APM Best Practices: Realizing Application Performance Managment
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Contents
About the Author
| Michael J. Sydor is a software solution architect who has invested 20 years in the mastery of high performance computing technology. He has significant experience identifying and documenting technology best practices and has designed programs to mentor and realize client performance management teams. With a broad combination of software and systems architecture experience, as well as critical situation and traditional performance analysis, Michael is well positioned to influence and guide major initiatives within client IT organizations, for both distributed and mainframe architectures, and across Telco, Cable, Financial Trading, Media, Banking, Insurance, and Utilities industries. |
Acknowledgments
This book is possible only through the efforts and interests of a large number of people who have supported the project, contributed to this body of experience, or helped in the refinement of the message. There are three teams:
Team AMy wife Jill and daughter Natasha, who had to endure my constant distraction and long hours devoted to this project over a very difficult year. Their support and patience helped keep it going.
Team BThe collaborators: Karen Sleeth (CA Press) and Jeff Cobb at CA. Jeffrey Pepper (editor) and Lauren Becker at Apress, along with the Apress production team. This is my first book. I needed a lot of help. These folks helped get it done right.
Team CThe extended team who bring APM to the marketplace: sales, technical and management.
A number of sales people directly contributed to this project by getting me in front of the real problems in the industry, primarily Ron Berkovits, who had (and maintains) a great enthusiasm for the best practices approach. Kristine Chamberline commissioned the first discussion paper introducing the best practice value proposition which lead to the vendor-neutral, Center of Excellence program. Kristine also committed Ron, Sam Terrell and Fran Rempusheski to the initial rollout of the sales-facing side of this story to further refine business propositions.
I am of course indebted to my direct and executive management who have kept me entertained, challenged and employed. This includes Mike Measel, Tom Bertrand, Kenton Siekman and Chris Cook. Chris has been guiding the APM business for many years, effectively commissioned this book, and made sure it survived the nuances of the business. It is exceptionally rare to be able to talk about what really leads to customer success and see it through.
In order to reach this current level of technical maturity I needed to draw from many other practitioners including Dave Martin, Ki Allam, Jason Collins, Mark Addleman, Mike Measel, Carl Seglum, Don Darwin, Haroon Ahmed, Andreas Reiss, Gil Rice, Paul Jasek, Sylvain Gilbassier, David Barnes, Omar Ocampo, Mike Risser, Ben Tan, Tom Krupta, Shubra Kar, Matt LeRay, Prabhjot Singh, and Hal German. All of these folks contributed experiences, often beyond my own skills, and frequent cross-fertilization of ideas as the best practices were established and refined.
These varied experiences would not have been possible without the seasoned guidance of Dick Williams, who shepherded Wily Technology from startup to acquired company. Dick was a great inspiration who helped deliver some of the earliest APM messages as we all helped the marketplace mature. None of which was possible without a solid, capable product by Lew Cerne, Jeff Cobb, John Bley and many others. Their innovations made it possible for the extended team to focus on how to employ the tool, rather than being distracted with how to get it functioning. It just worked.