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Standard Flow (Delivery Implementation (Performance consultant schedules…
Standard Flow
Delivery Implementation
12b. Performance consultant plans intake with the customer for the Ymonitor chain (Ymonitor specific)
Ymonitor transactions should be scripted with a technical reason, not just because the customer wants to measure this. I.e. we script a specific transaction because it tells us something about domain isolation if a specific transaction fails. This will help with creating the customer value when an alert is triggered.
- Ymonitor chains are scripted
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- Performance consultant creates a 'Design document' which describes all the transactions that will be monitored, and which result is to be expected when a transaction takes place. Any deviation on the expected result will be prompted as an Alert. Share document with DK
- Performance consultant schedules the following meetings with the customer
Normally this is done after a period of two weeks, monitoring should be in place a some stable insights should be available.
15a. Alerting When should be trigger alerts, and to whom should we send the alerts? By SMS, e-mail ?
- Availability: best practices 2 out 3
- Performance: auto thresholding or static thresholds based on percentile
15b. Dashboarding What would the customer like to see? Whom should see the dashboards? Is it possible to have a TV screen present in the room for the target audience of the dashboard.
15c. Reporting Which reporting is required by the client? what is the distribution list for this report? and at what frequency of the report is required?
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- Performance consultant configures the client requirements of point 15 into Ymonitor.
- Service Delivery Manager schedules a (bi-weekly?) recurring performance meeting with the client, the assigned performance consultant and the Service Delivery Manager
Agenda points
Are you happy with our service? and are all of the implemented chains still of value? if not, how come?
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Do we see a trendline in the performance graphs, and what is the root cause of it?
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Are there any obstruction for the delivery of the Ymonitor service ? (non cooperative employees at the customer, no follow-ups on agreed action points since last meeting etc.)
Important: from this moment in time Ymor is in the lead of these meetings. We need to implement awareness on end user perspective insights. Customers tend to think from a technical/SLA perspective, this needs to change
12a. Kick-off at customer, important for Delivery to understand the goal of the customer. Monitoring itself is never the goal
Solution Management
- Create a technical solution (from the Ymor portfolio) which provides an answer to the problem the customer has.
- Verify the proposed solution with the customer
- on customer approval on the solution create a quote
- Solution Management schedules a meeting with the customer delivery team (SDM + assigned performance consultant) to do a hand-over of the agreed solution. This will include the handover document (excel)
- Account manager takes over and gets customer signature. On signature.
- When Delivery declares the use-case of the customer (value the solution has to offer) is clear and the timelines are doable the hand-over to delivery is complete, Sales is done with this assignment. Start flow Delivery
Account Management
- What is the problem of the customer? And why is this a problem for them?
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- Am I speaking with the decision makers?
- Can i plot one of the following Ymor services on a high level
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- Involve Pre-sales to scope the solution (Start Pre-sales branch)
Delivery Exploitation
- The delivery team informs the client when an alert is triggered. they will tell the customer what happened the the most likely cause of the incident so the customer can take preventive actions.
- The delivery team contacts the client on 'strange' deviations of the Ymonitor chains.
- The delivery team proactively asks the customer what their wishes are to supply sales with new contact moments at the customer.
- When the delivery team hears of a major incident at the client side, review the monitoring to see if we should've seen this incident or supply sales with means to start an expansion of our services.
- In effect of all planned meetings (performance meeting). Important to start from a technical perspective and get on control of that part. From there on we want to get in touch with the business and involve them as well. Discussion about Apdex should be started.