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Alan Gordon - Building a Holistic Performance Management Platform
- 1. Building a Holistic Performance Management Platform Alan Gordon
- 2. Introduction
- 3. What I will cover today • The challenge of getting visibility • What a good performance management platform looks like • Real-world challenges and constraints • Altersis Performance approach to building the platform • Our methodology, the UMA • Some examples of solutions we have built
- 4. Today’s challenge • Many large companies are finding themselves at a disadvantage • Performance is part of this story, as it strongly affects agility • Companies are still struggling to get visibility at the level that matters • Difficult to move fast in industries like banking and insurance
- 5. Example: Insurance Company • Large multinational company: thousands of employees, millions of customers • Fragmented, silo solutions for performance and capacity management • Reactive approach to manage the performance of business-critical applications • Inefficient root-cause analysis for performance issues
- 6. Our approach • Each organisation has a different situation and needs • Evaluate what you have now and where you want to get to • We use our «Performance Maturity Assessment» for this • Ensure a stable foundation – good performance testing and APM tools • Build a service-based view
- 7. Startingpoint – PerformanceMaturityAssessment Reactive/Initial Partially proactive Proactive Governance Mastering √ No or basic system/infrastructure monitoring √ No or sporadic performance test Performance & Stability Incidents High costs to fix late detected performance and stability defects Loss of trust, frustration of users and staff √ APM for few critical applications √ L&P Test for few critical applications High costs to manage many standards and heterogeneous monitoring landscapes High risk for undetected performance defects during development √ Performance QA, L&P Test and APM standardized and institutionalized No or suboptimal usage of the standards Usage and execution of the APM standards not monitored √ Performance QA, L&P Test and APM processes KPI’s are measured √ Performance QA, L&P Test and APM standards are maintained Execution feedbacks and experiences not considered Performance management standards outdated in comparison with IT industry evolution and best practices √ Continuous Improvement of Performance QA, L&P Test and APM processes and their impact Sponsor and execute improvement plans0 1 2 3 4
- 8. Essentialelements for successful adoption APM & CQA GOVERNANCE: Leadership, functions, well-defined service catalogues and processes ADDRESS THE FIVE CHALLENGES: Speed of change Release management New tools resistance Skills requirement Organisation structure
- 9. UnifiedMonitoringArchitecture(UMA)Overview Network Virtualization Operating Systems Servers Applications User Experience Databases Performance Data (metrics/events) Service Health Role-based Dashbords
- 12. Implementation: ServiceLevelMapping Infrastructure Perspective Business Transaction Transaction Components Business Perspective Business Transaction Transaction Components Transaction Components Transaction Components Transaction Components Business Service Config Items e.g. Server names Components e.g. Tomcat JBoss Web service HOST Transaction Components
- 13. AutomationLayer
- 17. Thank you
Hinweis der Redaktion
- APM & CQA Governance: (Altersis Performance definition) The leadership, functions, well-defined Service Catalogues and related processes required for a sustainable and efficient coordination between the IT Stakeholders, organizational units, processes and standards in order to continuously assure application quality and performance objectives in production. 9b - Overcome the 5 challenges for Dev and Ops (i) Rate of change - Development Teams are still struggling with Continuous Integration, static code analysis and testing - Operations Teams are still struggling with Event Management and Service Modeling (ii) Release management - Continuous Performance roll-out in large organization requires mature Configuration and Deployment Management - APM roll-out in large organization requires mature Configuration and Deployment Management (iii) New tools - Adoption of continuous APM means introducing new technologies & efforts to the already “expensive” and “fragmented” testing stack - Adoption APM means introducing new technologies and administration costs to the already “expensive” and “fragmented” Monitoring stack (iv) Skills - Continuous Performance requires another skills set for Dev QA - APM requires another skills set for Ops (v) Org structures - Continuous Performance roll-out requires a close collaboration between Dev QA and Ops Monitoring - APM roll-out requires a close collaboration between apps/Dev and Ops
- The layer consists of 3 building blocks: Service modeling and business rules: containing service model definitions and SLAs. Typically data is stored in a Configuration Management Database (CMDB) A central performance database (PMDB) A central event console
- Typically composed of the following parts: Analytics, Advanced Diagnostics and Intelligent Alarms Capacity Planning and Workload Placement Provisioning and Deployment Automation
- This layer is used to give different roles/organization units different views of the underlying monitoring data. The visualizations are adapted to the respective use-case and tailored to the users. This also results in very different forms of presentation (e.g., table, graphs).
- The Unified Monitoring Architecture (UMA) - a high-level blueprint for implementing a unified and comprehensive architecture for monitoring infrastructure, applications, and services.