Gartner Research Vice President, Cameron Haight began the event and noted that there are a variety of perceptions of capacity planners: mysterious an using arcane tools, honest, but focused on minutiae, unapproachable and living in an ivory tower, old fashioned and living in the past, and my personal favorite, "nerdy but generally harmless."
Haight continued to discuss the Jevons Paradox - the more technology driven efficiency we have, the greater theÂ amount of consumption. Cloud sprawl is inevitable. Cloud doesn't eliminate the need for capacity planning, it makes it more important.
The world is evolving, is our focus as capacity planners? (social networking, energy costs, mobile technology, Web 2.0, cloud, VDI)
Another Issue: A Failure to (Appropriately) Communicate. Translating the language of the business into the language of IT. Number of trades in an hourÂ vs CPU processing power, End-of-quarter financial processing vs database growth projections, etc.
Tunnel Vision: Are We Focused on the Process or the Outcome? Cargo cult styled capacity planning is a method of capacity planning that is characterized by the ritual inclusion of processes or policies that serve no real purpose.
Capacity Planning Self-Assessment: Do You Get "it/IT?" You need to fully understand what creates value for your organization--otherwise there is nothing to get!
Need to help your CEO think strategic and enable them to respond more rapidly to changing conditions.Â Think strategic: help your CIO impact the P&L statement. Think strategic: help your CRO (Chief Risk Officer)Â more accurately manage business risk.
Key take aways/action items:
- Resolve yourself to never mention "queuing theory" again. Change the conversation to be business oriented.
- Understand the links between business metrics and IT--develop links to your work.
- Improve communications about your efforts...and results.
- Re-assess current processes to remove waste and increase agility.
- Begin mentoring of others that need capacity planning capabilities.