Satish Kumar Banigole has over 24 years of experience in IT service management including incident management, problem management, change management, and service request fulfillment. His objective is to align and manage IT services through definition, agreement, measurement, and review while maintaining global service level management processes. He currently works as a project lead providing leadership for command center operations and supervising 20 team members to ensure service metrics are met.
An ITIL certified professional. My experience is cross-functional across Incident, Problem, Change and Escalation management. I've managed some of the most critical incidents and helped create processes.
This document provides a summary of Ravindra Kumar's career and accomplishments. It outlines his roles and responsibilities in service management roles at Unisys Global Services India since 2007. Key responsibilities included managing major incidents, driving process improvements, and achieving targets for incident resolution times. Notable accomplishments include an 84.5% reduction in priority 1 incident resolution times, achieving service level targets, and receiving appreciation from customers for his work.
This document provides a summary of Ganesh Bhat's professional experience and qualifications. He has over 12 years of experience in IT service delivery management, including people management, vendor management, ITIL processes, and ensuring customer satisfaction. He is certified in Cloud Computing, ITIL, and Prince2 project management. Currently he works as a Service Delivery Manager at IBM India, where he manages service operations and delivery for a global client. His responsibilities include incident management, change management, problem management, and ensuring compliance. Previously he worked at Wipro Technologies as an Operations Manager.
KRSN Sastry has over 8 years of experience in IT infrastructure management, operations management, and incident management. He is currently working as a team lead at CMS, where he manages a desktop support team of 40 engineers. Previously he has worked as a program manager at Inknowtek, managing a team of 60 engineers providing EUS services. He has also worked as an incident manager at Wipro for 6 years, managing teams of 30 engineers supporting over 800 clients across India and the Middle East.
Ravindra Kumar has over 16 years of experience in design and R&D engineering, sales, customer service, project management, and business operations. He currently works as a Service Management Analyst at Unisys, managing a team that provides second level support services to clients. He has a proven track record of accomplishing business goals, adapting to new environments, and improving performance and customer satisfaction.
Chapter 06 of ICT Project Management based on IOE Engineering syllabus. This chapter provides knowledge on project management processes, overlaps of process groups in a phase and mapping of project management.Provided by Project Management Sir of KU.
Bakhshi Muhammad Tehseen has over 8 years of experience in IT service management roles including incident management, problem management, and service operation. He currently works as a Service Manager for Dell International Services, where his primary responsibility is problem management. Prior roles include Incident Manager at NIIT Technologies and Problem Manager at Wipro Infotech. He is ITIL v3 certified and has experience working with various clients such as American Express, Caesars Entertainment, Honeywell, and Yahoo.
An ITIL certified professional. My experience is cross-functional across Incident, Problem, Change and Escalation management. I've managed some of the most critical incidents and helped create processes.
This document provides a summary of Ravindra Kumar's career and accomplishments. It outlines his roles and responsibilities in service management roles at Unisys Global Services India since 2007. Key responsibilities included managing major incidents, driving process improvements, and achieving targets for incident resolution times. Notable accomplishments include an 84.5% reduction in priority 1 incident resolution times, achieving service level targets, and receiving appreciation from customers for his work.
This document provides a summary of Ganesh Bhat's professional experience and qualifications. He has over 12 years of experience in IT service delivery management, including people management, vendor management, ITIL processes, and ensuring customer satisfaction. He is certified in Cloud Computing, ITIL, and Prince2 project management. Currently he works as a Service Delivery Manager at IBM India, where he manages service operations and delivery for a global client. His responsibilities include incident management, change management, problem management, and ensuring compliance. Previously he worked at Wipro Technologies as an Operations Manager.
KRSN Sastry has over 8 years of experience in IT infrastructure management, operations management, and incident management. He is currently working as a team lead at CMS, where he manages a desktop support team of 40 engineers. Previously he has worked as a program manager at Inknowtek, managing a team of 60 engineers providing EUS services. He has also worked as an incident manager at Wipro for 6 years, managing teams of 30 engineers supporting over 800 clients across India and the Middle East.
Ravindra Kumar has over 16 years of experience in design and R&D engineering, sales, customer service, project management, and business operations. He currently works as a Service Management Analyst at Unisys, managing a team that provides second level support services to clients. He has a proven track record of accomplishing business goals, adapting to new environments, and improving performance and customer satisfaction.
Chapter 06 of ICT Project Management based on IOE Engineering syllabus. This chapter provides knowledge on project management processes, overlaps of process groups in a phase and mapping of project management.Provided by Project Management Sir of KU.
Bakhshi Muhammad Tehseen has over 8 years of experience in IT service management roles including incident management, problem management, and service operation. He currently works as a Service Manager for Dell International Services, where his primary responsibility is problem management. Prior roles include Incident Manager at NIIT Technologies and Problem Manager at Wipro Infotech. He is ITIL v3 certified and has experience working with various clients such as American Express, Caesars Entertainment, Honeywell, and Yahoo.
ICT Project Management is an IOE syllabus based subject. It provides introductory information about project management, its objectives, classification of project and projectts life cycle.Provided by Project Management Sir of KU.
Hitesh Thakkar is seeking a career in an esteemed organization as a responsible position to enhance his skills. He has 5.9 years of experience in IT and is ITIL certified. He has experience in incident management, change management, problem management and other ITIL processes. He is skilled in various ticketing tools, monitoring tools, and MS Office. He currently works as a Technical Lead at Cognizant where he validates incidents, chairs bridge calls, and provides reports. Previously he worked at IBM India Private Limited. He is seeking to enhance his skills in a competitive work environment.
This document provides a summary of Bruce K. Downing's qualifications and professional experience. It details his over 35 years of experience in information technology roles including development, project management, and infrastructure management. His most recent role is as a Vendor Management Manager at Anthem Inc. where he oversees infrastructure lifecycle management and reduces migrations in progress. He has extensive experience managing releases, overseeing development, and testing within SDLC guidelines.
Yashpal Singh Rawat has over 11 years of experience in IT service management including change management, release management, and PMO support. He holds an MBA in HR and ITIL certifications. Currently he works as an IT service management specialist managing changes, releases, incidents and providing PMO support. Previously he has worked for companies like Computer Sciences Corporation, Wipro Infotech, Hewlett Packard, BSES, and Friday Corporation in roles involving IT service delivery, process management, and customer support.
Project Mangement - overview of the Stakeholder Management knowledge area within project management. Describes the 4 processes within Project Stakeholder Management and the process groups impacted.
Blog: https://agile-mercurial.com
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Hitesh Thakkar is seeking a responsible position in an esteemed organization to enhance his skills. He has over 4 years of experience in IT service management including as a Critical Incident Manager at IBM India Private Limited. He is ITIL certified and has experience monitoring incidents, ensuring SLAs are met, and chairing bridge calls to resolve issues. He mentors others and identifies areas for process improvement.
Chapter 04 of ICT Project Management based on IOE Engineering syllabus. This Chapter contains advantages of project management, characteristics of project life cycles, product life cycles and project life cycles, role and responsibilities of key product members and more. Provided By Project Management Sir of KU.
The Planning Process Group involves establishing the project scope, objectives, and course of action. It includes processes from each knowledge area such as developing the project management plan, defining deliverables, creating the work breakdown structure, developing the schedule and budget, and identifying and planning for risks. The key deliverables are the project management plan and subsidiary plans, which outline the strategy and tactics for completing the project successfully.
PMP Training - 10 project communication managementejlp12
The document discusses project communication management. It defines communication management as ensuring timely generation, collection, distribution, storage, retrieval, and disposition of project information. Project managers spend most of their time communicating. There are various dimensions of communication, both formal and informal. The key processes discussed are identifying stakeholders, planning communication, distributing information, managing stakeholder expectations, and reporting performance. Effective communication is important for project success.
Sekhar has over 15 years of experience in IT project management, system administration, and networking. He has a proven track record of leading teams, managing vendors, and delivering projects on time and within budget. His technical skills include Windows server, Active Directory, VMware, Citrix, and networking. He currently works as a Program/Delivery Manager providing 24/7 support for a healthcare IT system.
Project communication management involves planning, collecting, distributing, and managing project information. The key processes are:
1. Plan Communications Management - Developing a communication plan based on stakeholder needs and a communication requirements analysis.
2. Manage Communications - Creating, distributing, and storing project information according to the communication plan using various communication methods and technology.
3. Control Communications - Monitoring and controlling communications throughout the project to ensure stakeholder information needs are met. This includes reviewing performance reports, issues logs, and work performance data.
Lloyd McIntosh is an experienced IT Manager with over 20 years of experience in IT support, team management, and project management. He has a proven track record of consolidating teams, implementing ITIL processes, and improving customer satisfaction. His experience includes roles as an Operations Manager, Engineering Team Manager, and IT End User Services Team Leader.
The document provides an overview of project scope management including:
- Abdullah Alkhdrawy is an instructor for project scope management. He has a civil engineering degree and project management certification and experience.
- Scope management involves planning, collecting requirements, defining, creating a work breakdown structure, validating, and controlling the scope. It aims to ensure all required work and only the required work is included.
- Collecting requirements involves determining, documenting, and managing stakeholder needs through techniques like interviews, workshops, prototypes, and document analysis to develop requirements documentation and a requirements traceability matrix.
This document provides an overview of project scope management processes, including planning how scope will be defined, collecting requirements, developing the project scope statement, creating the work breakdown structure (WBS), verifying completed deliverables meet requirements, and controlling scope changes. It discusses techniques for collecting requirements, balancing stakeholder needs, and developing the scope statement, WBS, and WBS dictionary to describe project and product scope. Formal acceptance of deliverables and managing changes to the scope baseline are also covered.
This document contains the resume of Goh Phik Li. It details his work experience as a Tools & Performance Improvement Specialist at Scope International (M) Sdn Bhd, where he focuses on improving processes and identifying areas for reduction. It also outlines his previous role as an Incident Manager and experience managing high severity incidents. His education is listed as a Bachelor's Degree in Computer/Telecom Engineering from University Tunku Abdul Rahman.
Overview of the Process Groups in Project Management - PMP
Blog: https://agile-mercurial.com
YouTube: https://www.youtube.com/channel/UCPM82of2YuqIR1SgLGHa1eg
Twitter: https://twitter.com/agile_mercurial
Tumblr: https://agilemercurial.tumblr.com/
This document discusses project quality management. It covers quality planning, quality assurance, and quality control. Quality planning involves identifying quality requirements and documenting how quality will be ensured. Quality assurance involves auditing quality requirements and results to ensure standards are used properly. Quality control involves monitoring and recording results to assess performance and recommend changes. Key techniques discussed include quality audits, control charts, flowcharting, histograms, Pareto charts, and statistical sampling. The overall goal of quality management is to deliver a project that meets requirements and satisfies the customer.
Project communications management involves identifying stakeholders, planning communications, distributing information, managing stakeholder expectations, and reporting performance. Effective communication is key, as project managers spend most of their time communicating. The communication process includes encoding messages, transmitting messages through a medium which can include noise, and decoding the message. Planning communications involves analyzing requirements, selecting communication methods and models. Information is then distributed according to the plan using various written and verbal techniques. Stakeholder expectations are managed through applying communication and interpersonal skills. Performance is reported using tools like Gantt charts and S-curves.
This document discusses and compares hard operations research (OR) and soft OR. Hard OR uses quantitative methods like linear programming for well-defined problems, while soft OR is used for more uncertain, complex problems with multiple decision-makers. Soft OR methods include strategic options development and analysis, soft systems methodology, theory of constraints, causal mapping, scenario planning, and benefits analysis. These are qualitative, facilitator-based approaches that account for different stakeholder perspectives.
This document provides a summary of Amit Sharma's skills and experience in IT service management. He has over 8 years of experience in fields including ITIL management, software development, production support, and service/project management. He has expertise in technologies such as .NET, SQL Server, and Changepoint project management software. His career history includes roles at HCL Technologies, Steria, and Artech Infosystems, where he has managed projects for clients in industries such as banking, real estate, and telecommunications.
The document discusses an ITIL process consultancy service that focuses on processes like incident management, configuration management, and availability management. The service works with customers to optimize their IT infrastructure through four steps: evaluation of renovation priorities, design and architecture assistance, deployment support, and management knowledge transfer to confidently manage the IT system.
This document discusses key performance indicators (KPIs) for change management and ITIL. It provides information on developing KPIs, including defining objectives, identifying key result areas and tasks, and determining methods to measure results. The document outlines different types of KPIs such as process, input, output, leading, lagging, outcome, qualitative and quantitative KPIs. It also discusses common mistakes in creating KPIs, such as having too many KPIs not linked to key result areas, and designing KPIs that are clearly linked to strategy and answer important questions.
ICT Project Management is an IOE syllabus based subject. It provides introductory information about project management, its objectives, classification of project and projectts life cycle.Provided by Project Management Sir of KU.
Hitesh Thakkar is seeking a career in an esteemed organization as a responsible position to enhance his skills. He has 5.9 years of experience in IT and is ITIL certified. He has experience in incident management, change management, problem management and other ITIL processes. He is skilled in various ticketing tools, monitoring tools, and MS Office. He currently works as a Technical Lead at Cognizant where he validates incidents, chairs bridge calls, and provides reports. Previously he worked at IBM India Private Limited. He is seeking to enhance his skills in a competitive work environment.
This document provides a summary of Bruce K. Downing's qualifications and professional experience. It details his over 35 years of experience in information technology roles including development, project management, and infrastructure management. His most recent role is as a Vendor Management Manager at Anthem Inc. where he oversees infrastructure lifecycle management and reduces migrations in progress. He has extensive experience managing releases, overseeing development, and testing within SDLC guidelines.
Yashpal Singh Rawat has over 11 years of experience in IT service management including change management, release management, and PMO support. He holds an MBA in HR and ITIL certifications. Currently he works as an IT service management specialist managing changes, releases, incidents and providing PMO support. Previously he has worked for companies like Computer Sciences Corporation, Wipro Infotech, Hewlett Packard, BSES, and Friday Corporation in roles involving IT service delivery, process management, and customer support.
Project Mangement - overview of the Stakeholder Management knowledge area within project management. Describes the 4 processes within Project Stakeholder Management and the process groups impacted.
Blog: https://agile-mercurial.com
YouTube: https://www.youtube.com/channel/UCPM82of2YuqIR1SgLGHa1eg
Twitter: https://twitter.com/agile_mercurial
Tumblr: https://agilemercurial.tumblr.com/
Hitesh Thakkar is seeking a responsible position in an esteemed organization to enhance his skills. He has over 4 years of experience in IT service management including as a Critical Incident Manager at IBM India Private Limited. He is ITIL certified and has experience monitoring incidents, ensuring SLAs are met, and chairing bridge calls to resolve issues. He mentors others and identifies areas for process improvement.
Chapter 04 of ICT Project Management based on IOE Engineering syllabus. This Chapter contains advantages of project management, characteristics of project life cycles, product life cycles and project life cycles, role and responsibilities of key product members and more. Provided By Project Management Sir of KU.
The Planning Process Group involves establishing the project scope, objectives, and course of action. It includes processes from each knowledge area such as developing the project management plan, defining deliverables, creating the work breakdown structure, developing the schedule and budget, and identifying and planning for risks. The key deliverables are the project management plan and subsidiary plans, which outline the strategy and tactics for completing the project successfully.
PMP Training - 10 project communication managementejlp12
The document discusses project communication management. It defines communication management as ensuring timely generation, collection, distribution, storage, retrieval, and disposition of project information. Project managers spend most of their time communicating. There are various dimensions of communication, both formal and informal. The key processes discussed are identifying stakeholders, planning communication, distributing information, managing stakeholder expectations, and reporting performance. Effective communication is important for project success.
Sekhar has over 15 years of experience in IT project management, system administration, and networking. He has a proven track record of leading teams, managing vendors, and delivering projects on time and within budget. His technical skills include Windows server, Active Directory, VMware, Citrix, and networking. He currently works as a Program/Delivery Manager providing 24/7 support for a healthcare IT system.
Project communication management involves planning, collecting, distributing, and managing project information. The key processes are:
1. Plan Communications Management - Developing a communication plan based on stakeholder needs and a communication requirements analysis.
2. Manage Communications - Creating, distributing, and storing project information according to the communication plan using various communication methods and technology.
3. Control Communications - Monitoring and controlling communications throughout the project to ensure stakeholder information needs are met. This includes reviewing performance reports, issues logs, and work performance data.
Lloyd McIntosh is an experienced IT Manager with over 20 years of experience in IT support, team management, and project management. He has a proven track record of consolidating teams, implementing ITIL processes, and improving customer satisfaction. His experience includes roles as an Operations Manager, Engineering Team Manager, and IT End User Services Team Leader.
The document provides an overview of project scope management including:
- Abdullah Alkhdrawy is an instructor for project scope management. He has a civil engineering degree and project management certification and experience.
- Scope management involves planning, collecting requirements, defining, creating a work breakdown structure, validating, and controlling the scope. It aims to ensure all required work and only the required work is included.
- Collecting requirements involves determining, documenting, and managing stakeholder needs through techniques like interviews, workshops, prototypes, and document analysis to develop requirements documentation and a requirements traceability matrix.
This document provides an overview of project scope management processes, including planning how scope will be defined, collecting requirements, developing the project scope statement, creating the work breakdown structure (WBS), verifying completed deliverables meet requirements, and controlling scope changes. It discusses techniques for collecting requirements, balancing stakeholder needs, and developing the scope statement, WBS, and WBS dictionary to describe project and product scope. Formal acceptance of deliverables and managing changes to the scope baseline are also covered.
This document contains the resume of Goh Phik Li. It details his work experience as a Tools & Performance Improvement Specialist at Scope International (M) Sdn Bhd, where he focuses on improving processes and identifying areas for reduction. It also outlines his previous role as an Incident Manager and experience managing high severity incidents. His education is listed as a Bachelor's Degree in Computer/Telecom Engineering from University Tunku Abdul Rahman.
Overview of the Process Groups in Project Management - PMP
Blog: https://agile-mercurial.com
YouTube: https://www.youtube.com/channel/UCPM82of2YuqIR1SgLGHa1eg
Twitter: https://twitter.com/agile_mercurial
Tumblr: https://agilemercurial.tumblr.com/
This document discusses project quality management. It covers quality planning, quality assurance, and quality control. Quality planning involves identifying quality requirements and documenting how quality will be ensured. Quality assurance involves auditing quality requirements and results to ensure standards are used properly. Quality control involves monitoring and recording results to assess performance and recommend changes. Key techniques discussed include quality audits, control charts, flowcharting, histograms, Pareto charts, and statistical sampling. The overall goal of quality management is to deliver a project that meets requirements and satisfies the customer.
Project communications management involves identifying stakeholders, planning communications, distributing information, managing stakeholder expectations, and reporting performance. Effective communication is key, as project managers spend most of their time communicating. The communication process includes encoding messages, transmitting messages through a medium which can include noise, and decoding the message. Planning communications involves analyzing requirements, selecting communication methods and models. Information is then distributed according to the plan using various written and verbal techniques. Stakeholder expectations are managed through applying communication and interpersonal skills. Performance is reported using tools like Gantt charts and S-curves.
This document discusses and compares hard operations research (OR) and soft OR. Hard OR uses quantitative methods like linear programming for well-defined problems, while soft OR is used for more uncertain, complex problems with multiple decision-makers. Soft OR methods include strategic options development and analysis, soft systems methodology, theory of constraints, causal mapping, scenario planning, and benefits analysis. These are qualitative, facilitator-based approaches that account for different stakeholder perspectives.
This document provides a summary of Amit Sharma's skills and experience in IT service management. He has over 8 years of experience in fields including ITIL management, software development, production support, and service/project management. He has expertise in technologies such as .NET, SQL Server, and Changepoint project management software. His career history includes roles at HCL Technologies, Steria, and Artech Infosystems, where he has managed projects for clients in industries such as banking, real estate, and telecommunications.
The document discusses an ITIL process consultancy service that focuses on processes like incident management, configuration management, and availability management. The service works with customers to optimize their IT infrastructure through four steps: evaluation of renovation priorities, design and architecture assistance, deployment support, and management knowledge transfer to confidently manage the IT system.
This document discusses key performance indicators (KPIs) for change management and ITIL. It provides information on developing KPIs, including defining objectives, identifying key result areas and tasks, and determining methods to measure results. The document outlines different types of KPIs such as process, input, output, leading, lagging, outcome, qualitative and quantitative KPIs. It also discusses common mistakes in creating KPIs, such as having too many KPIs not linked to key result areas, and designing KPIs that are clearly linked to strategy and answer important questions.
Problems are Treasures: Building ITIL Problem Management and a Problem-Solvin...HigherEdITMgt
Wake Forest University has used an evolutionary approach to implement ITIL problem management. Service desk pilots led to a yearlong problem management implementation, a problem advisory board, and a permanent "problem manager." For this implementation, over 30 IT leaders participated in the "Building a Problem-Solving Culture" workshops to discuss "lean" cultural changes needed for effective problem management: building a culture of safety and trust, empowering staff to understand and solve problems, and thinking of problems as "treasures." This presentation will cover lessons learned from implementing ITIL problem management and how process improvements can support larger IT management initiatives.
Avoiding Mistakes when Implementing Incident and Problem ManagementJavier García Bolao
Many organizations find it attractive to consider Incident and Problem Management as a foothold for implementing IT Service Management. Quite often, such attempts result in situations wherein process immaturity, excessive bureaucratization or deficient connections between processes become evident.
The lack of a holistic vision of IT and poor organizational change are often some of the reasons behind most these issues.
Javier Garcia shares his thoughts and 25 years of practical expertise to help you identify and rectify common mistakes to ensure that your ITSM strategies will result in both efficiency and maturity moving forward.
The document provides an overview of ITIL (IT Infrastructure Library) best practices. It discusses the origin and history of ITIL, outlines the benefits and risks, and describes the key concepts of ITIL V2 and V3. Specifically, it summarizes the five phases of the ITIL service lifecycle in V3 - service strategy, service design, service transition, service operation, and continual service improvement. It also provides an overview of the incident, problem and change management processes.
The document provides an overview of ITIL (Information Technology Infrastructure Library) v3. It discusses key concepts in ITIL like service management, service lifecycles, and certifications. The service lifecycle in ITIL v3 includes service strategy, service design, service transition, service operation, and continual service improvement.
1. The document provides descriptions for the key processes in Incident Management, Change Management, and Problem Management as configured in sample projects in the TechExcel ServiceWise ITSM solution.
2. Incident Management involves tracking issues reported by users, such as errors or lack of service, through different states as the issue is investigated and resolved.
3. Change Management involves reviewing, approving, and implementing changes to the IT environment through states like review, approval, scheduling and implementation.
4. Problem Management involves investigating underlying causes of incidents and determining root causes, with states for investigation, resolution, and closure of problems.
Introduction to itil v3/ITSM Processes and FunctionsPrasad Deshpande
IT service Management ITIL v3 Processes and Functions ranging from ITIL Life cycle, Incident, Problem and Change Management, Service Desk, Application Management
Personally designed (content + graphics design), officially accredited ITIL® Foundation courseware.
ITIL® is part of the AXELOS Global Best Practice Guidance.
Trademarks are properties of the holders, who are not affiliated with courseware author.
Change management aims to implement approved changes efficiently while managing identified risks and maintaining updated technology services. Key responsibilities include reviewing change requests, assessing impact and risks, justifying and approving changes, managing and coordinating implementations, and monitoring and reporting. The change management process involves planning, building, testing, implementing, evaluating and closing changes. The Change Advisory Board reviews higher impact changes. Relationships with related processes ensure changes are properly assessed, authorized, released and records are updated.
The document provides an overview of ITIL (Information Technology Infrastructure Library), which is a framework for IT service management. It defines ITIL as a set of specialized organizational capabilities for providing value to customers in the form of IT services. The document then discusses the origins and evolution of ITIL, its key components such as processes, procedures, tasks and checklists. It also outlines the various ITIL modules like service strategy, service design, service transition, service operations and continuous service improvement.
The document provides suggestions for implementing an effective change management process based on ITIL best practices. It recommends establishing extensible workflows, user roles, impact analysis, and auditing to manage the change lifecycle. Key steps include creating templates to track changes, an approval process, change advisory board meetings, and reports to analyze change data and provide oversight of the change management process. Establishing good communication and protocols for notifying users of changes is also suggested.
ITIL Foundation V2 200 Sample QuestionsRoberto Pena
The Incident Manager's role in this situation would be to:
A. Escalate the incident to Problem Management.
B. Take over responsibility for resolving the incident from the solution team.
C. Review the incident record and solution approach so far.
D. All of the above.
Answer: D
46. Which of the following is NOT a key element of the Service Catalogue?
A. Service descriptions
B. Service level agreements
C. Service level requirements
D. Service pricing models
Answer: B
47. Which process is responsible for ensuring that sufficient capacity is available to meet agreed service levels?
A. Availability Management
The document discusses the stages of change management including being oblivious to change, aware of change, announcing change, authorizing change, scheduling change, and verifying change. It describes the main aims of change management as ensuring standardized methods and procedures are used to efficiently handle changes while minimizing their impact. Benefits include evaluating risk, identifying required changes, maintaining change records, and ensuring changes are implemented with minimal disruption. Key roles in change management are identified.
Best ITIL Certification Training Program by IBM - Providing Quality Education to People. People who have enrolled with ThinkFaculty ITIL Program have successfully passed the examinations.
The document discusses the ITIL service management lifecycle framework. ITIL is a best practice framework for IT service management that was developed in the UK. It has evolved over several versions and is now the de facto standard for IT service management. The framework consists of five core phases - service strategy, service design, service transition, service operation, and continual service improvement. Each phase involves key processes to manage the lifecycle of IT services from strategy through ongoing improvement.
This document provides a summary of Baibhav Raj's career profile. It includes details about his contact information, career objective, experience summary, technical skills, academic achievements, educational qualifications, and professional experience. Baibhav Raj has over 5 years of experience in change management, incident management, and problem management at IBM India Pvt Ltd. He is ITIL certified and has experience working with tools like BMC Remedy, ITSM, and HPSC. His roles at IBM included change manager, incident manager, and problem manager. He was involved in end-to-end change, incident, and problem management processes.
This summary provides an overview of Gillian MacDonald's background and experience:
Gillian MacDonald has over 15 years of experience in operational management, business liaison, customer service, and project management. She has led teams of over 30 people and has a track record of successfully managing application migrations, infrastructure changes, and process improvements. Currently she is a Team Leader at Clydesdale Bank where she oversees solution design and ensures projects follow the appropriate processes.
This document contains a resume for Sachin Kumar, who has over 12 years of experience in back-end operations and team management. Currently, he works as an Operation Lead for TCS Ltd., overseeing a team of 45 people providing IT support for ONGC Ltd. Prior to his current role, he held similar leadership positions at other companies such as CMC Ltd. and PCS Technology Ltd., where he was responsible for managing teams and ensuring customer satisfaction. His experiences include incident and problem management, process implementation, team management, and customer relationship management in accordance with ITIL frameworks.
This document provides a professional summary and employment history of an experienced IT service management professional. Over 6 years of experience includes roles as an Incident, Change Manager and Duty Operations Manager responsible for major incident management and ensuring service levels. Technical skills include ITIL processes, incident management, problem management, and change management. Looking for a relevant position that utilizes skills and experience in service delivery, process improvement, and stakeholder management.
This document provides a summary of Hariharasudan Sethumadavan's professional experience. He has over 18 years of experience in project management focused on IT, business, and value-driven outcomes across various industries. Some of his key responsibilities have included managing accounts and budgets, ensuring compliance with security and risk requirements, and continuously improving processes. He has expertise in areas such as application support, infrastructure management, and Agile methodologies.
Vivek Sharma has over 9 years of experience in IT service management roles, including currently working as an ITSM Process Consultant at HCL Technologies where he manages a team of 12 members supporting global service management environments. He has ITIL and CCNA certifications and has experience leading incident, problem, and change management processes for clients like Deutsche Bank and IBM. The document provides details of his work history, roles, responsibilities, and qualifications.
This document contains the resume of Balwant Bahadur Singh. It outlines his objective of working in a challenging environment to contribute to organizational development. It lists his certifications in ITIL, ISO standards, Lean, Six Sigma and more. His professional experience includes over 4 years as an IT service consultant and service manager, with hands-on experience in service delivery, incident management, problem management and more. He has worked with Ameriprise Financial, LiveCareer and HCL Technology in roles like change manager, problem manager, service level manager and service excellence. The document details his responsibilities and experience working with tools like ServiceNow, BMC Remedy and more. It concludes with his educational qualifications, which include a Bachelor of Technology degree
Deepti Kathi has over 9 years of experience in incident and problem management. She is currently working as a Service Delivery Coordinator at CSC India Pvt Ltd where she is responsible for incident management, major incident handling, ensuring SLAs are met, and producing various reports. Prior to this, she worked at Xchanging Asia Pacific and Mahindra Satyam in similar incident and problem management roles. She has expertise in ITIL processes, network operations, and project management.
Rakesh Pandit Rathod is seeking a career-driven position in IT operations. He has over 4 years of experience in data center operations at Tata Communications, where he received several excellence awards. His skills include ITIL, ITSM, project management, and he is ITIL and security awareness certified. He is proficient in tools like BMC Remedy, GMS portal, and CMDB and has experience managing projects, vendors, and customer relationships.
Uday Kumar Sasanapuri is a senior level IT professional with over 6 years of experience in IT infrastructure management, IT operations, incident management, problem management, and service request management. He has worked for several companies including CompuCom CSI India Systems, HCL Comnet India, Mphasis, IBM India, and Kenexa Technologies in roles involving incident management, problem management, and IT infrastructure support. He has expertise in areas such as IT service management, project management, people management, and implementing service level agreements.
Bineet Kumar provides his contact information and objective of maximizing his team leading experience. He has over 7 years of experience in roles such as team management, service operations, people management, and project management. He is certified in ITIL, PRINCE2, and RHCE and has experience leading Linux support teams. He has worked as a project lead for Morgan Stanley and as a senior software engineer for British Telecom, where he was responsible for incident management, service requests, and ensuring SLAs were met.
Ronald Lopez is seeking a leadership position in IT operations management where he can utilize over 20 years of experience in incident management, networking, and people management. He has extensive experience leading teams to resolve incidents according to ITIL best practices at global organizations like Visa and First Data. His skills include incident response, ITIL processes, strategic decision making, communication, and multi-tasking in fast-paced environments.
M.Yashish Kumar is a B.Tech graduate from Vignan Institute of Technology & Science with over 7 years of experience working in incident and program management roles. He is currently working as an Incident/Client Support Manager for Tek Systems supporting their client AT&T. His skills include SQL, networking, ITIL, and infrastructure technologies like Unix, servers, VMware, email/messaging, and networking. He aims to take on challenging jobs to further his career while helping organizations achieve their goals.
Venu T has over 8 years of experience in ITIL service operations including incident management, problem management, and change management. He is currently a problem manager at IBM India where he is responsible for driving the problem management process, analyzing incidents to identify trends, and compiling reports. Previously he worked as a problem manager and incident manager at CSC India where some of his responsibilities included producing problem records, investigating root causes of incidents, and leading high priority incidents. He has ITIL certifications in foundation and operation support and analysis.
Venu T has over 8 years of experience in ITIL service operations including incident management, problem management, and change management. He is currently a problem manager at IBM India where he is responsible for driving the problem management process, analyzing incidents to identify trends, and compiling reports. Previously he worked as a problem manager and incident manager at CSC India where some of his responsibilities included producing problem records, investigating root causes of incidents, and leading high priority incidents. He aims to continuously improve processes.
Venu T has over 8 years of experience in ITIL service operations including incident management, problem management, and change management. He is currently a problem manager at IBM India where he is responsible for driving the problem management process, analyzing incidents to identify trends, and preparing reports. Previously he worked as a problem manager and incident manager at CSC India where some of his responsibilities included producing problem records, investigating root causes of incidents, and leading high priority incidents. He has ITIL certifications in foundation and operation support and analysis.
Prabu Yoharasah is seeking a challenging position that utilizes his extensive experience in areas such as risk management, training, projects, operations, and process improvement. He has over 10 years of experience in roles such as Operations Support Lead at HP and Customer Lifecycle Management Administrator at Agilent Technologies, where he was responsible for tasks like workload balancing, queue management, incident and problem management, and ensuring customer satisfaction. Prabu holds a Master's Degree in Business Administration from Dublin Metropolitan University and has received recognition as an HSBC-HDPM Best Global Resourcing 100 Club Winner.
Steven Carpenter is a senior business project manager with experience leading finance and procurement transformation projects across many industries. He has expertise in full project lifecycles from problem definition to implementation using both Waterfall and Agile methodologies. Steven enjoys stakeholder management and has led teams of up to 30 personnel on projects ranging from £200k to £1m. He is a PRINCE2 Practitioner and qualified accountant with a track record of delivering business transformation programs.
This resume summarizes the professional experience of Vamshi Kiran, who has over 10 years of experience in IT service management, operations, project management, and critical incident management. The resume lists roles at NetApp India Pvt Ltd from 2012-2013 as Release, Problem & Recovery Manager and Release / Project Manager. Previous roles were at IBM (India) Pvt. Ltd. from 2009-2012 including Global Major Incident Manager and Process Lead – EMEA projects. Earlier experience includes roles at Avishk Globalisers from 2006-2008 and Hinduja TMT from 2003-2005. The resume highlights experience in incident, problem, change and release management as well as asset and configuration management.
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1. Satish Kumar Banigole (ITIL V3 Expert)
Support Services ~ Incident, Problem,Release & Change Management and Service Request Fullfillment.
Objective
To align and manage IT services of the organization through a process of definition, agreement, measurement and review and maintain the
Global SLM process.
CareerDetails
Tech Mahindra Tenure 24 Mar 14 –till date ()
Working with Tech Mahindra as Project Lead (Service delivery – Global Operations) for Project Client – GE Appliances and Lighting
Providing Leadership for the command center operations & ensuring smooth transition from client location.
Maintain the overall operations and supervising 20 team members with regards to day to day operations (Including Workforce management)
Ensuring to enhance their competencies to ensure they meet the desired metrics for their performance appraisal (SWOT Techniques)
Support the Program Manager as the service delivery advocate.
Transition Management.
Project Management:
• Delivered Managed Service Transition projects focusing on Managed IT and infrastructure Solutions, using industry best practice to ensure the
highest possible customer satisfaction from conception to effective Business As Usual Operation. To participate in the development of Managed
Service strategy, contributing on behalf of Solution Delivery to the evolution of Managed Service capability to meet group business plans.
• Managed all aspects of the full implementation of services.
• Leading migration for large clients from their existing complex environment to a standard “Managed Services” environment
• Lead and manage virtual teams and interact with Global Clientele
• Planning, developing and implementing IT Operations using ITIL framework
• Responsible for process transition and training
• Production, Management and Execution of the Transition Plan(s)
• Ensured that all service acceptance activities have been completed within the agreed timeframe for go live, early life and BAU Support
handover and are fit for purpose
• Ensured that all parties are prepared to accept the service into operational support.
• Ensured that all necessary service and support documentation is completed to the satisfaction of relevant parties, (e.g. The Business,
Technology teams internal and external, Third Parties etc.)
• Review existing processes, make recommendations and managing any improvements
• Managed each phase of the transition throughout the programme, ensuring appropriate governance (i.e. sign off-[RACI-VS]) from stakeholders.
• Ensured that all project related system change is being managed through the appropriate Technology, Project or Business change management
process.
• Act as Critical Incident Manager whenever required.
• Expertise on Service now tool.
• Member of Process Integration COE, ITIL Process Consulting, ITIL/ITSM Process Re-engineering.
ITIL Consulting, ITIL Process Design/Integration, Process Transitions, Client Engagement, Tool Migrations, Testing, Documentation, Trainings.
Incident Management:
Performing confidently and authoritatively in role of incident management subject matter expert and lead technical personnel in responding to
fast paced incidents
Classify, define, and scope issues into projects that will drive down the total number of recurring problems and common issues
Ensuring timely resolution of incidents is the first priority to reduce their impact on business
Establishing the means to resolve the incident and restore business services as rapidly as possible and driving all activities to make that occur.
Ensuring that the appropriate communications are sent to senior management keeping them advised of the incident and of the client impact.
Resolving problems independently and understand escalation procedure. Coordinate escalations and collaborate with internal technology teams
to ensure timely resolution of issues
Driving Incident Management resolution, by facilitation of technical bridge throughout the event lifecycle
Running Incidents in a large, complex enterprise environment with deep and wide understanding of technology architecture and platforms.
Liaise with external service providers to facilitate prompt resolution
Ability to coordinate a large group of technical contributors during high severity incidents and retain control of fast-paced conference calls.
Ability to maintain a professional demeanor and attitude while being assertive.
Ability to multi-task and make sound judgments in a fast-paced, high stress environment and to interact with and influence people/groups of
widely varying disciplines and backgrounds.
Technical breadth to be able to ask the right questions, collect the responses and set actions based on information – also to challenge
information if the response does not fit the situation
Ensuring increased availability for clients, eliminating risks and ensuring a stable environment
Ensure that Incidents records are fully documented both during and after the Incident, including gathering and recording the full incident.
.timeline of events. Ensure timely, clear communication regarding high priority issues with the appropriate stakeholders.
+91 9849143774
satish.banigole@gmail.com
2. •Maintain all Incident/Problem Management process documentation
•Operate and closely function with Operations Command Center/NOC environment
•Facilitate daily Incident /Problem Review meetings
•Created MIRT (Major Incident Response Team) documents for DR CAT 1 and CAT 2 applications and services.
•Contribute to the development / improvement of Global and regional standards, frameworks & models to support service excellence and
ensure adherence
•Understands how Client’s technology infrastructure underpins business objectives – Shared Services, in particular.
•Demonstrating effective stakeholder engagement across a globally-distributed organization and hierarchy across differing time-zones and
geographical boundaries
Problem Management:
Executes the Problem Management process tasks in adherence with global and local requirements
Coordinates and manages the Problem Management process activities across the global factory and with external suppliers to agreed global and
local SLAs
Escalates risks and issues to the Problem Management Regional Process Owner
Supports Problem Management reporting (KPIs and customer SLAs)
Assists the Problem Management Global and Regional Process Owners in driving Service management best-practice and ITIL process
standardization
Assists the Problem Management Global and Regional Process Owners in ensuring consistent end-to-end application of the Problem
Management process across their account(s)
Assists the Problem Management Global and Regional Process Owner in identifying and planning for Problem Management process improvement
projects
Drives implementation of standard execution of the Problem Management process
Assists the Problem Management Global and Regional Process Owners in driving cross-account process standardization
Assists the Problem Management Global and Regional Process Owners in standardization to enable offshore targets
Is responsible for the complete process adherence and handling of problems according to SLAs/OLAs
Is accountable for the delivery of Root Cause Analysis and problem resolution within given target duration
Is responsible for acting as an escalation point to expedite problem resolution
Is responsible for providing regular feedback to the Problem Management Global Process Owner
Is responsible for coordinating problem resolution involving internal support groups, vendors, suppliers, customers and managing any roadblocks
Ensures that necessary reports (e.g. RCA, Post Implementation Review, etc.) are delivered
Ensures quality of Known Error record and the Knowledge Database
Coordinates with suppliers, contractors, 3rd parties, etc. to ensure timely problem resolution and contractual fulfillment and involves Supplier
Management when necessary
Conducts Post Resolution Review of critical problems and supports to follow up of their activities together with Service Delivery Manager
Ensures that Problem Management KPIs are reported and their targets met
Takes escalations from Problem Coordinator and handle them accordingly
Builds awareness of a Problem Control Process across engaged parties and act as a Problem Management Process Expert.
Change Management:
• Asses the change impact and complete change management assessments. Insure that Impact Assessment of the changes is carried out keeping
all possible impact scenarios in mind.
• Convene and chair the CAB (and on need basis, the Emergency Committee) meetings at correct frequency in order to facilitate a reasonable
time scale for approval/rejection of the proposed changes
• Responsible for all Change Management activities, to include new business planning, Change Advisory Board (CAB), the production of
management information, Request for Changes (RFCs) and a change schedule
• Increasing operational efficiency.
• Arranging a implementation schedule of events
• Defining the scope of the Change Management processes.
• Identifying change opportunities.
• Identifying the root causes of processes that are to be changed.
• Ensuring that all plans run smoothly and are practical.
• Planning all changes through stakeholder engagement, analysis and participation.
• Delivering medium sized change projects right from initiation and planning right through to deliver and implementation.
• Apply a structured methodology and lead change management activities
• Influenced product and project delivery through the Change management process.
• Produce proactive reports, trending analysis, service level reporting, process consultation and application of ITIL best practice
Accomplishments:
•Designed KPI – KRA measurement system including dashboard design.
•Completed six sigma yellow belt training & certification
•Leading a Lean project with regards to “Reduction of MTTR for critical and High (Sev 1/ 2) [Specific to Incident & Problem Management].
•IPC Expert (Incident, Change, Problem Management)
•Transition of Incident, Problem, Change Management from Onshore to Offshore.
3. IBM Tenure 17 Sep 13 – 17-Mar 14 (6 months)
Worked as Incident Manager (Service delivery – Global Operations) for the client Nio-Sensis (Telstra).
Job Description:
• Provided an integrated management & co-ordination of incident management, Problem management, Change management & Availability
management processes.
• Assuring that services & components are designed & delivered to meet their availability targets. Responsible for lifeline metrics.
• Support the DPE and/or PE as the service delivery advocate.
• Ensure relevant governance /interlock with Sending Geo, end customer and technical service lines Interlocking with senior Management in GTS
to discuss process improvements for productivity gains Project-oriented leadership of customer teams from different locations.
• Review service line performance (overall view) and devise improvement plans as required.
• Integrate services to meet service level agreements and budgets
• Responsible for service quality, service delivery performance and drives service excellence
• Define, Own Service/Quality, Process Improvement plan
• Client Facing Exposure and Strong Relationship Management skills.
• Contract Management.
• Service Reporting (internal and to the customer) in accordance with the contract
• Control of budget (project expenses, indirect expenses, etc.).
• Continuous efficiency increase, project expenses reduction as well as optimization of the utilization of the involved center organization.
• Reviewing SOW & updating it through Change Process; Synchronization of scope across SOW, OAM and CTM .
• Manage the delivery commitments of the GDC according to the contract or SOW (Statement of work). Responsible for service delivery audit
readiness .Ensures Compliance to all Business Controls activities.
• Ensure Audit Readiness for Service delivery. Exposure to SOX, Corporate audits
• Audit support and coordination.
• Referred as National Ops manager/ Service Availability Manager/Service restoration lead.
• Taking care of the Major incident Management as Critical situation Manager.
• Ensures implementation of and compliance with documented operations management practices and procedures specifically for problem,
change, incident management and request for service processes.
• Driving Internal and external governance calls with team and customer.
• Define and manage Process around IPC and accountability for customer satisfaction by integrating various teams.
• Continually identify ways to reduce cost delivering the services and improve service
• Deliver on service commitments - As directed by the DPE/PE, drive/manage subcontractors/third party providers.
• Participate in Technical proposal preparation and submit to DPE/PE for review and approval
• Participate in account plan/strategy - Understand customer requirements and business opportunity/requirements identification, guidance,
support and closure
• Provide technical support and participate in the Change Control Board and/or change control process
• Participate in response to RFS's on behalf of the delivery organization
• Drive/participate and coordinate audit readiness and GSD331 compliance for delivery .Drive/participate and coordinate crisis management.
Accomplishments:
Awarded rewards & recognition from the DPE in regards to the transition of the activities from Onsite team.
4. CSC Tenure 04nd
April 08 – 13-Sep ‘13 (5.5 years)
Worked with Computer Sciences Corporation (CSC) as Network Engineer/Service reporting Backup Team Lead
Job Description:
• Proficient in running successful process operations & experience of developing procedures
• Resourceful at maintaining relationship with clients to achieve quality product and service norms by resolving their service related critical issues
• Working on Technical (LAN/WAN),E-health Administration, IP and DNS Allocation, Service Reporting(Providing Network Performance Report to
the senior management)
• E-health performance management (capacity management) (tool owner for various clients)
•Transition of new processes under the guidelines of LOS (line of service) aboard.
• Perform Quality Checks Internally in the team.
• Training the new hires and mentoring them.
• Attending the Daily Service Review conference call to update the senior management on the existing critical issues.
• Mapping the core processes with day to day operations.
• Working with the Incident Management team for critical issues and escalating them to the right contacts to ensure that the issue is resolved.
• Managing the lifecycle of a ticket and ensuring that the TAT is minimum.
• Dealing with both internal and external client requirements and escalations.
Operations Management
Mapping clients’ requirements and coordinating in developing & implementing processes in line with pre-set guidelines.
Monitoring the processes, identifying improvement areas and implementing adequate measures to maximize customer satisfaction level.
Preparing MIS reports & other reports with a view to apprise management of the process operations and assist in critical decision-making process.
Client Servicing
Managing service operations for rendering and achieving quality services; providing first line customer support by answering queries & resolving
their issues, ensuring minimum TAT.
Team Management:
Worked as an acting Team Lead to ensure that the tickets are being processed within the given SLA.
Ensured that there is a healthy atmosphere for the team to work.
Network Engineer
•Transition of TEMS (Telephone Exchange Management) process offshore from Australia
•Lead Agreement Reviews.
•Service Improvement Plans to improve SLA performance at the account level
•Mitigations to improve MTD SLA performance
•Participates in negotiation of Agreements with customers and service providers.
•Provide governance for Service Improvement Programs.
• Analysis of carrier metrics
• Invoice and contract management
• Ensure that Managed Services customer invoices are successfully received and loaded within determined timelines and budgets.
• Support the customer implementation and ongoing production process ensuring vendor set up and FTP details are complete.
• Vendor management (international service providers like Optus & Telstra)
• Transition of process’ from onshore team using ITIL frame work, project management tools.
• Main spoc for transition for TEMS India in line with TEMS Australia.
•Back up Team Lead for TEM team (Aust region) (including Work flow team & Billing analysts)
•Provide ongoing support for invoice troubleshooting, system enhancements and critical system issues through daily ticket monitoring, ensuring
timely resolution to meeting customer SLA’s.
•Implementing the 6 sigma drive within teams so as to encourage stream lining of the process for optimum revenue generation for the business
unit.
5. Work Flow Management
•Stewards the end to end Workflow for Incidents, Problems, Tasks, eforms BPM and Minor Projects within the team/dept.
•Monitoring Workflow using Infrastructure tools (Unicenter Service Desk, Remedy 7 – Incident Management, Problem Management and BHBP).
•Assign incoming Incidents, and manage the lifecycle from end to end.
•Ensure all incidents are assigned to the most appropriate Support Technicians (Service Providers) in a timely manner.
•Process the initial "Respond/Contact Customer" to ensure contractual customer / end user response SLA's are met.
•Process or notify out Service Desk Escalations.
• Manage aged tickets - and ensuring all aging Incidents are adequately explained and in the most appropriate status to prevent misunderstandings in
relation to provision of service fulfillment.
•Ensuring accurate status and updates are maintained according to the Core Process/Procedure or Work Instructions.
•Conduct follow up and reporting activities to provide Queue Owners with visibility of their team's overall workload by consolidating all incoming work
from the varied Incident Management systems into reports distributed on a predictable basis.
•Transitioned several queues and implemented KT on the same.
Quality :
• Monthly report on Planned/ completed work such as audits, corrective actions, trainings conducted.
• Day plans for both Internal/external audits
• Documentation for teams Quality Management Reviews – schedule, capture actions, report.
• Internal Audits– initiate, conduct, report & monitor.
• Process Improvements – log, monitor, report, conduct projects and report.
• QMS Deployment within the vertical
• Prepare dashboards for senior management on a periodic & adhoc basis.
• Prepare monthly operational billing expense reports for the senior management.
• Service Reports (DSR, WSR, MSR etc), including Business Intelligence data
6 Sigma Projects:-
Project Name – Reduction in billing costs for TEMS for Aust region (currently in progress)
Certification - Lean (Yet to be certified)
Role - Project lead (Revenue Savings per annum – 10,000 $ per annum)
Accomplishments:
• Awarded rewards & recognition from the senior management in regards to the transition of the activities from Onsite team.
• Awarded Accolade for the team spirit, Error free transitions from onshore team.
• Awarded Accolade for doing R&D on the current process and developing the current process to a higher level in accordance with the Australia region
data protection act.
Dell International Services Tenure - 02nd
Aug 04 – 28 Mar 2008 (3 .5 years)
Worked as Customer Support Expert for EMEA Online Operations (Dell Financial Services and Customer Query Team):
Job Responsibilities:
• Achieve & maintain the Order - Velocity Targets for CQ&DFS (Small and medium business).
• Coordinating with the sales support and sweeper team to release orders from finance hold which directly impacts e-Close Rate.
• Analysis of orders (Lease order & Credit Card) to improve close rate (RCA)
• Introduction of ‘Customer Experience’ (Quality) as a metric in DFS to ensure the GMOR (Get my order right in the first instance) which benefits e-Close
Rate.
• Introducing Rules for the online Home and Business segment of UK/IE finance related orders.
• Handle escalations and call backs on escalated issues for team as and when needed.
• Follow-up on Aging orders and reporting
• Analyze and drive compliance within the entity.
• Mentor New Hire Team Members (For finance applications Home and Business)
• Provide training on new initiatives / Policies & Procedures as and when needed.
• Mailbox handling
• Escalate sweeper issues and track for reporting.
• Call Audits
• Queue Management
• CQ Tool management and reporting
• Track and report wrong Transfers to Customer Query
• Acted as back up spoc / lead for the team of 16 CQ / DFS Agents.
6. Accomplishments:
• Awarded with the Best DFS agent 8 times.
• Awarded the Best CQ/DFS agent in the speedometer contest.
• Received Certificate of excellence in Dell for producing significant quarter on quarter improvement throughout FY’05 and for helping make
EMEA INDIA EBOX a winning team.
• Wrote Skits for the cultural activities at Dell and was awarded the Best Skit amongst all the DELL Sites in India.
Educational Qualifications:
• BCA from Nizam College, Osmania University, Hyderabad (2004)
• Intermediate from Ratna junior college (BIE), Hyderabad (2000)
• SSC from HVS High School, Hyderabad (1998)
Additional Qualifications:
• ITILV3 – Foundation
• ITILV32011–Expert Certified
• Prince 2 Practitioner Certificate in Project Management
• Cloud-Computing Fundamentals.
• LSYB – Lean Six sigma Yellow Belt.
Trainings:
Quality Control:
• LEAN
• SIX SIGMA
• COBIT
Technical Training:
•Crystal Reporting
•F- 5 Load balancer
•CCNA
Tools:
• Remedy (4 / 7 )(BMC Remedy IT Service Management.
• USD, KANA, Email management
• QIP
• IP Plan, Neteiss, Network Arikai
• EHealth, Net cm, network tracker
• MS-Office (Excel (Macros), Word, Power point)
Strengths
• Value: Highly values oriented and like to develop a strong value and respect-based culture.
• Vision: Provide a consistent vision for the future
• Creativity: Developing innovative action plans to solve problems.
• Inspiration: Try to inspire people and create a winning and fair environment for all.
• Initiative: Willing to try new methods.
• Tolerance: Able to absorb extreme business situations & pressure and come out with a strategically planned decision.
Personal Details:
Date of Birth: 6th July 1982
Hobbies: Playing cricket and watching Tennis, Football, Cricket, Philately.
Languages Known: English, Hindi, Kannada and Telugu.
Father’s name: Mr. B. Vasudeva Rao
Marital Status: Married
Date:
Place: (Satish Kumar Banigole)
7. Accomplishments:
• Awarded with the Best DFS agent 8 times.
• Awarded the Best CQ/DFS agent in the speedometer contest.
• Received Certificate of excellence in Dell for producing significant quarter on quarter improvement throughout FY’05 and for helping make
EMEA INDIA EBOX a winning team.
• Wrote Skits for the cultural activities at Dell and was awarded the Best Skit amongst all the DELL Sites in India.
Educational Qualifications:
• BCA from Nizam College, Osmania University, Hyderabad (2004)
• Intermediate from Ratna junior college (BIE), Hyderabad (2000)
• SSC from HVS High School, Hyderabad (1998)
Additional Qualifications:
• ITILV3 – Foundation
• ITILV32011–Expert Certified
• Prince 2 Practitioner Certificate in Project Management
• Cloud-Computing Fundamentals.
• LSYB – Lean Six sigma Yellow Belt.
Trainings:
Quality Control:
• LEAN
• SIX SIGMA
• COBIT
Technical Training:
•Crystal Reporting
•F- 5 Load balancer
•CCNA
Tools:
• Remedy (4 / 7 )(BMC Remedy IT Service Management.
• USD, KANA, Email management
• QIP
• IP Plan, Neteiss, Network Arikai
• EHealth, Net cm, network tracker
• MS-Office (Excel (Macros), Word, Power point)
Strengths
• Value: Highly values oriented and like to develop a strong value and respect-based culture.
• Vision: Provide a consistent vision for the future
• Creativity: Developing innovative action plans to solve problems.
• Inspiration: Try to inspire people and create a winning and fair environment for all.
• Initiative: Willing to try new methods.
• Tolerance: Able to absorb extreme business situations & pressure and come out with a strategically planned decision.
Personal Details:
Date of Birth: 6th July 1982
Hobbies: Playing cricket and watching Tennis, Football, Cricket, Philately.
Languages Known: English, Hindi, Kannada and Telugu.
Father’s name: Mr. B. Vasudeva Rao
Marital Status: Married
Date:
Place: (Satish Kumar Banigole)