If you’re at this level, you probably...
• Have rather detailed information on how components are performing.
However, you also probably...
• Still lack an overview;
• Have a hard time planning since you’re busy reacting to events outside your control;and
• Misdirect your efforts sometimes, focusing too much on less important incidents.
Companies operating at this level are more mature than those at the Chaotic level, but tend to have a fragmented view of what is taking place within their environment. Typically, they have an assembly of different tools to monitor the activities of different pieces of hardware, applications or services. These tools are not very well integrated and will only give an isolated view of a particular component. These silos of information do not correlate to one another and do not provide a comprehensive view of the full spread of a service or application offered to customers.
When a situation is discovered, whether through an alert from a monitoring tool or through a customer complaint, procedures are in place as to who is responsible for resolving the issue. The tools sometimes allow the IT department to respond to problems before getting customer complaints, but the response is based on information at the component level. They do not identify what services are being impacted or how it affects the business. IT, therefore, can misdirect its efforts by addressing problems that are not necessarily important to the business.
This reactive approach worked better some years ago, when there was less complexity in the IT environment: only a few tiers; simple applications and services. Since there were only a few easily defined technical silos, it was easier to localize the problem. Now, with cloud and virtualization adding new levels of abstraction to the technology, it is misguided to think of technology in terms of distinct silos or even tiers. Most components are thoroughly interconnected and interdependent. That increase in complexity calls for a more mature approach to capacity management.
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