ITIL Foundation Course V1.0 Introduction to the IT Infrastructure Library

1. ITIL Foundation Course V1.0Introduction to the IT Infrastructure Library Capacity Management

2. Unit 11Capacity Management • Content: • Capacity Management – objectives and overview • Responsibilities and obligations • Important aspects • Capacity planning • Capacity Database (CDB) • Benefits, risks, costs • Best practices • Summary

3. Source: IPW Model is a trade mark of Quint Wellington and KPN Telecoms Capacity ManagementIntegration into the IPW Model

4. Capacity ManagementMission Statement • Capacity Management is responsible for ensuring that the capacity of the IT infrastructure matches the evolving demands of the business in the most cost-effective and timely manner. • Capacity Management needs to understand the business requirements (the required provision of IT services), the organization's operation (the current provision of IT services), and the IT infrastructure (the means of provision of IT services), and to ensure that all the current and future capacity and performance aspects of the business requirements are provided cost-effectively. • However, Capacity Management is also about understanding the potential for service provision. New technology needs to be understood and, if appropriate, used to deliver the services required by the business. Capacity Management needs to recognize that the rate of technological change will probably increase and that new technology should be harnessed to ensure that the IT services continue to satisfy changing business expectations. One of the result of the activities of Capacity Management is a documented capacity plan. • The goal of Capacity Management: Ensure required, acceptable, cost-effective capacity of IT resources, in order that the service levels which are agreed with the company are fulfilled in a timely manner.

5. Capacity ManagementWhy Capacity Management? • There are a number of reasons why an organization should implement Capacity Management. • Capacity Management provides the required information about: • Which components need to be upgraded (such as main memory, faster hard disk, larger bandwidth) • When to perform upgrades – not too early, otherwise expensive overcapacities cannot be used; and not too late, in order to avoid bottlenecks, bad performance, and consequently, customer dissatisfaction • How much the upgrade will be – planning elements and predictions will influence budget planning • Capacity management is based on: • Business requirements • Existing structures of the company • Existing IT infrastructure • The customer does not require capacity; the customer requires services • The expenditure for IT capacities needs to be continuously justifiable • It provides information on current and planned resource utilization of individual components, allowing decisions on which components to upgrade, when to do so, and how much it will cost.

6. Capacity ManagementCapacity Management has three sub-processes Demand Management Business Capacity Management Service Capacity Management Resource Capacity Management Capacity Plan Iterative activities (Performance Mgmt) Capacity Database

7. Iterative Activities Business Capacity Management Analyze Tuning Implementation Capacity Management Service Capacity Management Monitoring Demand Management Resource Capacity Management Capacity Database (CDB) Application Sizing Capacity ManagementTasks

8. Technologies SLAs, SLRs, and service portfolio Business plans and strategies Maintenance windows Employment and development plans and programmes Planning of future changes Incidents and problems Service reviews SLA violation Financial plans Budgets Capacity plans CDB Minimum requirements and profiles Threshold values and signals Capacity reports (regular, ad hoc, and in special cases) SLA and SLR recommendations Costs and recommendations for further calculations Proactive changes and service improvements Revised maintenance windows Effectiveness review Audit reports Capacity ManagementInput & Output • SUB-PROCESS • Business Capacity Management • Trend, forecast, model, prototype, size, and documentation • of future business requirements • Service Capacity Management • Monitor, analyze, tune, and report on service performance; establish baselines and profiles of use of services • Manage demand for service • Resource Capacity Management • Monitor, analyze, and report on utilization of components, • Establish baselines and profiles on use of components OUTPUT INPUT

9. Tuning Implementation Analysis Monitoring Resource Utilization SLM Exception Exception Reports Reports Resource Utilization SLM Thresholds Thresholds Capacity Management Database (CDB) Capacity ManagementIterative Activities • A number of the activities of Capacity Management need to be carried out iteratively, and form a natural cycle: • Set up and maintain the Capacity Database • Reporting • Analyzes and reports • Production of the capacity plan • Demand Management and Monitoring • Ensure that the future business requirements for IT services are considered • Report on performance against targets contained in SLA • Monitoring of resources • Forecast future capacity requirements • Document costs associated with options • Assess new technology and its relevance

10. Capacity ManagementCapacity Plan • The Capacity Plan should be published annually in line with the budgetary cycle. Ideally, it should be updated quarterly, and consists of the following parts: • Introduction • Scope of planning • Methods • Assumptions and prerequisites • Management summary • Business evaluations and scenarios • Service summary • Resource summary • Options for service improvement • Cost model • Recommendations • Business benefit to expect • Potential impact (of not) carrying out recommendations; risks involved • Required resources • Costs: unique and ongoing

11. Capacity ManagementCapacity Database • Capacity Database (CDB) • Data in the CDBis stored and used by all the sub-processes of Capacity Management because it is a repository that holds a number of different types of data: business, service, technical, financial, and utilization data. • The CDB is unlikely to be a single database, and probably exists in several physical locations. • The information in the CDB is used to form the basis of performance and Capacity Management reports that are to be delivered to management and technical personnel. • The data is also utilized to generate future capacity forecasts, and to allow Capacity Management to plan for future capacity requirements.

12. Benefits Reduced risk of performance problems and failure Cost savings Both achievable through: Planned buying Deferring expenditure until really needed (but in a controlled way) Matching capacity to business need Ensures that systems have sufficient capacity to run the applications required by the business for the foreseeable future Provides information on current and planned resource utilization of individual components allowing decisions on which components to upgrade, when to do so, and how much it will cost. Costs Setting up Capacity Management: Procurement of required hardware and software, such as monitoring tools Project management Staff costs Accommodation Daily management of Capacity Management: Annual maintenance and upgrades Ongoing staff costs Recurring accommodation costs (leasing, rental, energy) Capacity ManagementBenefits and Costs “Planned buying is cheaper than panic buying.”

13. Capacity ManagementRisks • Potential problem areas: • Customer expectations exceed technical capability • Unrealistic product information from vendor • Wrong estimation of future workload by the customer • Precise predictions become more difficult with shorter business planning cycles • Considering all service areas (software, PC, server, LAN, WAN, TK, and so on) within the scope of capacity management

14. Capacity ManagementBest Practices • The Capacity Management process should be reviewed for effectiveness and efficiency at regular intervals to ensure that: • It is producing the required output at the required times for the appropriate audience • Its activities are cost-effective • Critical Success Factors Success in Capacity Management is dependent on a number of factors: • Accurate business forecasts • Knowledge of IT strategy and plans, and that the plans are accurate • An understanding of current and future technologies • An ability to demonstrate cost-effectiveness • Interaction with other effective Service Management processes • An ability to plan and implement the appropriate IT capacity to match business needs

15. Capacity ManagementSummary • The goal of Capacity Management is to ensure that all the current and future capacity and performance aspects of the business requirements are provided in a timely and cost-effective manner. • Responsibilities: Business Capacity Management, Service Capacity Management, Resource Capacity Management • Demand Management • Capacity Plan and Capacity Database (CDB) “Good Capacity Management ensures NO SURPRISES!”