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Performance Journey℠
An Introduction
What Does it Take to be Great?
• Dribbling
• Passing
• Tackling
• Shooting
• Heading
• Teamwork
What Does it Take to be Great at APM?
Performance Reporting
Performance Measurement
The ability to measure
application
performance from the
end-user’s perspective
across the entire
application delivery
chain
Problem Resolution
The ability to identify,
isolate fault domain,
determine root cause
and resolve
application
performance
problems
Performance Improvement
The ability to
continuously identify,
prioritize, implement
and measure the
results of application
improvement
opportunitiesProduction Readiness
The ability to ensure
user experience can
scale with load prior
to launching new
applications or
deploying
infrastructure changes
The ability to provide
role-specific insight
using common
metrics, enabling
superior business-
oriented IT decision-
making
A Model of APM Maturity
Performance
Measurement
Problem
Resolution
Performance
Improvement
Production
Readiness
Performance
Reporting
No awareness of
user experience
Reactive
problem
resolution
Ad hoc “gut feel”
approach to
improvements
“Test in
Production”
approach to new
technologies
Few SLAs /
reporting on
technology
Basic awareness
and ownership
Reactive
resolution but
can validate
Some
improvements
using baseline
Best effort
focused on code
/ infrastructure
SLAs / reporting
have basic end-
user metrics
Own user
experience
across the chain
Increasingly
proactive
awareness
Can pinpoint
specific causes of
issues
Load testing
focused on the
application
SLAs / reporting
on end-to-end
performance
Deeper level of
understanding
tied to business
Automation of
issue analysis
and diagnostics
Improvement
based on Six
Sigma or ITIL
Load testing
focused on user
experience
SLAs / reporting
tied to business
metrics
Real-time
visibility drives
service delivery
Automation of
resolution before
business impact
Improvement
processes & auto
implementation
Designed w/
performance in
mind
SLAs / reporting
is competitive
advantage
Level 1
REACTIVE
Level 2
AWARE
Level 3
EFFECTIVE
Level 4
OPTIMIZED
Level 5
PERVASIVE
Best Practice
Improving APM Maturity
Performance Reporting
Performance Measurement
Measure end-user
experience based on key
repeatable “control”
transactions
Measure the end-user
experience based on real
end-user response time
Measure transaction-level
performance across all
tiers of the application
delivery chain
Problem Resolution
Performance Improvement
Production Readiness
Apply synthetic or robotic
monitoring using scripted
performance and
availability measurements
to identify problems
specific to geographies, to
alert on availability
problems, and to provide
controlled repeatable
end-user experience
measurements ideal for
response-time SLAs.
Core APM Aspects Key Capabilities
for Each Aspect
Best Practices for
Each Capability
Application Performance Management Challenges
2. People and Approach1. Technology
Business Development
Test Production
C/C++
Team work to ensure success
Customer
Partner
Compuware
Performance Journey℠
Assessment
Method and Structure
“If you want to build a ship,
don't drum up people together to collect wood
and don't assign them tasks and work,
but rather teach them to long for the endless
immensity of the sea”
Antoine De Saint-Exupery
An approach to achieving application
performance excellence and developing a
roadmap based on organizational
capabilities and goals
Performance Journey℠ Vision
Performance Journey℠ Assessment
• Interactive series of workshops with key stakeholders
• Identifies current capability baseline, maps business and IT
goals, and analyzes gaps
GAP
Baseline
Goal
GAP
GAP
GAP
GAP
Performance Journey℠ Assessment - Process
Preliminary
Meeting
•Refine scope
•Identify
stakeholders
•Agree
business
goals
Follow-up
Workshop
•Present report
Interview
Workshop
•Review current
practice
•Score
capabilities
•Current
•18 Month
Aspiration
Report
•Analyse findings
•Benchmark
•Improvement
options
Present AnalyseDiscoveryPlan Follow-up
OnsiteRemote Remote
Follow-up
•Next steps
discussions
•Additional
coaching
offerings or
consulting
support
discussions
12 © 2013 Compuware Corporation — All Rights Reserved
Level 2
AWARE
Performance
Reporting
Few SLAs /
reporting on
technology
SLAs / reporting
have basic end-
user metrics
SLAs / reporting
on end-to-end
performance
SLAs / reporting
tied to business
metrics
SLAs / reporting
is competitive
advantage
Few SLAs /
reporting on
technology
SLAs / reporting
on end-to-end
performanceGAP
Production
Readiness
“Test in
Production”
approach to new
technologies
Best effort
focused on code
/ infrastructure
Load testing
focused on the
application
Load testing
focused on user
experience
Designed w/
performance in
mind
“Test in
Production”
approach to new
technologies
Load testing
focused on user
experience
GAP
Performance
Improvement
Ad hoc “gut feel”
approach to
improvements
Some
improvements
using baseline
Can pinpoint
specific causes of
issues
Improvement
based on Six
Sigma or ITIL
Improvement
processes & auto
implementation
Some
improvements
using baseline
Improvement
based on Six
Sigma or ITIL
GAP
Problem
Resolution
Reactive
problem
resolution
Reactive
resolution but
can validate
Increasingly
proactive
awareness
Automation of
issue analysis
and diagnostics
Automation of
resolution before
business impact
Reactive
problem
resolution
Automation of
issue analysis
and diagnostics
GAP
Performance
Measurement
No awareness of
user experience
Basic awareness
and ownership
Own user
experience
across the chain
Deeper level of
understanding
tied to business
Real-time
visibility drives
service delivery
Basic awareness
and ownership
Deeper level of
understanding
tied to business
GAP
Performance Journey℠ Assessment Results
Level 1
REACTIVE
Level 3
EFFECTIVE
Level 4
OPTIMIZED
Level 5
PERVASIVE
Typical Challenges Identified
• Gaps in APM capability adoption
• Aspiration/strategy differences
• Process deficiencies
• Organizational blockers
• Skills deficiencies
• Gaps in available APM toolset
© 2011 Compuware Corporation — All Rights Reserved
14

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Compuware ASEAN APM User Conference 2013 - APM Performance Journey Presentation

  • 2. What Does it Take to be Great? • Dribbling • Passing • Tackling • Shooting • Heading • Teamwork
  • 3. What Does it Take to be Great at APM? Performance Reporting Performance Measurement The ability to measure application performance from the end-user’s perspective across the entire application delivery chain Problem Resolution The ability to identify, isolate fault domain, determine root cause and resolve application performance problems Performance Improvement The ability to continuously identify, prioritize, implement and measure the results of application improvement opportunitiesProduction Readiness The ability to ensure user experience can scale with load prior to launching new applications or deploying infrastructure changes The ability to provide role-specific insight using common metrics, enabling superior business- oriented IT decision- making
  • 4. A Model of APM Maturity Performance Measurement Problem Resolution Performance Improvement Production Readiness Performance Reporting No awareness of user experience Reactive problem resolution Ad hoc “gut feel” approach to improvements “Test in Production” approach to new technologies Few SLAs / reporting on technology Basic awareness and ownership Reactive resolution but can validate Some improvements using baseline Best effort focused on code / infrastructure SLAs / reporting have basic end- user metrics Own user experience across the chain Increasingly proactive awareness Can pinpoint specific causes of issues Load testing focused on the application SLAs / reporting on end-to-end performance Deeper level of understanding tied to business Automation of issue analysis and diagnostics Improvement based on Six Sigma or ITIL Load testing focused on user experience SLAs / reporting tied to business metrics Real-time visibility drives service delivery Automation of resolution before business impact Improvement processes & auto implementation Designed w/ performance in mind SLAs / reporting is competitive advantage Level 1 REACTIVE Level 2 AWARE Level 3 EFFECTIVE Level 4 OPTIMIZED Level 5 PERVASIVE Best Practice
  • 5. Improving APM Maturity Performance Reporting Performance Measurement Measure end-user experience based on key repeatable “control” transactions Measure the end-user experience based on real end-user response time Measure transaction-level performance across all tiers of the application delivery chain Problem Resolution Performance Improvement Production Readiness Apply synthetic or robotic monitoring using scripted performance and availability measurements to identify problems specific to geographies, to alert on availability problems, and to provide controlled repeatable end-user experience measurements ideal for response-time SLAs. Core APM Aspects Key Capabilities for Each Aspect Best Practices for Each Capability
  • 6. Application Performance Management Challenges 2. People and Approach1. Technology Business Development Test Production C/C++
  • 7. Team work to ensure success Customer Partner Compuware
  • 9. “If you want to build a ship, don't drum up people together to collect wood and don't assign them tasks and work, but rather teach them to long for the endless immensity of the sea” Antoine De Saint-Exupery An approach to achieving application performance excellence and developing a roadmap based on organizational capabilities and goals Performance Journey℠ Vision
  • 10. Performance Journey℠ Assessment • Interactive series of workshops with key stakeholders • Identifies current capability baseline, maps business and IT goals, and analyzes gaps GAP Baseline Goal GAP GAP GAP GAP
  • 11. Performance Journey℠ Assessment - Process Preliminary Meeting •Refine scope •Identify stakeholders •Agree business goals Follow-up Workshop •Present report Interview Workshop •Review current practice •Score capabilities •Current •18 Month Aspiration Report •Analyse findings •Benchmark •Improvement options Present AnalyseDiscoveryPlan Follow-up OnsiteRemote Remote Follow-up •Next steps discussions •Additional coaching offerings or consulting support discussions 12 © 2013 Compuware Corporation — All Rights Reserved
  • 12. Level 2 AWARE Performance Reporting Few SLAs / reporting on technology SLAs / reporting have basic end- user metrics SLAs / reporting on end-to-end performance SLAs / reporting tied to business metrics SLAs / reporting is competitive advantage Few SLAs / reporting on technology SLAs / reporting on end-to-end performanceGAP Production Readiness “Test in Production” approach to new technologies Best effort focused on code / infrastructure Load testing focused on the application Load testing focused on user experience Designed w/ performance in mind “Test in Production” approach to new technologies Load testing focused on user experience GAP Performance Improvement Ad hoc “gut feel” approach to improvements Some improvements using baseline Can pinpoint specific causes of issues Improvement based on Six Sigma or ITIL Improvement processes & auto implementation Some improvements using baseline Improvement based on Six Sigma or ITIL GAP Problem Resolution Reactive problem resolution Reactive resolution but can validate Increasingly proactive awareness Automation of issue analysis and diagnostics Automation of resolution before business impact Reactive problem resolution Automation of issue analysis and diagnostics GAP Performance Measurement No awareness of user experience Basic awareness and ownership Own user experience across the chain Deeper level of understanding tied to business Real-time visibility drives service delivery Basic awareness and ownership Deeper level of understanding tied to business GAP Performance Journey℠ Assessment Results Level 1 REACTIVE Level 3 EFFECTIVE Level 4 OPTIMIZED Level 5 PERVASIVE Typical Challenges Identified • Gaps in APM capability adoption • Aspiration/strategy differences • Process deficiencies • Organizational blockers • Skills deficiencies • Gaps in available APM toolset
  • 13. © 2011 Compuware Corporation — All Rights Reserved 14