vir tualisation ICT
How monitoring performance is the key to successful virtualisation
When managing a virtualised IT environment, organisations will all too often dive in and buy new hardware to accommodate new demands, warns Robin Webster, Infrastructure Consultant, Centiq.
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hen a business takes the initial leap of migrating its systems from physical to virtual, it significantly decreases the requirement for hardware. However, prior to that migration from physical to virtual, many organisations will employ monitoring software to collect data for a feasibility study to assess their requirements and support the design process, but will often discard the monitoring tool when virtualisation is complete.
Rather than just virtualising and assuming that the job has been done, virtualisation should be a continuous process that needs regular and detailed monitoring to ensure that an IT department continues to sweat its assets.
By carefully making better use of existing resources, corporate hardware costs can be kept down to a minimum, while ensuring
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www.dcsuk.info I May 2012
that the philosophy of virtualisation is upheld in the organisation. If capacity planning is managed properly then new demands can be matched against the available capacity and potentially catered for within the existing hardware landscape. ITILv3 recommends implementing a process of Continuous Service Improvement (CSI) with a “Plan-Do-Check-Act” cycle.
If the right activities and habits are managed to form a continuous cycle there will be no surprises and purchases will be the result of carefully structured plans leading to planned negotiations to maximise buying power, not last minute panic measures when the buyer’s negotiating position is less advantageous.
Performance and capacity management processes should form part of the overall service design. Monitoring key performance
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