This presentation focuses on the concepts around Enterprise Performance Maturity, Costs of addressing performance maturity including how to go about building performance maturity across the enterprise.

1. Fundamentals of Enterprise
Performance Maturity
Practical Performance Analyst – 12th August 2012
http://www.practicalperformanceanalyst.com

2. Agenda
 Performance Engineering Life Cycle
 What is Enterprise Performance Maturity
 Costs of Addressing Performance across the SDLC
 Why address Enterprise Performance Maturity
 Going about addressing Enterprise Performance Maturity
 Business models to consider
 Challenges

3. Performance Engineering Life Cycle
Software Development Life Cycle
Functional Requirements Gathering
Architecture & Design
Build Application
System Test,
System Integrated Test & UAT
Deploy Into Production
Performance Engineering Life Cycle
Non Functional Requirements Gathering
Design for Performance &
Performance Modelling
Unit Performance Test &
Code Optimization
Performance Test
Monitoring & Capacity Management

4. Proactive Performance Management
Performance
Requirements
Analysis
Performance
Modelling &
Capacity
Planning
Build &
Optimization
Performance
Testing
Capacity
Management
Performance
Monitoring
 Proactive Performance Management helps by –
 Identifying performance issues early in
the design
 Validate suitability of your application
architecture for your documented NFR’s
 Validate your application capacity
requirements for the documented NFR’s
 Advocates early SVT to identify potential
bottlenecks early in the build and
development cycle
 Reduces potential for major rework later
in the program
 Advocates using modelling techniques to
predict performance impact for growing
workload

5. Holistic View of Performance
Txn Performance
- Response Times, etc.
Application Performance –
Operations/Sec, Messages/Sec,
Transactions/Sec, etc.
Infrastructure Performance – CPU
Utilization, Memory Utilization, Disk IOPS, etc.
Network Performance – Packet Loss, Jitter, Packet Re-ordering,
Delay, etc.

6. What Is Enterprise Performance Maturity
 Enterprise Performance Maturity is a combination of
People, Process & Tool maturity across the
enterprise whose objective is to proactively manage
Application Performance & Infrastructure Capacity
 Enterprise Performance Maturity is the investment
Enterprises make to build capability within their IT
teams required to proactive manage Application
Performance & Infrastructure capacity
 Enterprise Performance Maturity is the investment a
business makes as a risk mitigation approach to
ensure it’s applications don’t go pear shaped in
production
 Levels of Enterprise Performance Maturity desired
will vary from one enterprise to the other.
 Large business like Financial Organizations, Large
retailers, etc. have no option by to invest in building
Enterprise Performance Maturity due to the large
cost of poor application performance & application
downtime.
Tools
Process
People

7. Costs of Addressing Performance across SDLC
Stage in the SDLC Costs of Addressing
Performance
How that will reflect on your CV
Requirements Gathering Low cost of addressing
Performance.
Your ability to influence Performance is the highest at this
stage. Documenting the workload & NFR’s will help you
understand your options from a design, architecture and
infrastructure standpoint.
Design Low cost of addressing
Performance.
Your ability to influence Performance is high at this stage. Your
recommendations will go towards architecting and designing
high performance applications that meet the defined NFR’s &
business workload.
Build Cost of addressing
Performance is marginally
higher.
Any major changes to the design has the potential to impact
delivery schedule. Lack of NFR’s and coding standards has the
potential to cause re-work later on during the performance
testing phase.
Test Cost or addressing
Performance is very high.
Re-work required to fix defects has the potential to severely
impact program costs and overall program schedule. Any
change required to application design can potentially delay your
go-live schedule.
Go-Live Cost of addressing
Performance is the highest.
Performance issues identified in production will severely impact
your ability to deliver expected application performance.
Potential show stoppers might end up causing application
downtime.

8. Why Address Enterprise Performance Maturity
 Following are some of the reasons why you would want to address Performance Engineering maturity across the
enterprise:
 Procure & standardize Performance Testing Tools which then can be leveraged as shared infrastructure
across the enterprise. Drives down operational costs for existing projects and reduces Capital investment
for new programs.
 Procure & standardize Performance Monitoring & Capacity Management tools which can then be leveraged
as shared infrastructure across the enterprise. Drives down operational costs for existing projects and
reduces Capital investment for new programs.
 Standardize Performance Engineering processes across the enterprise and ensure consistent delivery of
application performance across all your programs
 Create capability within the organization that could be leveraged across programs to address Performance
Engineering specific requirements
 Create a mindset that consistently advocates Proactive Performance Management on all your programs.
 Minimize impact to business by managing application performance proactively and reduce downtime of
your business critical applications in production.
 Eliminate the need for major re-work across your development programs (late in the SDLC) and reduce
program cost overruns.

9. Going about addressing Performance Maturity
 You are the best judge of your organizations appetite for Performance Engineering based on your assessment of
the organizational culture, business needs and IT maturity
 Assess the burning issues faced by IT & business from a Performance Engineering standpoint
 Identify the low hanging fruit. Look for a sponsor (business preferably rather than IT) who currently faces the pain
and would be willing to invest in creating capability to take away the pain
 Don’t clamour for the best people or tools. Focus on using what you’ve got within the enterprise, start out with
cloud based or Open Source solutions to demonstrate the benefit you are able to deliver.
 Push for the works once you’ve built your credibility build a business case for an investment in the critical
Performance Engineering functions required by your business.
 Most business & IT folk tend to easily understand the benefits of Performance Testing. You might consider that as
first steps. You can then aspire to build capability on: Performance Monitoring, Capacity Management, Capacity
Planning and Performance Modelling.
 Building Performance Engineering maturity requires that you focus on creating competency from a tool, process
and people standpoint. Building such maturity generally takes a long time and you want to demonstrate key wins
and build on those wins one program at a time.

10. Business Models to consider
 Internal Performance Engineering Centre Of Excellence:
 Internal PE organization staffed with capability to support PE activities across programs
 Knowledge and awareness of PE relevant processes that can be leveraged across the enterprise
 Build internal assets that can be leveraged to automate tasks and drive down costs of delivery
 Challenges ramping up and ramping down resources to meet project requirements
 Expensive use of contracting resources to meet peak demand which impacts program costs
 High costs of training resources and keeping them updated on cutting edge concepts
 Challenges retaining the right skills due to industry wide lack demand for PE skills
 Outsourced Performance Engineering Centre of Excellence:
 Internal PE organization staffed with capability to support PE activities across programs
 Knowledge and awareness of PE relevant processes that can be leveraged across the enterprise
 Use existing vendor assets that can be leveraged to automate tasks and drive down costs of delivery
 Ramping up and down of resources to meet project requirements is a vendor challenge
 Get rid of high contracting costs by agreeing with your vendor on a rate card for different services
 Training and retaining costs are no longer your problem
 Retaining skills is no longer your problem but is your vendors problem
 You can demand the best skills across different Performance Engineering domains

11. Challenges
 Challenges obtaining buy in from Business to invest in creating maturity from a Performance Engineering
standpoint
 Challenges obtaining funding to invest in centralized tools for different Performance Engineering activities
(Performance Testing, Performance Monitoring, Capacity Management)
 Challenges obtaining support from management to setup a shared Performance Engineering Centre Of
Excellence (CoE)
 Challenges finding vendors who have strong capability in Performance Engineering and are able to provide your
organization support across different geographies
 Challenges recruiting and retaining capable resources (if you are doing it in-house) to staff your Performance
Engineering team

12. Thank You
Please support us by taking a moment and sharing this content
using the Social Media Links at Practical Performance Analyst
trevor@practicalperformanceanalyst.com