Transcript CapMan GPS - CMG India

Capacity Management
& CapMan GPS
Do more for less in lean, mean, green times
using pragmatic capacity management via
Guided Practitioner SatNav (GPS)
Adam Grummitt
Distinguished Engineer
MA, C. Eng, MIEE, MBCS, CITP
- Founding Director of Metron
- Past President of CMG (USA)
- Past chairman of UKCMG
- Author of Capacity Management
A Practitioner Guide
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adam@
grummitt.com
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Performance & Capacity 2014 by CMG
Performance & Capacity
Performance
Analysis
Capacity
Planning
Resources
Required
Application
Testing
Performance
Engineering
Workload
Demand
CMG
Share best practice,
education and experience
Measure IT to Manage IT
Service
Level
Business IT
Optimization
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CMG: 21 Regions and 8 Chapters
CMGCh
CMGIndia
CMGB
CMGCan
Bos
NW
Min Phi NY
Por
Kan Ohi Con
Nat
NCaSalRocStL
Sou
SCa Pho SW Atl
Fl
CMGSA
CMGA
UKCMG
CMGB
CMGNL CMGP
ceCMG
CMGF CMGAE
CMGI
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CMG India
I first thought of the Taj Mahal, great cricket, curry, Gandhi, yoga
and Bollywood, but then:
The web advises me that India is:
• 7th largest country by area and 2nd by population
• 1,250M people on 3.2M sq Km
• 33rd by population density at 380/sq Km
• 10th largest global economy based on GDP
and India has 10 companies in Forbes Magazine global Top 500
• Reliance Industries
• State Bank of India
• Oil & Natural Gas
• ICICI Bank
• Tata Motors
• Indian Oil
• HDFC Bank
• NTPC
• Coal India
• Larsen & Toubro.
Capacity Management
1. ITSM & ITIL
2. Capacity Management
a. Objectives
b. Activities, tasks
3. Balance
a. More with Less
b. Lean, mean and green
4. Reports
5. Models
6. Capacity Plan.
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What is CapMan?
Diagnostic monitoring & tracing
Event & Bottleneck analysis
Accounting and chargeback
Capacity
Management
Program perf optimization
Performance engineering
Past performance: Application sizing, testing
trends and reviews
Device patterns, usage
Process pathology
anomaly detection
Business demand:
Effective SLAs
Useful forecasts
Current:
alerts &reports
Future capacity:
capacity planning
Consolidation,
Virtualization
Load balancing
System tuning
Domain and application
architectural expertise
Workload characterization
Who does Capman?
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Case studies
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Ecommerce site
– Too busy installing new machines every day
– Non-optimal upgrades OK whilst money is spare…
Telecoms provider
– Doing it well but poor external perception
– Enough for normal traffic, but not Christmas peak…
Public Sector
– Documented it well but doing it poorly
– Slow changes in applications or workloads…
Finance House
– Implemented but low coverage outside center
– Triplex everything, allow 50% spare capacity on top of 50% for standby…
Private Banking
– Implemented in data center but not for wintel
– One project per day, procure M or L server for each; no consolidation
Retailer
– Too busy reacting ad hoc to project demands
– Poor results, economic downturn, frugal, more machines with less staff…
This glass is?
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• Half full?
Optimist or service provider
• Half empty?
Pessimist or service consumer
• Both?
Consultant or pedant
• Can’t tell from evidence
Lawyer or engineer
• In need of filling
Lush or Irish
• Twice as big as needed?
Capacity planner
Acknowledgements to Brian Johnson and Paul Wilkinson for use of a
couple of their slides and cartoons – they are the author and artist
respectively of the much-loved ITSM from hell - Not ITIL.
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ITSM - ITIL (com)Promise
Purpose
People
Personnel, Partners
Politics, Policies, Psyche
Perfection
ITIL
ITSM
Pandemonium
Process
Procedures, Practice, Plans, Projects, Protocols
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CapMan Objectives
“The provision of a consistent, acceptable service level
at a known and controlled cost – performance assurance”
Right level of:
Perf, cost & resources
Identify
Bottlenecks, tuning options
Forecast
Workloads, upgrades
Ensure
Effective SLA
Plan
Growth, new apps & sites
Objectives
Reports & Plans
Performance & capacity
Services
DM criteria WLF & WLC
SLA targets and measures
Event alarms & thresholds
Testing
Application sizing &
Load test reviews
Deliverables
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CapMan activities
Business CM
Service CM
Resource/
Component CM
Performance
activities:
Monitoring
Analysis
Tuning
Implement
Effective use of deliverables
= outcome
Performance
Reports and
Capacity
Plan(s) to
intranet/email/
pager/paper
Reports
(regular, ad hoc &
exception) to and
from:
SLM
Thresholds
Alarms
Events
Charging
Audit
Demand
Management:
priorities,
quotas,
chargeback
Modelling
workload
forecasting
and
characteriz’n
Application
sizing,
performance
testing and
performance
engineering
Liaison with SLM & Development, test & QA,
Business: metrics, plans, KPIs
Capacity Database
Business and workload volumes
Platform and middleware statistics
Virtualization statistics
Hardware and RDBMS statistics
Detailed transaction statistics/ARM
Web/ intranet/ network traffic
ERP/User Application statistics
SLAs and new Systems sizing
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Capman balance
Too little
Cost - Budget
Too much
Service
Workload
Demand
IT
Resource
Supply
Too good
Service – Level Target
Too bad
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Do more with less
MORE
LESS
Business req’ts
Users
Services
Architectures
Layers
Tiers & pools
Applications
Packages
Nodes
Money
Infrastructure
Data centres
Staff
Capacity
Headroom
Servers
Expertise
‘Inefficiency’
Lean, mean & green
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Lean - Focus on key objectives and core activities
Adopt 80/20 rule – identify busy services/users/servers
Exploit spare capacity, minimise headroom
Identify how much more traffic can be supported safely
Mean - agree measurable SLA performance criteria
Virtualize infrastructure to avoid procurement by project
Prioritize projects to gold, silver, bronze services
Optimise on current investment/reduce licences
Green - Centralise to minimise wastage & reuse heat
Use fewer, more powerful servers to reduce aircon %
Reuse old machines – cascade to good causes
Grid and cloud computing…
Capacity on demand, use power when really needed…
Monitor/analyse
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Advisor
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Publish, trend, dashboard
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More potential accuracy and cost
Forecasting options: mix and match
Vendor
Outsource
QNM
Workload
trials
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App
trials
DES
Trends
Patterns
RoT
Nil
More Forecasting Effort
Mapping business needs to resource demand
Business
QoS, BMI
Weight
Dashboard
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Drivers
SLA
Service
Service KPI
Model
Plan
Trend/Alert
Publish
Applications(s)
Transaction(s)
App View
Server(s)
S
Metrics
Instrumentation
CPU RAM I/O N/W etc
Metron Metrics Matrix eg: Reporting
DR
Failover
Normal
Business
Activity Drivers
Performance BPI
Service
SLA targets
SLA constraints
Component/resource
Groups of top metrics
eg CPU utilization
eg I/O
eg RAM
Special metrics
Metrics Matrix: Reporting
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Dev
Test
Acc
Prod
Measures per App
Number of users
Reports produced
Time for report per location
Frequency of reports
Number of capacity related incidents
Response time
Report generation time
Given number of reports
Number of concurrent users
per generic (N/W, SAN, DBMS) & platform (mf, UNIX)
Overview relevant to domain
eg LPAR (mainframe and AIX)
eg Read/write activity per sec
eg Paging/swapping
#locations, #users, #reports, time per report
2
y= (1/* e-x /2 &  = 0 and  = 1
0.45
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Distributions & queues
0.4
0.35
0.3
• Nature avoids normal distributions
-(x - μ)2/2σ2
0.25
0.2
Y = { 1/[ σ * sqrt(2π) ] } * e
0.15
• Computers abhor normal distributions
- But metrics measurement loves them
0.1
0.05
0
-4
-3
-2
-1
0
1
2
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6
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y=e-x
• Computers like exponential distributions
- Typically a minimum value and a long tail
- Service times are typically exponential
- Inter-arrival gaps typically exponential
• Under typical enterprise conditions:
1.2
1
0.8
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0
0
2
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R vs UR=S/(1-U)
plot for U=0 to&
U=S=1
0.98 N=1,2,4,8,16
45
12
40
10
35
30
8
25
RR
- Large populations & no priority/ class mix
- N queue server, FIFO and exponential applies
- “M/M/N” analytical models apply
- Utilization U and Service Time S
- Response Time R = S/(1-UN)
• And, in simple cases, if U=X% you will wait
about X% of the time
1
6
20
15
4
10
2
5
0
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0.1
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0.60.6
U
U
N=1
N=2
N=4
N=8
N=16
0.7
0.80.8
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1
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Modelling example
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The Capacity Plan Contents
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• Management summary
• Introduction, Assumptions and Business scenarios
• Service summary
–Brief description of business services supported
–Current & recent service provision and resource usage
–Service forecasts & corresponding workloads/ resources
• Resource summary
Capacity plans should be:
•Short and clear
–Forecasts - impact of workload
•Ad hoc, periodic, annual?
• Options for service improvement •Per service, server or enterprise?
–Description of options for upgrades •Based on QoS, BMI, KPI or OLA?
•Maximum 20 pages per service?
• Costs - finances for upgrades
•Max 2 p management summary?
•Right outputs to right people?
• Recommendations
•Targets met & metrics measured?
–Benefits, Risks, Costs.
•Produced as required & actioned?
CapMan GPS
1. Where am I and where do I want and need to get to?
Baseline, Gap analysis, perception and reality
Defined business objectives, real infrastructure
2. How do I get there and with what?
Fastest, shortest, cheapest, safest
All? Most expensive? Lightest?
3. Who do I need to travel with?
Evangelist, Champion, Architects, Planners
4. What else has to happen at the same time?
SLAs, Availability, Continuity, Demand Management
5. When will I get there?
Short, medium and long term
6. Why should I go there? - Conclusion
with acknowledgement to Paul Wilkinson for his ABC cartoons
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1. Where am I - CMP per app per site per stage
# CMMI
ITSM
CapMan
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Task
5
Optimised bITa
Business level Dashboard, CPM
4
Measured ITSM
Service level
3
Proactive
Center
Resource levelCDB, Trends, web
2
Reactive
Tickets
Analysis
1
Ad hoc
Help calls Monitor
SLAM, cap plans
%
2%
J
L30%
10%
Utilization, uptime
55%
Ad hoc alerts
3%
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…and where do I want to go?
Monitors
Costs
CMDB changes
4
Baselines
3
Bottlenecks
2
Testing results
Patterns
1
Application sizes
Thresholds
0
SLA targets
Alarms
Capacity plans
Demands
Resource usage
Workload Forecasts
Service drivers
Now
Next
Gap Analysis – Kiveat Diagram of before and after
2 How do I get there – ABC …
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• Paul Wilkinson – ABC of ICT
• People, product, process, partners
• Performance depends on Attitude, Behaviour, Culture
2.
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… and with what?
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All of my belongings?
A selection of what is most important?
Needed in the short term?
Needed in the medium term?
Needed in the long term?
Most expensive?
Lightest?
What I am allowed to take by my service provider?
What level of service I am prepared to pay for?
Private flight, 1st class, business, premium, coach, economy?
Contractual agreement on service level and violations
Demand management…
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Service mapping to continuity & capman
Service
Critical to
Cap
Headroom
Cap
Cap
Work- Failload
over
Performance,
Continuity, DR &
backup levels
25%
400%
25%
Highest
Platinum Regulation 50%
200%
50%
Higher
Gold
Business
100%
100%
100%
High
Silver
Important
200%
75%
200%
Medium
Bronze
Regular
300%
50%
300%
Low
Tin
Discretion- 400%
ary
25%
400%
Very low
Diamond Mission
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Service Mapping to resources
Service
MF
service
class
priority
CPU
UNIX
Quota
- limit
CPU
Wintel
VMG
cap
N/W
Bandwidth
RAM
Storage
GB & I/O
Diamond highest 16-32
16-32
highest
XXL
T0 - SSD
Platinum higher
8-16
8-16
higher
XL
T0 - SSD
Gold
high
4-8
4-8
high
L
T1
Silver
medium 2-4
2-4
medium
M
T2
Bronze
low
1-2
1-2
low
S
T3
Tin
lower
1
1
Very low
SS
T4
3.
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Who do I need to travel with?
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Evangelist – technician who understands capman
Champion – manager who appreciates capman and has $
Architect/analyst (applications) – who know their systems
Planners (tools, domains) – who know their domains
Business users – who know their needs and constraints
Maybe a mentor for overall guidance
Maybe an expert to give initial appreciation workshops
Maybe a consultant to act as a catalyst with management
Maybe contractors to provide short term expertise
Not …
– super-hero sysprogman
– ITIL/BPR/6 standards purist
– the boy racer who “installs ITIL” in 3 months
4. What else has to happen ?
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SLAs measureable with respect to performance and capacity
Availability with meaningful measure/cost events/period
Continuity and DR site models
Demand Management
– Budgets
– Priorities (gold, silver,bronze)
– Chargeback (real or notional)
– Service level quotas etc
Things done for real not by rote
Exception reporting leading to actions
Automated activities
Proper use of tools.
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5. When will I get there?
• SatNav gives a typical answer in hours and minutes
– Detailed time depends on route selected and options taken
– Answer based on accumulated experience of many journeys
• CapMan gives an answer typically in short/medium/long term
– Detailed time depends dominantly on key local ABC factors
– A typical gap analysis consultancy report lists:
Short Term
Medium Term
ITSM/ CapMan Improve liaison Fill vacancies
Long Term
CDB & CMIS
Assets
Services
Metrics
Register tidy
Priority
Add VM
Chargeback
Add SLA perf
Add network
CMDB & CIS
Categorise
End-to-end
Reports
Add KPI
Trend
Portal
6. Why should I try go there?
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CapMan when practiced well saves money
CapMan GPS has been applied at a number of sites
Most sites are not where management thinks they are
Most sites have people who know the real situation
It takes openness & technical awareness to reveal truth
Demand management is often minimal
Project management is often uber-all
Performance is often an after-thought
Next steps are often short, medium and long term
Usually related to liaison as much as process
Often related to making more use of extant tools
Hopefully not all reports are filed on the shelf
But it needs in-house believers to carry it forward…
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adam@
grummitt.com
See you at Perf & Cap 2015 (San Antonio?)?
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CMG Annual Membership
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Join for only $40 US
Benefits
• Access to a wealth of members-only information:
– Recent and past conference papers and presentations
– The CMG Journal
– CMG webcasts and playbacks
• Network with like-minded experts around the world
• Substantial discount (25%) to the annual conference in the US
• And so much more…
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metron-athene.com
Athene
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Metron
 Total focus on Capacity Management since 1986
 Founding Partner in ITIL (V1) & UKCMG in 1986
Athene
 For UNIX, Windows, z/OS, Vmware, CLoud
 Alarm, analyse, advise, report, model…
Consultancy
 ITSM capman strategy, gap analysis…
 Athene usage, health-check, call-off…
Training
 ITSM Capacity Management in Practice
 Athene (SysAdmin, Performance, Planning …)