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Representative POMs are described for Capacity Trend Analysis at each level of maturity.

1Initial

• Practice

  Use percentage business volume changes to estimate IT changes.

  Outcome

  Reactive environment with minimal predictability and poor corrective actions, leading to budget overruns and/or over-investment (“sledgehammer to crack a nut”).

  Metrics

  • Number of outages
  • Total downtime
  • Variance from planned BAU cost
  • Helpdesk calls
  • MTTR

2Basic

• Practices

  • Track capacity utilization to maintain agreed level of headroom.
  • Base future capacity planning on projected business requirements

  Outcome

  Improved IT performance as a consequence of minimising recurring IT issues.

  Metrics

  • Number of incidents per issue-type
  • Number of incidents per category
  • MTBF

3Intermediate

• Practice

  Size IT infrastructure to match demand for IT services, facilitating prioritisation of investments/disinvestments based on demand, and pushing down cost per service to equal/better industry benchmarks.

  Outcomes

  • Capacity Planning:
  • Improved IT-Business alignment
  • Improved ROI
  • Optimized cost per service
  • Scenario Planning:
  • Improved IT-Business planning
  • Reduction in risk
  • Improved business continuity plans
  • Example CP: Where should we best target part of our IT budget in order to accommodate 1200 users?
  • Example SP: Are our remote access services capable of handling a predicted increase in usage brought about by and outbreak of avian flu?

  Metrics

  • Capacity Planning:
  • ROI
  • IT service cost per user
  • IT asset utilization
  • Stakeholder satisfaction
  • Adoption of IT service metrics by the business
  • IT service metrics
  • Storage requirements per service user (trended)
  • CPU requirements per service user (trended)
  • Bandwidth requirements
  • Scenario Planning:
  • Original predicted impact of incident vs Predicted impact following implementation of new contingency plans
  • Number of times a risk threshold is broken

4Advanced

• Practice

  Dooe capacity planning (inc. scenario planning/rightsizing/growth planning) quantify IT cost of achieving specific business process performance levels (or business cost of failing to meet agreed performance levels), facilitating appropriate prioritisation.

  Outcomes

  • Improved basis for prioritisation of investments
  • Optimal level of investment in order to achieve target business performance levels (as opposed to excessive overinvestment or under-investment)
  • Potential to manage risk more effectively
  • Continuous improvement in IT service levels
  • Target IT investments and effort in areas where the greatest impact can be made in terms of business process capacity
  • NOTE: This insight can also be helpful in managing change from a legacy application to a new application solution (identifying bottlenecks in its adoption).

  Metrics

  • Transactions handled per IT dollar
  • IT SLAs breached
  • Business process SLAs breached
  • Business process impact (eg additional process capacity) of service investment
  • Business process impact (eg business process hours lost from SLA breaches (ie no investment)
  • Transactions handled per IT dollar
  • Number of business process transactions (or hours) lost due to IT service/component failure

5Optimized

• Practice

  Use of organization-level scenario planning model to identify IT-derived opportunities for strategic change, to identify impact of new business strategies on IT, and to manage risk more effectively.

  Outcomes

  • Increased confidence in model
  • Improved capability to optimize IT

  Metrics

  • Variance (actual vs planned)
  • ROI (per IT dollar)