Home > Articles > Information Technology

📄 Contents

  1. Management Reference Guide
  2. Table of Contents
  3. Introduction
  4. Strategic Management
  5. Establishing Goals, Objectives, and Strategies
  6. Aligning IT Goals with Corporate Business Goals
  7. Utilizing Effective Planning Techniques
  8. Developing Worthwhile Mission Statements
  9. Developing Worthwhile Vision Statements
  10. Instituting Practical Corporate Values
  11. Budgeting Considerations in an IT Environment
  12. Introduction to Conducting an Effective SWOT Analysis
  13. IT Governance and Disaster Recovery, Part One
  14. IT Governance and Disaster Recovery, Part Two
  15. Customer Management
  16. Identifying Key External Customers
  17. Identifying Key Internal Customers
  18. Negotiating with Customers and Suppliers—Part 1: An Introduction
  19. Negotiating With Customers and Suppliers—Part 2: Reaching Agreement
  20. Negotiating and Managing Realistic Customer Expectations
  21. Service Management
  22. Identifying Key Services for Business Users
  23. Service-Level Agreements That Really Work
  24. How IT Evolved into a Service Organization
  25. FAQs About Systems Management (SM)
  26. FAQs About Availability (AV)
  27. FAQs About Performance and Tuning (PT)
  28. FAQs About Service Desk (SD)
  29. FAQs About Change Management (CM)
  30. FAQs About Configuration Management (CF)
  31. FAQs About Capacity Planning (CP)
  32. FAQs About Network Management
  33. FAQs About Storage Management (SM)
  34. FAQs About Production Acceptance (PA)
  35. FAQs About Release Management (RM)
  36. FAQs About Disaster Recovery (DR)
  37. FAQs About Business Continuity (BC)
  38. FAQs About Security (SE)
  39. FAQs About Service Level Management (SL)
  40. FAQs About Financial Management (FN)
  41. FAQs About Problem Management (PM)
  42. FAQs About Facilities Management (FM)
  43. Process Management
  44. Developing Robust Processes
  45. Establishing Mutually Beneficial Process Metrics
  46. Change Management—Part 1
  47. Change Management—Part 2
  48. Change Management—Part 3
  49. Audit Reconnaissance: Releasing Resources Through the IT Audit
  50. Problem Management
  51. Problem Management–Part 2: Process Design
  52. Problem Management–Part 3: Process Implementation
  53. Business Continuity Emergency Communications Plan
  54. Capacity Planning – Part One: Why It is Seldom Done Well
  55. Capacity Planning – Part Two: Developing a Capacity Planning Process
  56. Capacity Planning — Part Three: Benefits and Helpful Tips
  57. Capacity Planning – Part Four: Hidden Upgrade Costs and
  58. Improving Business Process Management, Part 1
  59. Improving Business Process Management, Part 2
  60. 20 Major Elements of Facilities Management
  61. Major Physical Exposures Common to a Data Center
  62. Evaluating the Physical Environment
  63. Nightmare Incidents with Disaster Recovery Plans
  64. Developing a Robust Configuration Management Process
  65. Developing a Robust Configuration Management Process – Part Two
  66. Automating a Robust Infrastructure Process
  67. Improving High Availability — Part One: Definitions and Terms
  68. Improving High Availability — Part Two: Definitions and Terms
  69. Improving High Availability — Part Three: The Seven R's of High Availability
  70. Improving High Availability — Part Four: Assessing an Availability Process
  71. Methods for Brainstorming and Prioritizing Requirements
  72. Introduction to Disk Storage Management — Part One
  73. Storage Management—Part Two: Performance
  74. Storage Management—Part Three: Reliability
  75. Storage Management—Part Four: Recoverability
  76. Twelve Traits of World-Class Infrastructures — Part One
  77. Twelve Traits of World-Class Infrastructures — Part Two
  78. Meeting Today's Cooling Challenges of Data Centers
  79. Strategic Security, Part One: Assessment
  80. Strategic Security, Part Two: Development
  81. Strategic Security, Part Three: Implementation
  82. Strategic Security, Part Four: ITIL Implications
  83. Production Acceptance Part One – Definition and Benefits
  84. Production Acceptance Part Two – Initial Steps
  85. Production Acceptance Part Three – Middle Steps
  86. Production Acceptance Part Four – Ongoing Steps
  87. Case Study: Planning a Service Desk Part One – Objectives
  88. Case Study: Planning a Service Desk Part Two – SWOT
  89. Case Study: Implementing an ITIL Service Desk – Part One
  90. Case Study: Implementing a Service Desk Part Two – Tool Selection
  91. Ethics, Scandals and Legislation
  92. Outsourcing in Response to Legislation
  93. Supplier Management
  94. Identifying Key External Suppliers
  95. Identifying Key Internal Suppliers
  96. Integrating the Four Key Elements of Good Customer Service
  97. Enhancing the Customer/Supplier Matrix
  98. Voice Over IP, Part One — What VoIP Is, and Is Not
  99. Voice Over IP, Part Two — Benefits, Cost Savings and Features of VoIP
  100. Application Management
  101. Production Acceptance
  102. Distinguishing New Applications from New Versions of Existing Applications
  103. Assessing a Production Acceptance Process
  104. Effective Use of a Software Development Life Cycle
  105. The Role of Project Management in SDLC— Part 2
  106. Communication in Project Management – Part One: Barriers to Effective Communication
  107. Communication in Project Management – Part Two: Examples of Effective Communication
  108. Safeguarding Personal Information in the Workplace: A Case Study
  109. Combating the Year-end Budget Blitz—Part 1: Building a Manageable Schedule
  110. Combating the Year-end Budget Blitz—Part 2: Tracking and Reporting Availability
  111. References
  112. Developing an ITIL Feasibility Analysis
  113. Organization and Personnel Management
  114. Optimizing IT Organizational Structures
  115. Factors That Influence Restructuring Decisions
  116. Alternative Locations for the Help Desk
  117. Alternative Locations for Database Administration
  118. Alternative Locations for Network Operations
  119. Alternative Locations for Web Design
  120. Alternative Locations for Risk Management
  121. Alternative Locations for Systems Management
  122. Practical Tips To Retaining Key Personnel
  123. Benefits and Drawbacks of Using IT Consultants and Contractors
  124. Deciding Between the Use of Contractors versus Consultants
  125. Managing Employee Skill Sets and Skill Levels
  126. Assessing Skill Levels of Current Onboard Staff
  127. Recruiting Infrastructure Staff from the Outside
  128. Selecting the Most Qualified Candidate
  129. 7 Tips for Managing the Use of Mobile Devices
  130. Useful Websites for IT Managers
  131. References
  132. Automating Robust Processes
  133. Evaluating Process Documentation — Part One: Quality and Value
  134. Evaluating Process Documentation — Part Two: Benefits and Use of a Quality-Value Matrix
  135. When Should You Integrate or Segregate Service Desks?
  136. Five Instructive Ideas for Interviewing
  137. Eight Surefire Tips to Use When Being Interviewed
  138. 12 Helpful Hints To Make Meetings More Productive
  139. Eight Uncommon Tips To Improve Your Writing
  140. Ten Helpful Tips To Improve Fire Drills
  141. Sorting Out Today’s Various Training Options
  142. Business Ethics and Corporate Scandals – Part 1
  143. Business Ethics and Corporate Scandals – Part 2
  144. 12 Tips for More Effective Emails
  145. Management Communication: Back to the Basics, Part One
  146. Management Communication: Back to the Basics, Part Two
  147. Management Communication: Back to the Basics, Part Three
  148. Asset Management
  149. Managing Hardware Inventories
  150. Introduction to Hardware Inventories
  151. Processes To Manage Hardware Inventories
  152. Use of a Hardware Inventory Database
  153. References
  154. Managing Software Inventories
  155. Business Continuity Management
  156. Ten Lessons Learned from Real-Life Disasters
  157. Ten Lessons Learned From Real-Life Disasters, Part 2
  158. Differences Between Disaster Recovery and Business Continuity , Part 1
  159. Differences Between Disaster Recovery and Business Continuity , Part 2
  160. 15 Common Terms and Definitions of Business Continuity
  161. The Federal Government’s Role in Disaster Recovery
  162. The 12 Common Mistakes That Cause BIAs To Fail—Part 1
  163. The 12 Common Mistakes That Cause BIAs To Fail—Part 2
  164. The 12 Common Mistakes That Cause BIAs To Fail—Part 3
  165. The 12 Common Mistakes That Cause BIAs To Fail—Part 4
  166. Conducting an Effective Table Top Exercise (TTE) — Part 1
  167. Conducting an Effective Table Top Exercise (TTE) — Part 2
  168. Conducting an Effective Table Top Exercise (TTE) — Part 3
  169. Conducting an Effective Table Top Exercise (TTE) — Part 4
  170. The 13 Cardinal Steps for Implementing a Business Continuity Program — Part One
  171. The 13 Cardinal Steps for Implementing a Business Continuity Program — Part Two
  172. The 13 Cardinal Steps for Implementing a Business Continuity Program — Part Three
  173. The 13 Cardinal Steps for Implementing a Business Continuity Program — Part Four
  174. The Information Technology Infrastructure Library (ITIL)
  175. The Origins of ITIL
  176. The Foundation of ITIL: Service Management
  177. Five Reasons for Revising ITIL
  178. The Relationship of Service Delivery and Service Support to All of ITIL
  179. Ten Common Myths About Implementing ITIL, Part One
  180. Ten Common Myths About Implementing ITIL, Part Two
  181. Characteristics of ITIL Version 3
  182. Ten Benefits of itSMF and its IIL Pocket Guide
  183. Translating the Goals of the ITIL Service Delivery Processes
  184. Translating the Goals of the ITIL Service Support Processes
  185. Elements of ITIL Least Understood, Part One: Service Delivery Processes
  186. Case Study: Recovery Reactions to a Renegade Rodent
  187. Elements of ITIL Least Understood, Part Two: Service Support
  188. Case Studies
  189. Case Study — Preparing for Hurricane Charley
  190. Case Study — The Linux Decision
  191. Case Study — Production Acceptance at an Aerospace Firm
  192. Case Study — Production Acceptance at a Defense Contractor
  193. Case Study — Evaluating Mainframe Processes
  194. Case Study — Evaluating Recovery Sites, Part One: Quantitative Comparisons/Natural Disasters
  195. Case Study — Evaluating Recovery Sites, Part Two: Quantitative Comparisons/Man-made Disasters
  196. Case Study — Evaluating Recovery Sites, Part Three: Qualitative Comparisons
  197. Case Study — Evaluating Recovery Sites, Part Four: Take-Aways
  198. Disaster Recovery Test Case Study Part One: Planning
  199. Disaster Recovery Test Case Study Part Two: Planning and Walk-Through
  200. Disaster Recovery Test Case Study Part Three: Execution
  201. Disaster Recovery Test Case Study Part Four: Follow-Up
  202. Assessing the Robustness of a Vendor’s Data Center, Part One: Qualitative Measures
  203. Assessing the Robustness of a Vendor’s Data Center, Part Two: Quantitative Measures
  204. Case Study: Lessons Learned from a World-Wide Disaster Recovery Exercise, Part One: What Did the Team Do Well
  205. (d) Case Study: Lessons Learned from a World-Wide Disaster Recovery Exercise, Part Two

Along with being able to predict when, how much, and what type of additional hardware resources will be needed, a comprehensive capacity planning program offers other benefits as well. Four of these bonus advantages are shown in Figure 1, with explanations following.

1. Strengthens relationships with developers and end-users

2. Improves communications with suppliers

3. Encourages collaboration with other infrastructure groups

4. Promotes a culture of strategic planning as opposed to tactical firefighting


Figure 1. Additional Benefits of Capacity Planning

  1. Strengthens relationships with developers and end-users. The process of identifying and meeting with key users to discuss anticipated workloads usually strengthens the relationships between IT infrastructure staff and end-using customers. Communication, negotiation, and a sense of joint ownership can all combine to nurture a healthy, professional relationship between IT and its customers. This approach proved to be so effective at an aerospace company where I worked, that it evolved into a valuable, monthly meeting on service levels and workloads.

  2. Improves communications with suppliers. Suppliers are generally not unlike any other support group in that they do not enjoy last-minute surprises. Involving key suppliers and support staffs with your capacity plans can promote effective communications among these groups. It can also make their jobs easier in meeting deadlines, reducing costs, and offering additional alternatives for capacity upgrades. I personally experienced an additional benefit in this regard by being able to see first-hand which suppliers showed the most interest and support in capacity planning efforts.

  3. Encourages collaboration with other infrastructure groups. A comprehensive capacity plan by necessity will involve multiple support groups. Network services, technical support, database administration, operations, desktop support, and even facilities may all play a role in capacity planning. In order for the plan to be thorough and effective, all these various groups must support and collaborate with each other. Two factors to keep in mind: focus on the support groups that play the most important roles in determining the success of your capacity planning process; and select support groups with whom you most want to develop future relationships.

  4. Promotes a culture of strategic planning as opposed to tactical firefighting. By definition, capacity planning is a strategic activity. To do it properly one must look forward and focus on the plans of the future instead of the problems of the present. One of the most significant benefits of developing an overall and ongoing capacity planning program is the institutionalizing of a strategic planning culture.

Helpful Hints for Effective Capacity Planning

Developing a comprehensive capacity plan can be a daunting challenge at the outset and requires dedication and commitment to maintain it on an ongoing basis. The following hints (see Figure 2) can help to minimize this challenge.

1. Start small.

2. Speak the language of your customers.

3. Consider future platforms.

4. Share plans with your suppliers.

5. Anticipate nonlinear cost ratios.

6. Plan for occasional workload reductions.

7. Prepare for the turnover of personnel.

8. Strive to continually improve the process.

9. Evaluate the hidden costs of upgrades.

Figure 2. Helpful Hints for Effective Capacity Planning

  1. Start small. Many a capacity planning effort fails after a few months because it encompassed too broad a scope too early on. This is especially true for shops that have had no previous experience in this area. In these instances it is wise to start with just a few of the most critical resources—say, processors or bandwidth—and to gradually expand the program as more experience is gained.

  2. Speak the language of your customers. When requesting workload forecasts from your developers and especially your end-using customers, discuss these in terms that the developers and customers understand. For example, rather than asking for estimated increases in processor utilization, inquire as to how many additional concurrent users are expected to be using the application or how many of a specific type of transaction is likely to be executed during peak periods.

  3. Consider future platforms. When evaluating tools to be used for capacity planning, keep in mind new architectures that your shop may be considering and select packages that can be used on both current and future platforms. Some tools that appear well suited for your existing platforms may have little or no applicability to planned architectures. This is especially true as more shopsmove toward web-enabled systems.

  4. Share plans with suppliers. If you plan to use your capacity planning products across multiple platforms, it is important to inform your software suppliers of your plans. During these discussions, make sure that add-on expenses—the costs for drivers, agents, installation time and labor, copies of licenses, updated maintenance agreements, and the like—are all identified and agreed upon up front. Reductions in the costs for license renewals and maintenance agreements can often be negotiated based on all of the other additional expenses.

  5. Anticipate nonlinear cost ratios. One of my esteemed college professors was fond of saying that indeed we live in a nonlinear world. This is certainly the case when it comes to capacity upgrades. Some upgrades will be linear in the sense that doubling the amount of a planned increase in processors, memory, channels, or disk volumes will double the cost of the upgrade. But if the upgrade approaches the maximum number of cards, chips, or slots that a device can hold, a relatively modest increase in capacity may end up costing an immodest amount for additional hardware.

  6. Plan for occasional workload reductions. A forecasted change in workload may not always cause an increase in the capacity required. Departmental mergers, staff reductions, and productivity gains may result in some production workloads being reduced. Similarly, development workloads may decrease as major projects become deployed. While increases in needed capacity are clearly more likely, reductions are possible. A good guideline to use when questioning users about future workloads is to emphasize changes, not just increases.

  7. Prepare for the turnover of personnel. Over time all organizations will experience some degree of personnel turnover. To minimize the effects of this on capacity planning efforts, ensure that at least two people are familiar with the methodology and that the process is fully documented.

  8. Strive to continually improve the process. One of the best ways to continually improve the capacity planning process is to set a goal to expand and improve at least one part of it with each new version of the plan. Possible enhancements could include the addition of new platforms, centralized printers, or remote locations. A new version of the plan should be created at least once a year and preferably every six months.

  9. Evaluate the hidden costs of upgrades. Most upgrades to infrastructure hardware resources have many hidden costs associated with them. The number and variety of these often-overlooked expenses warrant a separate section which will be offered next week in part four.

The final part of this series next week will describe 13 hidden costs of capacity upgrades and will also explain a technique and a worksheet for assessing the quality of the current capacity planning process for any IT environment.

References

Schiesser, Rich, IT Systems Management, Prentice Hall, 2002

InformIT Promotional Mailings & Special Offers

I would like to receive exclusive offers and hear about products from InformIT and its family of brands. I can unsubscribe at any time.