Capacity management is the practice of right-sizing IT resources to meet current and future needs. It’s also one of five areas of ITIL Service Delivery.
Effective capacity management is proactive, not reactive. Those doing well at capacity management make sure that business and service needs are met with a minimum of IT resources.
There are plenty of IT tasks that fall under the umbrella of capacity management.
Here are some of them:
Capacity management is critical to keeping IT costs down and quality of service up.
Most organizations use it to:
In fact, capacity management processes lead to more thorough service level and associated financial information for the business. And this helps business leaders make more informed decisions.
Capacity management is often the starting point for an ITIL Service Delivery initiative.
Here’s why. It offers quick, early wins. And these typically create enough cost savings to fund the remainder of your ITIL project. In our experience, such savings are typically in the millions of dollars.
Plus, recovering implementation costs and showing success keeps the project afloat. (This also encourages upper management to stay the course and reduces resistance in your organization.)
As with all major projects, proper planning is key. If you’re looking to get your project off the ground, here are the five steps you should take.
To plan for where your capacity is going, you need to know where you’re at. That’s why it’s important to identify a capacity manager and form a capacity management team.
This team can then:
Next, you’ll need a plan for implementing capacity management.
Typically, your plan should:
Once you have your plan (and budget) in place, you can submit it for approval.
Ready to act on your capacity management plan? Here’s what you’ll need to do.
Your first step in executing the plan is to build the team. This includes determining the size of the team and writing job descriptions complete with position names, salary grades, and skill requirements.
Next, you’ll need to document and publish the processes. This is usually a lot of work. But it is important minimize the impact of a disruption on day-to-day activities.
Processes usually cover:
Then you’ll need to acquire and implement the appropriate tools.
These tools can usually do the following:
Your next task is to implement metrics for success. But be sure to tie your metrics to business value (not just technical measures). That’s what your upper management team wants to see.
Finally, you must build the training materials and execute the training plan. The better your staff understands the work and the processes, the greater your chances for success.
Once you’ve executed on your plan, you’ll want to focus on managing performance. And a key part of managing is measuring.
For starters, choose a visible (but not so complex) area to measure. Typically, this will be a low-risk problem with wide visibility and significant benefit to the company.
Plan to gather at least 30 days of historical performance data before developing any trends or models. Start with simple, platform-specific capacity planning. Then work your way to end-to-end application transaction and business processes.
After capacity management is going full steam at your organization, it’s time to take a step back and assess.
List the lessons you’ve learned. And identify any changes that should be made to the process in the future.
We recommend performing a post-implementation audit after 6–12 months. This should give you plenty of time and data to determine what’s working and if there’s anything you can improve.
Need more help along the way? Check out Getting Started: A Manager’s Guide to Implementing Capacity Management.