while managing the main computer at 20th Century Fox was to accurately size the resources needed to support a large, complex, mission-critical database application; since we were doing significant business with HP, Sun and Oracle, we were able to use their sophisticated performance labs in Northern California to refine our sizing estimates. These led to us making well-informed business decisions about the quantities of resources to invest in.
Step 7: Map requirements onto existing utilizations.
The projected resource requirements derived from the workload projections of the users in step 6 are now mapped onto the charts of excess utilization from step 4. This mapping will show the quantity of new capacity that will be needed by each component to meet expected demand.
Step 8: Predict when the shop will be out of capacity.
The mapping of the quantity of additional capacity needed to meet projected workload demands will also pinpoint the time frame during which these upgraded resources will be required.
Step 9: Update forecasts and utilizations.
The process of capacity planning is not a one-shot event but rather an ongoing activity. Its maximum benefit is derived from continually updating the plan and keeping it current. The plan should be updated at least once per year. Shops that use this methodology best update their plans every quarter. The release management process also uses a form of capacity planning when determining resource requirements for new applications.
In part three of this series we will look at several of the benefits of a well-designed capacity management program, and will offer up a number of additional tips and suggestions to make such a program successful.