All organizations do. Our clients seek guidance to challenge how they are currentlydoing it or our expertise in building a tool for them that can be easily used. They may not have invested in DCIM and require and interim tool until they do.
is a key issue during an acquisition. Determining whether the acquired organization’s IT infrastructure can be merged into an existing data center can result in significant financial savings – or stress if miscalculated. At Bick, we have experienced situations in which IT takes an uninformed approach to capacity and potentially cost their organizations’ millions.
Bick peels back layers of the onion to fathom how capacity decisions are being made. Our favorite question is “How did you get to that number?” And we like asking it four times in a row.
Our deliverables include charts for different audiences (technical and executive), models that generate charts and enable “what if” scenarios, and executive level presentations. All are custom tailored to each client’s requirements.
Our Point of View
- The most important data point of is not the date when you will run out but the date you need to act so that you don’t.
- Contingency built on contingency makes the participants feel safe but erodes the true facts and can result in sub-optimal decisions. The focus should be on precision. Let the business leader make and live with the amount of contingency allocated.
- Capacity of a system should not be based on its nameplate rating but rather the extent to which it can be utilized in the environment in which it is installed. We call that “actual” capacity versus “apparent” capacity.
We Work Differently
We spend time upfront with our clients iterating on an SOW until they feel comfortable. In addition to empowering our clients to have significant input into the creation of the SOW, it provides an opportunity to see how we work and get to know us. This builds confidence in the relationship and results in a tighter and better financially targeted SOW.
Our clients seek independent advice to solve difficult issues. Consequently, Bick Consulting’s operating model has no business agreements with the vendor community – no manufacturers, contractors, service providers, etc. We are not engaging in a consulting opportunity as a means to an on-going revenue stream.