3/16/10 "get out of the way, i can do it faster myself"
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04/10/23
“Get Out of the Way, I Can Do It Faster Myself”
Joely Scott-Thomas, Senior Account Manager, BMC Software ]
04/10/23 ©2006 BMC Software2
Why are we here today?
Purpose: Customers make subjective measurement of services everyday and we can positively influence and impact that through Capacity Management.
WIIFM: Take charge of measuring service capacity to deliver a SMART service.
How: Agenda to follow
Objective: Do some level of Capacity Management whether it be to ITIL best practice or not to suit the level of service you are providing to customers.
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Agenda
› Why are we here- customer, business and IT view.› The Goal for Capacity Management - To align to ITIL or not.› Level of Commitment -The Gartner Maturity Model › How are we going to get there: The Capacity Planning Process
introducing the Capacity Mgmt Database› Plan, Act, Do & Verify: Analyse, Manage, Measure & Predict in
Capacity terms› How can we apply Capacity Management - Datacentre Optimisation› What did we learn.
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Why are we here- Customer, Business & IT view
As a customer: Endless examples of customer facing technology delivering valuable services which can also frustrate.
Business view: With said endless examples of customer facing technology, business managers must perform to KPI’s utilizing technology they are responsible for without really having the timely information and therefore control to deliver the result. They are currently heavily dependent on IT management for updates.
IT view: Technology is finally in the front office, a significant development in the evolution of IT and they are just loving it.
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What our the goals: Capacity Management- To align to ITIL or not
ITIL Definition Statement: To ensure that cost justifiable IT Capacity always exists and that it is matched to the current and future identified needs of the business.
The CDB (Capacity Mgmt Database) is the cornerstone of a successful capacity management process operating as a subset of a Configuration Management Database (CMDB)
Or not- take a simpler approach: Does my database look big in this? A few extra records here, a few more users there, more bandwidth, more memory, more more more. The computer says NO.
Capacity Management is the human equivalent of dieting. All that extra nibbling and suddenly your clothes don’t fit.
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What is our Commitment: Gartner’s IT Management Process Maturity may be an aim
60%
30%
Gartner Research, Inc., “Conference Polling Indicates Improvement in IT Management Process Maturity,” Deb Curtis, April 2006. Slide title created by BMC Software.
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What is our commitment: Take a Capacity Management View of Gartner’s Maturity Model
You can’t get to high levels of value…
Without CapacityManagement …
And ability to automate change near real-time…
Or virtualization…
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Service LevelManagement
Incident Management
How are we going to get there: ITIL Process Relationships
Service Desk Problem
Management
Change Management
CapacityManagement
Availability Management
FinancialManagement
Configuration Management
Release Management
Service Support
Service Delivery
IT Service ContinuityManagement
Capacity Management interacts other ITIL processes, as well as the Service Desk…
Source: ITIL Service Management handbook
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Inputs, Sub-processes and Outputs of Capacity Management
Source: ITIL Service Management handbook
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The ITIL Capacity Management process
Four Activities:› Monitoring› Analysis› Tuning › Implementation
Which Enable:› Storage of
Capacity Management data
› Demand Management
› Modeling› Application sizing› Production of the
Capacity PlanSource: ITIL Service Management handbook
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Where does the CDB fit into the CMDB Environment
› The CMDB contains details about the attributes and the history of each configuration item (CI) and details of the important relationships between CIs
› Ideally the CMBD should be linked to the CDB, and other extended data sources via a federated data model
› The CMDB and the CMDB Extended Data, such as the CDB are used by all ITIL processes
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What is the CDB?
“The CDB is the cornerstone of a successful Capacity Management process.”
› The CDB is a repository that holds information needed by all sub- processes in Capacity Management. The data types include:
– Business data– Service data– Technical data– Financial data– Utilization data
Source: ITIL Service Management handbook
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How is the CDB Used?
The CDB provides the necessary data to create performance and Capacity Management reports, including the Capacity Plan.
SERVICE AND COMPONENT BASED REPORTS› Reports which illustrate how the service and its constituent components are
performing and how much of its maximum Capacity is being used.
EXCEPTION REPORTING› Reports that show management and technical staff when the Capacity and
performance of a particular component or service becomes unacceptable.
CAPACITY FORECASTS› Documents the current levels of resource utilization and service performance,
taking into consideration business strategy and plans, forecasts the future requirements for resource to support the IT Services that underpin the business activities.
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Capacity Management is aclosed-loop methodology
Manage
Analyze
Predict
Measure
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“Consumer View” of Performance
Ad-hoc, enterprise-stakeholder access to Application and server performance
information – Real time through historical
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Understand performance relationship between resources and business
Map Characterize
Business workload resource utilization
Manage Performance of Business “Units of Work”
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Identify underlying cause of performance and response time problems
Workload Response Time
0.0
0.5
1.0
1.5
2.0
12:0012:451:302:153:003:454:30
Secs
CPU ServiceIO ServiceCPU WaitIO WaitOther ServiceOther Wait
• Identify underlying workload resource bottlenecks
• Optimize performance requirements to meet service level agreements
Analyze
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Performance Analysis
Identify Business Varianceand its impact on IT
Resources
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Maintain consistent performance in a constant-change environment
Track workload resource utilization and responsiveness
Rapidly identify, prioritize and solve performance and response time incidents by filtering abnormal workload performance
Automate and Publish workload performance information to all stakeholders
Manage
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Identify Resource Requirements
Determine resource utilizations across entire application and server infrastructure
Populate historical repository of utilization data
Visualize and communicate the performance interdependencies between IT and business
Flashboards
Measure
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see Inside Business Resource Response time and Usage
Workload Response Time DetailWorkload MoneyWeb@lwl11dv83
0.0
0.5
1.0
1.5
2.0
12:00 PM 12:45 1:30 2:15 3:00 3:45 4:30
Secs
CPU Service
IO Service
CPU Wait
IO Wait
Other Service
Other Wait
Determine whichresource is
Constrained andwhen
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Predict Performance Impactof Business Changes
Model response time impactof business changes
Identify Business Service breakpoints before failure
Maintain consistent performance and response time across change
Transaction Response Time
0
5
10
15
20
current grow20% grow40% grow60% grow80% grow100%grow10% grow30% grow50% grow70% grow90%
Predict
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Modeling Business Change and Resource Impact
Transaction Response Time <ALL> Transactions [MoneyWeb] in Money_Growth
0
5
10
15
20
current grow20% grow40% grow60% grow80% grow100%
grow10% grow30% grow50% grow70% grow90%
Secs
httpd@lwl11dv98
Oracle@lwlgcaa1
java@lwl11dv83
authserver@lwl11dv84
Grow the workloadand determine the
“knee of the curve”
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Predict Business Performance Impact of IT Change
Predict Business Service impact of IT Resource change
CPU, Disk, Memory, etc.Configuration, Load Balancing, etc.
Right-size and Right-timeresource expenditures
Maintain consistent performance and response time across change
Predict
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Predict Business Performance Impact of IT Change
See Response time impact of resource
change
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Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4
Go Live Add New Module
Add New Dept
ConsolidateServers
SLA
Wasted Resource Investment
ResponseTime
Hardware $
Response Time
1
23456
Capacity Management - Right Timing and Right Sizing Business
Resource Utilization
20%
40%
60%
80%
100%
Degraded
Service
LevelsOver provision vs. Under Provision
Moore’s Law: Price Decrease andPerformance Increase
Wasted Resource InvestmentDegraded
Service
Levels
Capacity Management must deliver the predictive determination of the
RESPONSE CURVE vs.Resource Utilization
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Proven Results: Ameritrade
Business Challenge Introduce 8 second trade guarantee Improve website speed, perceived
value and customer experience Increase trades from 50k to 500k
per day at minimal HW/SW cost
Resolution Using Capacity Management Process
& Tools
Results Moneyback response time guarantee
successfully introduced Hardware Savings: $3M Software Savings:$350k Fastest loading homepage for 72
consecutive weeks Increased trade volume 10x
•Trade Volumes
•Customer satisfaction
•Hardware Costs
•Software Costs
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Proven Result: SAIC/Entergy
› Business Challenge Server purchases 35+ / qtr Cost reduction required by deregulation of the business
0%
10%
20%
30%
40%
50%
60%
70%
80%
90%
100%
Admin HW Exp HWCapital
Before
After
Resolution Capacity Management Process and
Tools
Results Achieved annual savings target in 3
months To date exceeded savings target by
2X Capital HW budget: 62% Expense HW budget: 27% Administration costs: 12%
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Quick Fact
“On average, 40 percent of unplanned mission-critical application downtime is caused by application failures and another 40 percent is caused by operations errors. Improving change management processes is one of the best investments that enterprises can make, as availability can increase by 25 percent to 35 percent.”
- Gartner Research, Inc., “Best Practices for Continuous Application Availability,” D. Scott and E. Holub, Gartner Data Center Conference, December 2005
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How can we apply Capacity Management: Today’s Data Center Situation
› Average server utilization is 10-15% (85% of resources are idle)– Electricity costs are rising
• Google forecasting electricity costs to outweigh server costs this year– Real estate, cooling are very large fixed costs– Management costs increase for every server, used or idle
› Gartner Data Center Survey1
– 95% of data centers are planning or executing virtualization (e.g. VMware, etc.) and/or server consolidation projects (Opening, question 2)
– 69% are doing so to control server sprawl and reduce overall TCO (A3, question 1)
– 66% believe projects will take more than one year to complete (A3, question 4)
– Many are moving to a real-time infrastructure or RTI (think “Capacity on Demand”)• 73% see moving concretely to RTI as “business imperative” (k2, question 1)
• 70% see obstacles as organizational, process, and/or low maturity — not technology or ROI (k2, question 4)
1Gartner Research, Inc., “Interactive Polling Results: 2005 Data Center Conference,” December 2005. Percentages calculated and additive to obtain figures.
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Capacity Management as an enabler to Proactively Managing the Lifecycle and Costs of the Datacentre
› Integrated approach for Data Center lifecycle management blending best practices from:
– Discovery– Capacity Management– Asset Management – Change and Configuration Management
› BMC solutions for Data Center Optimization enable IT to:
– Proactively identify, plan, change, and manage server assets
– Support new, agile business application demands
– Optimize capacity against business requirements, financial constraints, and contractual obligations
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Datacenter Optimization Lifecycle.Business Agility, Risk Mitigation, Cost Reduction
Identify under-performing assetsAudit and optimize Licenses
Reduce risk of unpredicted change by mapping resources to business cycle
Reduce costs by tightly managingsoftware configuration and change
Identify resource consolidation or re-purposing opportunities
Minimize business service risks with prediction
Balance server, power, floorspace, cooling, licensing and management costs through “scenario planning”
Ensure appropriate business service response time and throughput
Balance competing business priorities
Properly size and quantify server assets
Flexibly adapt to dynamic change
Lower costs of servicehigh availability
Create shared, virtualresource pools
Increase overall resource utilization
Ensure real-time business service availability, performance and capacity
1
2 3
4
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FoundationDiscovery
ConfigurationDiscovery
TopologyDiscovery
IdentityDiscovery
Analysis and Planning:
› “Actual vs. planned” resources, response time, and throughput– Provides historical and predictive performance analysis and modeling– Builds, populates, and maintains an ITIL-compatible Capacity Management
Database (CDB), part of the federated CMDB– Factors application response time constraints due to stacking, virtualization, HW
and/or demand change through predictive modeling– Performs a required step in planning data center change
› Result: Generation of a Resource Requirements Plan– Accurate resource plan for configuration change(s)– Business and technology change/growth scenarios– Creation of information needed to intelligently automate resource provisioning
You can’t consolidate or virtualize without Capacity Management
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Customer Spotlight
› Extremely large book retailer› Problem
– Supported 150 different types of IT assets in 1,400 retail and corporate sites
– Suspected there was unused equipment– Consistently paid lease penalties for assets not returned or renewed on time
› Selected Results Measured First Year – Discovered 6,000 previously unknown assets, 30% of which were redeployable
• Saved $180,000 in prevented procurement– Alerted and reported on assets that were due for return or renewal
• Saved $120,000 in lease penalties – Warranty and recall tracking; consulted prior to service
• Saved $131,000 in service costs on assets under warranty or recalled– Total measured savings: $431,000 first year
Forrester case study available upon request
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Delivering Rapid Customer Value
› Capacity Management Service– $21 billion regional bank
• Acquisition = 25% growth in new users within two months – would they fit?• Solution must give answers within three weeks
– Initial capacity study• Completed within two weeks• Success drove customer to one-year subscription with additional studies
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Quick Fact
A large insurance company reduced infrastructure costs by over $1 million in one month by adopting capacity management delivered as a managed service.
By ensuring Capacity Management was part of its change process, a large regional energy company reduced CapEx budget by 67%, OpEx budget by 27%, and achieved 12 months savings plans in three months.
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Quick Fact
A $30 billion food manufacturer was keeping 75 servers as overflow capacity for important applications.
The company reduced its production infrastructure by over 41% by using dynamic provisioning capability
A large technology company saved over $1 million by effectively merging the disciplines of Discovery, Asset, and Capacity Management.
• Found 1000 unused servers, reducing operational expense• Ended server purchasing for 18 months• Instituted Change Management process to enforce Capacity
Management
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Data Center Optimization Summary:Discovery, Analysis and Planning
If you know what resources you have, what services they support, how busy they are, and what resources you will require to successfully implement technology changes, such as consolidation or virtualization.
– Reduce Server Infrastructure costs by 40% or more
– Recognize ROI within three months– Accelerate virtualization and
consolidation projects
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Data Center Optimization Summary: Implementation and Optimization
Implementing a unique marriage of Closed-loop Change and Configuration Management with automated server provisioning to:
– Ensure compliance and reduce risk by improving IT process and technology maturity
– Optimize infrastructure costs– Improve IT’s ability to respond to
dynamic business change
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What did we learn: Key Points
› A lot of benefits attributed to good capacity planning and it is a competitive advantage when a process is implemented.
› ITIL alignment can be beneficial but so can implementing a simple process for one or two services that you deliver. It doesn’t have to be all encompassing.
› Its all about Plan, do, act and verify or analyze, manage, measure and predict.
› Capacity Management is integral to optimizing a datacenter and ultimately enabling the business to do “more with less”.
› We agree that diet and exercise are a good thing. And the computer should never say NO!
› If you don’t do Capacity Management then your customers will let you know “get out of the way I can do it quicker myself”.
