Syndicate5 Report

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TECHNICALINFRASTRUCTUREMANAGEMENT(TIM):A CASE STUDY ON TECHMAHINDRA

Syndicate 5, Systems and

FinancePRNName11020541019Ankita

Chaudhuri11020541032Maanas Mishra11020541038Mukesh

Poojary11020541047Priya Sawkare11020541060Simran

Jodhka11020541071Vidhu Mahana11020541072Dikshant Wadhwa

201

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2/22/2012


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Index

Topic Page Number

Introduction 3

Understanding the TIM Processes 4

Identify Process 5

Clear Process Definition 5

Process Flow Chart 8Worksheets

9Owners in the company

10BPMN Diagram

11Proposed Changes

12BPMN of To Be Process

13

Benefits 14

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Introduction

Tech Mahindra is a global systems integrator and business transformation

consulting firm focused on the communications industry.

With the convergence of media and telecom, the changing landscape of thetelecom industry is becoming extremely competitive. As companies rapidlystrive to gain a competitive advantage, Tech Mahindra helps companiesinnovate and transform by leveraging its unique insights, differentiatedservices and flexible partnering models. This has helped their customersreduce operating costs and generate new revenue streams.

Recognizing that margins from connectivity are rapidly falling and thatfuture growth in revenues and margins will only come from new

applications, content and services, operators today are busy addressingbusiness opportunities revolving around commerce, content, convergenceand customer experience to gain a sustainable competitive advantage.

Committed to quality, Tech Mahindra adds value to client businessesthrough well-established methodologies, tools and techniques backed by itsstringent quality processes. Tech Mahindra is ISO 9001:2000 certified and isassessed at SEI-CMMI Level 5. It has also been awarded the ISO 20000-1 (ITService Management standard) and ISO 27001 (Security Managementstandard) certification for its development centers across India and UnitedKingdom.

Tech Mahindra is certified at PCMM Level 5 for its people-care practices andis the third company in the world to have been appraised for SSE-CMM Level3.

Tech Mahindra's global footprint spans 24 locations in 14 countries including11 state-of-the-art development centers and 13 sales offices in Americas,Europe, Middle-east, Africa and Asia-Pacific. Over 23,000 professionalsservice clients across the telecom eco-system, from its global network ofdevelopment centers and sales offices. These professionals focus onproviding complete solutions that span solution integration, application

development and management, consulting, managed services and productengineering.

Tech Mahindra understands how critical the IT infrastructure is to thesmooth functioning of business and they make it their job to ensure that itruns efficiently with zero service disruption time. It has the ability to delivera responsive Infrastructure Management Services to its clients and their

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evolutionary engagement models and their consultative partnershipapproach have helped clients in cost reduction, resource optimization andtechnology alignment.

Tech Mahindras team has 4800+ person years experience and 1600+ ITO

professionals, at offshore and onsite locations world-wide, who are ready toundertake the most complex of TIM projects. Their TIM team is wellequipped with the state-of-the-art Offshore Operations Centers, toolsets,and a real-time dashboard reporting system.

Understanding the TIM Processes

Technical Infrastructure Management Function (TIM) is responsible for themanagement of the technical infrastructure elements of Tech Mahindra. TIM

has major verticals with respect to its area of operations viz. Operations,Project Management, Compliance, Technology and BSG. Typically theseverticals together, provide the following services to end users in TechMahindra:

1. Network Management2. Services Management3. Server Management4. Backup and Recovery5. Asset Management6. Business Continuity

7. Security Management

Server Administration: The Procedures are used for Server Administrationare Standard builds, Security Hardening for UNIX , Patch Deployment forWindows, Exchange Server and UNIX , Data Management on File Servers

Network Administration: Work Instructions for Network comprises oftasks related to Network Management, such as issues related toconnectivity, monitoring of elements pertaining to WAN operations etc.

Firewall Administration: It comprises of Security & Firewall Rule Change

Request (comprises of tasks related to Firewall Management) such as issuesrelated to connectivity through Firewall, issues related to portal (System)related to Firewall Rule Change Request (FRCR) etc.

Email Administration: Email Management comprises of the end to endEmail Management. This procedure includes major tasks in Email Systemsuch as Email ID creation / deletion, management of Mailboxes, routineEmail jobs etc.

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Service Desk: The Service Desk Procedure is a detailed process forhandling daily support interface between Tech Mahindra employees andTechnical Infrastructure Management Group (TIM). It encompasses varioussteps to be followed by the Service Desk / Support Group of TIM to

acknowledge and resolve service calls/incidents/problem reported by allTech Mahindra employees.

Internet Administration: It comprises of tasks related to InternetManagement, such as issues related to Internet site access.

Security Administration: This section comprises of Security of TechnicalInfrastructure Computation Elements of Tech Mahindra.Other processes are - Desktop & Laptop Administration, Backup andRecovery and Asset ManagementIdentify Process

Service Desk

The Service Desk Procedure is about detail process for handling daily

support interface between Tech Mahindra employees and Technical

Infrastructure Management Group (TIM). This procedure detail is about the

steps to be followed by the Service Desk / Support Group of TIM to

acknowledge and resolve service calls/incidents/problem reported by all

Tech Mahindra employees.

Centralized Service desk operations are available 24*7. User can contact

Centralized Service Desk through:

1. TIM Web Portal via intranet or Internet

2. Telephone Call (Only in exceptional case if both WEB Portal and Email

options are not available)

3. Can log their requirement on service desk email however, to availsupport service ticket logging is mandatory.

Clear Process Definition

Entry criteria

Service request or incident logged through TIM web portal,

Email request(In case portal is down and exceptional cases)

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Telephone Call (Only in exceptional case if WEB Portal / Email are notavailable.)

Monitoring tools traps

Exit criteria

Resolved and closed Service Request / Incident / Problem record

Communication to Customer / user

RFC (Request for Change)

Incident status reports

SLA violation reports

The following table provides a comprehensive picture.

TaskResponsibilit

y

Inputs

(Entry criteria)

Outputs

(Exit Criteria)

Recording of

an incident or

service

request

User/CSD

Engineer

TIM Web Portalclient, Emailrequest,Telephone Callexceptional (ifweb and email is

not available.)

Logged and recordedincident or servicerequest

Allocation of

Service

Requests

CSD Engineer Recorded ServiceRequest

Service requestassigned toengineer or supportgroup

Classification

and first line

support.

CSD EngineerRecorded Incident /

Service Request.

Classification ofrequest as anIncident or Problemor service request.

Initial support providedif solution known to

service desk.Allocated to specialist

support groupsIdentification

of Incident or

problem

CSD Engineer /

Support group

Problem recordIncident details

including workaround.

Logged and recordedIncident / Problem.

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TaskResponsibilit

y

Inputs

(Entry criteria)

Outputs

(Exit Criteria)

Investigation

& Diagnosis

CSD Engineer /

Support groupClassified Incident /

Problem.

Review Incident /Problem Record andlaunch investigationand troubleshooting.

Re-assign toappropriate supportgroup if necessary

Known error

identification

& recording

Support

Group /

Problem /

Incident

ManagementTeam

Problem / Incidentrecord with

Known Error

Updated known errordatabase

Formation of

Severe

Incident

Management

Team

Severe

Incident

Manager

Severe Incidentassignment

Assigning roles andresponsibilities tothe SIM Teammembers.

Severe

Incident

Status update

Communicatio

n

Severe

Incident

Manager

Severe Incident

resolution orprogress updatefrom the SIMteam

Auto generatedIncidentprogress Email

ScheduledCommunication tocustomers &affected users.

Resolution

and Closure

Service Desk /

Support

group /

Problem /

Incidentmanagement

team

SIM Team

Fulfilled servicerequest or

permanent fix ofIncident / SevereIncident /Problem.

Closed Service request/ Incident / Problemrecord

Progress Service Desk / Logged service Communication of

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TaskResponsibilit

y

Inputs

(Entry criteria)

Outputs

(Exit Criteria)

monitoring &tracking

Problem /

Incidentmanagement

team

request,

classifiedIncident /Problem

progress to user

Escalation if incident /problem notresolved on time

Incident

ownership

Incident

Manager

(CSD Shift

leads)

Logged Incident

Ownership of Incidentwill remain withIncident Manager totrack, review status,follow up andclosure

Problem

ownershipDomain Owner Logged Problem

record

Ownership of Problem

will remain withProblem Manager totrack, review status,follow up andclosure

Process Flow Chart

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Worksheets

LEVEL

PARTICULARS DEPARTMENT/TEAM ACTION

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level0

Identifying theservicerequests andincident

TIM call assignment team/desktop remotesupport team/domain support team

Logged andrecorded incidentor service requestthrough TIM webportal, telephoneor email

level1

Service DeskProcedure

TIM call assignment team/desktop remotesupport team/domain support team

level1.1

ticketregistration TIM technical support team ticket registered

level1.2

softwareinstallation TIM technical support team software installed

level1.3

ticketconfirmation TIM technical support team ticket confirmed

level1.4

ticket statuscheck TIM technical support team status: closed

level2

Incidentmanagement

level2.1

ITinfrastructureincident sub-procedure domain engineer and leads

incident opened bydomain engg. & alldetailsrecorded.Fix orwork-aroundprovided to user&error recorded

level2.2

provision ofincident record domain engineer and leads

problem recorded& error numberpassed ontoproblemmanagement

level3

Problemmanagement problem coordinator & problem manager

problem ticketopened by engg.And detailsrecorded. Updationof solutiondatabase.

level3.1

problem ticketraised problem coordinator & problem manager

problem ticketopened by engg.And detailsrecorded. Updationof solutiondatabase.

level3.2

problemclassification problem coordinator & problem manager

Assigned to therespected manager

level3.3

incidentrecurrence problem coordinator & problem manager

update the

Problem ticket withthe details ofworkaround andhow to implementit

Level4

Changemanagement Change coordinator & Change manager

Change requestgiven by theproblem team

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level4.1

Changerequest raised Change coordinator & Change manager

Change requestraised by theproblem team

level4.2

ChangeRequestclassification Change coordinator & Change manager

Assigned to therespectivemanager

level4.3

Provision ofsolution Change coordinator & Change manager

Requested changedone in theapplication withproper approvals

level5

Optimization &problemsolution Problem management team

level5.1

Temporaryworkaroundassessment Support engineer

root cause analysis- update the rootcause details in theroot cause field

level5.2

Structuralsolution Support engineer

implement thepermanent fix &resolve the

probleminvestigation

level5.3

If change inhardware orsoftwarerequired problem investigation team

Raises changerequest (CR)

level5.4

solutiondatabaseselection problem coordinator & problem manager

Database fields -view access,status, abstract,assignment tab,assignment group,organisation

level5.5

Severeincident check

Shift Lead as CSD Incident Manager anddesignated Severe Incident Manager

Open record inBMC remedy, Alertsevere incidentmanager, Openproblem ticket,problemrestoration

Owners in the company: Service Desk Structure

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BPMN DIAGRAM

BPMN diagramas-is.pdf

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Proposed Changes

As we have seen the problem lies in the following areas:

1. Whenever there is a software installation process, there is a delay causeddue to the approvals needed by the managers.

2. The number of tickets does not come down because of the non closure oftickets by the ticket owners.

3. There are trivial recurring issues which create a lot of tickets in the queuelike

a. Installation and configuration of MS outlook

b. Internet connectivity and access rights

c. Installation of the office communicator

The Proposed changes are as follows:

1. We propose a self help portal which will contain documents whichdeals with the trivial issues:

1.1 It should give a detailed step by step procedure of installing MSoutlook or the office communicator.

1.2 It should also give the steps to correct the internet connectivity.

The user prior to opening a ticket can put in his query in the self help portaland look for the solution which he himself can implement

Incase if the solution is not available then the user can raise a ticket.

The self help portal can be updated every quarter after looking at the reportof the new recurring incidents.

These changes would save a lot of time and save the delay which is causeddue to opening of such trivial tickets.

2. The projects should have a list off softwares which would be requiredby the employees while working and these softwares should already

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be installed on the work station of the particular employee or theinstallation of these softwares should not require approvals as theapproval should be taken at the very beginning while preparing the listof softwares for the project.

3. The employees must be made aware of the consequences of non-

closure of the ticket and also the tickets should get automatically getclosed within a day of completion status.

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BPMN of To Be Process

BPMN diagramto-be.pdf

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Benefits

Adding a self service portal can add immense value to a business

proposition by reducing costs, improving employee productivity andensuring superior return on investment.

The plausible benefits incurred are:

1. Reduced Cost of Help Desk Tickets

We can eliminate the leading source of help desk calls and associated

expenses by using self service portal.

2. Improved Employee ProductivitySelf service portal can improve employee productivity by considerably

reducing the amount of time for an employee to raise a ticket, viewed

by the helpdesk and finally attended by helpdesk .Thus it can reduce a

3 stage process to a single step solution from the self service portal.

3. Superior Return on Investment

It will also lead to reduced help desk workload and in-turn reduced

costs for work force.

4. Employ your Resources for better tasks

Self service portal can help to reduce routine tickets and has the

potential to relieve technical staff for better productive purposes andadd value to the organisation.

5. Reduced Employee Frustration

We can also eliminate the typical delays, frustration, lost productivity,and overhead typically experienced while waiting on hold for a help

desk member to handle mundane requests.

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