Over the last three years, John Lewis have implemented many z/OS performance and capacity management innovations. As a performance analyst I know these have been worthwhile; but given an archaic and misleading chargeback system, and continuing mainframe upgrades, how do I convince business management that things have improved? This paper explains why it can be difficult to justify performance work. It then describes an approach I've taken to quantifying the financial benefits of tuning changes sufficient to convince the most cynical manager. In short, this is how I justify my existence!
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