How to Drive Business Value with Capacity Management 18 July 2017

. Jim Smith

Executive Buy-in

Benefits Roles and Assessment realization responsibilities

Toolset Charge/Show Demand Strategy Reporting exploitation Back model Management

Maturity Level

GAP Analysis

Roadmap

RACI

Balance Strategy & Operations

Toolset Exploitation

Cost Avoidance & Benefits

People

Process

Tools Chaotic Reactive Proactive Service Value

Input Data Analytics Decision support Output

Discover and manage Analyze and transform Contextualize to influence

53% 42% Actually Believe they assess at the are at the Chaotic Level Service Level

Use “Introducing the Gartner IT Infrastructure and Operations Maturity Model” (G00147962) for guidance

5 Business Partner: Business Capacity Planning

Service Aligned: IT Service Capacity Planning 4 3 Proactive: Resource Capacity Planning

Committed: Historical Analysis 2

1 Reactive: Real-Time Monitoring

• Value of capacity management questioned • Communications within teams not aligned • Capacity processes not documented • Scope of capacity management not fully understood • Capacity policy not supported by all concerned parties • Roles and responsibilities (RACI) not created • No visibility of future infrastructure (demand) • No standardized format / template for monthly reporting • No analysis from monthly capacity reports • No virtual team established (capacity champions) • Teams bypassing capacity management processes • Weak CMDB (configuration management database) • OLAs not aligned to capacity management

Assessment of policies, Reporting at various Continuous Service Planning and strategy Cost avoidance Demand Management processes, and SLAs levels Improvement

• Review current reports • Create capacity • Address risk assessment • Review cost savings • Gather and analyze • Re-assess progress dashboard initiatives infrastructure demand • Establish virtual • Create capacity plan • Re-position operational team • Amend monthly capacity • Backup strategy • Create visibility of • (Ops & Strategic) • Roadmap creation reports project demand • Identify all data sources • Archiving/data solutions • Assess reliability and • Communication of yearly • Validate data from • Attach cost to • RACI based upon policy availability • Storage reclamation achievements service providers infrastructure required and processes improvements • Review all POCs and • Review capacity plan • Identify gaps in reporting • Review SLA/OLA with • Understand sources of clean up service providers • Review events, incidents capacity demand • Virtualization targets etc. • Presentation to • Create a draft demand • Consolidation targets stakeholders • Exploit toolsets in calendar environments • Align planning and • Mature reporting operational growth

Timeframes are dependent on resources allocated and priorities attached to each subset.

Assessment Assessment of maturity of capacity Q1 management processes and review or create Establish and contract policies, SLAs, & Peoplea virtual team across OLAs Q1 company Review existing Reporting toolsets, data source Define reports and validation, and address dashboards for Q2 gaps capacity management

STRATEGY Q2 Create demand calendar. ensure alignment with ITIL.

Review/create Forumscapacity risk Q3 management report forum Cost avoidance Q4 strategy and benefits realization. Create a capacity plan. Copyright © 2017 TeamQuest, A HelpSystems Company. All Rights Reserved. Toolset Exploitation

Capacity Evaluation Environments Services Reporting Planner Criteria

• Projects • Networks • Configuration • Monthly capacity reports • Manager of managers • Demand calendar • Mainframe • Alerting • Risk • Infrastructure monitoring • Architecture designs • Open Systems • SLAs • Licensing • Off-shelf application plugins • Unknown demand • Storage • Availability • Cloud • Availability reporting • Trends • Databases • Monitoring • Incidents • Service level management • Thresholds • EUC • Licensing • Monitoring • Integration with service desk • Reduce timeframes • Datacentre • Trending • Custom agents for integration • Improve availability • Thresholds and applications

Value Service Proactive Reactive Chaotic

Driver Data Analytics Decision support

Identify and Analyze and Contextualize manage transform to influence

17 Identify capacity metrics for collection A R C I I I I I I I I I I I I 18 Identify if appropriate tools are available for these metrics A R C I I I I I I I I I I 19 Motivate/Procure and obtain approval for respective tools A R C I C C C C C C C C C C 20 Maintain tools and procedures A R Data 21 Run data collection and monitor metrics A R

22 Validate data collection A R R

Data Collection Data Collect Capacity 23 Summarise historic data A R I I I I I I I I I 24 Define monitoring and reporting guidelines A R I I I I I I I I I I I I I 25 Report on capacity and performance A R R I I I I I I I I I I I 26 Analyse current system data and reports A R R C C C C C C C C

26 Conduct and attend capacity risk forum A R R I I I I I I R R R R R R R

Usage

Capacity Evaluate

Utilisation 27 Identify and resolve capacity issues/risks A R R I I C C C R R R R R R R

Evaluate Current EvaluateCurrent 28 Communicate to service level management A R I I I I I I I I I I I I I 29 Gather an collect baseline data A R R C C C C C C C C 30 Apply calibration (if applicable) A R 31 Analyse baseline data for relevant peak periods A R 32 Apply legacy and seasonal growth to baseline A R 33 Apply new initiative requirements to baseline A R

34 Verify growth with assumptions A R C C I C C C C C C C C C C C Phase 35 Document external factors affecting growth A R requirements 36 Analyze resource constraints and potential hot spots A R R I R R R R R R R

37 Define minimum requirements A R C I I I I C R R R R R R R R

Modelling and Analysis Modelling Evaluate future Evaluatefuture resource 38 Ascertain tuning or optimisation potential A R C I I C R R R R R R R I

Capacity Planner (Analyst)

• Service providers • Network team • Service providers • End user computing team • Networks team • Mainframe team • End user computing team • Open systems & storage team • Storage team • Clients • Open systems • Applications Capacity Manager–EUC Operational Networks–Mainframe Strategic Storage–DBA Application sizing Replacement strategy Real-time monitoring Lifecycle management Performance tuning Dashboard creation Reclamation targets Budget cycle input Gathering data Capacity procurement Monthly MANCO reports Copyright © 2017 TeamQuest, A HelpSystems Company. All Rights Reserved. ITIL Service Strategy: People Process

VS Operational Strategic 20% 80%

Copyright © 2017 TeamQuest, A HelpSystems Company. All Rights Reserved. • Service delivery • Server & storage • Service acceptance • Network & mainframe • Change advisory board • Cloud & floor space • Service provider • Demand forecasts • Risk • Business trans. volume • Architecture • Charge-out • Business one-on-one • Change advisory board Data • Business unit meetings Forums Sources Tech / Non

• CIO Agenda • Roadmaps and tech People • IT execs topics • Client trends & • Business execs bottlenecks • Senior IT managers • SLA breaches & • SME & architects roadmaps • Service line managers • Demand management • Capacity related risk • New services

Analysis What?

Meetings & Noise Level of Toolsets Reduction Maturity

Collect Data Recommendation Where? Why?

Chaotic Reactive Proactive Service Value

Recommendations Value Business Speak Artifacts of monitoring as a Outcomes Reports discipline in their Wisdom Proactive organization Why? Knowledge Analysis Context Trends Forecast How? Information

Component Who? Infrastructure What? Data Where? When?

Understanding

Duplication and redundancy Portfolio Management Dormant or outdated assets Lifecycle Management Wasteful consumption or demand Capacity Management

Resilience Efficiency Agility

Proactive mitigation of risks Defeat over-/under provision. Clarity about current positions Replacement of man. processes Reclaim unused resources Confid. in forecasting ability Informed risk exposure Automated and unified tools Max. exploitation of and processes opportunities

• Self-service provisioning • Vendor estimates/recommendations taken at “face value” • Lack of sizing guidelines and reviews • Public cloud services treated like traditional on-premises resources • Virtual machines rarely returned or deleted after end of life

Proactive Investment Reactive

. Use of standard configurations (S-M-L) . Assess feasibility, challengeD assumptions . Increased customer engagement and active demand management

Create monthly Document each Translate business Initiate recl. strat. Map demand to Present demand Identify business forum for business unit’s requirements into or procurement Supply report monthly unit owners discussion requirements IT requirements strategy

Projections Probability Rating Business Growth • Projection: 5% • Quarter 1: 80% • Projection: 12% • Quarter 2: 60% • Projection: 15% • Quarter 3: 50% • Projection: 17% • Quarter 4: 30%

Demand • Be present at monthly business meeting(s) Calendar • Translate business into IT infrastructure requirements • Present KNOWN Growth, cater for unknown growth • Understand 3–6 months demand (IT & business) • Highlight demand at risk and dependencies

Proactive Investment Reactive

. Discovery of unused or overD -provisioned assets . Reclamation of resources supported by a formal policy . Close the feedback-loop to improve future estimates

Identify Verify CAB Reclaim CMDB Monitor

SME Approval Change Advisory Board Capacity Team • Surveyor to identify • IT executive to • IT team action targets based on 3- • Server owner notified ensure due process change request and month analysis of of pending action to was followed • Approval from CAB ensure that CMDB is • Report on quarterly performance metrics. server • Target list must be and all potential updates reclamation • Delete or resize • Opportunity to attached to approval parties informed of • Provide virtual machine provide updates on email change infrastructure infrastructure charge-out model VM Targets IT Exec approval IT team

. Activity-based costing: Allocating cost in relationship to actual consumption will make consumers more thoughtful about how they request resources . If charge-back is too hard to sell, start with show-back…

Proactive Investment Reactive

Organizational thinking

Assessment

Agreement of the GAP

Defining the roadmap

Mandate to implement

. Management buy-in . Do an assessment . People , process, and technology . Strategic, not operational . Short-term demand (3–6 months) . Charge-out or show-back . Reporting and benefits . Be assertive . More analysis and less noise