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The '''Capacity Plan''' contains different scenarios for predicted business demand and offers costed options for delivering the service-level targets as specified. This plan allows service designers to make the best choices about how to provide quality service at an affordable price point.

The Capacity Plan helps gauge the most cost effective way of provisioning resources and services by aligning them to your organization’s demands.
*Ensure that system components perform as efficiently as possible
*Describe system capacity requirements for systems and applications
*Ensure that infrastructure components can perform required functions
*Identify and reduce inefficiencies associated with under-utilized resources
*Provide a technical reference for team members
*Provide satisfactory service levels in a cost-efficient manner

@@ Line 1: / Line 1: @@
-== What is a Capacity Plan? ==
+The '''Capacity Plan''' contains different scenarios for predicted [[business]] [[demand]] and offers costed options for delivering the [[service]]-level targets as specified. This plan allows service designers to make the best choices about how to provide [[quality]] service at an affordable [[price]] point.
 The Capacity Plan helps gauge the most cost effective way of provisioning resources and services by aligning them to your organization’s demands.
-*Ensure that system components perform as efficiently as possible
+*Ensure that [[system]] components perform as efficiently as possible
 *Describe system capacity requirements for systems and applications
 *Ensure that infrastructure components can perform required functions
@@ Line 11: / Line 9: @@
 *Provide satisfactory service levels in a cost-efficient manner
-The Capacity Plan is the cornerstone of the [[Capacity Management|Capacity Management]] process, and good capacity management is an important part of the infrastructure and deployment planning. Within [[ITIL Service Design|Service Design]], many other processes are highly dependent on it: Design Coordination, Availability Management, IT Service Continuity, Information and Security Management, and others.
+The Capacity Plan is the cornerstone of the [[Capacity Management|Capacity Management]] [[process]], and good capacity [[management]] is an important part of the infrastructure and deployment planning. Within [[ITIL Service Design|Service Design]], many other processes are highly dependent on it: [[Design]] Coordination, Availability Management, IT Service Continuity, Information and [[Security Management]], and others.
-Many processes outside Service Design depend on it as well: [[IT Financial Management (ITFM)|IT Financial Management]] ([[ITIL Service Strategy|Service Strategy]]), [[IT Operations (Information Technology Operations)|IT Operations]] Control, [[Application Management|Application Management]], and Technical Management ([[ITIL Service Operation|Service Operations]]).
+Many processes outside Service Design depend on it as well: [[IT Financial Management (ITFM)|IT Financial Management]] ([[ITIL Service Strategy|Service Strategy]]), [[IT Operations (Information Technology Operations)|IT Operations]] [[Control]], [[Application Management|Application Management]], and Technical Management ([[ITIL Service Operation|Service Operations]]).
 == Elements of Capacity Plan<ref>What are the Elements of the Capacity Plan [https://advisera.com/20000academy/knowledgebase/itil-capacity-plan-a-document-you-need-but-probably-dont-have/ Advisera]</ref> ==
-*Scope: Having business demands (drivers) collected in a single place on one hand, and available IT resources on the other, allows organizations to identify any inefficient or wasteful resources at a single glance. Therefore, one of the first steps in writing down a Capacity Plan would be to list all business demands (drivers), and IT services supporting them. Any business services that aren’t supported by the IT organization should not fall within the scope of the Capacity Plan.
+*Scope: Having business demands (drivers) collected in a single place on one hand, and available IT resources on the other, allows organizations to identify any inefficient or wasteful resources at a single glance. Therefore, one of the first steps in writing down a Capacity Plan would be to list all business demands (drivers), and IT services supporting them. Any business services that aren’t supported by the IT [[organization]] should not fall within the scope of the Capacity Plan.
-*Manage the resources required for IT service delivery: Once there is a high-level IT and business services overview, it is imperative to drill down to the actual physical resources that drive IT services. This part is fairly technical, as it includes actual hardware components (and other resources) and their inner workings, and only subject matter experts generally know its impact on a service. Physical resources will include the server’s physical properties (e.g., CPU, RAM, HDD, INAC, etc.), licensing, running modes (e.g., physical, virtual, clustering, etc.) or service level (e.g., failover, load balancing, high availability, security, etc.). These properties should be correlated as closely as possible with expected service level in terms of capacity and/or performance.
+*Manage the resources required for IT service delivery: Once there is a high-level IT and business services overview, it is imperative to drill down to the actual physical resources that drive IT services. This part is fairly technical, as it includes actual [[hardware]] components (and other resources) and their inner workings, and only subject matter experts generally know its [[impact]] on a service. Physical resources will include the server’s physical properties (e.g., CPU, RAM, HDD, INAC, etc.), licensing, running modes (e.g., physical, virtual, clustering, etc.) or service level (e.g., failover, load balancing, [[high availability]], security, etc.). These properties should be correlated as closely as possible with expected service level in terms of capacity and/or performance.
@@ Line 25: / Line 23: @@
-*Gather and evaluate performance data: Once you have all the relevant data regarding business needs, supporting IT services, and their combined impact on service performance, you should gather the data that will compare our resources and required capacity, and record that data within the Capacity Plan. Evaluating performance data is not an easy task, and is generally performed by subject matter experts. Aside from collecting hard data, any incidents related to insufficient capacity should be recorded and evaluated alongside the performance data itself.
+*Gather and evaluate performance [[data]]: Once you have all the relevant data regarding business needs, supporting IT services, and their combined impact on service performance, you should gather the data that will compare our resources and required capacity, and record that data within the Capacity Plan. Evaluating performance data is not an easy task, and is generally performed by subject matter experts. Aside from collecting hard data, any incidents related to insufficient capacity should be recorded and evaluated alongside the performance data itself.
-*Analyze the data, spot the trends, make the forecasts: Once you have all the relevant data gathered and evaluated, as time passes, it should be easy enough to spot trends that happen naturally, and determine whether they are aligned with business expectations. Those trends are the basis for making short-, medium-, and long-term expectations regarding capacity. The purpose of such monitoring is to avoid the negative business impact that a lack of capacity may present. A common example is a lack of storage space; from the moment when Incident Management records a “low disk space” alert, until you order, set up, and implement additional storage capacity (not to mention find the budget for such a scenario), you may be forced to either implement unhealthy workarounds (external USB drives) or shut down the service completely. Forecasts and what-if analyses are here to help predict and prevent such events, and respond to them in a timely manner without impact to agreed service levels.
+*Analyze the data, spot the trends, make the forecasts: Once you have all the relevant data gathered and evaluated, as time passes, it should be easy enough to spot trends that happen naturally, and determine whether they are aligned with business expectations. Those trends are the basis for making short-, medium-, and long-term expectations regarding capacity. The purpose of such monitoring is to avoid the negative business impact that a lack of capacity may present. A common example is a lack of storage space; from the moment when [[Incident Management]] records a “low disk space” alert, until you order, set up, and implement additional storage capacity (not to mention find the [[budget]] for such a scenario), you may be forced to either implement unhealthy workarounds (external USB drives) or shut down the service completely. Forecasts and what-if analyses are here to help predict and prevent such events, and respond to them in a timely manner without impact to agreed service levels.
-*Improvements and recommendations: As the last chapter of the Capacity Plan, you should write down any improvements and recommendations that are the product of data gathered, trend analysis, forecasts, business plans, etc. If some service is using a less-than-expected amount of resources and trends are negative, it is up to Capacity Management to recommend its reevaluation/redesign in order to eliminate extra resources that are not used, and shave off costs. On the other hand, if new technology shows up, or trends show faster-than-expected growth in demand, Capacity Management should be the first to react and recommend an increase of required resources. The list of improvements and recommendations should be accompanied by related costs, impact analysis, expected timescale, and affected resources and drivers.
+*Improvements and recommendations: As the last chapter of the Capacity Plan, you should write down any improvements and recommendations that are the [[product]] of data gathered, trend analysis, forecasts, business plans, etc. If some service is using a less-than-expected amount of resources and trends are negative, it is up to [[Capacity Management]] to recommend its reevaluation / redesign in order to eliminate extra resources that are not used, and shave off costs. On the other hand, if new technology shows up, or trends show faster-than-expected growth in demand, Capacity Management should be the first to react and recommend an increase of required resources. The list of improvements and recommendations should be accompanied by related costs, impact analysis, expected timescale, and affected resources and drivers.
@@ Line 39: / Line 37: @@
 *Proposed measures to cope with extra demand for IT services and resources
 **Medium- to long-term proposals
-**Short-term measures (details on ongoing measures or proposals entering the concrete planning phase are included in section 5 of this template)
+**Short-term measures (details on ongoing measures or proposals entering the concrete planning phase are included in section 5 of this [[template]])
 Known Business Volume Forecasts
 *Affected service(s)
@@ Line 53: / Line 51: @@
 *Trends in service utilization and performance based on current and historic data (short-, medium- and long-term)
 *Capacity and performance thresholds about to be reached
-*Exceptional deviations from the baseline
+*Exceptional deviations from the [[baseline]]
 *Forecast data for service utilization from the business side
 Forecasts
@@ Line 97: / Line 95: @@
 source: IT Process Maps
 == References ==
 <references/>

@@ Line 11: / Line 11: @@
 *Provide satisfactory service levels in a cost-efficient manner
-The Capacity Plan is the cornerstone of the [[Capacity Management|Capacity Management]] process, and good capacity management is an important part of the infrastructure and deployment planning. Within [[ITIL Service Design|Service Design]], many other processes are highly dependent on it: Design Coordination, Availability Management, IT Service Continuity, Information and [[Security Management]], and others.
+The Capacity Plan is the cornerstone of the [[Capacity Management|Capacity Management]] process, and good capacity management is an important part of the infrastructure and deployment planning. Within [[ITIL Service Design|Service Design]], many other processes are highly dependent on it: Design Coordination, Availability Management, IT Service Continuity, Information and Security Management, and others.
 Many processes outside Service Design depend on it as well: [[IT Financial Management (ITFM)|IT Financial Management]] ([[ITIL Service Strategy|Service Strategy]]), [[IT Operations (Information Technology Operations)|IT Operations]] Control, [[Application Management|Application Management]], and Technical Management ([[ITIL Service Operation|Service Operations]]).
@@ Line 18: / Line 18: @@
 == Elements of Capacity Plan<ref>What are the Elements of the Capacity Plan [https://advisera.com/20000academy/knowledgebase/itil-capacity-plan-a-document-you-need-but-probably-dont-have/ Advisera]</ref> ==
 *Scope: Having business demands (drivers) collected in a single place on one hand, and available IT resources on the other, allows organizations to identify any inefficient or wasteful resources at a single glance. Therefore, one of the first steps in writing down a Capacity Plan would be to list all business demands (drivers), and IT services supporting them. Any business services that aren’t supported by the IT organization should not fall within the scope of the Capacity Plan.
-*Manage the resources required for IT service delivery: Once there is a high-level IT and business services overview, it is imperative to drill down to the actual physical resources that drive IT services. This part is fairly technical, as it includes actual hardware components (and other resources) and their inner workings, and only subject matter experts generally know its impact on a service. Physical resources will include the server’s physical properties (e.g., CPU, RAM, HDD, INAC, etc.), licensing, running modes (e.g., physical, virtual, clustering, etc.) or service level (e.g., failover, load balancing, [[high availability]], security, etc.). These properties should be correlated as closely as possible with expected service level in terms of capacity and/or performance.
+*Manage the resources required for IT service delivery: Once there is a high-level IT and business services overview, it is imperative to drill down to the actual physical resources that drive IT services. This part is fairly technical, as it includes actual hardware components (and other resources) and their inner workings, and only subject matter experts generally know its impact on a service. Physical resources will include the server’s physical properties (e.g., CPU, RAM, HDD, INAC, etc.), licensing, running modes (e.g., physical, virtual, clustering, etc.) or service level (e.g., failover, load balancing, high availability, security, etc.). These properties should be correlated as closely as possible with expected service level in terms of capacity and/or performance.
@@ Line 26: / Line 26: @@
 *Gather and evaluate performance data: Once you have all the relevant data regarding business needs, supporting IT services, and their combined impact on service performance, you should gather the data that will compare our resources and required capacity, and record that data within the Capacity Plan. Evaluating performance data is not an easy task, and is generally performed by subject matter experts. Aside from collecting hard data, any incidents related to insufficient capacity should be recorded and evaluated alongside the performance data itself.
-*Analyze the data, spot the trends, make the forecasts: Once you have all the relevant data gathered and evaluated, as time passes, it should be easy enough to spot trends that happen naturally, and determine whether they are aligned with business expectations. Those trends are the basis for making short-, medium-, and long-term expectations regarding capacity. The purpose of such monitoring is to avoid the negative business impact that a lack of capacity may present. A common example is a lack of storage space; from the moment when [[Incident Management]] records a “low disk space” alert, until you order, set up, and implement additional storage capacity (not to mention find the budget for such a scenario), you may be forced to either implement unhealthy workarounds (external USB drives) or shut down the service completely. Forecasts and what-if analyses are here to help predict and prevent such events, and respond to them in a timely manner without impact to agreed service levels.
+*Analyze the data, spot the trends, make the forecasts: Once you have all the relevant data gathered and evaluated, as time passes, it should be easy enough to spot trends that happen naturally, and determine whether they are aligned with business expectations. Those trends are the basis for making short-, medium-, and long-term expectations regarding capacity. The purpose of such monitoring is to avoid the negative business impact that a lack of capacity may present. A common example is a lack of storage space; from the moment when Incident Management records a “low disk space” alert, until you order, set up, and implement additional storage capacity (not to mention find the budget for such a scenario), you may be forced to either implement unhealthy workarounds (external USB drives) or shut down the service completely. Forecasts and what-if analyses are here to help predict and prevent such events, and respond to them in a timely manner without impact to agreed service levels.
-*Improvements and recommendations: As the last chapter of the Capacity Plan, you should write down any improvements and recommendations that are the product of data gathered, trend analysis, forecasts, business plans, etc. If some service is using a less-than-expected amount of resources and trends are negative, it is up to [[Capacity Management]] to recommend its reevaluation / redesign in order to eliminate extra resources that are not used, and shave off costs. On the other hand, if new technology shows up, or trends show faster-than-expected growth in demand, Capacity Management should be the first to react and recommend an increase of required resources. The list of improvements and recommendations should be accompanied by related costs, impact analysis, expected timescale, and affected resources and drivers.
+*Improvements and recommendations: As the last chapter of the Capacity Plan, you should write down any improvements and recommendations that are the product of data gathered, trend analysis, forecasts, business plans, etc. If some service is using a less-than-expected amount of resources and trends are negative, it is up to Capacity Management to recommend its reevaluation/redesign in order to eliminate extra resources that are not used, and shave off costs. On the other hand, if new technology shows up, or trends show faster-than-expected growth in demand, Capacity Management should be the first to react and recommend an increase of required resources. The list of improvements and recommendations should be accompanied by related costs, impact analysis, expected timescale, and affected resources and drivers.

@@ Line 1: / Line 1: @@
-The '''Capacity Plan''' contains different scenarios for predicted [[business]] [[demand]] and offers costed options for delivering the [[service]]-level targets as specified. This plan allows service designers to make the best choices about how to provide [[quality]] service at an affordable [[price]] point.
+== What is a Capacity Plan? ==
 The Capacity Plan helps gauge the most cost effective way of provisioning resources and services by aligning them to your organization’s demands.
-*Ensure that [[system]] components perform as efficiently as possible
+*Ensure that system components perform as efficiently as possible
 *Describe system capacity requirements for systems and applications
 *Ensure that infrastructure components can perform required functions
@@ Line 9: / Line 11: @@
 *Provide satisfactory service levels in a cost-efficient manner
-The Capacity Plan is the cornerstone of the [[Capacity Management|Capacity Management]] [[process]], and good capacity [[management]] is an important part of the infrastructure and deployment planning. Within [[ITIL Service Design|Service Design]], many other processes are highly dependent on it: [[Design]] Coordination, Availability Management, IT Service Continuity, Information and [[Security Management]], and others.
+The Capacity Plan is the cornerstone of the [[Capacity Management|Capacity Management]] process, and good capacity management is an important part of the infrastructure and deployment planning. Within [[ITIL Service Design|Service Design]], many other processes are highly dependent on it: Design Coordination, Availability Management, IT Service Continuity, Information and [[Security Management]], and others.
-Many processes outside Service Design depend on it as well: [[IT Financial Management (ITFM)|IT Financial Management]] ([[ITIL Service Strategy|Service Strategy]]), [[IT Operations (Information Technology Operations)|IT Operations]] [[Control]], [[Application Management|Application Management]], and Technical Management ([[ITIL Service Operation|Service Operations]]).
+Many processes outside Service Design depend on it as well: [[IT Financial Management (ITFM)|IT Financial Management]] ([[ITIL Service Strategy|Service Strategy]]), [[IT Operations (Information Technology Operations)|IT Operations]] Control, [[Application Management|Application Management]], and Technical Management ([[ITIL Service Operation|Service Operations]]).
 == Elements of Capacity Plan<ref>What are the Elements of the Capacity Plan [https://advisera.com/20000academy/knowledgebase/itil-capacity-plan-a-document-you-need-but-probably-dont-have/ Advisera]</ref> ==
-*Scope: Having business demands (drivers) collected in a single place on one hand, and available IT resources on the other, allows organizations to identify any inefficient or wasteful resources at a single glance. Therefore, one of the first steps in writing down a Capacity Plan would be to list all business demands (drivers), and IT services supporting them. Any business services that aren’t supported by the IT [[organization]] should not fall within the scope of the Capacity Plan.
+*Scope: Having business demands (drivers) collected in a single place on one hand, and available IT resources on the other, allows organizations to identify any inefficient or wasteful resources at a single glance. Therefore, one of the first steps in writing down a Capacity Plan would be to list all business demands (drivers), and IT services supporting them. Any business services that aren’t supported by the IT organization should not fall within the scope of the Capacity Plan.
-*Manage the resources required for IT service delivery: Once there is a high-level IT and business services overview, it is imperative to drill down to the actual physical resources that drive IT services. This part is fairly technical, as it includes actual [[hardware]] components (and other resources) and their inner workings, and only subject matter experts generally know its [[impact]] on a service. Physical resources will include the server’s physical properties (e.g., CPU, RAM, HDD, INAC, etc.), licensing, running modes (e.g., physical, virtual, clustering, etc.) or service level (e.g., failover, load balancing, [[high availability]], security, etc.). These properties should be correlated as closely as possible with expected service level in terms of capacity and/or performance.
+*Manage the resources required for IT service delivery: Once there is a high-level IT and business services overview, it is imperative to drill down to the actual physical resources that drive IT services. This part is fairly technical, as it includes actual hardware components (and other resources) and their inner workings, and only subject matter experts generally know its impact on a service. Physical resources will include the server’s physical properties (e.g., CPU, RAM, HDD, INAC, etc.), licensing, running modes (e.g., physical, virtual, clustering, etc.) or service level (e.g., failover, load balancing, [[high availability]], security, etc.). These properties should be correlated as closely as possible with expected service level in terms of capacity and/or performance.
@@ Line 23: / Line 25: @@
-*Gather and evaluate performance [[data]]: Once you have all the relevant data regarding business needs, supporting IT services, and their combined impact on service performance, you should gather the data that will compare our resources and required capacity, and record that data within the Capacity Plan. Evaluating performance data is not an easy task, and is generally performed by subject matter experts. Aside from collecting hard data, any incidents related to insufficient capacity should be recorded and evaluated alongside the performance data itself.
+*Gather and evaluate performance data: Once you have all the relevant data regarding business needs, supporting IT services, and their combined impact on service performance, you should gather the data that will compare our resources and required capacity, and record that data within the Capacity Plan. Evaluating performance data is not an easy task, and is generally performed by subject matter experts. Aside from collecting hard data, any incidents related to insufficient capacity should be recorded and evaluated alongside the performance data itself.
-*Analyze the data, spot the trends, make the forecasts: Once you have all the relevant data gathered and evaluated, as time passes, it should be easy enough to spot trends that happen naturally, and determine whether they are aligned with business expectations. Those trends are the basis for making short-, medium-, and long-term expectations regarding capacity. The purpose of such monitoring is to avoid the negative business impact that a lack of capacity may present. A common example is a lack of storage space; from the moment when [[Incident Management]] records a “low disk space” alert, until you order, set up, and implement additional storage capacity (not to mention find the [[budget]] for such a scenario), you may be forced to either implement unhealthy workarounds (external USB drives) or shut down the service completely. Forecasts and what-if analyses are here to help predict and prevent such events, and respond to them in a timely manner without impact to agreed service levels.
+*Analyze the data, spot the trends, make the forecasts: Once you have all the relevant data gathered and evaluated, as time passes, it should be easy enough to spot trends that happen naturally, and determine whether they are aligned with business expectations. Those trends are the basis for making short-, medium-, and long-term expectations regarding capacity. The purpose of such monitoring is to avoid the negative business impact that a lack of capacity may present. A common example is a lack of storage space; from the moment when [[Incident Management]] records a “low disk space” alert, until you order, set up, and implement additional storage capacity (not to mention find the budget for such a scenario), you may be forced to either implement unhealthy workarounds (external USB drives) or shut down the service completely. Forecasts and what-if analyses are here to help predict and prevent such events, and respond to them in a timely manner without impact to agreed service levels.
-*Improvements and recommendations: As the last chapter of the Capacity Plan, you should write down any improvements and recommendations that are the [[product]] of data gathered, trend analysis, forecasts, business plans, etc. If some service is using a less-than-expected amount of resources and trends are negative, it is up to [[Capacity Management]] to recommend its reevaluation / redesign in order to eliminate extra resources that are not used, and shave off costs. On the other hand, if new technology shows up, or trends show faster-than-expected growth in demand, Capacity Management should be the first to react and recommend an increase of required resources. The list of improvements and recommendations should be accompanied by related costs, impact analysis, expected timescale, and affected resources and drivers.
+*Improvements and recommendations: As the last chapter of the Capacity Plan, you should write down any improvements and recommendations that are the product of data gathered, trend analysis, forecasts, business plans, etc. If some service is using a less-than-expected amount of resources and trends are negative, it is up to [[Capacity Management]] to recommend its reevaluation / redesign in order to eliminate extra resources that are not used, and shave off costs. On the other hand, if new technology shows up, or trends show faster-than-expected growth in demand, Capacity Management should be the first to react and recommend an increase of required resources. The list of improvements and recommendations should be accompanied by related costs, impact analysis, expected timescale, and affected resources and drivers.
@@ Line 37: / Line 39: @@
 *Proposed measures to cope with extra demand for IT services and resources
 **Medium- to long-term proposals
-**Short-term measures (details on ongoing measures or proposals entering the concrete planning phase are included in section 5 of this [[template]])
+**Short-term measures (details on ongoing measures or proposals entering the concrete planning phase are included in section 5 of this template)
 Known Business Volume Forecasts
 *Affected service(s)
@@ Line 51: / Line 53: @@
 *Trends in service utilization and performance based on current and historic data (short-, medium- and long-term)
 *Capacity and performance thresholds about to be reached
-*Exceptional deviations from the [[baseline]]
+*Exceptional deviations from the baseline
 *Forecast data for service utilization from the business side
 Forecasts
@@ Line 95: / Line 97: @@
 source: IT Process Maps
 == References ==
 <references/>

@@ Line 9: / Line 9: @@
 *Provide satisfactory service levels in a cost-efficient manner
-The Capacity Plan is the cornerstone of the [[Capacity Management|Capacity Management]] [[process]], and good capacity [[management]] is an important part of the infrastructure and deployment planning. Within [[ITIL Service Design|Service Design]], many other processes are highly dependent on it: [[Design]] Coordination, [[Availability Management]], IT Service Continuity, Information and [[Security Management]], and others.
+The Capacity Plan is the cornerstone of the [[Capacity Management|Capacity Management]] [[process]], and good capacity [[management]] is an important part of the infrastructure and deployment planning. Within [[ITIL Service Design|Service Design]], many other processes are highly dependent on it: [[Design]] Coordination, Availability Management, IT Service Continuity, Information and [[Security Management]], and others.
 Many processes outside Service Design depend on it as well: [[IT Financial Management (ITFM)|IT Financial Management]] ([[ITIL Service Strategy|Service Strategy]]), [[IT Operations (Information Technology Operations)|IT Operations]] [[Control]], [[Application Management|Application Management]], and Technical Management ([[ITIL Service Operation|Service Operations]]).

@@ Line 1: / Line 1: @@
-The '''Capacity Plan''' contains different scenarios for predicted business demand and offers costed options for delivering the service-level targets as specified. This plan allows service designers to make the best choices about how to provide quality service at an affordable price point.
+The '''Capacity Plan''' contains different scenarios for predicted [[business]] [[demand]] and offers costed options for delivering the [[service]]-level targets as specified. This plan allows service designers to make the best choices about how to provide [[quality]] service at an affordable [[price]] point.
 The Capacity Plan helps gauge the most cost effective way of provisioning resources and services by aligning them to your organization’s demands.
-*Ensure that system components perform as efficiently as possible
+*Ensure that [[system]] components perform as efficiently as possible
 *Describe system capacity requirements for systems and applications
 *Ensure that infrastructure components can perform required functions
@@ Line 9: / Line 9: @@
 *Provide satisfactory service levels in a cost-efficient manner
-The Capacity Plan is the cornerstone of the [[Capacity Management|Capacity Management]] process, and good capacity management is an important part of the infrastructure and deployment planning. Within [[ITIL Service Design|Service Design]], many other processes are highly dependent on it: Design Coordination, Availability Management, IT Service Continuity, Information and Security Management, and others.
+The Capacity Plan is the cornerstone of the [[Capacity Management|Capacity Management]] [[process]], and good capacity [[management]] is an important part of the infrastructure and deployment planning. Within [[ITIL Service Design|Service Design]], many other processes are highly dependent on it: [[Design]] Coordination, [[Availability Management]], IT Service Continuity, Information and [[Security Management]], and others.
-Many processes outside Service Design depend on it as well: [[IT Financial Management (ITFM)|IT Financial Management]] ([[ITIL Service Strategy|Service Strategy]]), [[IT Operations (Information Technology Operations)|IT Operations]] Control, [[Application Management|Application Management]], and Technical Management ([[ITIL Service Operation|Service Operations]]).
+Many processes outside Service Design depend on it as well: [[IT Financial Management (ITFM)|IT Financial Management]] ([[ITIL Service Strategy|Service Strategy]]), [[IT Operations (Information Technology Operations)|IT Operations]] [[Control]], [[Application Management|Application Management]], and Technical Management ([[ITIL Service Operation|Service Operations]]).
 == Elements of Capacity Plan<ref>What are the Elements of the Capacity Plan [https://advisera.com/20000academy/knowledgebase/itil-capacity-plan-a-document-you-need-but-probably-dont-have/ Advisera]</ref> ==
-*Scope: Having business demands (drivers) collected in a single place on one hand, and available IT resources on the other, allows organizations to identify any inefficient or wasteful resources at a single glance. Therefore, one of the first steps in writing down a Capacity Plan would be to list all business demands (drivers), and IT services supporting them. Any business services that aren’t supported by the IT organization should not fall within the scope of the Capacity Plan.
+*Scope: Having business demands (drivers) collected in a single place on one hand, and available IT resources on the other, allows organizations to identify any inefficient or wasteful resources at a single glance. Therefore, one of the first steps in writing down a Capacity Plan would be to list all business demands (drivers), and IT services supporting them. Any business services that aren’t supported by the IT [[organization]] should not fall within the scope of the Capacity Plan.
-*Manage the resources required for IT service delivery: Once there is a high-level IT and business services overview, it is imperative to drill down to the actual physical resources that drive IT services. This part is fairly technical, as it includes actual hardware components (and other resources) and their inner workings, and only subject matter experts generally know its impact on a service. Physical resources will include the server’s physical properties (e.g., CPU, RAM, HDD, INAC, etc.), licensing, running modes (e.g., physical, virtual, clustering, etc.) or service level (e.g., failover, load balancing, high availability, security, etc.). These properties should be correlated as closely as possible with expected service level in terms of capacity and/or performance.
+*Manage the resources required for IT service delivery: Once there is a high-level IT and business services overview, it is imperative to drill down to the actual physical resources that drive IT services. This part is fairly technical, as it includes actual [[hardware]] components (and other resources) and their inner workings, and only subject matter experts generally know its [[impact]] on a service. Physical resources will include the server’s physical properties (e.g., CPU, RAM, HDD, INAC, etc.), licensing, running modes (e.g., physical, virtual, clustering, etc.) or service level (e.g., failover, load balancing, [[high availability]], security, etc.). These properties should be correlated as closely as possible with expected service level in terms of capacity and/or performance.
@@ Line 23: / Line 23: @@
-*Gather and evaluate performance data: Once you have all the relevant data regarding business needs, supporting IT services, and their combined impact on service performance, you should gather the data that will compare our resources and required capacity, and record that data within the Capacity Plan. Evaluating performance data is not an easy task, and is generally performed by subject matter experts. Aside from collecting hard data, any incidents related to insufficient capacity should be recorded and evaluated alongside the performance data itself.
+*Gather and evaluate performance [[data]]: Once you have all the relevant data regarding business needs, supporting IT services, and their combined impact on service performance, you should gather the data that will compare our resources and required capacity, and record that data within the Capacity Plan. Evaluating performance data is not an easy task, and is generally performed by subject matter experts. Aside from collecting hard data, any incidents related to insufficient capacity should be recorded and evaluated alongside the performance data itself.
-*Analyze the data, spot the trends, make the forecasts: Once you have all the relevant data gathered and evaluated, as time passes, it should be easy enough to spot trends that happen naturally, and determine whether they are aligned with business expectations. Those trends are the basis for making short-, medium-, and long-term expectations regarding capacity. The purpose of such monitoring is to avoid the negative business impact that a lack of capacity may present. A common example is a lack of storage space; from the moment when Incident Management records a “low disk space” alert, until you order, set up, and implement additional storage capacity (not to mention find the budget for such a scenario), you may be forced to either implement unhealthy workarounds (external USB drives) or shut down the service completely. Forecasts and what-if analyses are here to help predict and prevent such events, and respond to them in a timely manner without impact to agreed service levels.
+*Analyze the data, spot the trends, make the forecasts: Once you have all the relevant data gathered and evaluated, as time passes, it should be easy enough to spot trends that happen naturally, and determine whether they are aligned with business expectations. Those trends are the basis for making short-, medium-, and long-term expectations regarding capacity. The purpose of such monitoring is to avoid the negative business impact that a lack of capacity may present. A common example is a lack of storage space; from the moment when [[Incident Management]] records a “low disk space” alert, until you order, set up, and implement additional storage capacity (not to mention find the [[budget]] for such a scenario), you may be forced to either implement unhealthy workarounds (external USB drives) or shut down the service completely. Forecasts and what-if analyses are here to help predict and prevent such events, and respond to them in a timely manner without impact to agreed service levels.
-*Improvements and recommendations: As the last chapter of the Capacity Plan, you should write down any improvements and recommendations that are the product of data gathered, trend analysis, forecasts, business plans, etc. If some service is using a less-than-expected amount of resources and trends are negative, it is up to Capacity Management to recommend its reevaluation / redesign in order to eliminate extra resources that are not used, and shave off costs. On the other hand, if new technology shows up, or trends show faster-than-expected growth in demand, Capacity Management should be the first to react and recommend an increase of required resources. The list of improvements and recommendations should be accompanied by related costs, impact analysis, expected timescale, and affected resources and drivers.
+*Improvements and recommendations: As the last chapter of the Capacity Plan, you should write down any improvements and recommendations that are the [[product]] of data gathered, trend analysis, forecasts, business plans, etc. If some service is using a less-than-expected amount of resources and trends are negative, it is up to [[Capacity Management]] to recommend its reevaluation / redesign in order to eliminate extra resources that are not used, and shave off costs. On the other hand, if new technology shows up, or trends show faster-than-expected growth in demand, Capacity Management should be the first to react and recommend an increase of required resources. The list of improvements and recommendations should be accompanied by related costs, impact analysis, expected timescale, and affected resources and drivers.
@@ Line 37: / Line 37: @@
 *Proposed measures to cope with extra demand for IT services and resources
 **Medium- to long-term proposals
-**Short-term measures (details on ongoing measures or proposals entering the concrete planning phase are included in section 5 of this template)
+**Short-term measures (details on ongoing measures or proposals entering the concrete planning phase are included in section 5 of this [[template]])
 Known Business Volume Forecasts
 *Affected service(s)
@@ Line 51: / Line 51: @@
 *Trends in service utilization and performance based on current and historic data (short-, medium- and long-term)
 *Capacity and performance thresholds about to be reached
-*Exceptional deviations from the baseline
+*Exceptional deviations from the [[baseline]]
 *Forecast data for service utilization from the business side
 Forecasts

← Older revision		Revision as of 03:08, 15 January 2021
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	Many processes outside Service Design depend on it as well: [[IT Financial Management (ITFM)\|IT Financial Management]] ([[ITIL Service Strategy\|Service Strategy]]), [[IT Operations (Information Technology Operations)\|IT Operations]] Control, [[Application Management\|Application Management]], and Technical Management ([[ITIL Service Operation\|Service Operations]]).		Many processes outside Service Design depend on it as well: [[IT Financial Management (ITFM)\|IT Financial Management]] ([[ITIL Service Strategy\|Service Strategy]]), [[IT Operations (Information Technology Operations)\|IT Operations]] Control, [[Application Management\|Application Management]], and Technical Management ([[ITIL Service Operation\|Service Operations]]).
		+
		+
		+	== Elements of Capacity Plan<ref>What are the Elements of the Capacity Plan [https://advisera.com/20000academy/knowledgebase/itil-capacity-plan-a-document-you-need-but-probably-dont-have/ Advisera]</ref> ==
		+	*Scope: Having business demands (drivers) collected in a single place on one hand, and available IT resources on the other, allows organizations to identify any inefficient or wasteful resources at a single glance. Therefore, one of the first steps in writing down a Capacity Plan would be to list all business demands (drivers), and IT services supporting them. Any business services that aren’t supported by the IT organization should not fall within the scope of the Capacity Plan.
		+	*Manage the resources required for IT service delivery: Once there is a high-level IT and business services overview, it is imperative to drill down to the actual physical resources that drive IT services. This part is fairly technical, as it includes actual hardware components (and other resources) and their inner workings, and only subject matter experts generally know its impact on a service. Physical resources will include the server’s physical properties (e.g., CPU, RAM, HDD, INAC, etc.), licensing, running modes (e.g., physical, virtual, clustering, etc.) or service level (e.g., failover, load balancing, high availability, security, etc.). These properties should be correlated as closely as possible with expected service level in terms of capacity and/or performance.
		+
		+	[[File:Elements of Capacity Plan.png\|400px\|Elements of Capacity Plan]]<br />
		+	source: Advisera
		+
		+	*Gather and evaluate performance data: Once you have all the relevant data regarding business needs, supporting IT services, and their combined impact on service performance, you should gather the data that will compare our resources and required capacity, and record that data within the Capacity Plan. Evaluating performance data is not an easy task, and is generally performed by subject matter experts. Aside from collecting hard data, any incidents related to insufficient capacity should be recorded and evaluated alongside the performance data itself.
		+	*Analyze the data, spot the trends, make the forecasts: Once you have all the relevant data gathered and evaluated, as time passes, it should be easy enough to spot trends that happen naturally, and determine whether they are aligned with business expectations. Those trends are the basis for making short-, medium-, and long-term expectations regarding capacity. The purpose of such monitoring is to avoid the negative business impact that a lack of capacity may present. A common example is a lack of storage space; from the moment when Incident Management records a “low disk space” alert, until you order, set up, and implement additional storage capacity (not to mention find the budget for such a scenario), you may be forced to either implement unhealthy workarounds (external USB drives) or shut down the service completely. Forecasts and what-if analyses are here to help predict and prevent such events, and respond to them in a timely manner without impact to agreed service levels.
		+	*Improvements and recommendations: As the last chapter of the Capacity Plan, you should write down any improvements and recommendations that are the product of data gathered, trend analysis, forecasts, business plans, etc. If some service is using a less-than-expected amount of resources and trends are negative, it is up to Capacity Management to recommend its reevaluation / redesign in order to eliminate extra resources that are not used, and shave off costs. On the other hand, if new technology shows up, or trends show faster-than-expected growth in demand, Capacity Management should be the first to react and recommend an increase of required resources. The list of improvements and recommendations should be accompanied by related costs, impact analysis, expected timescale, and affected resources and drivers.

← Older revision		Revision as of 22:44, 14 January 2021
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	*Provide a technical reference for team members		*Provide a technical reference for team members
	*Provide satisfactory service levels in a cost-efficient manner		*Provide satisfactory service levels in a cost-efficient manner
		+
		+	The Capacity Plan is the cornerstone of the [[Capacity Management\|Capacity Management]] process, and good capacity management is an important part of the infrastructure and deployment planning. Within [[ITIL Service Design\|Service Design]], many other processes are highly dependent on it: Design Coordination, Availability Management, IT Service Continuity, Information and Security Management, and others.
		+
		+	Many processes outside Service Design depend on it as well: [[IT Financial Management (ITFM)\|IT Financial Management]] ([[ITIL Service Strategy\|Service Strategy]]), [[IT Operations (Information Technology Operations)\|IT Operations]] Control, [[Application Management\|Application Management]], and Technical Management ([[ITIL Service Operation\|Service Operations]]).