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Super-Visions approach to Service Oriented Monitoring
- 2. Super-Visions Service monitoring value proposition
- 3. Service Oriented Monitoring ➪ Example: email
- 4. Service Oriented Monitoring ➪ Example: email Monitoring Orientation
- 6. Shifting from responsibility silos Service Level = 93.8% 99.5% 98.5% 95.8%
- 8. Transaction monitoring Mandatory in true service monitoring ➪Part of “IT Systems Monitoring” ➪Measure “real end-user” experience Functional Testing, Validation, Regression Testing Loading & Capacity Analysis Performance: Timing & Tuning Test File, Test Data Generation Test Suite Management Web application monitoring Database transactions Flows …
- 10. All about Metrics ➪ Basis of good judgements. ➪ All the major best practices and regulatory compliance frameworks emphasize primarily on metrics. ➪ 3 important findings and challenges. These metrics do not implicate a particular department, but will be a mix of different business departments and various IT departments. A patchwork of different islands of information (HP Open View, IBM Tivoli, TNG Unicenter, CiscoWorks, Microsoft SCOM, Business Application and middleware monitoring, OpManager, Icinga, Nagios ,...), which often leaves important relations or their aspects unmeasured. To enable overseeing the complete picture and have integrated metrics, one must take into account various internal processes, as well as with various internal or external departments: Business Process Management ➪ That leads to IT Governance increasingly shifting to a part within the overall Enterprise Governance.
Editor's Notes
- Thank you for opening this brief introduction to Super-Visions. This presentation is for informational purposes only and will describe Super-Visions, and what Added Value, Super-Visions can bring to the monitoring at your company, specifically for the Service Oriented Monitoring. Service Oriented Monitoring can be generally described as monitoring of systems from a customer or user’s perspective.
- So, from the user’s perspective, managing IT as a service, requires an expansion from monitoring individual physical components, to monitoring cross functional groups, that provide the end-to-end services used by the consumer. Orienting your monitoring information to support service management, improves support for your process framework, by delivering information that is organized and filtered, to fit the needs of the people working to deliver and support services to consumers. This example shows a corporate mail service divided into logical systems, sub-systems and the physical IT involved in delivering the service. So monitoring is done bottom-up, starting with all infrastructure components, working up to the services running on there, and actively testing the user experience of the IT sub-system service delivered. To all that info, logic is applied that normalizes, aggregates and correlates using your, or your company’s, IT & business logic, to define the service. So to support the management of the service, the monitoring strategy will have to be expanded to include all of the elements involved across the infrastructure.
- So, from the user’s perspective, managing IT as a service, requires an expansion from monitoring individual physical components, to monitoring cross functional groups, that provide the end-to-end services used by the consumer. Orienting your monitoring information to support service management, improves support for your process framework, by delivering information that is organized and filtered, to fit the needs of the people working to deliver and support services to consumers. This example shows a corporate mail service divided into logical systems, sub-systems and the physical IT involved in delivering the service. So monitoring is done bottom-up, starting with all infrastructure components, working up to the services running on there, and actively testing the user experience of the IT sub-system service delivered. To all that info, logic is applied that normalizes, aggregates and correlates using your, or your company’s, IT & business logic, to define the service. So to support the management of the service, the monitoring strategy will have to be expanded to include all of the elements involved across the infrastructure.
- For most IT organizations, this means shifting their perspective from responsibility silos to services. Why? Because when managing and measuring is expanded to all the elements used to provide the service to the consumer, IT organizations will find it difficult to manage by restricting themselves to traditional technology silos. Let’s explore further, in this illustration the Network, Server and Software silos would be focused on and be rewarded for meeting their specific service objectives. From their silo point of view they are delivering what the customer wants because the network, servers, and software are available within the prescribed percentages. To the customer however, their service level is result of the performance of all three silos so even when the silos meet their goals the best the consumer can get is 95.8%, and the most likely is 93.8% if all failures, of all respective silos, are during dissimilar time periods.
- For most IT organizations, this means shifting their perspective from responsibility silos to services. Why? Because when managing and measuring is expanded to all the elements used to provide the service to the consumer, IT organizations will find it difficult to manage by restricting themselves to traditional technology silos. Let’s explore further, in this illustration the Network, Server and Software silos would be focused on and be rewarded for meeting their specific service objectives. From their silo point of view they are delivering what the customer wants because the network, servers, and software are available within the prescribed percentages. To the customer however, their service level is result of the performance of all three silos so even when the silos meet their goals the best the consumer can get is 95.8%, and the most likely is 93.8% if all failures, of all respective silos, are during dissimilar time periods.
- For most IT organizations, this means shifting their perspective from responsibility silos to services. Why? Because when managing and measuring is expanded to all the elements used to provide the service to the consumer, IT organizations will find it difficult to manage by restricting themselves to traditional technology silos. Let’s explore further, in this illustration the Network, Server and Software silos would be focused on and be rewarded for meeting their specific service objectives. From their silo point of view they are delivering what the customer wants because the network, servers, and software are available within the prescribed percentages. To the customer however, their service level is result of the performance of all three silos so even when the silos meet their goals the best the consumer can get is 95.8%, and the most likely is 93.8% if all failures, of all respective silos, are during dissimilar time periods.
- For most IT organizations, this means shifting their perspective from responsibility silos to services. Why? Because when managing and measuring is expanded to all the elements used to provide the service to the consumer, IT organizations will find it difficult to manage by restricting themselves to traditional technology silos. Let’s explore further, in this illustration the Network, Server and Software silos would be focused on and be rewarded for meeting their specific service objectives. From their silo point of view they are delivering what the customer wants because the network, servers, and software are available within the prescribed percentages. To the customer however, their service level is result of the performance of all three silos so even when the silos meet their goals the best the consumer can get is 95.8%, and the most likely is 93.8% if all failures, of all respective silos, are during dissimilar time periods.
- Elaborating more on the IT Systems Monitoring, Super-Visions feels it is crucial or mandatory to include real user or real transactional experience in the monitoring flow. These can range from simple to very complex actions or transactions: From actual functional application testing or regression testing by loading the system. To then come to a correct and ongoing capacity planning. In some cases a complete flow needs monitoring, so test data can be created and validated against expected results. Actual web application user scenario’s, right up to complex Rich Internet Applications like AJAX websites. Database transactions, service transactions like DNS queries, etc. Without including this step, true service monitoring is not possible.
- Elaborating more on the IT Systems Monitoring, Super-Visions feels it is crucial or mandatory to include real user or real transactional experience in the monitoring flow. These can range from simple to very complex actions or transactions: From actual functional application testing or regression testing by loading the system. To then come to a correct and ongoing capacity planning. In some cases a complete flow needs monitoring, so test data can be created and validated against expected results. Actual web application user scenario’s, right up to complex Rich Internet Applications like AJAX websites. Database transactions, service transactions like DNS queries, etc. Without including this step, true service monitoring is not possible.
- Elaborating more on the IT Systems Monitoring, Super-Visions feels it is crucial or mandatory to include real user or real transactional experience in the monitoring flow. These can range from simple to very complex actions or transactions: From actual functional application testing or regression testing by loading the system. To then come to a correct and ongoing capacity planning. In some cases a complete flow needs monitoring, so test data can be created and validated against expected results. Actual web application user scenario’s, right up to complex Rich Internet Applications like AJAX websites. Database transactions, service transactions like DNS queries, etc. Without including this step, true service monitoring is not possible.
- If you don’t measure you can’t improve, so the most successful organizations typically have well-defined, and clearly articulated goals and objectives. Translating these goals and objectives, into quantifiable metrics, and rewarding people for helping to achieve them, is the best way to motivate people to try and achieve them. Choose wisely however, because using metrics can be a double-edged sword. Your staff will adjust their behavior, to do what they think will help achieve a metric, on which they are being judged or rewarded. If your metrics aren't carefully selected, the behavior that is encouraged, may actually hinder the IT organization and the business, from achieving its goals. By creating a balanced set of metrics, and communicating the ultimate goal, you can ensure that your staff, will better understand the desired behavior. Using metrics is powerful, but complex. They should be accurately monitored, and their purpose communicated, to ensure that they serve as a true means of measuring something you want to achieve. Having said that, all major best practices rely on metrics and cannot function or be implemented without them. Super-Visions has 3 important findings on metric based monitoring implementations in companies today: * Business logic based IT metrics cannot be attributed to a particular department, as any company is a mix of their respective department; so is the complete IT, it is a mix of the underlying IT departments. * Many of those, already have different infrastructure monitoring tools in place (with or without the transaction monitoring layer), that all function on their own islands. However, the most important data for the metrics remains unmeasured: the relationships and dependencies between all these segregated islands. * So metrics should be “integrated metrics”, including the internal business processes or business logic, to come to a realistic and independent metric definition or expected results. These relationships can even be dependencies on underpinning contracts or supplier service delivery! This brings IT as a service much closer or even integrated with the business processes, and lifts IT as a supporting service, and its IT governance into the overall Enterprise Governance.
- If you don’t measure you can’t improve, so the most successful organizations typically have well-defined, and clearly articulated goals and objectives. Translating these goals and objectives, into quantifiable metrics, and rewarding people for helping to achieve them, is the best way to motivate people to try and achieve them. Choose wisely however, because using metrics can be a double-edged sword. Your staff will adjust their behavior, to do what they think will help achieve a metric, on which they are being judged or rewarded. If your metrics aren't carefully selected, the behavior that is encouraged, may actually hinder the IT organization and the business, from achieving its goals. By creating a balanced set of metrics, and communicating the ultimate goal, you can ensure that your staff, will better understand the desired behavior. Using metrics is powerful, but complex. They should be accurately monitored, and their purpose communicated, to ensure that they serve as a true means of measuring something you want to achieve. Having said that, all major best practices rely on metrics and cannot function or be implemented without them. Super-Visions has 3 important findings on metric based monitoring implementations in companies today: * Business logic based IT metrics cannot be attributed to a particular department, as any company is a mix of their respective department; so is the complete IT, it is a mix of the underlying IT departments. * Many of those, already have different infrastructure monitoring tools in place (with or without the transaction monitoring layer), that all function on their own islands. However, the most important data for the metrics remains unmeasured: the relationships and dependencies between all these segregated islands. * So metrics should be “integrated metrics”, including the internal business processes or business logic, to come to a realistic and independent metric definition or expected results. These relationships can even be dependencies on underpinning contracts or supplier service delivery! This brings IT as a service much closer or even integrated with the business processes, and lifts IT as a supporting service, and its IT governance into the overall Enterprise Governance.
- If you don’t measure you can’t improve, so the most successful organizations typically have well-defined, and clearly articulated goals and objectives. Translating these goals and objectives, into quantifiable metrics, and rewarding people for helping to achieve them, is the best way to motivate people to try and achieve them. Choose wisely however, because using metrics can be a double-edged sword. Your staff will adjust their behavior, to do what they think will help achieve a metric, on which they are being judged or rewarded. If your metrics aren't carefully selected, the behavior that is encouraged, may actually hinder the IT organization and the business, from achieving its goals. By creating a balanced set of metrics, and communicating the ultimate goal, you can ensure that your staff, will better understand the desired behavior. Using metrics is powerful, but complex. They should be accurately monitored, and their purpose communicated, to ensure that they serve as a true means of measuring something you want to achieve. Having said that, all major best practices rely on metrics and cannot function or be implemented without them. Super-Visions has 3 important findings on metric based monitoring implementations in companies today: * Business logic based IT metrics cannot be attributed to a particular department, as any company is a mix of their respective department; so is the complete IT, it is a mix of the underlying IT departments. * Many of those, already have different infrastructure monitoring tools in place (with or without the transaction monitoring layer), that all function on their own islands. However, the most important data for the metrics remains unmeasured: the relationships and dependencies between all these segregated islands. * So metrics should be “integrated metrics”, including the internal business processes or business logic, to come to a realistic and independent metric definition or expected results. These relationships can even be dependencies on underpinning contracts or supplier service delivery! This brings IT as a service much closer or even integrated with the business processes, and lifts IT as a supporting service, and its IT governance into the overall Enterprise Governance.
- If you don’t measure you can’t improve, so the most successful organizations typically have well-defined, and clearly articulated goals and objectives. Translating these goals and objectives, into quantifiable metrics, and rewarding people for helping to achieve them, is the best way to motivate people to try and achieve them. Choose wisely however, because using metrics can be a double-edged sword. Your staff will adjust their behavior, to do what they think will help achieve a metric, on which they are being judged or rewarded. If your metrics aren't carefully selected, the behavior that is encouraged, may actually hinder the IT organization and the business, from achieving its goals. By creating a balanced set of metrics, and communicating the ultimate goal, you can ensure that your staff, will better understand the desired behavior. Using metrics is powerful, but complex. They should be accurately monitored, and their purpose communicated, to ensure that they serve as a true means of measuring something you want to achieve. Having said that, all major best practices rely on metrics and cannot function or be implemented without them. Super-Visions has 3 important findings on metric based monitoring implementations in companies today: * Business logic based IT metrics cannot be attributed to a particular department, as any company is a mix of their respective department; so is the complete IT, it is a mix of the underlying IT departments. * Many of those, already have different infrastructure monitoring tools in place (with or without the transaction monitoring layer), that all function on their own islands. However, the most important data for the metrics remains unmeasured: the relationships and dependencies between all these segregated islands. * So metrics should be “integrated metrics”, including the internal business processes or business logic, to come to a realistic and independent metric definition or expected results. These relationships can even be dependencies on underpinning contracts or supplier service delivery! This brings IT as a service much closer or even integrated with the business processes, and lifts IT as a supporting service, and its IT governance into the overall Enterprise Governance.