Capacity Management has a close relationship with many of the other processes. These are detailed below.
Capacity Management contributes to Financial Management predominantly via the Capacity Plan. The Capacity Plan describes and financially quantifies the resources required to deliver the committed level of service. Where there is a need to acquire new resources, Capacity Management predicts how much additional resource will be required and at what point in time. This allows Financial Management to budget for the cost of the new resources. During the budget year, as new resources are needed, Capacity Management will be instrumental in providing the justification for the actual purchase in terms of size, time and cost.
Service Level Management
The feedback that the Capacity Manager receives from business representatives in respect of their business plans and forecasts needs to be considered with the service level requirements gathered by the Service Level Manager. Capacity Management must therefore take into consideration the service level requirements when forecasting the resources needed to support new and growing services. The relationship works both ways, however. When the Service Level Manager is discussing service level requirements with the business, the capacity and performance requirements are costed by Capacity Management so that the business can make an informed decision regarding the balance between performance and cost. This is the control mechanism that prevents the business from asking for or demanding ever increasing levels of performance from the IT systems.
Demand Management works closely with and supports Capacity Management in several ways:
• By helping to understand Patterns of Business Activity and user profiles, Demand Management helps Capacity Management more accurately predict and plan for the consumption of resources for new users.
• By finding ways to smooth out peak loads, Demand Management helps Capacity Management make the most cost-effective use of existing resources and helps to defer the purchase of new resources.
• During times of peak load, Demand Management can dynamically throttle usage to maintain service levels, for example by restricting the number of concurrent users of an online system to protect response times.
IT Service Continuity Management
Capacity Management contributes to the Service Continuity Management process by sharing plans and modeling output to help ensure that the alternative facilities provided by Service Continuity Management remain in line with the live environment and can continue to provide contingency in the event of being invoked.
Change and Release Management
The introduction of new resources to maintain appropriate levels of capacity and performance is managed through both Change Management and Release and Deployment Management. These processes manage the impact of the change on other CIs. Likewise, Capacity Management supports Change Management by looking at the capacity and performance implications of the planned change and ensuring adequate capacity exists to accommodate subsequent deployment of the corresponding release.
Service Asset and Configuration Management
Service Asset and Configuration Management provides the information about CI status, specification and relationships that is clearly vital to Capacity Management activities such as modeling, planning and forecasting.
Capacity Management supports Availability Management because a shortage of capacity in a resource or service can impact availability.
Capacity Management obviously supports Incident and Problem Management where issues are capacity related.
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