The Pyramid Model

As more technology and resources are added to a network, more users and applications come to depend on it. It becomes a business enabler for an enterprise with utility-like expectations. It becomes a business service. The details of how the network works, what is broken, or what new capacity needs to be added are of little concern to end users who expect zero latency and infinite bandwidth. Although networks are often blamed for business-process failures, frequently the problem is poorly written applications, inadequate system resources, or simple human error, not to mention unannounced changes in user behavior or usage demands.

Historically, network managers used tools to deflect blame. As the network evolves to utility status, the goal can no longer be to deflect blame. A proactive service approach is needed, integrated across the infrastructure disciplines of network, system, and application management. Tools and processes must focus on establishing the root cause for problem resolution, no matter whose fault it is. The reengineering of network services must result in clearly defined business-relevant services tied to cost, with predictable and guaranteed service levels.

There have always been business processes in place. The difference is that the success of these business processes is now inextricably intertwined with IT services. In some cases, the business process is the IT service. Once upon a time, network management stood distinctly separate from computer system administration and applications management. New business models that are dependent on the performance of the IT infrastructure have changed this, requiring a new breed of business-savvy IS managers with end-to-end responsibility.

Using people, processes, and tools, the IS organization must link infrastructure elements (application, network, system) together to create the concept of an IT service that supports the business processes. The IS organization must learn to communicate in terms of business metrics, translating bits and bytes, latency, and jitter to service levels and customer satisfaction. Like any other business unit, the IS organization needs to meet a budget and be able to present the cost/benefit for any required investments.

Layered techniques can help IS organizations understand where products from the network management market fit in the process of synchronizing network resources with business objectives. This chapter builds up the pyramid of Figure 8-1 to achieve the top layer of business management.

The purpose of the network management investment is to ensure that business initiatives are enabled and encouraged. Each investment must be viewed in the context of how it delivers greater enterprise speed, agility, innovation, adeptness, and customer-centricity. It is vital to seek out business goals and synchronize the network infrastructure with these goals.

You must define network services in coordination with business-unit requirements and put the instrumentation in place to measure service quality. You must understand the connection between network components and business processes to ensure you are gathering the right performance data, reporting on the correct service levels, and offering relevant guarantees.