Spikenet Support Process Guide – V1.

SpikeSource Confidential Document

DEFINE SCOPE OF SUPPORT
ESTABLISHING PERFORMANCE STANDARDS
A – Individual Support Matrix
B – Cross Team Escalation Management
C – Customer interaction Management

PERFORMANCE ENHANCEMENT TOOL

Knowledge Base
SpikeSource University
Motivational Exercises – On Spot Quizzes, Power Hours, Recreation Trip , Rewards and Incentives

COMMUNICATING THE STANDARDS

Please explain the standards clearly and so that individual
and team understand their roles and to know what exactly
is expected from them.

MEASURING THE ACTUAL PERFORMANCE

A selection of the appropriate techniques of measurement

COMPARING THE ACTUAL WITH THE DESIRED PERFORMANCE

Finding the deviations in the performance of the employees
from the standards set.

DISCUSSING RESULTS
Solving the problems faced and motivate the employees
to perform better.

DECISION MAKING
Take required corrective actions, or the related
HR decisions like rewards, promotions, demotions and transfers.
 Customer facing details

Support hours - 8 am IST - 5 pm IST

General Support # - (4181-0800) - SpikeIT, EXT 852
Service Level Agreements – Please Refer to the Cross Team and Customer SLA document
S1 - 4 business hrs MUST call (080) (4181-0800) - to log S1 issue
S2 - 12 business hrs
S3 - 24 business hrs
Support Portal - website login required @ http://www.spikesource.com/otrs/customer.pl
FAQ, Case History/Updates, Support Guidelines available

SCOPE of support includes

Configuration, installation, integration and maintenance of issues.

support of the SpikeNet client and the update process and workflow.
component support any issue where a component is built (compile flags), delivered in a way that
changes expected behavior of component. DISCLUDES - top-to-bottom LEVEL 3 Component Support
(Developer Support).
Opting - Technical support will take cases from prospects and customers based on the product functionality delivered for Phase 1.
Functionality of product delivered is not yet available. Specifics to be determined based on product definition. Generally, the
following is expected to be the scope of support: Installation, Configuration and Integration Usage for each:
Shipped reference stacks.

LAMP/WAMP
LAMJ/WAMJ
WISP
Inventory tool
Security Vulnerability Assessment tool
Workflow functionality ??
Sub-system API's ??
Published default databases ??
Each MAJOR system ??
Integration of all components in auto-generated dev-ready stack ??
Maintenance of all components in dev-ready stack (depending on SpikeNet role) ??
Documentation support
Questions on specific how-to for individual components will be 'best effort'.
Delivery and support of emergency patches / rollups (post release) NOTE Anticipated support case volume - 95% pure factory related
Internal FAQs
Previous support cases
Engineering knowledge
Google search
Apache/Jakarta forums
SourceForge net forums
SpikeSource developer website
Will take cases and work with customers on issues with Cert Portal and Kit
AI - need to understand how to use portal/need support team logins

To be determined / Questions / Risks & Dependencies

Beta or early customer list? Support typically executes the plan with set of customers.
executes - scheduled meetings with customers to get feedback on product goals/early program goals
Certification Kit Support?
Who & How will the kit be delivered? Owner of Portal? Support engineers will need to understand customer experience using portal.
Alerts Subscription - is the the same as Event Gateway? What is the customer facing experience?
From point of sale, what is the onboarding flow (if different than other sales)?
NO DOC TEAM
 ESTABLISHING PERFORMANCE STANDARDS

Individual Support Matrix

Parameters of Productive Individual Support Matrix
1) Quality Factors :-
Job Knowledge - Understanding of present job duties and related work 
Job Skills – Demonstrates Skills for job performance. 
Quality of Work – Accuracy/Neatness and effectiveness of work performed. 
Quality of Service – Willingness to exhibit a caring attitude, courteous, rapport building and promptness. 
Judgment – Ability to organize and achieve logical conclusion in a timely fashion. 
Dependability -: Performance of Job duties in the absence of direct or indirect supervision. 
Adaptability / Flexibility-The ability to successfully alter activities to cope with demands of new situations that
require acceptance and support. For example, being open to Ideas and suggestions from others. 
Initiative - Resourcefulness, self- willingness to accept and ability to carry out responsibility. 
Communication Skills :-Ability to communicate with others orally or in written
Attendance - Attendance and punctuality 
Relationship with people – harmoniously and effectively with others 
Promotion of Team Work. 
Supervisory Skills - Organizational and Administrative Effectiveness and Efficiency –The Lead’s ability to
plan, implement and administer. 
Leadership –The extent to which the supervisor is able and willing to effectively guide, develop and set a
Positive example for others. 
2) Low Average Handling Time – Time Taken to Resolve an Issue
3) High First Time Resolution - Resolution given in the first time resolved customer issue.
4) High Customer Satisfaction Scores – Customer Surveys with excellent ratings.
5) High Work Time Ration - Difference between Total Work Time and Actual Time Worked.
6) Adherence to Defined Process - Quality of Work as Per the Defined Process
7) Excellent Quiz scores – Excellent Marks in monthly quizzes
8) Extra initiative and Attitude – Initiative taken to improve the quality of work or environment to the
existing process or taken cross-team initiatives.
PERFORMANCE ENHANCEMENT TOOL
Knowledge Base Eg – http://www.triviumsupport.com
SpikeSource University - http://www.triviumsupport.com
Motivational Exercises -
• Understanding aspiration of the employee and helping him to put him
through a road map.
• Monthly One-O-One Meetings
• Monthly Performance Reviews
• Personal Comfort and Freedom of Work
• Freedom to employees for taking holiday of their own choice.
• Helping employees to have excellent communication and inter-personal
skills.
• Training and Skill Transfer Sessions.
• On Spot Quizzes
• Power Hour
• Recreation Trip
• Rewards and Incentives
 COMMUNICATING THE STANDARDS

Once set, it is the responsibility of the management to communicate

the standards to all the employees of the organization.
The employees should be informed and the standards should be
clearly explained to the. This will help them to understand their roles
and to know what exactly is expected from them. The standards
should

also be communicated to the appraisers or the evaluators and if

required, the standards can also be modified at this stage itself
according to the relevant feedback from the employees or the
evaluators.

Methods of Communication :-
Written Document
One-O-One Meeting
 MEASURING THE ACTUAL PERFORMANCE

The most difficult part of the Performance appraisal process is measuring

the actual performance of the employees that is the work done by the
employees during the specified period of time. It is a continuous process
which involves monitoring the performance throughout the year. This
stage requires the careful selection of the appropriate techniques of
measurement, taking care that personal bias does not affect the outcome of
the process and providing assistance rather than interfering in an
employees work.
COMPARING THE ACTUAL WITH THE DESIRED PERFORMANCE -
Finding the deviations in the performance of the employees from the
standards set.

The actual performance is compared with the desired or the standard

performance. The comparison tells the deviations in the performance of
the employees from the standards set. The result can show the actual
performance being more than the desired performance or, the actual
performance being less than the desired performance depicting a negative
deviation in the organizational performance. It includes recalling,
evaluating and analysis of data related to the employees’ performance.
DISCUSSING RESULTS - Solving the problems faced and
motivate the employees to perform better.

The result of the appraisal is communicated and discussed with

the employees on one-to-one basis. The focus of this discussion
is on communication and listening. The results, the problems
and the possible solutions are discussed with the aim of
problem solving and reaching consensus. The feedback should
be given with a positive attitude as this can have an effect on the
employees’ future performance. The purpose of the meeting
should be to solve the problems faced and motivate the
employees to perform better.

DECISION MAKING

The last step of the process is to take decisions which can be

taken either to improve the performance of the employees,
take the required corrective actions, or the related HR
decisions like rewards, promotions, demotions, transfers etc.
 Support Call Total & Average handling Time

4th Quarter September To December

3rd Quarter – July To September

Engineers Engineers
180 166:30:00
Ashok 0:55:33 5 Ashok 128 108:00:00 0:51:09 6

170 148:50:00 Priya 174 130:50:00 0:45:00 4

Priya 0:52:50 4
Tona 148 141.00:00 0:57:00 3
Tona 150 132:00:00
0:52:40 2 Total 20 15:50:00 0:47:50 2
Total 500 447:40:00 53.51 11
Ashok 470 395:40:00 66.86 15
 Support Call Total & Average handling Time

4th Quarter September To December

3rd Quarter – July To September

Engineers Engineers
180 166:30:00
Ashok 0:55:33 5 Ashok 128 108:00:00 0:51:09 6

170 148:50:00 Priya 174 130:50:00 0:45:00 4

Priya 0:52:50 4
Tona 148 141.00:00 0:57:00 3
Tona 150 132:00:00
0:52:40 2 Total 20 15:50:00 0:47:50 2
Total 500 447:40:00 53.51 11
Ashok 470 395:40:00 66.86 15
 Suite Two and Servelet Stack incident Break up

4th Quarter September To December

500

3rd Quarter – July To September

403 403
400

300

200

100

Total CA/CES Incidents Opened

Total CA/CES Incidents Closed
Total CA/CES Incidents Pending

Suite two Servelet Stacks

Suite two Servelet Stacks
           
           
Don 47 45 2 40 37 3
110 110 0 40 40 0
Don Anish 151 145 6 23 21 2
120 120 0 10 10 0 117 110 7 31 29 2
Anish Vijay

112 112 0 11 11 0 Lall 7 7 0 3 3 0

Vijay
Total 322 307 15 97 90 7
Total 342 342 0 61 61 0
 Development Escalations

4th Quarter September To December

3rd Quarter – July To September

Suite two Escalations Servelet Stacks Escalations Suite two Escalations Servelet Stacks Escalations

                       

20 20 0 13 13 0 12 8 4 5 3 2
 Support objective for the 1st quarter
2008

1) 90 % PERCENT or MORE - FDR – FIRST DAY

RESOLUTION

2) 50 Minutes or less AHT – AVERAGE HANDELING

TIME

3) 85% CSAT/DSAT - END USER /DEALER/

SATISFACTION/DISASTISFACTION MATRIX.

CSAT will be measured on Number of Survey actually

responded by EU.