UKCMG TEC th May E1 ITIL V3 Capacity Management: A practitioner s review. ITIL V3 Capacity Management: A practitioner s review

Transcription

1 ITIL V3 Capacity : A practitioner s review

2 Abstract ITIL Version 3 has recently been launched to much fanfare with its structure a radical re-design from ITIL Version 2. The Capacity process is affected considerably as it is now spread across all five of the 'core' books: Service Strategy, Service Design, Service Transition, Service Operation and Continual Service Improvement. In this session the changes within ITIL Version 3 that impacts on the Capacity process will be covered in detail. 2E1-2

3 Agenda Introduction ITIL V2 Structure ITIL V2 Capacity ITIL V2 and the Application Lifecycle Model ITIL V3 Structure ITIL V3 and the Application Lifecycle Model ITIL V3 Capacity Conclusion 2E1-3

4 ITIL V2 Structure T h e B u s i n e s s The Business Perspective Planning to Implement Service Software Asset Figure Crown Copyright 2001 Service Service Delivery Service Support Application Security ICT Infrastructure T h e T e c h n o l o g y 2E1-4

5 ITIL V2 Service Structure Service Delivery Capacity Service Service Support Incident Availability Problem IT Service Continuity Service Desk Change Financial Configuration Service Level Release 2E1-5

6 ITIL V2 Capacity Business Capacity (BCM) Service Capacity (BCM) Resource Capacity (BCM) Iterative Activities Demand Modelling Application Sizing Storage of Capacity Data Production of the Capacity Plan CDB Figure Crown Copyright 2001 Covering all aspects of BCM, SCM and RCM 2E1-6

7 ITIL V2 Capacity Tuning Implementation Analysis Monitoring Resource utilisation thresholds Figure Crown Copyright 2001 SLM thresholds Capacity Database (CDB) SLM exception reports Resource utilisation exception reports 2E1-7

8 ITIL V2 and Application Lifecycle Model Concept Development Live Phase-out Feasibility Require Design Coding Testing Roll-out Live Changes End-of-life Need to produce an approximate cost of system to meet specified performance Review if requirements are achievable within budget Review design for performance problems, costs and scalability Provide design guidance to avoid performance antipatterns Application Sizing Review performance testing results for any problems Modelling Provide capacity assurance assessment that transient capacity require-ments can be met Business-asusual capacity management ensuring systems can meet demands upon them based on current and future work Iterative Performance Monitoring Demand Assess all software release changes to the application to ensure they will not affect system Capacity Plan Application Activities Sizing Plan for decommissioning requirements including any transient capacity required for migration to new platform Businessfocussed activities Supporting activity Tools Capacity Database 2E1-8

9 ITIL V2 and Application Lifecycle Model Concept Development Live Phase-out Feasibility Require Design Coding Testing Roll-out Live Changes End-of-life Need to produce an approximate cost of system to meet specified performance Review if requirements are achievable within budget Review design for performance problems, costs and scalability Provide design guidance to avoid performance antipatterns Performance Assurance Application Sizing Review performance testing results for any problems Modelling Provide capacity assurance assessment that transient capacity require-ments can be met Workload Characterisation Demand Forecasting Business-asusual capacity management ensuring systems can meet demands upon them based on current and future work Iterative Performance Monitoring Demand Assess all software release changes to the application to ensure they will not affect system Capacity Plan Application Activities Sizing Plan for decommissioning requirements including any transient capacity required for migration to new platform Missing activities Capacity Database 2E1-9

10 ITIL V3 Structure Five separate core books to represent the service lifecycle: Service Strategy Service Design Service Transition Service Operation Continual Service Improvement This is an improvement over ITIL version 2 as it recognises that each process varies in context with the stage of the lifecycle. For example capacity management at the service design phase is more about application sizing, whereas at the service operation phase it is about regular capacity planning. Costs are 85 each or 299 for the set of five. 2E1-10

11 ITIL V3 Structure The Service Lifecycle Service Strategy Service Design Service Transition Service Operation Continual Service Improvement Service Lifecycle 2E1-11

12 ITIL V3 Model Continual Service Improvement Service Operation Service Strategy ITIL Service Design Continual Service Improvement Service Transition Figure Crown Copyright E1-12

13 Service Strategy (SS) Includes concepts and guidance for: Service definition SM strategy and value planning IT service governance and direction setting Value realization Linking business plans and directions to IT service strategies Service archetypes Service provider types Business strategies Service strategies Service management capabilities Formulating, translating and reviewing service strategies Planning and implementing service strategies Roles and responsibilities Measurement and control Challenges, critical success factors and risks Companion best practices 2E1-13

14 Service Design (SD) Includes concepts and guidance for: The service lifecycle Service design objectives Service design elements Selecting the service design model In-source Outsource Co-source Shared service Service requirements Service, people, process, knowledge, tools Roles and responsibilities Capability Cost model Benefit / risk analysis Process fundamentals Methods, practices and tools Implementing service design Measurement and control Challenges, critical success factors and risks 2E1-14

15 Service Transition (ST) Includes concepts and guidance for: Managing organizational and cultural change Knowledge management Service management knowledge base systems Risk analysis and management Lifecycle stages Principles of Service Transition Process fundamentals Roles and responsibilities Methods, practices and tools Implementing service design Measurement and control Challenges, critical success factors and risks Companion best practices 2E1-15

16 Service Operation (SO) Includes concepts and guidance for: Service Operation lifecycle stages Principles of Service Operations Process fundamentals Functions Application management Infrastructure management Operations management Roles and responsibilities Control processes and functions Procedural activities and templates Methods, practices and tools Implementing service design Scalable practices Measurement and control Challenges, critical success factors and risks Companion best practices 2E1-16

17 Continual Service Improvement (CSI) Includes concepts and guidance for: Business drivers for improvement Technology drivers for improvement Justification Business, financial, organizational benefits Principals of Continual Service Improvement Process fundamentals Roles and responsibilities Methods, practices and tools Implementing service improvement Measurement and control Challenges, critical success factors and risks Companion best practices 2E1-17

18 ITIL Version 3 Structure Notice there is no Service, Service Delivery, Service Support or Capacity mentioned..! Don t Panic! The ITIL Refresh News stated: The processes you are working with today will continue to be part of the refreshed ITIL. You will notice, however, that the Service Support (SS) and Service Delivery (SD) processes will be integrated into a service lifecycle. This will better reflect how service management is applied in everyday practice and so implementation of them is likely to become easier. Sounds OK so far A significant portion of the current version of ITIL will be refined and included in ITIL V3. This includes the parts that are still widely practised and usable in the IT service management community. 2E1-18

19 ITIL Version 3 Authorship Service Strategy: Michael Nieves, Senior Manager, Accenture, USA Majid Iqbal, Project Scientist, Carnegie Mellon, USA Service Design: Colin Rudd, Director, ITEMS, UK Vernon Lloyd, International Client Director, FOX IT, UK Service Transition: Shirley Lacy, Director, ConnectSphere, UK Ivor Macfarlane, Director, Guillemot Rock, UK Service Operation: David Cannon, IT SM Practice Principal, HP Education, USA David Wheeldon, Director of Service, HP Education EMEA, UK Continual Service Improvement: George Spalding, Executive Consultant, Pink Elephant, Canada Gary Case, Executive Consultant, Pink Elephant, Canada 2E1-19

20 ITIL Version 3 Authorship Notice that no single person (or company) has provided authorship for more than one book. For capacity management, which is probably the most detailed and complex specialist discipline within ITIL V2, this means that within each version 3 core book the relevant section has been written or adapted by a generalist, rather than an expert in the topic. (Obviously this also applies to the other existing version 2 service management processes.) There does lead to the concern that ITIL version 3 is very general, as ITIL version 2 was. 2E1-20

21 ITIL V3 and Application Lifecycle Model As seen ITIL V3 now follows a lifecycle model (called the Service Lifecycle) Recognition that services are created, used, revised and eventually refined We will now look at how it maps onto the lifecycle model used previously 2E1-21

22 ITIL V3 and Application Lifecycle Model Service Strategy Service Service Design Service Operation Transition Continual Service Improvement Concept Development Live Phase-out Feasibility Require Design Coding Testing Roll-out Live Changes End-of-life Plan for de-commissioning requirements including any transient capacity required for migration to new platform Assess all software release changes to the application to ensure they will not affect system Business-as-usual capacity management ensuring systems can meet demands upon them based on current and future work Provide capacity assurance assessment that transient capacity requirements can be met Review perform-ance testing results for any problems Provide design guidance to avoid perform-ance antipatterns Review design for perform-ance problems, costs and scalability Review if require-ments are achievable within budget Need to produce an approximate cost of system to meet specified performance Software Application Lifecycle 2E1-22

23 Capacity in ITIL V3: A View Functions are often mistaken for processes. For example there are misconceptions about capacity management being a Service process. First, capacity management is an organizational capability with specialized processes and work methods. Whether or not it is a function or a process depends entirely on organizational design. It is a mistake to assume that capacity management can only be a process. It is possible to measure and control capacity and to determine whether it is adequate for a given purpose. Assuming that it is always a process with discrete countable outcomes can be an error. P.26, Service Strategy P.15, Service Transition P.13, Service Operation P.13, Continual Service Improvement 2E1-23

24 Capacity in ITIL V3 Lots of new diagrams that cover or include Capacity, though many are confusing or simply superfluous Still included are: The stratification of Capacity (into Business, Service, Resource) The section on modelling (duplicated in two books SD & CSI) The iterative processes (now called underpinning activities ) Frequently referred to in conjunction with Availability Recognition that capacity management should also consider space planning and environmental systems capacity as well as certain aspects of human resources expect your jobs to get more difficult if you implement ITIL V3 in full!!! 2E1-24

25 Service Strategy Defines the overall strategy for providing IT services Very high-level book written by Accenture consultant & an academic from Carnegie Mellon Interesting reading but leans heavily towards theory Uses systems theory to define the business and its relationship to IT Heavy focus on business capacity and its close coupling to IT capacity Recognition of relation between Demand, Capacity and Cost (section ) Includes a recognition of the efficacy of Demand Modelling ( Poorly managed service demand is a source of cost and risk. see section ) and Demand (section 5.5) A cynic could regard it as a publication from the Heathrow Business School, but it is worth reading, though not easy to follow 2E1-25

26 Service Design The goal of the capacity management process has changed only slightly. It was: to ensure that cost-justifiable IT Capacity always exists and is matched to the current and future identified needs of the business And now it is: to ensure that cost-justifiable IT Capacity in all areas of IT always exists and is matched to the current and future agreed needs of the business, in a timely manner 2E1-26

27 Service Design Location of largest single section on Capacity (section 4.3, P79-97) Unfortunately much of this material is unchanged from V2, including the anecdotes and some diagrams Introduces new acronyms: Patterns of business activity (PBA) Levels of Service (LOS) Service Level Packages (SLPs) Capacity Information System (CMIS) Business, Service and Resource Capacity now becomes Business, Service and Component Capacity Seems very disjointed and haphazard with no cohesive structure Not clear whether Production of Capacity Plan is here or Service Operation, or both 2E1-27

29 Service Design Outputs of Capacity : Capacity Information System (CMIS) The Capacity Plan Service performance information and reports Workload analysis and reports Ad-hoc capacity and performance reports Forecasts and predictive reports Thresholds, alerts and events Key Performance Indicators: Accurate business forecasts Knowledge of current and future technologies Ability to demonstrate cost-effectiveness Ability to plan and implement the appropriate IT capacity to match business needs 2E1-29

30 Service Design Finally a recognition that CMIS (formerly CDB) may not be one single database CMIS Contains: Business data Service data Component utilisation data Financial data (!) Risks associated with Capacity include: Lack of commitment from the business Lack of information from business on future plans Lack of commitment to resourcing and budget Too much focus on technology (CCM) and not enough on services (SCM) or the business (BCM) Reports too bulky or technical and not appropriate 2E1-30

31 Service Transition Capacity has an important relationship to change management: Capacity and Demand is a critical aspect of Change. Capacity has an important role in assessing proposed changes not only individual changes but the total impact of changes on service capacity. Changes arising from Capacity, including those set out in the capacity plan, will be initiated as RFCs through the change process. Recognition of relation between Stress and Load Testing and Capacity Lots of individual mentions of capacity, but no single section 2E1-31

32 Service Operation Uses the following example of extremely proactive: Anticipate capacity problems and spend money on preventing these even when the scenario is unlikely to happen Discusses Capacity s close interface to Incident in several places Section on Capacity (4.6.4: P.73-P.75) covers: Capacity and performance monitoring Handling capacity- or performance-related incidents Capacity and performance trends Storage of Capacity data Demand Workload Modelling and applications sizing Capacity Planning (now states that Service Operation has a role in this) 2E1-32

33 Continual Service Improvement Frequently refers to Availability and Capacity as one entity or process Section on Capacity (5.6.2: P ) covers: BCM, SCM & CCM Workload and Demand Iterative activities of Capacity (trend analysis and various types modelling) Refers to Performance management referring to tools for the collection of availability, capacity and performance data (7.1.7) 2E1-33

34 Conclusions ITIL Version 3 is a major change to the ITIL process set and will create considerable challenges for those already adopting or using ITIL V2 Major work was undertaken to mentor, author and review the new material via a formal structured procurement process The new structure is an improvement, representing the service lifecycle better than version 2 of ITIL Version 2 content has been utilised by being integrated into the new structure in most appropriate places The tendering process has created lifecycle domains or towers that are not being authored by any recognised capacity management expert Capacity content is not substantially improved although some new material is included it seems less coordinated (26 pages in total although some is old and some sections replicated) There is some good material but as it is not concise, concentrated or coherent it may require the whole documentation set to be read just to understand Capacity Overall a missed opportunity 2E1-34