Thursday, July 5, 2012

How to pass PMP within Three months, A three step guide! and in Less than $1100

Passing PMP , a laborious, boring, tedious, time consuming and  sometimes confusing as lot of people , lot of resources, several views , Ultimately  I passed PMP in March 2012 exam and I would like to publish an ebook to help PMP aspirants in passing the exam in their first attempt and within specified budget which is less than $1062 ( Imagine $5000 charged for classes by trainers) . The guide helps you what books/material  need to purchase, what classes to attend to get PDUs, what are the fees how to apply for PMP,

The ebook covers

Step1: Where to Start

First things first! The books explains you clearly where to start and next steps!

Step2: Books and other material to buy

Its unfortunate that there is a bundle of information available in the market and you may buy  several books from many publishers adding to your preparation time and cost and some times never ending journey.

Step 3: Preparation plan

A good , simple and easy plan for 2 months preparation plan in excel spread sheet to help you study and plan for the exam

On line Help/ forums

I will give list of on-line forums which help you clarify your doubts and for further help

all will cost you $10 and you can read sample here

Wednesday, December 28, 2011

My Post - Avoid Several Restarts of Siebel (SWSE) Web Server After Each Build

When changes made to the browser scripts, customized images, style sheets, help files these files are copied to the respective folders under Siebel root/ Siebel Server/ Webmaster. To synchronize the changes to the web server, The Siebel web server usually restarted.

Restarting the Siebel web servers after each build is tedious task when you have several builds from development to testing or other environments.

to continue reading.....

Constraining PIck List Based On Positions

Hi Friends

I have got the following requirement:

I have an LOV type Account_type and values Gold,Bronze and Silver. I have got two positions
Rep and Manager. Now the requirement is Rep cant see the Gold and Manager need to see all values.


One way is using scripting as in the following link

The other way is configuration.

Create profile attributes for the position and give values rep as 01 and manager as 02.
Please see some where on the web for this step

create calculated filed and put the value as GetProfileAttr("Yourprofileattributeinstep1")


Select the filed in BC which has the pick list for that particular LOV and add constraint
as below

Filed: Calculated filed created in step2 and
picklist field as your subtype field in picklist generic BC


Create LOVs as below

Type  Value  subtype
Account_type Gold 2
Account_type Silver 1
Account_type Silver 2
Account_type Bronze 1
Account_type Bronze 2

The Catch:

The calculated field should get the value as 2,1 for Manager and Rep.

Hope this could help you.

Monday, December 26, 2011

IRC Chat Siebel

Hello Siebel Guys... here is the IRC Chat for Siebel

Siebel IRC Chat

Siebel Support Transition Planning Template

I have prepared a knowledge transition plan in one of my projects for getting the project from onsite( vendor support ) to offshore and operationalise the support with the internal support team. I hope this will definitely will help and save the time to the fellow managers when they need to work on acquiring Siebel support projects/vendor transition.

Keywords: Siebel Support planning, Knowledge acquisition of Siebel support, operationalise Siebel Support

You can download the same from the below link from Google docs.Siebel Support Transition Plan - Template

Friday, December 23, 2011

How to manage application with vendors effectively

One of my friends was asking me how to manage the vendor so that we have smooth operations and IT support without having major or minor hiccups in the vendor-buyer relationship and support process.

The approach and management of the vendor depends and changes based  on whether is it existing relationship or is it new contract and I am concentrating on the former in this blog. If it is existing relationship and vendor already supporting the systems, We need to plan very carefully as it involves understanding the existing systems, taboos, formal and informal communication systems, problems and solutions, team dynamics and need for improvements.

In order to manage the vendor relationship positively and effectively, I have divided this blog post in to five major areas to get the grip on the entire system and maintain the momentum.
  1. Stake holders
  2. Applications supported and sensitive application areas, previous issues, problems and solutions, organizational assets and processes (SLAs, Model templates and Communication channels),
  3. Support planning
  4. Execution
  5. Monitoring and Controlling

Vendor management cannot be done in isolation without understanding details of the above five major areas. Let us look into the details of the each area.
  1. Stakeholders:

What we need to know?

We need to identify the stakeholders and prepare the list of all the stake holders (both Internal and external). After finishing the identification of the stakeholders, classify these stake holders  based on their power, legitimacy and influence based on salience model described.

Understand the stakeholders’ needs in terms of their area of interest viz-a-viz application, reporting requirements, problem areas, previous escalations etc., Once we understand these details, we get sense of the overall user base, organizational structure, various stake holder, their needs and their priorities.

How do you get it? Tools and Techniques.
  1. Conducting meetings
  2. Reading available documents - organizational process assets.
  3. Meeting/interviewing people personally.
  4. Consult senior managers for help and feedback

  1. List of all stakeholders.
  2. Stakeholders' business needs.
  3. Stakeholders' priorities.
  4. Understanding of the reporting needs.
  5. Classified list of Stakeholders - power, influence, who can help and who need information etc,
  6. Application users,
  7. List of vendors and the teams
  8. Applications - vendors support  matrix
  1. Support processes and the application

What we need to know?

Once you get the fair idea of the stake holders, their priorities and needs, the next step is to understand support process and the applications the organization is supporting. Find out the list of services, application areas, communication channels, escalation points, reporting formats and requirements, out of the office hours supporting mechanisms, terms and conditions in SLAs, on call support and costs, target requirements.

After understanding the support process, you would get an idea of the applications being supported, priority and sensitive areas of the services supported by the vendor, list of problems, implications and solutions.

How do you get it? Tools and Techniques.
  1. Study the SLAs
  2. Meet the users and browse through the applications
  3. Guided application/s navigation
  4. Organize user meetings
  5. Study previous reports/formats
  6. Stakeholder-Report matrix.
  7. Vendor team and capability matrix

  1. List of services and application supported by the vendor
  2. Priority of the services/applications
  3. Urgency/Importance of the services
  4. Reports by the vendor
  5. Reports by the business and to the business
  6. Communication channels - formal and informal communication
  7. Escalation process
  8. Understanding the support system – Help desk, remedy, same time etc.
  1. Support planning

It involves planning for all the activities that requires successful planning of all activities need to be done.

What we need to know?

Once we have the above list of supported applications, users and its matrix's, you plan for regular routine activities and new enhancements to support the system smoothly.  We need to identify daily routines such as any incidents/requests opened, priority, issue logs, check lists of support activities, weekly routines such as meetings, status reports and monthly routines and so on and clear plan of action for the routines and change request which are result of bugs. For example, If we get new enhancement who will approve it, time taken for change implementation, go live etc.

How do you get it? Tools and Techniques.

We need to take all the outputs from the previous process and analyze, prepare lists of routine activities of daily, monthly nature and ad-hoc activities. Prepare list of reports and formats and users of these reports. If you get any doubt, go back to the previous steps and repeat it until clear idea of the planning. Discuss with the senior mangers of the planning process and get inputs from them and modify your plan.

Meet the vendor team and understand the work culture, abilities,team structure and reporting organization. This will help you in understanding the team dynamics and abilities of the vendor team and results in better estimation of the work load and planning.


You have the clear plan of what are all the things you need to do regularly
  1. List of daily , weekly activities and monthly activities
  2. Change control process and implementation
  3. Reports and reviews plans and formats
  4. Vender reports and meetings and its frequency
  5. Issue logs and regular updates to issue logs.
  1. Execution

This stage involves performing all activities we have planed in the previous step.

What we need to know?

We need to work with the Vendor/the team and business users to provide the good support regularly. We need to have constant look at the issue logs, all routine activities and report to the business users periodically and incorporate the changes into the plan/process. We also need to send and get reports from vendors regarding the status of the incidents and enhancement requests and verify the same..

How do you get it? Tools and Techniques.
  1. Always well inform the vendor on the priorities and issues.
  2. Inform the vendor on business implications
  3. Use effective communication channels such as phone calls / meetings/Personal visits
  4. Regularly report the issue status and have the live issue log
  5. Regular follow up
  6. Share metrics with the users and vendors.
  7. Root cause analysis

  1. Status of the support and enhancement
  2. Problems faced by business and vendors – related to technical/business
  3. Performance against the targets
  4. Issues which need to planning
  5. Feedback from the existing systems and processes.
  6. New changes and planning
  7. Incident patterns
  8. root cause
  1. Monitoring and Controlling

It involves looking into the processes which are planed and executed for smooth support process are running/ working properly and correcting activities which are not as per the plan/not able to achieve desired output so that we are back on track to have good customer satisfaction.

What we need to know?

we need to measure the performance against the the plan and take corrective actions. To do this we need to do the below activities.
  1. Progress against the plan
  2. List of activities and its percentage completion
  3. Process and plan revisions
  4. Status of the tickets

How do you get it? Tools and Techniques.
  1. Have the reports and verify it. Ensure things are as per the plan. Information is correct and accurate.
  2. Issue logs and status
  3. Metrics analysis and plan for the resolutions for it
  4. Have regular formal and informal meetings, feedback.
  5. Surveys with internal and external stakeholders and action plans
  6. Earned value metrics for enhancements/major changes
  7. Status meetings

  1. Changes to the plans and activities
  2. Changes to the support system
  3. Plan for the new changes
  4. Improved reporting systems
  5. Enhanced customer satisfaction.
  6. feedback to the vendor

Sunday, October 28, 2007

Rename a File in Batch File

The Following helps in renaming a file using datatime stamp

// you are creating date stamp variable

FOR /F "tokens=1-4 delims=/ " %%i in ('date/t') do set d=%%k%%j%%l

// you are creating Time stamp variable

FOR /F "tokens=1-9 delims=:. " %%i in ('time/t') do set t=%%i%%j
// Here Renaming

ren abcd.doc new_%d%%t%.doc