Wednesday, October 15, 2008

Dhoni's Success Principles

Mahendra Singh Dhoni is a great inspiration to me. I am always on the look out for people who rise in ranks, faster and stronger than others do. 

When India won the Twenty20 world cup, what touched me most despite the fact that the boys played well, was Dhoni’s heart winning performance and speech. Following up on Dhoni I found an underlying success philosophy which can easily be applied by anyone who aspires for greatness in his or her field of endeavor.

Success is the Sweetest Revenge: 
Before the Twenty20 world cup finals, Ravi Shastri had expressed his doubts on India’s victory because he felt it was pre mature for Dhoni to be the captain and it was a team of youngsters. This came from the fact that the world cup was lost by a senior team. With the victory at the Twenty20 Dhoni proved Ravi Shastri wrong and took great pleasure in quoting him at his speech after the match. It does not matter what others predict about you, everyone has the right to their opinion, and success is the sweetest revenge to shut people up, temporarily :O)

Take responsibility for your vision:
Dhoni knew that at the Twenty20 no one expected them to win, and so his philosophy was that they could actually play and have fun and make this their best game. I have heard many a professional say that their seniors don’t encourage them or push them forward. They use this excuse to remain where they are and lay the responsibility of their success and progress on everyone but themselves. Dhoni led his team to success, by taking up the responsibility of their victory, when no one else had faith in them.

Respect and Recognize your team:As a captain Dhoni has tremendous respect for his team and his players. Even on winning he addressed Yuvi as the Trump Card of the team. I have seen seniors hog the glory of their teams success by themselves. Dhoni knows that what leads the team to victory is the team, not necessarily the captain. And he is humble and fair enough to put the credit where it really belongs.

Do your job right:
I love Dhoni’s attitude where he was aware that he didn’t have good bowlers like Bentley, but he banked on Jogender Sharma. Even though others said he was slow, Dhoni stuck to his belief that to win you don’t have to be quick or extra ordinary. If one bowls in the right places it will add to the victory of the team. Dhoni is amazing, he believes that you don’t need extra ordinary talent to be a winner; you need to play the right game. When you do your work well, and well enough consistently, victory will always be yours. A lot of people use lack of talent and expertise to remain in mediocrity. They feel they are too old, too young, too slow, too fast, too fat, and too thin, as excuses for their mediocre thinking. If your mind is made up, then nothing else matters. Dhoni’s belief is a true example of that.

Make peace with the consequence of your decision:
I also love the fact that once Dhoni makes a decision he is willing to live with the consequence. He made a decision that Joginder bowl against Harbhajan Singh. He was prepared to win with it and prepared to lose with it. I feel that is an amazing attitude. A lot of people make decisions and then they are not at peace with the results. If you can make peace with failure before you play to win, nothing can take victory away from you.

Convert Pressure into Passion:
At the Twenty20 finals, Dhoni He didn’t want the team to work under pressure. He told his team this in every meeting, “Guys we are out here to enjoy. We will give our 100% and whatever is the outcome, I don’t care about it.” There was no fear amongst the youngsters, which was so refreshing to see. He told Yuvi that even Australia was under pressure because they have the reputation of winning. He took the pressure and converted it into passion, and we saw that so evidently on the field. Take all of your pressure and steam it off in fun. Having fun doesn’t mean being irresponsible, it means working with your best self.
 

Win more than you lose:
When Dhoni was asked, how he plans to maintain his position of India’s captain, he said, “We will win more matches than we lose.” He didn’t say that he will win them all, because he knows that losing is a lesson towards winning. A lot of us drive ourselves crazy by expecting to win every time we get on with our work. There will be good deals and bad deals, good days and bad days; success is about creating the good ones more often than the bad ones.

Be consistent in your performance:
When you go out and deliver your best, there is a catch. You now have to deliver excellence consistently and it also raises the expectations of your seniors. Dhoni is every aware of that after his mega innings at Vizag against Pakistan. He knows that he gave his 100 percent in that and that it was his BEST performance. He also knows that has raised the expectations of his fans from him to deliver that consistently. And he is working hard on himself to deliver to that expectation. No matter how hard your day, be consistent in your delivery if not better.
 

All training is useful: 
Dhoni started out as a footballer and that training helped him in cricket too. There is really no waste in practice and knowledge, it’s like a universal formula, Success in one area, training in one area always finds use in another. There are no wasted moments or experiences in life. You can use success strategies of one area to help you win in another. Dhoni is an expert in that. You have surely been a success at some area or the other in life, use those principles and duplicate it in your work. One lady won the national level badminton championship, the principles she used to win the championship can easily be translated to her work profile. Try it, if it works for Dhoni, it will work for you.

Physical Fitness is important for success:
Dhoni attributes his success a lot towards his physical fitness. And it is true for anyone, if you are not fit; you can’t be a hit at anything that you do, period. With people taking their bodies for granted, they expect their mind to work magic. The mind lives in the body, to deliver peak performance in any area of work, you need to be physically fit.

Repeat your success:
Dhoni always aspires to out do himself. He sets a record for himself and then aspires to beat it. His philosophy is that if he can score just one more run like he did 148 in Vizag, then he can continue to be his best. He feels that if he can do it once, he can do it again! That’s the spirit. Whenever you deliver work well done, your next strategy should be to repeat that as many times as you can. Repeated success is true success. If you can do it once, you sure can do it again.

Work your way up:
Dhoni climbed the ranks. He is a true example of rising to the top,
Dhoni is an aggressive right-handed batsman and wicket keeper. Dhoni is one of the wicket-keepers who have come through the ranks of junior and India A cricket teams to represent the national team He worked his way up and was consistent in his performance that was the crucial key to his selection in the Indian Cricket team. Don’t be afraid to start at the bottom, that is a more stable way to the top, to have been through every rung.

Constant and Never Ending Improvement:
Dhoni believes in constant and never ending improvement. Success and victory don’t go to his head. When he wins he celebrates and then right after that gets down to practice on how he can do better in order to maintain his score if not beat it. Success is not an accident, it is a planned event, “My mind is constantly working on how I can get better at my game. My mind never stops.” Says Dhoni. Finding better and new ways to do the same thing that you are doing will keep you creative and excited. Either you are improving or you are deteriorating, progress is success.

Exuberate Enthusiasm:
Dhoni is always bubbling with enthusiasm. His spirit is evident in his voice and his face. It’s great to see someone so alive and so passionate about his game. Today what meets the public eye is the glory, but what they cannot see is that there was also a road full of obstacles that led there. It sometimes is a dark lonely road and you have only your own desire and courage that will bring you to the light. Dhoni, a Ranchi boy who through his sheer courage and focus made the country proud is an example of the unshakeable enthusiasm and spirit. Make enthusiasm and excitement a daily practice.

Success takes time:
When Dhoni was given a chance in the one-day series in Bangladesh, though he did nothing extraordinary in the three ODIs against Bangladesh, it was only a matter of time before he exploded on the big stage, and that happened at Vizag . So success doesn’t come instantly. There will be hitches and glitches and bad games and not so good games. You have to be at it until you strike the balance and then maintain it. Life is always a learning experience and success is about putting that experience to get better.

Self Confidence Helps:
Self-confidence has always been a trade mark of Dhoni’s personality. I have always seen him very confident and aggressive. And it applies in his batting as well as wicket keeping. Self confidence is a learnt personality trait; it comes from constantly challenging oneself, winning or losing, not being the criteria. Self confidence comes in facing one’s fears and moving ahead despite any and every odd. Challenge yourself daily, to be bigger and better than you are today.

Be the best in all your roles:
Dhoni is a pro at multi tasking. He is an ace batsman and also an ace wicket keeper. So can you imagine the level of practice he needs to do in order to achieve mastery in both? It’s like having a group of companies under your umbrella and make them all work. It’s like excelling as a CEO and excelling as father. It’s a full game when you excel in all your roles. Dhoni believes that he can't afford to be less than 100 percent in any of the two roles. He feels they complement each other and give him his identity.” Same way, one has to give 100% in any and every role that they play. All roles shape our identity.

Focus on your performance:
When Dhoni aspired to play test cricket, his focus was “I think if I perform well, and maintain my form, I will definitely get a break in Test cricket.” A lot of people want many things in life. Their focus becomes the achievement and they feel that it must be served to them just because they want it. To achieve your desire you need to perform well and maintain your form. You get noticed for your performance not your potential and Dhoni put his potential into performance and earned his space in test cricket.

Have a role model:Dhoni has a role model, the famous cricketer Gilchrist, do you? How arrogant can someone get not to acknowledge that they need a helping hand, a little guidance and a role model? All successful people have had someone they looked up to. They have followed enough to be good leaders themselves. Leaders are not born, they are followers who find their own identity in the journey, and hence lead by their own transformation. In today’s world of abundant negativity and insensitivity, a role model is so important for one to stay focused on his task.

Be superstitious about goodness:
And there is always room for superstition. Superstition that anchors you to success, for that matter anything that anchors you to success is good. About a year ago Dhoni decided to change his hairstyle completely. Besides giving him a distinct personality, he feels the new hairstyle brought him luck as well! It’s ok to have superstitions that support one’s mind towards success. Goodness is any form can never do any harm.
 -- By Priya Kumar -  THE ONE MINUTE COACH

Wednesday, September 10, 2008

Join today Contact Center Architect Group

http://contactcenterarchitects.com It is a Professional Group of Qualified Contact Center Architect who is having exposure & expertise of Contact Center Technologies across the platform.

Provide value-added services to members and the entire user community irrespective of any product. Create a forum where all members may share successes, issues and concerns related to Contact Center Technologies irrespective of any product.Provide an environment for accurate and timely spreading of information about products and services offering across the globe the contact center vender of service providers.

Provide a canal for members to receive important information regarding changes in the industry.- We hope you enjoy Contact Center Architects Portal!
Ranjit Patel

http://contactcenterarchitects.com/index.php?action=register

Join today IP Telephony Architect Group!



http://iptelephonyarchitects.com It is a Professional Group of Qualified IP Telephony Architect who is having exposure & expertise of IP Telephony Technologies across the platform.

Provide value-added services to members and the entire user community irrespective of any product.Create a forum where all members may share successes, issues and concerns related to IP Telephony Technologies irrespective of any product.Provide an environment for accurate and timely spreading of information about products and services offering across the globe with the IP Telephony vender of service providers.Provide a canal for members to receive important information regarding changes in the industry.- We hope you enjoy IP Telephony Architects Portal!
Ranjit Patel

http://iptelephonyarchitects.com/index.php?action=register

Saturday, August 09, 2008

Being a leader and being successful at the same time,

Being a leader and being successful at the same time, at the workplace, requires some characteristics.

Excellent communicator: This helps in making points clearly and being comprehensible to all.
Motivated and innovative: Leaders have to be charged up always so that they can motivate others to do better. They must be innovative and be able to think out of the box. Also, they must have quick fix answers for small problems.
Confident: The confidence of the leader instils confidence in the people. But confidence should not be mixed with arrogance. Leaders are essentially humble and ready to help always, which makes them approachable.

Trust: Last but not the least, the leader has to have the repute of being trusted and on whom the people can keep their faith. Similarly, leaders should always trust and repose faith in the people.

Monday, July 21, 2008

Govt allocates $450 Mn for Bangalore's upgrade

Bangalore's infrastructure development in this fiscal's state budget, tabled by chief minister B.S. Yeddyurappa here Thursday.Yeddyurappa, who also holds the finance portfolio, said Bangalore would require a whopping Rs.360 billion to tackle its infrastructure problems over the next five years.

"Such a huge investment can be made possible through the state government, public-private partnership and support from the 6.5-million citizens of Bangalore," Yeddyrappa said.Of the Rs.18 billion, Rs.7 billion will be allotted to the Bangalore metro project, Rs.3 billion to the municipal corporation, Rs.2.4 billion for improvement of roads, Rs.1 billion for drinking water supply to the extended areas through bore wells, and Rs.250 million for improvement of traffic management."We will also develop a 65-kilometre outer ring road at a cost of Rs.30 billion under a build, own and transfer (BOT) basis. For smooth traffic flow in the gridlocked roads, 10 flyovers and under-passes will be built at Rs.3.5 billion," Yeddyurappa said. To ease the traffic congestion and provide adequate parking space, about 40 multi-storeyed parking facilities will be constructed on a public-private partnership (PPP) basis.

The Bangalore Development Authority (BDA) will invest Rs.7 billion to provide roads, drainage and drinking water facilities in the extended civic areas, he said.

"BDA will also form three new layouts to allot housing sites for citizens on priority," the chief minister said.Of the three proposed layouts, the Nada Prabu Kemegowda layout will be formed to provide about 60,000 sites, with 20 percent of them reserved for low-income groups.As part of infrastructure development, the state government has appointed the Delhi Metro Rail Corporation (DMRC) as adviser to implement the 40-kilometre high-speed rail link project - connecting the city and the newly opened international airport at Devanahallion - on a PPP basis."Though 34 percent of the state's population lives in urban areas, accounting for about 80 percent of economic activities, the civic infrastructure has not kept pace with the phenomenal increase in the population and the level of economic growth," Yeddyurappa said.

To develop urban areas across the state, the plan outlay for the sector has been increased to Rs.50.41 billion this fiscal from Rs.29.23 billion last year.
This was the Bharatiya Janata Party government's maiden budget.

http://www.siliconindia.com/shownews/43988/1

Tuesday, July 15, 2008

ITIL Essentials Study Guide Introduction

Service Support Functions:

• Service Desk
• Incident Management
• Problem Management
• Change Management
• Configuration Management
• Release Management

Service Delivery Functions:

• Availability Management
• IT Services Continuity Management
• Capacity Management
• Financial Management
• Service Level Management

Configuration Management

Objectives:

• Providing information on the IT infrastructure
o To all other processes
o IT Management

• Enabling control of the infrastructure by monitoring and maintaining information on:
o All the resources needed to deliver services
o Configuration Item (CI) status and history
o Configuration Item relationships

Tasks:

• Identification and naming
• Management information
• Verification
• Control
• Status Accounting

Asset: Component of a business process like people, accommodation, computer systems, paper records, fax machines, etc.

Configuration Management Database: A database, which contains all relevant details of each Configuration Item (CI) and details of the important relationships between CIs. A Configuration Item (CI):
• Is needed to deliver a service
• Is uniquely identifiable
• Is subject to change
• Can be managed

A Configuration Item (CI) has:
• a Category
• Relationships
• Attributes
• a Status

Variant: A Configuration Item (CI) that has the same basic functionality as another Configuration Item (CI) but is different in some small way (ex: has more memory) Baseline: A snapshot of the state of a Configuration Item and any component or related Configuration Items, frozen in time for a particular purpose (such as the ability to return a service to a trusted state if a change goes wrong)

Configuration Management supports all other processes!
Scope vs. Detail
Relationships – Common Types:
• Is a component of
• Is a copy of
• Relates to
• Relates with
• Is used by

Service Desk

Objectives:
• To be the primary point of call for all:
o Calls
o Questions
o Requests
o Complaints
o Remarks

• To restore the service as quickly as possible
• To manage the incident life-cycle (coordinating resolution)
• To support business activities
• To generate reports, to communicate and to promote
Different Desks
• Call Center: Handling large call volumes of telephone-based transactions.
• Help Desk: To manage, coordinate, and resolve Incidents as quickly as possible.
• Service Desk: Allowing business processes to be integrated into the Service Management infrastructure. It not only handles Incidents, Problems and questions, but also provides an interface for other activities.

Service Desk Essentials:
• Single point of contact / Restore service ASAP
• Tasks: Customer Interface, Business Support, Incident Control & Management Information
• Concentrates on incident lifecycle management
• Incident: Unexpected disruption to agreed service
• Priority determined by business impact and urgency
• Correct assessment of priorities enables the deployment of manpower and other resources to be in the best interests of the customer
• Escalation and referral

Incident Management

Objectives:
• To restore normal service as quickly as possible
• Minimize the adverse impact on business operations
• Ensuring that the best possible levels of service quality and availability are maintained according to SLAs.

Incident: Any event which is not part of the standard operation of a service and which causes or may cause an interruption to or a reduction in the quality of that service.

Work-Around: Method of avoiding an Incident or Problem.
Service Request: Every Incident not being a failure in the IT Infrastructure.
Problem: The unknown root cause of one or more incidents.
Known Error: A condition that exists after the successful diagnosis of the root cause of a problem when it is confirmed that a CI (Configuration Item) is at fault.

Impact on the business + Urgency / Effect upon business deadlines = Priority
Category: Classification of a group of Incidents (Application, Hardware, etc.)

Escalation (Vertical Escalation): escalates up the management chain.

Referral (Horizontal Escalation): escalates to a different knowledge group. Routing.

Incident Life-Cycle
• Accept Service Event, Register and Consult the CMDB
• Classification
• Solve
• Closure

Reporting is VERY important.
• Daily reviews of individual Incident and Problem status against service levels
• Weekly management reviews
• Monthly management reviews
• Proactive service reports

Problem Management

Objectives:
• Stabilizing IT services through:
o Minimizing the consequences of incidents
o Removal of the root causes of incidents
o Prevention of incidents and problems
o Prevent recurrence of Incidents related to errors
• Improving productive use of resources

Tasks:
• Problem Control
• Error Control (including raising RfCs – Request for Change)
• Proactive Prevention
• Identifying Trends
• Management Information
• Posit Implementation Review (PIR)
Goal is to get from reactive or proactive. Stop problems from occurring / recurring.

Inputs:
• Incident details
• Configuration details
• Defined work-arounds

Outputs:
• Known Errors
• Requests for Change
• Updated Problem Records including work-arounds and/or solutions
• Response to Incident Management from Matching Management Information

Problem Control
• Identification
• Classification
• Assign Resources
• Investigation and Diagnosis
• Establish Known Error

Error Control
• Error Identification and Recording
• Error Assessment
• Recording Error / Resolution (Send out RfC)
• Error Closure
Known Error: An Incident or Problem for which the root cause is known and for which a temporary Work-around or a permanent alternative has been identified.

Proactive Problem Management:
• Trend Analysis
• Targeting Support Action
• Providing Information to the Organization
Known Errors resulting from Development should be made known to the Helpdesk. Reporting is also key for Problem Management.

Change Management

Objective: To implement approved changes efficiently, cost-effectively and with minimal risk to the existing and to the new IT infrastructure. Only approved changes made, risk and cost minimized.

Change Management Tasks:
• Filtering Changes
• Managing Change Process
• Managing Changes
• Chairing CAB and CAB/EC
• Review and Closure
• Management Information

Inputs:
• Requests for Change (RfC)
• CMDB
• Forward Schedule of Changes (FSC)

Outputs:
• Forward Schedule of Changes (FSC)
• Requests for Change (RFC)
• CAB minutes and actions
• Change management reports

Impact of change:
• Category 1
o Little impact on current services. The Change Manager is entitled to authorize this RfC.
• Category 2
o Clear impact on services. The RfC must be discussed in the Change
Advisory Board. The Change Manager requests advice on authorization and planning.
• Category 3
o Significant impact on the services and the business. Considerable manpower and/or resources needed. The RfC will have to be submitted to the board level (CAB/EC – Change Advisory Board / Executive Committee)

Priority Setting:
• Urgent
o Change necessary now (otherwise severe business impact)

• High
o Change needed as soon as possible (potentially damaging)

• Medium
o Change will solve irritating errors or missing functionality (can be
scheduled)

• Low
o Change leads to minor improvements

A change backout plan must always be possible.Change management always ends with a review of the change.

Change: The addition, modification, or removal of approved, supported or baselined hardware, network, software, application, environment, system, desktop build or associated documentation.

Request for Change: Form or screen, used to record details of a request for a change to any CI within an infrastructure or to procedures and items associated with the infrastructure.

Forward Schedule of Changes (FSC): Schedule that contains details of all the Changes approved for implementation and their proposed implementation dates.

Change Management Process
1. Request for a Change
2. Registration and Classification
3. Monitoring and Planning
4. Approve
5. Build & Test
6. Authorize Implementation
7. Implementation
8. Evaluate

Release Management

Objectives:
• Safeguard all software and related items
• Ensure that only tested / correct version of authorized software are in use
• Ensure that only tested / correct version of authorized hardware are in use
• Right software, right time, right place
• Right hardware, right time, right place

Tasks:
• Define the release policies
• Control of the Definitive Software Library (DSL)
• Control of the Definitive Hardware Storage (DHS)
• Distribute Software and Associated CIs
• Carry out S/W audits (using CMDB)
• Manage the software releases
• Oversee build of the software releases

Releases are done under the control of Change Management.
DSL : Definitive Software Library. Reliable versions of software in a single logical location. However, software may be physically stored at different locations.

Release Policy:
• Release Unit
• Full / Package / Delta Releases
• Numbering
• Frequency
• Emergency Change
Version Control:
• Development
• Testing
• Live
• Archive
Process:
• Software Control and Distribution (operational)
• Change Management (control)
• Configuration Management (control and administration)
Only process which creates its own policy.

Availability Management

Objectives:
• To predict, plan for and manage the availability of services by ensuring that:
o All services are underpinned by sufficient, reliable and properly
maintained CIs
o Where CIs are not supported internally there are appropriate contractual agreements with third party suppliers
o Changes are proposed to prevent future loss of service availability
• Only then can IT organizations be certain of delivering the levels of availability agreed with customers in SLAs.
Aspects of Availability:
• Reliability
• Maintainability: Maintenance you do yourself, as a company
• Resilience: Redundancy
• Serviceability: Maintenance done by someone else
Availability Information is stored in an Availability Database (ADB). This information is used to create the Availability Plan. SLAs provide an input to this process.

Unavailability Lifecycle

MTTR: Mean Time to Repair (Downtime) – Time period that elapses between the detection of an Incident and it’s Restoration. Includes: Incident, Detection, Diagnosis, Repair, Recovery, Restoration.

MTBF: Mean Time Between Failures (Uptime) – Time period that elapses between Restoration and a new Incident.

MTBSI: Mean Time Between System Incidents – Time period that elapses between two incidents. MTTR + MTBF.

“An IT service is not available to a customer if the functions that customer requires atthat particular location cannot be used although the agreed conditions under which the IT service is supplied are being met”

Simplistic Availability Calculation:
Agreed Service Hours – Downtime 100
------------------------------------------ X ----
Agreed Service Hours 1
IT Service Continuity Management
Why plan?
• Increases Business dependency on IT
• Reduced cost and time of recovery
• Cost to customer relationship
• Survival
Many businesses fail within a year of suffering a major IT disaster.

Business Impact Analysis:
Risk Analysis:
• Value of Assets
• Threats
• Vulnerabilities
Risk Management:
• Countermeasures
• Planning for potential disasters
• Managing a disaster
Risk Analysis: Based on the CCTA Computer Risk Analysis and Management Methodology (CRAMM)
Options:
1. Do nothing
2. Manual workarounds
3. Reciprocal arrangements
4. Gradual Recovery (cold standby)
5. Intermediate Recovery (warm standby)
6. Immediate Recovery (hot standby)
Cold start = accommodation. Environmental controls; power and communications Hot start = cold start + computing equipment and software
7 Sections of the Plan:
1. Administration
2. The IT Infrastructure
3. IT Infrastructure management & Operating procedures
4. Personnel
5. Security
6. Contingency site
7. Return to normal
Test and Review:
• Initially then every 6 to 12 months and after each disaster
• Test it under realistic circumstances
• Move / protect any live services first
• Review and change the plan
• All changes made via the CAB – Change Advisory Board
Contingency Plan:
• Assists in fast, controlled recovery
• Must be given wide but controlled access
• Contents (incl. Admin, Infrastructure, People, Return to normal)
• Options (incl. Cold & Hot Start)
• Must be tested regularly – without impacting the live service

Capacity Management

Objective:
To determine the right, cost justifiable, capacity of IT resources such that the Service Levels agreed with the business are achieved at the right time.

Objectives:
• Demand Management
o Business Capacity Management
• Workload Management
o Service Capacity Management
• Resource Management
o Resource Capacity Management

While doing the above, also need to do:
• Performance Management
o Internal and External Financial Data
o Usage Data
o SLM Data / Response Times
CDB – Capacity Data Base – Contains all Metrics, etc. Used to create a Capacity Management Plan. Performance Management Data populates the CDB.

Essentials:
• From Customer Demands to Resources
• Demand Management
• Workload Management
• Performance Management
• Capacity Planning
• Defining Thresholds and Monitoring
Application Sizing: To estimate the resource requirements to support a proposed application change to ensure that it meets its required service levels.

Modeling:
• Trend Analysis
• Analytical Modeling
• Simulation Modeling
• Baseline Models
• Used to Answer the “What If… “ questions
• Data for Modeling comes from the CDB

Financial Management

Objectives:
To provide information about and control over the costs of delivering IT services that support customers business needs. Costing is a must!
Input cost units recommended by ITIL:
• Equipment Cost Units (ECU)
• Organization Cost Units (OCU)
• Transfer Cost Units (TCU)
• Accommodation Cost Units (ACU)
• Software Cost Units (SCU)
Equipment = hardware
Organization = staff
Transfer = costs which IT incurs acting as an agent for the customer, they do not appear as a cost against the IT department’s budget

Accommodation = buildings
Software = software
Different Cost Types:
• Fixed - unaffected by the level of usage
• Variable - varying according to the level of usage
• Direct - usage specific to one service
• Indirect or Overhead – usage not specific to one service
• Capital – not diminished by usage
• Revenue or running – diminish with usage

Charging Objectives:
• Recover from customers the full costs of the IT services provided
• Ensure that customers are aware of the costs they impose on IT
• Ensure that providers have an incentive to deliver and agreed quality and quantity of economic and effective services

Charging and Pricing Options:
Charging:
• No Charging – IT treated as support center
• Notional Charging – IT treated as cost center
• Actual Charging
Pricing:
• Recover of Costs – IT treated as a service center
• Cost Price Plus – IT treated as a profit center
• Market Prices – IT treated as a profit center
Support and Cost centers used “soft charging” in which no money changes hands;

service and profit centers use “hard costing” in which money is transferred between bank accounts Profit centers focus on the value of the IT service to the customer Good Financial Management minimizes the risks in decision making

Main Processes:
Budgeting: The process of predicting and controlling the spending of money within the enterprise and consists of periodic negotiation cycle to set budgets (usually annual) and the day-to-day monitoring of the current budgets. Key influence on strategic and tactical plans.

IT Accounting: The set of processes that enable the IT organization to fully account for the way its money is spent (particularly the ability to identify costs by customer, by service, by activity).

Charging: The set of processes required to bill a customer for the services applied to them. To achieve this requires sound IT Accounting, to a level of detail determined by the requirements of the analysis, billing, and reporting procedures.


Service Level Management

Balance between the Demand for IT services and the Supply of IT services by knowing the requirements of the business and knowing the capabilities of IT.

Objectives:
• Business-like relationship between customer and supplier
• Improved specification and understanding of service requirements
• Greater flexibility and responsiveness in service provision
• Balance customer demands and cost of services provision
• Measurable service levels
• Quality improvement (continuous review)
• Objective conflict resolution

Tasks:
• Service Catalog
• Service Level Requirements
• Service Level Agreement
• Operational Level Agreements (OLA) and Contracts
• Service Specsheet
• Service Quality Plan
• Monitor, Review and Report
• Service Improvement Programs
• Customer Relationship Management

Minimum Requirements for an Agreement:
• Period
• Service Description
• Throughput
• Availability
• Response Times
• Signature

Other Possible Clauses:
• Contingency arrangements
• Review procedures
• Change procedures
• Support services
• Customer responsibilities
• Housekeeping
• Inputs and Outputs
• Changes

Ideally contracts are based on targets in the SLA SLAs must be monitored regularly and reviewed regularly

• Monitor to see if service is being delivered to specification
• Review to see if service specification is still appropriate

Saturday, July 12, 2008

Unified Communications Strategies

UC Strategies is an industry resource for enterprises, vendors, system integrators, and anyone interested in the growing Unified Communications arena. A supplier of objective information on Unified Communications, UC Strategies is supported by an alliance of leading communication industry Advisors, Analysts, and Consultants, who have worked in the various segments of Unified Communications since its inception.

Communication Enabled Business Process

The goal of Communication Enabled Business Process (CEBP) is to optimize business process by reducing the human latency that exists within a process flow. For example, a mortgage approval process may be experiencing human latency because the person assigned to providing an approval is on vacation or busy working on something else. To reduce this latency, CEBP leverages Unified communications capabilities (i.e. UC services) by embedding them into the business process flow. The result is a more efficient, more automated closed-loop process; translating into significant ROI.
If the person does not provide the necessary approval within a designated period of time then the business process would invoke a UC service such as “notify and respond” from an IP PBX, voice portal/IVR, conferencing application, etc. These embedded UC services would “notify” the person that they need to do something. If the person does not “respond” to the notification then it can be escalated to a manager in the same manner.
In fact, there are a number of UC services that could be embedded within a business process to reduce human latency. These could include: conference [on demand], alert, escalate, contact resident expert, etc.; all of which create measurable business value.
The great thing about CEBP is that it can be applied horizontally across different lines of business and different industries. Virtually every business process is hampered by human latency. Some other use cases that CEBP can be applied to include: roadside assistance, stock portfolio alerts, personal information loss, claims processing, inventory management, etc. Here is a more detailed example:

Alpine VIVA: Status Of Construction till 29th June 2008

Alpine VIVA: Status Of Construction till 29th June 2008


















Wednesday, June 11, 2008

Alpine VIVA Owners don't know when to expect the flat delivery

Alpine VIVA Owners don't know when to expect the flat delivery, Extreme delays in the project completion. Mr. S A Kabeer, Chairman and Managing director of Alpine Housing don't want to talk to any individual buyer of Alpine VIVA.

The joy of living.

Close to the Sai Baba Ashram in Whitefield. At the heart of the IT Corridor of Bangalore, yet far away from the maddening crowd. Distinguished by India's largest residential fountain that gushes to a majestic 150-ft in the midst of a specially designed water body, attached to a modern Club House.

80% of space at Alpine Viva is reserved for nature - landscaped gardens, walkways, arbors and secluded seating invite you to step out of your home and experience the pleasure of owning a remarkable landmark in the Bangalore skyline.

Alpine VIVA - Location Map


Wednesday, June 04, 2008

Smart apps for email, documents, sites and more.

Google Apps has what you need to power up your organization
Google Apps brings together essential services to help your business, school, group or family communicate and collaborate more effectively. These services are powerful, easy to set up, require no maintenance, and you can get them for free. Everything is unified by the Start Page, a central place for your users to preview their inboxes and calendars, access your essential content, and search the web. Administrators can choose to deploy a mix of the communication and collaboration products listed below.

Communicate and connect
Gmail -- Offer custom email addresses to your organization with up to 25 gigabytes of storage for each account, search tools to help people find information fast, plus instant messaging and calendar tools built right into the email interface.
Learn more

Google Talk -- Your users can call or send instant messages to their contacts for free -- anytime, anywhere in the world. File sharing and voicemail is included, too.
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Google Calendar -- Your users can organize their schedules and share events, meetings and entire calendars with others. Your organization can also publish calendars and events on the web.
Learn more

Collaborate and publish
Google Docs -- Your users can create documents, spreadsheets and
presentations and collaborate with each other in real-time right inside a web browser window. Learn more

The Start Page -- A central place for your users to preview their inboxes and calendars, access your essential content, and search the web.
Learn more

Google Sites -- Work together to keep related documents, web content and other information in one place, on one site.
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Don't see something you want?
Google App Engine -- Develop and test new apps for your users with a free preview of Google App Engine. Because it's a preview, Google App Engine is available on a limited-signup basis. As Google App Engine evolves you'll be able to build apps restricted to just your users, integrated with the admin console, served from custom URLs at your domain, and hosted on Google's infrastructure.
Learn more

Getting help
24/7 support options -- Get answers to your questions from our comprehensive online knowledge base, or participate in our Google-moderated user-to-user support community. We also respond to support questions over email, and offer 24/7 assistance, including online and phone support, for administrators using Google Apps Premier and Education Editions.
Learn more