529724, 9:12 PM ‘Capacity and performance management: Practice Guide |Axelos Capacity and performance management: ITIL 4 Practice Guide February 24, 2020 | 27 min read — (race) (i) This document provides practical guidance for the capacity and performance management practice. Table of Contents 1. About this document 2. General information 3. Value Streams and processes /tps:hwww.axels.comitesource-hub/practice/eapacty-and-performance-managementti-4-practice-guie wr529724, 9:12 PM ‘Capacity and performance management: Practice Guide |Axelos 6. Partners and suppliers 7. Important reminder 8. Acknowledgements 1. About this document It is split into five main sections, covering: general information about the practice the practice's processes and activities and their roles in the service value chain the organizations and people involved in the practice the information and technology supporting the practice considerations for partners and suppliers for the practice. 1.1 ITIL® 4 qualification scheme Selected content from this document is examinable as a part of the following syllabus: ITIL Specialist High-velocity IT. Please refer to the relevant syllabus document for details 2. General information 2.1 Purpose and description Key message /tps:hwww.axelos.comitesource-hub/practice/eapacty-and-performance-management-ti-4-practice-guie 2er129724, 9:12 PM ‘Capacity and performance management: Practice Guide |Axelos ina cost-effective way. The capacity and performance management practice usually covers service performance and the performance of the resources which support services, such as infrastructure, applications, and third-party services. In many organizations, this practice also covers the capacity and performance of staff, especially when staff are directly involved in service transactions. This practice ensures that the requirements for the capacity and performance of services and resources are understood and fulfilled efficiently, in line with the organization's strategy and commitments. To achieve this, the practice is applied throughout the organization's product and service lifecycle, from ideation to operations. This practice is extremely important when products and services are planned and designed; decisions made at these stages will affect performance- level and other constraints, as well as the organization's ability to monitor and manage these aspects. Capacity and performance are closely connected to service availability, continuity, information security, and the respective practices. These practices often address the same characteristics of Cs and services but focus on different aspects of their quality. Sharing resources across all four dimensions of service management can be significantly beneficial in these areas. However, a clear separation of responsibilities is required in some areas, such as externally regulated areas like service continuity and information security. 2.2 Terms and concepts Definition: Performance A measure of what is achieved or delivered by a system, person, team, practice, or service. Service performance is usually associated with the rate of service transactions and the time needed to fulfil service transactions at a given level of demand. Service performance depends on service capacity; the maximum throughput that a configuration item (Ci) or service can deliver. The specific metrics that are used will depend on the technology and business nature of the service or Cl. /tps:hwww.axels.comitesource-hub/practice/eapacty-and-performance-management-ti-4-practice-guie ser529724, 9:12 PM ‘Capacity and performance management: Practice Guide |Axelos management (SLM), and measurement and reporting practices, and others). The capacity and performance management practice is used in conjunction with these to ensure that capacity and performance are sufficiently and consistently addressed. Service performance is a complex characteristic. Analysing service performance is only possible with multiple measurements and agreements about how those measurements should be understood. Agreements should depend on the service architecture, importance of certain transactions and supporting components, quality criteria, and other parameters. Moreover, performance from the perspective of a user or a group of users can be different from the performance measured from the provider's or customer's perspectives. For example, service transaction delays that are experienced by 2.5% of users will be perceived by the 2.5% as poor performance, but the agreed performance targets might still be being met. The capacity and performance management practice should ensure a transparent, consistent, and practical understanding of capacity and performance (expected, agreed, designed, and actual) among all relevant parties. When services are provided to thousands or millions of people, there is usually no single generic agreement on the service performance with customers. However, overall service performance is critical for the service provider. 2.3 Scope The capacity and performance management practice ensures that services deliver agreed levels of performance to meet the needs of customers and users in a cost-effective way. To achieve this, the capacity and performance management practice includes the definition, measurement, analysis, and improvement of the capacity and performance of services, products, and components. It is a centre of expertise for capacity-related matters and supports other service management practices. The scope of the capacity and performance management is very broad. Many practices directly or indirectly contribute to service performance. Table 2.1 lists activities which are closely related to capacity and performance management. It is important to remember that ITIL practices are merely collections of tools to use in the context of value streams and should be combined as necessary depending on the specific organizational, service, and customer contexts Table 2.1 Activities related to the capacity and performance management practice described in other practice guides /tps:hwww.axels.comitesource-hub/practice/eapacty-and-performance-managementti-4-practice-guie ant529724, 9:12 PM ‘Capacity and performance management: Practice Guide |Axelos Negotiating and agreeing the customer requirements for capacity and performance SLM Designing capacity and performance controls as a part of the service model Service design Aligning capacity and performance controls with the business architecture Architecture management Identifying the risks associated with capacity and performance Risk management Analysing the impacts of changes on capacity and performance targets Change enablement Monitoring the capacity and performance of services Monitoring and event management Justifying new capacity and performance controls Portfolio management Implementing risk mitigation measures and changing the service infrastructure to ensure resilience Project management, change enablement Testing the capacity and performance controls during service transition Service validation and testing Reacting to events which might affect the organization's ability to meet capacity and performance targets /tps:hwww.axels.comitesource-hub/practice/eapacty-and-performance-managementti-4-practice-guie Incident management sar529724, 9:12 PM ‘Capacity and performance management: Practice Guide |Axelos Managing and implementing improvements related to capacity Continual improvement and performance on an ongoing basis 2.4 Practice success factors Definition: Practice success factor A complex functional component of a practice that is required for the practice to fulfil ts purpose. A practice success factor (PSF) is more than a task or activity, as it includes components from all four dimensions of service management. The nature of the activities and resources of PSFs within a practice may differ, but together they ensure that the practice is effective. The capacity and performance management practice includes the following PSF: identifying service capacity and performance requirements measuring, assessing, and reporting service performance and capacity treating service performance and capacity risks. 2.4.1 Identifying service capacity and performance requirements Identifying service capacity and performance requirements includes: Understanding customer requirements for service performance The business analysis and SLM practices are normally used to communicate with customers in order to understand their performance and capacity requirements for IT services and negotiate the service level requirements (SLRs). The capacity and performance management practice supports and inputs into the SLM, business analysis, and service design practices. Capacity and performance management can be crucial for optimizing a service design to meet increasing capacity demands while deferring an increase in costs. Determining performance and capacity criteriaThe line between high and low performance should be clearly defined. The following factors should be considered when determining service performance criteria: /tps:hwww.axelos.comitesource-hub/practice/eapacty-and-performance-management-ti-4-practice-guie 627529724, 9:12 PM ‘Capacity and performance management: Practice Guide |Axelos degradation; and unacceptable degradation, which should be treated as unavailability © scale factor: service performance degradation generally means that delays are experienced by significant numbers of users, not individuals. Choosing the right set of capacity and performance metrics Metrics should reflect how service degradation may affect the service provider and customers. 2.4.2 Measuring, assessing, and reporting service capacity and performance Performance is one of the most essential indicators of service quality, so it is important that the service provider can measure, assess, and report performance. Reporting performance in terms of the lead time and the number of transactions per time frame is widely accepted practice. However, it is important to ensure that the measurements are understandable from the users’ perspective, as well as from the technical perspective. For more on defining meaningful metrics for services, readers should refer to the SLM practice guide. When defining suitable measurements, it is crucial to reflect the business impacts of service degradation, rather than the technical performance of the service components, ‘Two of the most important objectives of the capacity and performance management practice are to ensure sufficient capacity and performance monitoring and translate monitoring data into service performance information. Incident records can be sources of service disruption data. However, itis often difficult to obtain reliable performance and capacity data based on these, especially for user-reported incidents, and to align it with the agreed service performance metrics. More reliable sources of performance and capacity data are infrastructure monitoring tools. However, although these can work well for measuring resource-provision type services, it is almost impossible to correctly rneasure the performance of service transactions based solely on the infrastructure monitoring data. Tools such as real user monitoring and business transaction monitoring can help to overcome this issue. 2.4.3 Treating service capacity and performance risks The capacity and performance management practice is not only about planning and monitoring capacity and performance. This practice includes defining and managing controls to manage a wide range of risks that might impact services’ capacity and performance. For this, itis used in conjunction with the risk management and other risk-focused practices, such as the availability management, service continuity management, and information security management practices /tps:hwww.axels.comitesource-hub/practice/eapacty-and-performance-managementti-4-practice-guie mr529724, 9:12 PM ‘Capacity and performance management: Practice Guide |Axelos In the context of risk management, the risk identification, prioritization, and measurement stages are key to the capacity and performance management practice. ‘The capacity and performance management practice ensures that risks will be treated effectively by: assessing the impacts of components’ capacity and performance on the end-to-end performance of products and services and identifying related vulnerabilities and constraints assessing the impacts of products’ and services’ capacity and performance on the user and customer experience designing effective controls and countermeasures to prevent, detect, and mitigate capacity and performance risks monitoring and controlling capacity and performance risks on an ongoing basis and optimizing risk management activities within the scope of the practice. 2.5 Key metrics The effectiveness and performance of the ITIL practices should be assessed within the context of the value streams to which each practice contributes. As with the performance of any tool, the practice's performance can only be assessed within the context of its application. However, tools can differ greatly in design and quality, and these differences define a tool's potential or capability to be effective when used according to its purpose. Further guidance on metrics, key performance indicators (KPIs), and other techniques that can help with this can be found in the measurement and reporting practice guide. Key metrics for the capacity and performance management practice are mapped to its PSFs. They can be used as KPIs in the context of value streams in order to assess the contribution of the practice to the effectiveness and efficiency of those value streams. Some examples of key metrics are given in Table 2.2. Table 2.2 Examples of key metrics for the practice success factors Practice success factors Key metrics Identifying service capacity and Percentage of products and services with capacity and performance requirements performance requirements clearly documented in SLAs /tps:hwww.axelos.comitesource-hub/practice/eapacty-and-performance-management-ti-4-practice-guie arr529724, 9:12 PM ‘Capacity and performance management: Practice Guide |Axelos Timely updates on service capacity and performance requirements and criteria during major service changes Measuring, assessing, and reporting service capacity and performance Percentage of accepted business cases for new components and architecture designs that are in line with the performance requirements Reduction in the use of old (unsupported) components or architecture designs that cause breached SLAs due to performance issues Percentage of products and services: with defined capacity and performance metrics whose capacity and performance is monitored included in service capacity and performance reports Percentage of enacted improvement initiatives logged by the capacity and performance management practitioners Treating service capacity and performance risks Number of unplanned capacity and performance upgrades to products, services, and components Ratio of actual losses to expected losses due to insufficient capacity and performance of products or services The correct aggregation of metrics into complex indicators will make it easier to use the data for the ongoing management of value strearns, and for the periodic assessment and continual improvement of the capacity and performance management practice. There is no single best solution. Metrics will be based on the overall service strategy and priorities of an organization, as well as on the goals of the value streams to which the practice contributes. 3. Value Streams and processes 3.1 Value stream contribution Like any other ITIL management practice, the capacity and performance management practice contributes to multiple value streams. It is important to remember that a value stream is never ‘rtpsthew.axelos.comvresource-hubpracticeleapaciy-and-performance-managementiti4-practce-guise ear529724, 9:12 PM ‘Capacity and performance management: Practice Guide |Axsos deliver and support design and transition improve obtain/build plan. The contribution of the capacity and performance management practice to the service value chain is shown in Figure 3.1. oO 1 3 Soo High Laci peer EU RU < eto > Obtain/build | Deliver [and = EIR ta Tac Figure 3.1 Heat map of the contribution of the capacity and performance management practice to value chain activities 3.2 Processes Each practice may include one or more processes and activities that may be necessary to fulfil the purpose of that practice. /tps:hwww.axels.comitesource-hub/practice/eapacty-and-performance-management-ti-4-practice-guie son?529724, 9:12 PM ‘Capacity and performance management: Practice Guide |Axelos Aset of interrelated or interacting activities that transform inputs into outputs. A process takes one or more defined inputs and turns them into defined outputs. Processes define the sequence of actions and their dependencies. The capacity and performance management practice activities form two processes: establishing capacity and performance control analysing and improving service capacity and performance. 3.2.1 Establishing capacity and performance control This process includes the activities listed in Table 3.1 and transforms the inputs onto outputs. Table 3.1 Inputs, activities, and outputs of the establishing capacity and performance control process Key inputs Activities Key outputs /tps:hwww.axels.comitesource-hub/practice/eapacty-and-performance-managementti-4-practice-guie ser529724, 9:12 PM performance, transaction volumes and activity patterns and forecasts Service component manufacturer requirements and standards Service monitoring and measurement framework Service reporting framework SLAs Existing service and component performance data ‘Capacity and performance management: Practice Guide |Axelos performance requirements Agreeing service capacity and performance requirements Determining capacity and performance measurement requirements Designing capacity and performance metrics and reports component requirements Performance and capacity measurement requirements Performance and capacity baselines, metrics, alerts, thresholds, and reports set up in the monitoring toolset ‘Automated scaling and load balancing controls in place (where applicable) Figure 3.2 shows a workflow diagram of the process. MH Bo Customer Information Existing service requirements about avalable and components Creed Eoce) Pee Petey Fesources _performanace data eee’ capacity and CDR Cn formance Ue Peed bss S Reet’ eee) Licissbalbaaead Petey a Pe Cr ¥ ¥ ¥ Agreed service Capacity and Capacity and ‘capacity and performance performance performance ‘measurement report Fequirements requirements templates Figure 3.2 Workflow of the establishing capacity and performance control process /tps:hwww.axels.comitesource-hub/practice/eapacty-and-performance-managementti-4-practice-guie ver529724, 9:12 PM ‘Capacity and performance management: Practice Guide |Axelos Table 3.2 Activities of the establishing capacity and performance control process Activity Cloud IT infrastructure First tier support staff Identifying Capacity and performance Where user support is essential, service capacity management practitioners discover _strong consideration must be given to and performance needs based on activity the resources needed for the service performance patterns and transaction volumes. _ desk team that handles user requirements /tps:hwww.axels.comitesource-hub/practice/eapacty-and-performance-managementti-4-practice-guie This information may be already available from the SLM practice as a SLR, or from business case documents. Ongoing reporting can also be useful for identifying unmet scaling requirements. These needs are then compared to the technical capacity characteristics of various service components, such as computing power, storage, end- user device input and output capacity, and network performance parameters (bandwidth, latency, connectivity, and so on). Capacity and performance practitioners then suggest the optimal balance of performance needs, required component architecture, and efficient sourcing models (private, community, public, or hybrid options). The output of this activity is a proposed architecture design and plans to supply the required capacity enquiries Although other practices, such as the service desk and workforce and talent management practices, may manage staff planning and measurement, the capacity and performance management practice can provide business patterns and transaction volumes to those. Capacity practitioners can also deduce the minimum required staff numbers, skills, and capabilities to enable optimal service speed and quality. sar529724, 9:12 PM ‘Capacity and performance management: Practice Guide |Axelos the SLM practices for cost-benefit analysis. Itis important to differentiate between the above requirements and short-term service demand spikes (such as an increased user flow to a website following a marketing campaign) that in a cloud environment can be detected and satisfied automatically via specialized capacity extension tools, and do not require thorough analysis. Agreeing service capacity and performance requirements The SLM practice is responsible for SLA negotiations, including capacity and performance service quality criteria. Capacity and performance practitioners support this activity with service component expertise. The important to balance the cost/benefit ratio and to internally communicate the price of the service, which can vary considerably depending on the architecture options for different capacity. Capacity and performance can be an important part of SLA negotiations, The practice can suggest several combinations of staff numbers and capabilities that will enable different levels of support at a different prices and costs This practice can also suggest support tool improvement initiatives that would help to optimize staff numbers, such as self-service interfaces, online chats, a social media presence, and soon. These analytical efforts underpin SLA negotiations on the service support criteria. Determining capacity and performance /tps:hwww.axels.comitesource-hub/practice/eapacty-and-performance-management-ti-4-practice-guie In order to analyse, report on, and improve service performance, the service provider must measure it. Based on the agreed requirements, Staff performance measurement for the service support is likely to be linked to the duration parameters, such as time to respond, time to sar529724, 9:12 PM ‘Capacity and performance management: Practice Guide |Axelos monitoring should be defined Capacity and performance management practitioners understand that existing cloud orchestration tools can extend (or reduce) the existing paid-for capacity based on a set of internal or external triggers. Practitioners can design a set of thresholds and alerts that will start automated capacity altering procedures. relevant measurement tools (such as support phone line monitoring and reporting tools). Capacity practitioners will make these metrics available to other practices for managing personnel performance. Designing capacity and performance metrics and reports This activity focuses on service performance metrics and reporting. Practitioners design tools to imitate or manually control the service performance from the consumer perspective, deeming any technical indicators (such as the real-time network throughput) secondary. Technical indicators only help to verify the consumer experience of the service productivity, responsiveness, storage capability, and so on. 3.2.2 Analysing and improving service capacity and performance This process includes the activities listed in Table 3.3 and transforms the inputs onto outputs. Table 3.3 Inputs, activities, and outputs of the analysing and improving service capacity and performance process /tps:hwww.axels.comitesource-hub/practice/eapacty-and-performance-managementti-4-practice-guie 1827529724, 9:12 PM ‘Capacity and performance management: Practice Guide |Axelos Capacity and performance reports and alerts New service designs and proposed architectures Performance-related incident and problem records + Change schedule Service capacity and performance analysis, Reporting on service capacity and performance Planning and designing service capacity and performance Improvement initiatives submitted to the continual improvement register (CIR) Service design and architecture review and recommendations Ongoing communications with service design and operational practices IT budget planning updates Figure 3.3 shows a workflow diagram of the process. /tps:hwww.axels.comitesource-hub/practice/eapacty-and-performance-managementti-4-practice-guie 1627129724, 9:12 PM ‘Capacity and performance management: Practice Guide |Axelos Ser Ce) Dee Ce Peet) Crd Pee? ee) designing service| oe) Pees Figure 3.3 Workflow of the analysing and improving service capacity and performance process This process may vary, depending on the type of services and service components to which it is applied, Table 3.4 demonstrates how the activities may vary for modern cloud-enabled services and for a first tier of technical support staff. Table 3.4 Activities of the analysing and improving service capacity and performance process Activity Cloud IT infrastructure t tier support staff service Cloud orchestration and load Capacity and performance capacity and _ balancing toolsets allow for the practitioners can monitor technology automated adjustment of cloud metrics for the service desk staff and /tps:hwww.axels.comitesource-hub/practice/eapacty-and-performance-management-ti-4-practice-guie ser529724, 9:12 PM ‘Capacity and performance management: Practice Guide |Axelos current service architecture may need to be changed in order to ensure high performance while avoiding excessive costs. where no new user calls are picked up because the first-tier support staff are busy. This could be caused by a number of things, but the technology metric is an objective fact and is worth investigating Reporting on Cloud orchestration toolsets, as well Based on the automated monitoring service as cloud provider reporting, can tools (such as a support phone line), capacity and report on many technical indicators. capacity and performance performance However, the performance analysis _ practitioners can automate basic ina cloud environment's central idea _ technology metrics reporting and is the focus on customers’ business _ provide reports in as-is or aggregated processes. Technical component forms to the consumers. reporting may support the findings, but it should not be focus of the final report. Planning and It canbe tempting to use the virtually Other practices can request the designing unlimited scalability of computing capacity and performance service power in the cloud to tackle the management practice help with capacity and —_volatile and growing demand for specific calculations upon staff performance services. However, it maybe more numbers and capabilities, and with prudent to alter the underlying application, middleware, and load balancing architecture when the demand hits a certain threshold (for example, altering the network design to cater to users on a newly acquired geographical market). Capacity practitioners possess the necessary expertise to suggest these optimizations to avoid the excessive service costs that are associated with linear scaling planning for the automation of manual support tasks. The outputs of these efforts are improvement initiatives. For example, practitioners can suggest automated diagnostic data being harvested from end user devices in order to save time spent on user questionnaires. /tps:hwww.axels.comitesource-hub/practice/eapacty-and-performance-management-ti-4-practice-guie ser129724, 9:12 PM ‘Capacity and performance management: Practice Guide |Axelos 4.1 Koles, COMpetencies, ang responsipmities The practice guides do not describe the practice management roles such as practice owner, practice lead, or practice coach. They focus instead on the specialist roles that are specific to each practice. The structure and naming of each role may differ from organization to organization, so any roles defined in ITIL should not be treated as mandatory, or even recommended. Remember, roles are not job titles, One person can take on multiple roles and one role can be assigned to multiple people. Roles are described in the context of processes and activities, Each role is characterized with a competency profile based on the model shown in Table 4.1. Table 4.1 Competency codes and profiles Competency — Competency profile (activities and skills) code L Leader Decision-making, delegating, overseeing other activities, providing incentives and motivation, and evaluating outcomes A Administrator Assigning and prioritizing tasks, record-keeping, ongoing reporting, and initiating basic improvements c Coordinator/communicator Coordinating multiple parties, maintaining communication between stakeholders, and running awareness campaigns M Methods and techniques expert Designing and implementing work techniques, documenting procedures, consulting on processes, work analysis, and continual improvement /tps:hwww.axels.comitesource-hub/practice/eapacty-and-performance-managementti-4-practice-guie ser129724, 9:12 PM ‘Capacity and performance management: Practice Guide |Axelos Examples of roles that can be involved in capacity and performance management activities are listed in Table 4.2, together with the associated competency profiles and specific skills. Table 4.2 Examples of roles with responsibility for capacity and performance management activities Activity Responsible roles Competency Specific skills profile Establishing capacity and performance control Service capacity Capacity and MT Excellent analytical skills and performance performance Knowledge of methods and analysis manager techniques, such as Fault-Tree Service owner Analysis, Component Failure Technical expert Impact Analysis, and so on IT quality manager Familiarity with analytical tools Good understanding of the possible business impacts of service outages Reporting on Service owner cA Knowledge of agreements and service capacity Relationship expectations and performance manager Understanding of the consumer Customer context Communication and negotiation /tps:hwww.axelos.comitesource-hub/practice/eapacty-and-performance-management-ti-4-practice-guie 207129724, 9:12 PM capacity and performance ‘Capacity and performance management: Practice Guide |Axelos manager Service designer Technical expert Architecture manager ‘Awareness of existing controls Awareness of technology available on the market Good understanding the possible business impacts of service outages Analysing and Analysing and Analysing and Analysing and improving service improving service improving service improving capacity and performance capacity and capacity and service performance performance capacity and performance Identifying service Service or product CTA Business analysis capacity and owner Good knowledge of business performance Relationship activity patterns, throughputs, requirements manager and markets that generate Service designer demand Customer Good knowledge of service architecture and configuration Communication and coordination Agreeing service Service owner cA Communication and capacity and Relationship negotiation, and ability to performance manager advocate for improvements requirements Customer Good knowledge of service architecture and configuration Determining Capacity and ™ Good understanding of capacity and performance monitoring tools and performance manager techniques measurement Monitoring tool ‘Awareness of technology requirements /tps:hwww.axels.comitesource-hub/practice/eapacty-and-performance-managementti-4-practice-guie administrator available on the market for ann529724, 9:12 PM ‘Capacity and performance management: Practice Guide |Axelos Technical expert Designing capacity Capacity and cM Communication and and performance performance negotiation metrics and reports manager Report and dashboard design Service owner skills Relationship manager IT quality manager 4.2 Organizational structures and teams It is unusual to see a dedicated organizational structure for the capacity and performance management practice, although capacity and performance practitioners may be supported by formal positions and job descriptions. Service capacity is normally managed by other organizational functions, where roles can be combined depending on the nature of the services. Where service providers are responsible for a limited number of services and components (such as a service integrator function), there can be a capacity and performance manager. This role is accountable for coordinating practices, functions, and organizations to ensure cost-efficient service capacity and sufficient levels of service performance. Business and technical knowledge is pivotal to the success of this practice, as well as the service provider's staff's ability to plan, monitor, and report on the performance of services and components. Managers and practitioners should complement their technical knowledge with communication and advocating abilities to ensure that capacity concerns and prognoses are heard, measured, and addressed during service design, negotiations, and operation. 5. Information and technology 5.1 Information exchange ‘The effectiveness of the capacity and performance management practice is based on the quality of the information used. This information includes, but is not limited to, information about: /tps:hwww.axels.comitesource-hub/practice/eapacty-and-performance-managementti-4-practice-guie rant129724, 9:12 PM ‘Capacity and performance management: Practice Guide |Axelos performance and workload forecasts architecture models for different ranges of service demand vendor-sizing recommendations and models. This information may take various forms. The key inputs and outputs of the practice are listed in section 3. In most cases, the capacity and performance management practice can significantly benefit from automation, Where this is possible and effective, it may involve the solutions outlined in Table 5.1 Table 5.1 Automation solutions for capacity and performance management activities Process activity Means of automation _Key functionality Impact on the effectiveness of the practice Establishing capacity and performance control Service capacity Infrastructure and Collection of system and High and performance application monitoring _service health data, analysis, and reporting tools, built- processing and analysis, in user behaviour dashboard and report monitoring tools, design and presentation dashboarding and reporting tools, advanced analytics tools /tps:hwww.axels.comitesource-hub/practice/eapacty-and-performance-management-ti-4-practice-guie 2anr29724, 9:12 PM and performance ‘Capacity and performance management: Practice Guide |Axelos service portals and apps, email and other volume of services and stakeholders communication tools, who must be social media reported to Planning and Architecture Determining existing Medium, designing service management tools, controls and resilience capacity and CMDB, change initiation measures. performance and control tools Improvement-related changes initiation and control. Analysing and improving service Analysing and improving service capacity and Analysing and improving service capacity and Analysing and improving service capacity and performance performance capacity and performance performance Identifying Service catalogue, CMDB, In order to identify Very high service capacity and performance requirements BPM tools, CMDB, service models, performance and capacity monitoring and management tools, and asset management tools service and performance vital business functions, analysts should have access to information about service components and service actions, BPM tools may provide information about consumer's processes and operations that are supported by the service. /tps:hwww.axels.comitesource-hub/practice/eapacty-and-performance-managementti-4-practice-guie pant29724, 9:12 PM ‘Capacity and performance management: Practice Guide |Axelos performance ‘Communication with the requirements service customer Determining Reporting and Report and dashboard Low to high, capacity and dashboarding tools, template design depending on the performance service portals, and apps volume of services measurement and stakeholders requirements who must be reported to Designing Reporting and Report and dashboard Low to high, capacity and dashboarding tools, template design depending on the performance service portals, and apps volume of services metrics and and stakeholders reports who must be reported to 6. Partners and suppliers Very few services are delivered using only an organization's own resources. Most, if not all, depend on other services, These are often provided by third parties (see section 2.4 of /TIL Foundation: ITIL 4 Edition for a model of a service relationship). Relationships and dependencies introduced by supporting services are described in the practice guides for service design, supplier management, and SLM. As the service integration model becomes cornmon within modern corporate service consumer environments, the importance of orchestrating the service performance becomes apparent. Where multiple external service providers are responsible for different service components, or even for entire service offerings, the end-user experience is at risk of being overlooked (especially when it comes to such less-tangible impressions as ‘waiting for the system to unfreeze’). A service integration and management body should be responsible for maintaining the end-user focus of all efforts relating to service capacity and performance by multiple service providers. Incentivizing service providers to communicate performance issues to a centralized (or user- focused) entity can help to coordinate service integration efforts. This could be a dedicated /tps:hwww.axelos.comitesource-hub/practice/eapacty-and-performance-management-ti-4-practice-guie 2sne7529724, 9:12 PM ‘Capacity and performance management: Practice Guide |Axelos go wrong, Frequently, in multi-vendor IT environments, service providers limit capacity growth options to linear models only. Businesses, when their user bases expand rapidly, will often add resources to the same infrastructure in direct proportion to the growing workload. Modern public cloud offerings that resemble the ‘shopping cart’ experience may encourage this behaviour. However, other architectural arrangements may be applicable for operations of a different scale, and can ensure efficient load balancing, optimal resource utilization, and even increased system reliability. Capacity management practitioners should have a strong understanding of modern IT infrastructure architectures. Where appropriate, they should suggest altering designs to cater for increased or changed demand and ensure cost savings. The service integration body can then suggest these alternative models to service providers. Where organizations aim to ensure fast and effective capacity and performance management, they usually try to agree to close cooperation with their partners and suppliers, removing formal bureaucratic barriers in communication, collaboration, and decision-making. All parties in such relationships should aim for mutual transparency and visibility of changes that may affect the other parties (see the supplier management practice guide for more information). 7. Important reminder Most of the content of the practice guides should be taken as a suggestion of areas that an organization might consider when establishing and nurturing their own practices. The practice guides are catalogues of topics that organizations might think about, not a list of answers. When using the practice guides, organizations should always follow the ITIL guiding principles: focus on value start where you are progress iteratively with feedback collaborate and promote visibility think and work holistically keep it simple and practical ‘optimize and automate. More information on the guiding principles and their application can be found in section 4.3 of ITIL® Foundation: ITIL 4 Edition. /tps:hww.axelos.comitesource-hublpractice/eapacty-and-performance-managementti-4-practice-guie 27129724, 9:12 PM ‘Capacity and performance management: Practice Guide |Axelos @QAXELOS RALLUS LAU Ho BFAUCIUF WU EVEI YUNE WHU Has LUNKIIDULEU LU HIE URVEIUPHHICHIE UF Us BUIUAHILS, ‘These practice guides incorporate an unprecedented level of enthusiasm and feedback from across the ITIL community. In particular, AXELOS would like to thank the following people. Powering Best Practice Get Connected + Our Services + Company + Legal + Copyright © 2024 Axelos Ltd. All rights reserved ntps:hww.axels.comiresource-hub/practie/capacty-and-performance-management-ti4-practice-gulde amet