Ohio Valley Computer Measurement Group (OHVCMG) Presented by: Scott Ferguson

Transcription

1 Ohio Valley Computer Measurement Group (OHVCMG) Performance and Capacity Management Mobile Banking Launch The Huntington National Bank Presented by: Scott Ferguson

2 Agenda Introduction / Background New Service Launch: Mobile Banking Problem Statement Environment Overview Capacity Management Overview Huntington s Capacity and Performance Tool Box Capacity Management Process Huntington s Capacity Approach Basic Application Modeling Huntington s Capacity Plan Template (Overview) Business Capacity Management Service Capacity Management Component Capacity Management Results and Successes Lessons Learned Questions

3 Mobile Banking Launch Huntington National Bank launches new mobile banking service in August 2008 Industry Adoption First year 4% account penetration Actual Utilization First month goal exceeded d by 600% 3.5% penetration in first 60 days Voice of Customer I had been waiting for Huntington to come out with this feature for the past three years that I've had a Smart Phone. I love it and I use it every day! Great new feature that I love and is easier to use than mobile banking from [another financial institution]!!!!

4 Problem Statement Introducing a new service into a mission critical shared environment has the potential to lead to significant outages if unexpected utilization exceeds current capacity.

5 ITIL v3: Capacity Management Capacity Management Goal ensures that capacity and performance of the IT services and systems match the evolving agreed demands of the business in the most cost- effective and timely manner. Capacity Management Objectives Produce and maintain a current capacity plan Ensure service performance measurements meet or exceed agreed performance goals Assist in the diagnosis and remediation of capacity and performance related problems and incidents Drive proactive and cost-effective enhancements to improve the performance of services Capacity Management Process Tuning activities to efficiently utilize resource investments Generate capacity plans in a manner that enables the business to make accurate and timely investments Influence demand for resources

6 Capacity Management Approach Huntington s Approach Process Business Capacity Service Capacity Component Capacity Basic Application Model Capacity Plan

7 Service / System Model Objective: Clear understanding of the environment Basic Application Model

8 Huntington s IT Capacity Plan Template High Level Summary of the Capacity Plan Template Introduction: Identifies the service, high level description of the service as well as a detailed description of the supporting IT resources. Identifies the method of capacity analysis used to forecast the capacity needs. Assumptions: Focused on identifying the assumptions made related to business drivers and resource constraints. Management Summary: Identifies the issues and known risks that have an impact on capacity requirements for the service. Business Scenarios: Provides the context of the current and expected (future) business environment. System Summary: Baselines the ability of the system to satisfy the business objective. Outlines the usage rates and the usage trends. Component Summary: Analyzes the individual component utilization and ongoing trends based upon the system baseline. Sections include: Current and Recent Component Usage and Component Forecasts Options for Service Improvements: Documents the most likely capacity related incidents that may occur. Describes the options for remediation of any potential failures. Defines contingency or recovery plans that may be utilized. Investment Plan: Documents the costs related to each option Sections include Cost Model and Impact to Budget Cycle Recommendations: Documents the status of previously recommended solutions as well as make new recommendations based upon the business scenarios, system profiles, trends, service improvement options, and costs.

9 Business Capacity Management Objective: Translate business needs and plans into requirements for services and IT Infrastructure t Critical Success Factors: Accurate business forecasts Understanding business plans and strategy Understanding di customer behavior

10 Service Capacity Management Objective: Management, control, and prediction of the end-to-end performance and capacity of the live service usage Critical Success Factors: Understanding service level agreements Understanding service performance and throughput Understanding interrelationships

11 Component Capacity Management Objective: Management, control, and prediction of the performance, utilization and capacity of individual id IT technology components Critical Success Factors: Understanding the evolution of technology Setting automated thresholds to monitor all components

12 Process Focus Process Focus: Business Capacity Management Current and future business requirements Service Capacity Management Delivery of existing service that support the business Component Capacity Management IT infrastructure that supports the services

13 Results and Successes 2008 Capacity and Performance Successes System synchronization process issues identified in User environment resulted in defects remediated prior to production implementation. The performance of three highly utilized shared services improved by more that 500% resulting in significant reduction of customer timeouts. Created a mainframe batch, good practices guide that is shared across the mainframe application teams Goals Integrated application models

14 Lessons Learned Line of business plans, direction and strategy must be fully understood to accurately predict required technical capacity Key Performance Management Resource = Incident Management. Incredibly valuable resource: analyze high utilization times like month end and quarter end. Making the right investments in the right places at the right time is the only way to demonstrate cost effectiveness. Configuration Management is required for successful Service Capacity Management Throwing hardware at a service is not always the solution. Capacity and Performance Management at Huntington: Is not just mathematical ti equations and hardware recommendations. Is not an exact science, no model is 100%, always a margin of error Is balancing cost with resources and supply with demand

15 About The Huntington National Bank About Huntington Huntington Bancshares Incorporated is a $54 billion regional bank holding company headquartered in Columbus, Ohio. Through its affiliated companies, Huntington has more than 141 years of serving the financial needs of its customers. Huntington provides innovative retail and commercial financial products and services through over 600 regional banking offices in Indiana, Kentucky, Michigan, Ohio, Pennsylvania, and West Virginia. Huntington also offers retail and commercial financial services online at huntington.com; through its technologically advanced, 24-hour telephone bank; and through its network of almost 1,400 ATMs. Selected financial service activities are also conducted in other states including: Dealer Sales offices in Arizona, Florida, Georgia, Nevada, New Jersey, New York, North Carolina, Pennsylvania, South Carolina, and Tennessee; Private Financial and Capital Markets Group offices in Florida; and Mortgage Banking offices in Maryland and New Jersey. Huntington Insurance offers retail and commercial insurance agency services, through offices in Ohio, Pennsylvania, Michigan, Indiana, and West Virginia. International banking services are made available through the headquarters office in Columbus, a limited purpose office located in the Cayman Islands, and another located in Hong Kong. The company is located on the web at The Huntington Philosophy We are a bank whose size makes people feel right at home, yet is more than large enough to provide them with access to all the resources they need. We like to think of Huntington as a local bank with national resources, and it s just one of the things that makes us great. Our values Communication, Teamwork, Accountability, Service, Diversity and Passion define the way we think and act, and help to create extraordinary customer experiences. We demonstrate t our commitment t to the customer by delivering i simply the best service always.

16 About Scott Ferguson Scott Ferguson is the Assistant Vice President of IT Governance and Risk Management for the Huntington National Bank, headquartered in Columbus, Ohio. Leveraging over fifteen years of process improvement and varied service management experiences, he manages the team that is responsible for the tools and processes used to run the business of IT. Scott is guiding Huntington s IT organization on its journey to integrated service management disciplines, while maturing the incident, change, release, problem, configuration, and capacity management processes, as well as the software development lifecycle. Contact Information Scott M Ferguson Assistant t Vice President, IT Governance & Risk Management Manager, Service Management Support The Huntington National Bank 7 Easton Oval, Columbus, Ohio Direct: (614) [email protected] Linked In: