Agile Capacity Management
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This document discusses the application of agile processes, traditionally used in software development, to capacity management in IT operations. It highlights the importance of customer-centric and fast methodologies, adaptive planning, and iterative workflows to improve efficiency across various business functions. The paper also shares real-world experiences and lessons learned from implementing scaled agile methodologies in capacity management functions.
Agile Capacity Management
- 1. Agile Capacity Management Dale Feiste, Principal Consultant
- 2. Abstract Waterfall and agile processes have been applied to software development for many years. However, the same concepts can be applied to many other areas of business operation, including general IT activities such as capacity management. Terms such as lean, scrum, sprint, velocity, stories, etc. are used in agile development, and can be carried over into other areas as well, where they fit. Where agile concepts do not fit well, a more conventional or hybrid approach can be used. Underlying principles to improve efficiency is what should determine the methods used. Agile software development was formulated in 2001 by a group of developers who created a manifesto based on their experience with software development. The manifesto contained guiding principles the developers came to value in creating software. Mapping these concepts over to other areas of business operation, where efficiency could be improved, was a natural evolution. Primary factors for agile processes is that it be customer centric and fast. This paper covers the idea of applying agile processes to the function of capacity management and real experiences carrying out capacity management in a company that has embraced Scaled Agile methodologies. 2Syncsort Confidential and Proprietary - do not copy or distribute
- 3. Contents Agile processes from the beginning Capacity management requirements Mapping agile processes and executing them Lessons learned Future ideas 3Syncsort Confidential and Proprietary - do not copy or distribute
- 4. Agile processes from the beginning Agile processes respond to unpredictability through incremental, iterative workflows and empirical feedback. Agile processes can be an alternative to waterfall, or traditional sequential processes. It advocates adaptive planning, evolutionary creation, early implementation, and continuous improvement, and it encourages rapid and flexible response to change. 4Syncsort Confidential and Proprietary - do not copy or distribute
- 5. Agile processes from the beginning Agile methodologies provides opportunity to assess the direction of value delivery throughout the creation lifecycle. Progress is achieved through periodic iteration of work, known as sprints, at the end of which team present a potentially shippable functionality. By focusing on repetition of abbreviated work cycles, as well as functional output produced, agile methodology can be described as “iterative” and “incremental.” 5Syncsort Confidential and Proprietary - do not copy or distribute
- 6. Agile processes from the beginning A primary difference between agile methods and other approaches, is that quality and value is measured immediately after changes are made. Because this happens in iterations, users of the output can frequently use the new functionality to validate value. After users know the real value of the updated functionality, better decisions can be made about what should be delivered in the future. Having retrospective sessions in each iteration, Scrum typically has iterations of just two weeks, helps the team continuously adapt its plans to maximize the value it delivers. 6Syncsort Confidential and Proprietary - do not copy or distribute
- 7. Capacity management requirements Mission Ensuring the best use of the appropriate IT infrastructure to cost- effectively meet the business needs both now and in the future Understanding how IT services will be used and matching resources to deliver services at agreed levels (SLAs) now and in the future Syncsort Confidential and Proprietary - do not copy or distribute 7
- 8. Capacity management requirements Key Task Ensuring adequate capacity Performance Monitoring Tuning Forecasting resource demands and service levels Producing the Capacity Plan 8Syncsort Confidential and Proprietary - do not copy or distribute
- 9. Capacity management requirements Objects Ensure the right level of ITI investment Identify and resolve bottlenecks Evaluate tuning strategies Improve and report/publish performance “Right-size” or “consolidate” Ensure accurate and timely procurements Ensure effective service level management Plan for workload growth, new apps / sites Avoid performance disasters 9Syncsort Confidential and Proprietary - do not copy or distribute
- 10. Inputs OutputsSub-Process Business Service Component Technology SLAs Business Plans Operations Budgets… Capacity Plan SLA guidelines Thresholds Charging Audits… Inputs and Outputs Capacity management requirements 10Syncsort Confidential and Proprietary - do not copy or distribute
- 11. Capacity management requirements Inputs Technology SLAs, SLRs, and Service Catalogue IT Plans and Strategy Business Requirements and Volumes Operational Schedules Deployment and Development Plans Forward Schedule of Changes (Change Management) 11Syncsort Confidential and Proprietary - do not copy or distribute Incidents and Problems (Incident Management and Change Management) Service Reviews SLA Breaches Financial Plans Budgets
- 12. Capacity management requirements Outputs Capacity Plan Capacity Management Information System (CMIS) Baselines and Profiles Thresholds and Alarms Capacity Reports (regular, ad-hoc, exception) SLA and SLR recommendations Costing and charging recommendations Proactive changes and service improvements Revised operational schedule Effectiveness reviews Audits 12Syncsort Confidential and Proprietary - do not copy or distribute
- 13. Activities Business Service Component Capacity Plan Capacity Management Information System (CMIS) Demand Management Modeling Application Sizing Monitor Analyze Tune Implement Capacity management requirements 13Syncsort Confidential and Proprietary - do not copy or distribute
- 14. Service BusinessComponent ServerUtilization NetworkUtilization ApplicationUsage ServiceResponse Transaction volumes ServiceLevel Agreements Businessforecasts Businessstrategy Facilities Application Layer Reporting Service Thresholds Metric Correlation Analysis Tuning Recommendations Modeling Planning Capacity management information system (CMIS) 14Syncsort Confidential and Proprietary - do not copy or distribute
- 15. Waterfall Methodology -> http://www.innovapptive.com/blog/wp-content/uploads/2013/10/agile_scrum_methodology.jpg Mapping agile processes and executing them 15Syncsort Confidential and Proprietary - do not copy or distribute
- 16. Mapping agile processes and executing them Scrum Roles Product Owner Scrum Master Development Team Scrum Activities and Artifacts Product Backlog Sprints Sprint Planning Sprint Execution Daily Scrum Sprint Review Sprint Retrospective 16Syncsort Confidential and Proprietary - do not copy or distribute
- 17. Scrum Storyboard Scrum Burndown Chart Mapping agile processes and executing them 17Syncsort Confidential and Proprietary - do not copy or distribute
- 18. • Capacity Assurance • Monitoring • Tuning • Forecasting • Capacity Plans Completing capacity management tasks with agile methodology follows the same process as with other work, such as software development. Product Backlog Stories • Capacity Plans • CMIS • Baselines • Alarms • Reports • SLAs • Recommendations • Improvements • Schedules • Reviews • Audits Output Mapping agile processes and executing them 18Syncsort Confidential and Proprietary - do not copy or distribute
- 19. http://www.scaledagileframework.com Mapping agile processes and executing them - Scaled Agile What is “Scaled Agile”? Scaled Agile Framework (or SAFe) is an agile software development framework consisting of a knowledge-base of integrated patterns intended for enterprise-scale Lean-Agile development. Its proponents consider SAFe to be scalable and modular, allowing an organization to apply it in a way that suits its need, including non-development areas like capacity management. Before realizing SAFe rewards, organizations must embrace a Lean-Agile mindset, and understand and apply Lean-Agile principles. Achieving the business benefits of Lean-Agile processes at scale is not a trivial effort, and SAFe is not a trivial framework. 19Syncsort Confidential and Proprietary - do not copy or distribute
- 20. Mapping agile processes and executing them - Scaled Agile The Transition to Scaled Agile Framework Went from project-driven to product-driven. Capacity Planning team merged with IT Facilities and Monitoring to become Facilities, Capacity, Monitoring Service. Infrastructure became service-oriented (Server, Storage, Middleware). No longer Engineering/Operations split. Essentially all of traditional IT switched to the Scaled Agile Framework (SAFe) as our new way of working. Individual Service/Product teams are using SCRUM or Kanban to track work. Adoption rates vary across the organization. 20Syncsort Confidential and Proprietary - do not copy or distribute
- 21. Mapping agile processes and executing them - Scaled Agile 21Syncsort Confidential and Proprietary - do not copy or distribute
- 22. Lessons learned Unplanned work. Areas of the organization that are not using same methodology or iteration/sprint schedule Data Centers/Power Infrastructure may not always be “agile” Huge backlog Silos can get worse In something like Scrum/SAFe, the ceremonies and formalities might seem heavy and killing efficiency. 22Syncsort Confidential and Proprietary - do not copy or distribute
- 23. Lessons learned Rapidly changing capacity requirements or lack thereof Planning away the ability to be curious Cadence of short sprints and capacity reporting work well together More visibility into what we provide the business Learning/Training – plan, show the value, do Better teamwork Less trying to predict resource needs from waterfall style development and delivery Watch out for your company being sold “agile as a product” and not doing things how it works best for your organization. 23Syncsort Confidential and Proprietary - do not copy or distribute
- 24. Future ideas Timeframes rarely allow for a large, all-encompassing enterprise plan Plans live through ongoing/incremental work items Respond to change 24Syncsort Confidential and Proprietary - do not copy or distribute
- 25. Future ideas Still need long-term data; unless you don’t The plan and results achieved are much more visible Any formal plans need to be kept much more simple, as things are changing much more rapidly 25Syncsort Confidential and Proprietary - do not copy or distribute
- 26. Thank you for attending Agile Capacity Management Questions or comments?