Still staying with our study of our Retailer I promised
to look in further detail at the tools and Capacity Management Process deliverables and how well they
are using them to meet their needs.
This report relates the deliverables from the capacity
management process to the tools available per target domain
The first column in this case shows the various target
domains, the second the tools available.
The last column shows the deliverables.
The arrows indicate which parts of the tools are exploited to meet the
required deliverables.
In this site there is a wide mix of tools from different
datacenters that have been merged slowly over the years. So as well as supporting a number of
different variants, there is also a central objective of “standardising”. This typically
adds an extra dimension in terms of support requirements which is an overhead
until fully established and the previous standards are retired.
The next reports reflect
a more detailed analysis starting with this review of the typical metrics
available and those that are collected at this site circled in green.
There is a potential issue with this report in that each
platform tends to be somewhat different in its level of detail. That is, most mainframe servers collect and
store a wide array for SMF/RMF record types, whereas most UNIX servers will
store a limited selection of statistics and Windows servers likewise. However, there is often a reasonably
consistent attitude to storage and exploitation of metrics across the domains at
this level of detail.
This report reflects the level of data required for
effective performance engineering and the need for good data flows with
development and testing.
Again circles are used to indicate what happens at this
mythical site.
This shows a typical list of reports required, with the
related key metrics in the second column.
Once again green circles are used to highlight the areas addressed
within this site.
A standard capacity plan template is used to highlight those areas that
are incorporated in the sites internal capacity plans.
In this case it is clear that there are few formal
capacity plans but within the capacity management team a number of key
practical areas are assessed. The lack
of a formal report leads to a poor perception of the abilities of those
involved which could readily be rectified by a more open and transparent
reporting system.
On Wednesday I’ll be concluding by looking at how this all translates in to
a SWOT analysis.
Adam Grummitt
Distinguished Engineer
No comments:
Post a Comment