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Challenges of Managing Live Applications

Dennis Adams. a s s o c i a t e s. Challenges of Managing Live Applications. A Strategy for Managing IT Production. TAMS 2.1 Product Briefing 17 November 2005. Dennis Adams Associates Limited Consultancy for IT Production Management www.dennisadams.net. The changing IT APPLICATION LANDSCAPE.

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Challenges of Managing Live Applications

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  1. Dennis Adams a s s o c i a t e s Challenges ofManaging Live Applications A Strategy for Managing IT Production TAMS 2.1 Product Briefing 17 November 2005 Dennis Adams Associates LimitedConsultancy for IT Production Managementwww.dennisadams.net

  2. The changing IT APPLICATION LANDSCAPE • Mainframe • Departmental Computing • Client/Server Applications • N-Tier Applications • Message-Oriented Middleware • Composite Applications linked together by a Service-Oriented Architecture: Enterprise Service Bus.

  3. Tools: Text Editors 4GL Intelligent Editors Integrated Development Environments (IDEs) Sophisticated Debugging Integrated Test Environments Design/Develop/Deploy Environments (Eclipse) Techniques: Waterfall Prototyping Iterative Development Changes in APPLICATION DEVELOPMENT As Development has become more complex, so too have Deployment and Production.

  4. DEPLOYMENT into IT PRODUCTION IT Development IT Production

  5. IT PRODUCTION Challenges: Managing Live Applications • More and More Applications are being thrown over the wall. • Applications being thrown over the wall are More Complex. • Composite applications consisting of multiple inter-connections between loosely coupled components. • Complex inter-relationships between “applications” • More “intermediate” Deployments for each Project • Consequence of Architecture-Driven Iterative Development. • In addition, IT Production has the responsibility for supporting all of the existing Applications as well. IT Production needs to be able to support both modern Composite SOA applications and Legacy applications at the same time.

  6. The Pressures of IT PRODUCTION • Tactical Reactions ! • Concentrate on solving Urgent Support Issues. • Neglect Activity Reporting • Adopt a short-term viewpoint • Become less Client-Focused • Support Culture can be Reactive • Forward Planning ?? • The team gets blamed when things go wrong. • Neither IT Development or Business are aware of Production Costs or Activity • It becomes difficult to justify further Investment in Infrastructure or Headcount • Outsourcing ? ! ?

  7. The Result ? M O P S

  8. M etrics M O O perational Tools P P rocesses & Procedures S S tandards

  9. Capture appropriate METRICS M • Metrics (or KPIs) enable us to: • Understand which are the “problem support applications” • Explain & Justify the Support Activity • Several Types of Metrics to capture: • Assets (Systems, Memory, etc.) • Behavior of systems ( CPU used, Disk space used etc.) • Activity (Man-days spent in support) • Publish this data by Application Supported, not by Technical Categories • Capture Historic Trends so that we can capacity plan. If Metrics are to be of value to IT Production management, they should always relate to the Business benefit which is being delivered.

  10. Chose appropriate OPERATIONAL TOOLS O • Software Tools should assist the Management of IT Production. • Different types: • Metrics Collection Tools: • Activity Tracking (Man-Days) • Help Desk, Incident Management, Change Control • Asset Management. • Technical Support Tools: • Tivoli, Alerting console • Specialised Technical Monitoring of OS, Networks, Databases • Specialised monitoring of Application Infrastructure, J2EE • Backup / Recovery, Business Continuity • Workflow: Metrics Collection, Historical Analysis Focus on the Application, not the Technology

  11. Initiation Build Deploy Support Introduce relevant PROCESSES and PROCEDURES P R & D Configuration Release R U P Standards Change ITIL Problem Handover Incident Service Desk

  12. Define Production-Readiness STANDARDS S • Introducing IT Production Standards enables us to move towards a more homogeneous data centre, with lower costs of support. • Establish a Production Architecture role • Define Production Readiness Criteria • Engage with Development • Publish Technology “menu” of Production Standards • Developers and Business need to understand that these Standards represent the best Solution Options for development. • Optimal Application support costs. • Service Level Agreements should reflect these Standards • Application design should be a collaborative activity, involving both Development and Production Architecture. Choice of Standards should depend upon whether or not a Technology is “Production-Ready”

  13. Conclusions: MANAGING LIVE APPLICATIONS • The IT Application Landscape is changing. • IT Development Tools and Techniques enable us to create Composite Applications based on SOA • IT Production is responsible for the ongoing Support and Maintenance: • New Composite Applications • A huge legacy of Existing Applications • Strategic Solutions need to be in place to enable IT Production to proactively support the business: • METRICS • OPERATIONAL TOOLS • PROCESSES AND PROCEDURES • STANDARDS • Solutions must focus on the Business Service we are providing. M O P S

  14. Dennis Adams a s s o c i a t e s Challenges ofManaging Live Applications A Strategy for Managing IT Production TAMS 2.1 Product Briefing 17 November 2005 Dennis Adams Associates LimitedConsultancy for IT Production Managementwww.dennisadams.net

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