ITIL life cycle:

 Service strategy
 Service design
 Service transition
 Service operation
 Continual service improvement

Incident Mgmt.
KPI’s:
1. MTT Resolve- Can be reduced by Use of knowledge articles, SOP’s, Runbooks, technical
trainings, and certifications, Upskilling Service desk, Proper Catalogs for user issues, Proper
CMDB for auto ticket routing, doing automation as required
2. MTT Acknowledge- Can be reduced by Use of monitoring agents, dashboards, training
team on IM process and SLA’s
3. Total Number of incidents received/day/month
4. Minutes of Unavailability
5. Man days lost
6. No of major Incidents/week/month
7. % Of incidents resolved within SLA
8. Ageing incidents/backlogs
9. FCR: first call resolution

Stages:
1. Incident detection and logging
2. Classification and initial support
3. Investigation and diagnosis
4. Incident Resolution
5. Confirmation and closure

Volume:
1. 25 tickets avg day
2. Weekly- 175
3. Monthly-775

Team:
 Currently handling team of 12
 Adani- 6 support for technical issues (24x5, weekend support on call for P1)
 IM/PM- 1 per shift, total 3
 CM -1 per shift, total 3

SNOW stage:
1. New
2. In progress
3. On hold- Awaiting vendor, awaiting caller, awaiting change, awaiting problem
4. Resolved
5. Closed
 6. Cancelled- Due to duplicate issue, or issue fixed by itself

SLA:
 P1- response asap, resolution 2-4 hrs
 P2- response 30 mins, resolution 4-8 hrs
 P3- response 4hrs, resolution 2 business days
 P4-response -8 hrs, resolution 3 business days

Role of Incident manager:

1. SPOC of Major incident and responsible for entire communication
2. Opening bridge when MI occurs and involves technical groups for resolution
3. Ensure MI resolves within SLA
4. Taking preventive actions to minimize business impact in case resolution seems to take time
5. Preparing Major incident report
6. Conducting review meeting with relevant members to identify triggers for MI and how to
prevent them in future
7. Creates Problem ticket for all the MIs to ensure the RCA is done
8. Produce daily reports of backlogs, unassigned, approaching SLA, breached SLA reports
9. Produce monthly reports on KPIs like MIs in month, total incidents created, Unavailability of
system etc, as agreed by the Delivery and governance team
10. Conducting trainings/knowledge sharing sessions across the teams to avoid occurring of
MI’s
11. P4-response -8 hrs, resolution 3 business days

Steps of Major incident management:

1) Identification:
 Declaring MI
 Informing stakeholders

2) Containment:
 Assembling MI team
 Setting up bridge
 Creating a problem ticket for underlying root cause

3) Resolution:
 Implementing resolution plan

4) Maintenance:
 Major incident review
 Documentation of resolution process to avoid future occurrence
Problem mgmt.

SLA:
 5 business days for RCA submission

KPI’s:
1. Avg time to diagnose
2. Avg time to fix
3. No of open problems
4. No of solved problems
5. No of known errors
6. No of problems with root cause known

Stages:
1. Problem detection, logging, categorization
2. Investigation and Diagnosis
3. Problem resolution
4. Problem review and closure

SNOW Stage:
1. New
2. Assess
3. RCA
4. Fix in Progress
5. Resolved
6. Closed

RCA template:
1. Problem statement
2. Incident details and chronological sequence from identification till resolution
3. Support team- Windows, network etc
4. Impact
5. 5 y analysis
6. Corrective and preventive action

Role of Problem manager:

 Logging the proactive problems
 Checking for open reactive problems and their RCA
 Approaching teams for RCA and validating all submitted RCA’s
 Producing various Problem management reports to the management like, ageing problems,
known errors, Open problems, Problems with RCA unknown

Types of Problem management:

 Proactive
 Reactive

Techniques of Problem management:

 5 Y’s
 Fishbone
  Pareto Analysis

Change mgmt.

KPI’s:
1. % Of unauthorized changes
2. % Of failed changes
3. % Of successful changes
4. % Of emergency changes
5. % Of incidents caused by changes

Stages:
1. Request for change
2. Change evaluation and planning
3. Change approvals
4. Change implementation and review
5. Change closure

SNOW Stages:
1. New
2. Assess
3. Authorize
4. Scheduled
5. Implement
6. Review
7. Closed
8. Cancelled

7 R’s:
 Reason
 Risk- Low, medium, high
 Resource
 Raise
 Return
 Responsible
 Relationship

Risk assessment matrix:

A Change Risk Assessment is one possible method to evaluate the risk associated with a particular
change management initiative. A change manager may use any set of questions like below to assess
the risk associated with the change.

 How many teams within the organization are involved in implementing the change?
  Has this type of change been attempted before, and with what degree of success?
 How extensively has the change been tested and what evidence exists to back this up?
 Is a service outage required to put the change into effect, if so for how long?
 If the change fails, what’s the length of any service outage to reverse (back out) the change?

Change types:
 Normal: Follow complete change process- Technical review, Cab review
 Standard or low risk pre-approved changes - Doesn’t follow cab approval ex- Patching
 Emergency or break-fix for fixing the P1 incident, ECAB approval required
 Retrospective change- Change implemented and documentation is done later

Important field to be checked in change:

 Business justification
 Risk and impact analysis
 Implementation plan
 Test plan
 Roll back plan
 Schedule of change- Should be in off prod hours for normal change

Role of Change manager:

 Leading the change management activities within a structured process framework.
 Designing the strategic approach to managing change and support operations that fall within
the domain of change management.
 Evaluating the change impact and organizational readiness to limit potential risk.
 Evaluating the risk of change and providing actionable guidelines on reducing the impact.
 Evaluating resistance in adopting the change at the user, process, and technology level.
 Managing the change portfolio, which allows the organization to prepare for and
successfully adopt the change.
 Authorize minor change requests and coordinate with the Change Advisory Board for
changes presenting higher risk.
 Conduct post-implementation reviews to assess the decisions and performance related to
the change request.

What if standard changes fail?

 If standard change fails than it won’t be any longer the preapproved change and hence it will
follow the normal change process and will have to undergo the technical approver and cab
approval process

How many standard changes you have introduced in your professional career?
Service request Mgmt.
Stages:
1. Request for service
2. Request assessment and approval
3. Assignment and review
4. Request fulfilment
5. Request closure

SLA:( dependent on type like foundation /process data configuration)

 User Activation/De-activation, Group to User Mapping, User Role/Permissions, Group
Creation/Modification: Response 6 hrs, resolution 15 hrs
 SLA Creation/Modification, SLA Escalation Matrix Creation/Modification, Location
Creation/Modification, Approval Matrix Creation/Modification, Assignment Routing
Creation/Modification, Notification Content Modification: 8 hrs and 3 business days

SNOW Stages:
1. New
2. Waiting approval
3. In progress
4. On hold- Awaiting vendor, awaiting caller, under observation, Procurement, Awaiting
deployment
5. Resolved
6. Closed complete
7. Closed incomplete

Project Management:

Methodologies:
 Waterfall
 Agile
 Scrum
 Kanban

RAID, Triple Constraint, Gold Plating, Performance reports:

 RAID is the acronym for Risk, Assumptions, Issues and Dependencies. I use a RAID log for
all my projects to track factors that can impact a project.”
 The triple constraint is a constraint model with schedule, scope, and cost as the sides of the
constraint triangle and quality as the central theme. For every project I handle, I use a triple
constraint diagram to ensure that the project stays on track and budget.”
 Gold plating in project management terminology is when a team member or manager adds
extra functionality not defined in the project scope to showcase their skills.
 Performance reports: 3 type progress report, status report and forecast report.
 Both fast-tracking and crashing are techniques that project managers use to shorten the
project duration without compromising the quality and scope.
 Example: "It depends on the available resources. If the client is willing to bear extra cost, I
will choose the crashing methodology by adding resources to the project. If multiple tasks
can be performed in parallel, then I prefer fast-tracking."
 The various stages of a project are initiation, planning, execution, monitoring & control and
closing

Project management:
 To manage each phase of SDLC
 To make Project Scheduler (Project timelines)
 Milestone: FRS sign off, UAT sign off, Development completed, go live
 To make Project management plan in Microsoft project plan/Jira/SNOW- Project scope,
Project deliverables, pm deliverables, resource deliverables, MSA (mutual service
agreement), communication plan, RACI
 Creation of Kick off deck
 Arranging workshops: Workshops plan (attendees, MOM, what is the current architecture,
how will be data availability)
 Ensure Smooth RTM happens (requirement traceability matrix- In this we capture user
stories)
 After this BA prepares FRS and Pm takes sign off FRS
 Daily review/stand ups with team
 IF I need to finish project in small time: than we deliver MVP
 MVP- It will cover high level requirement of the bigger development
 How to cover scope deviation in project: 2 strategy- Through communication/through
steerco and through change control program
 Milestones tracking (1,2,3) and confirm from finance about billing
 Working on Gaps- Communication plan
 We map use cases with solution: We ensure that outcome-based value
 Worked on Integrations; Unidirectional/ bidirectional/API based - Adani Healix, SNXT,
 Worked on Event management/ covid Vaccination module/HR onboarding off boarding
/Insurance /Share trading
 RAID Log: It’s used in weekly status report
Risk identification: Asses, Monitor, severity and based on this risk control plan is made
Assumptions
Issues
Dependency
Raid stakeholder matrix

 Red/Amber/Green ----

Stages of SDLC

 Prepare
 Plan
 Design
 Build
 Implementation
 UAT
 Go live
  Hypercare

SIAM( Service Integration and Management)

SIAM is an approach for managing multiple suppliers of business and IT-services and integrating
them to provide a single business-facing IT organization. The goal of SIAM is to integrate
interdependent services from various internal and external providers seamlessly into end-to-end
services to meet business requirements. SIAM acts as a bridge between Vendor and business

Benefits of SIAM:
 SIAM basically helps in governance of IT services being delivered by multiple vendors
 There could be different SLAs with different vendors or Same SLA with all vendors
 The focus of Service Integrator is to check if the Vendors are delivering services as per
agreed SLA’s or not and showcase the reports for any breaches
 SIAM aims to provide a single point of visibility and control for the service management
and delivery of all services provided by suppliers
 Greater oversight of vendor contributions
 Managing performance of external and internal service providers
 Greater opportunity to identify areas of improvement
 Increased transparency of IT Operations
 Better Alignment of IT operations with business needs

Challenges with Implementing SIAM:

 Only few service providers
 Lack of clarity over short term benefits of SIAM
 Current ITSM tool doesn’t support SIAM implementation
 NO resources/competencies to drive SIAM implementation

SIAM Structure:
 1. Externally sourced service integrator
 2. Internally sourced service integrator
 3. Hybrid service integrator
 4. Lead supplier as service integrator

SIAM Layer:
 Customer Organization
 Service Integrator
 Service providers(vendors)

My Delivery Manager roles:

 Daily delivery call at 9 AM to get the individual projects status (risk/ delivery plan/any
blockers) from various delivery leads
  Weekly resource allocation meeting for various delivery projects
 Daily call with presales team to identify/analyse any upcoming projects
 Weekly review call with trainers for team planned certification status/training plans
 Customer review calls every week for any issues/blockers in the projects
 Join the MIM bridge for any P1 issues

Risk Vs Issue: Risk is potential issue that may or may not happen and can impact a
project but issue has already happened
Risks Issues
A critical resource might leave the
A team member resigns
project
Documented in issue register
Documented in risk register

Service delivery Manager roles:

 A service delivery manager is responsible for making sure that services are being seamlessly
delivered to the clients of an organization. They are in charge of a variety of tasks, such as
leading project teams, rectifying reliability issues, monitoring progress, tracking KPIs, and
managing budgets.
 full-time role, the service delivery manager is also expected to identify customer issues and
needs by maintaining an excellent relationship with end-users and stakeholders.

Data centre operations:

Data centre components include computing hardware, network equipment like
routers,switches,Ap’s,WLC’s, a security system, storage, management systems including software
and applications and power management equipment