Implementing Capacity Management, or any Service Management process, is not something that is done without proper planning (CM in a can series 5/10)

It’s a project and project management discipline and resources are required to be successful.  Having someone in place as a project manager who is familiar with PMP or Prince2 will increase the potential for success in the project.

It’s necessary to have a sponsor – a champion – someone who will push others to cooperate and someone who has enough pull in the organization (either by org chart or by the ability to get things done – or both) to get the required changes put in place.

A project team will likely consist of the Capacity Manager and a team of people who will implement the process.  This could be the eventual Capacity Management team or could be a team who are skilled in implementing ITSM processes.

What is certain is that someone must own the Capacity Management process.  Likely that is the Capacity Manager, but at this stage it could be anyone who is responsible for getting the process implemented.

Implementing a process is not something that can be done for free.  Project cost, the cost of tools, people, accommodation, etc. are all non-trivial costs and what’s the scope of the process?  Will it cover everything in the organization or just a subset (mainframe, Unix, Windows, virtualization, storage, etc.)?

Implementing a process that will yield results is a “selling job” for the organization and for IT.  A clear mission and vision statement allows for clear communication.  One recommendation I always make is that everyone working within this process should be able to quickly describe what Capacity Management does – an elevator pitch – something that can be communicated in less than a trip up or down the elevator.

Any project should have SMART objectives – specific, measureable, achievable, realistic, time-based.  Implementing a Capacity Management process is no different. 

What is the specific outcome of the project?  How will you measure success?  Is it an achievable objective?  Is it realistic?  When will it be completed?

A formal communication and awareness campaign should run as the process is being implemented – this will keep the process in everyone’s mind and will allow the Capacity Manager to communicate progress (which is especially important, considering the implementation of a process is not a short term project and it’s easy for people to forget there’s an active project in place unless progress is regularly communicated.

Normally, the first step in a project is to complete a Gap Analysis and I’ll be talking you through this on Monday.

Sign up for our webinar on August 20 'Using systems capacity data for business intelligence'
http://www.metron-athene.com/services/training/webinars/index.html

Rich Fronheiser
Chief Marketing Officer