hardware's a commodity - why bother managing capacity?

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Hardware’s a commodity – Why bother managing capacity?

Rich FronheiserDecember 14, 2016


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Hardware’s a commodity – Why bother managing capacity?

Rich FronheiserDecember 14, 2016


• Introduction

• What’s changed?

• Capacity Management – a people process

• Maturing the CM process

• Evaluating your career path

• Being ready for the next challenge

• Conclusion

Agenda


• Involved in Capacity Management since 1997

• Capacity Manager in 3 industries

• Technical and Management Background

• Currently working for a CM-focused vendor whose goals include elevating the CM maturity of our clients

Introduction


• Mainframes ruled most/many datacenters

• Teams of people closely monitored capacity and performance

• Capacity Planning was purely an IT function

• UNIX just starting to do “real” work

• Few e-commerce, internet things done

What’s changed? A look back - 1997


• What is Capacity Management?

• ITIL Definition

• Ensuring IT capacity meets current and future business requirements in a cost-effective manner

• Business / Service / Component / Reporting

• Activities to support the process (Monitoring, Analysis, Modeling, etc.)

Capacity Management – a “people” process


• Liaison to the business

• Key interfaces to other ITSM processes

• Key resource for evaluating the effects of change, both within IT and with the business

Capacity Management – a “people” process


• Background / definition of maturity

• Why is increasing maturity in your organization important?

• How does this benefit you, the Capacity Manager?

Maturing the Capacity Management process


• What is Maturity?

• Various models exist

• Focus here on Capability Maturity Model

• Five levels of maturity – from complete chaos through optimization and continual improvement

Capacity Management Maturity


• No process activity

• Regular capacity breaches and outages

• Minimal funding

• No documentation or governance

• All CM activities are reactive

• Small pockets of CM – only in technical silos

• A mixture of platform-specific tools, no CM focus

Level 1 - Initial


• Some acknowledgment of CM – technical silos actively managing capacity

• No objectives set, all activities still ad hoc

• Some process definition, focus is still reactive

• Pockets of people doing some CM

• Some key metrics captured, individual data sources

• Still very component focused

Level 2 - Repeatable


• CM exists but communication interfaces are undefined

• Objectives set and basic capacity plans produced

• Processes are defined and documented

• Key deliverables are being produced – usually manually

• Roles and responsibilities are defined

• Component level data is being captured and stored centrally

• Reports are being generated automatically

• Component CM being done well – organization at a minimum is looking at Service CM

Level 3 - Defined


• CM has been fully implemented and integrated with the business and IT

• Business objectives are defined (and being met)

• The process is proactively focused

• Process, activities, and communication interfaces are now documented

• IT is using defined CM processes and activities

• CM spans all IT with champions ensuring benefits are understood and being realized

• Component and service level tools being used

• Data stored in a CMIS

• Service CM has been implemented and is actively used

Level 4 - Managed


• CM now embedded in the business and culture

• Awareness of CM company-wide

• All CM objectives aligned with the business objectives

• Key capacity metrics included in all SLAs with all reactive/proactive elements understood

• An experienced and well-trained group supports the CM process, including a process owner, manager, and capacity champions

• All communications / interfaces are defined with relevant information automatically exchanged

• A strategic solution has been implemented – includes component, service, and business data

• Data captured is being analyzed and correlated using a CMIS

Level 5 – Optimizing


• Many people have done this multiple times over the course of a career

• It’s normal to look “through the curve” to see what’s coming and where you’d like to be

• Take steps to make things happen, when possible

Evaluating your career path


• Hired at the wrong time…

• Hired at the wrong place…

• Get out before you’re asked to leave…

• I can’t believe I took this job…

• I need to make changes, but want to stay...

Evaluating a career path…


“If you’d been hired a month earlier, you’d be up for a raise this year.”

“Last year was a much better year – we can’t hire anyone else now. We need to do more with less.”

Hired at the wrong time…


“We’re a mainframe shop. Those Unix and Windows servers are

just toys.”

Hired at the wrong place…


“We’ll need you to do more than (what you were hired to do). The business is

changed – there’s no room for specialists.”

Get out before you’re asked to leave…


“…"

I can’t believe I took this job…


“I love the company, but I can’t keep doing this job anymore. At

least not like this.”

I need to make changes, but want to stay…


Being ready for the next challenge…


• Technical training / certifications

• ITIL training / certifications

• Project Manager training / certifications

Education


• Company specific training / certifications

• Groups / Events like CMG, Toastmasters, etc.

• Tuition reimbursement plans

Education


• IT and the perception of IT has changed

• More than ever, CM is a people process

• Maturing the CM process is a key step in showing value

• It’s always important to continually evaluate your career

• Be ready for the next challenge before it comes

Conclusion


Any Questions?

Questions


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