1.

Providing reliable and secure ICT services in support

ICT System: IT Infrastructure along with services (hardware, software, network, telecommunications)
Reliability: IT systems’ abilities to perform a certain function and operations in response to a project need
or upgrade, without any performance issues or potentially failure.
Scope covered under Ensuring Reliability:
 Down-Time Statistics: A record of any IT system failure or “down time”
 Disaster Recovery Plans: Internal processes and procedures to protect and recover your company’s
IT systems
 Back-up Process: The process of storing and archiving essential business data that can be restored in
the case of any system failure or data loss
Security: ICT security refers to relevant incidents as well as measures, controls and procedures applied by
enterprises in order to ensure integrity, confidentiality and availability of their data and ICT systems.
2. full lifecycle (Sourcing, Planning, design, development, test, implementation, administration, maintenance
and support, decommissioning) of Information and Communication Technologies systems and services:
Sourcing: On-shoring, Off-shoring or Near-shoring of IT System and Services
Planning: Goal oriented, Milestones to achieve the goal is defined, scheduling, implementation planning,
stakeholders recognition, retirement date determination
Design: Describes how each milestone is achieved? Produces detailed step-by-step procedures in form of
diagrams (Flowchart, Use Cases, DFDs, etc.) or textual description (Algorithms, pseduocode etc.), Test cases
are defined, Acceptance Thresholds are determined, framework and methodology required for development
are determined
Development: Formulation of design into product, pure technical part, different frameworks and
development methodologies are used
Test: During the development and after the completion of development, Alpha testing, Beta testing, User
Acceptance Testing depending on system,
Implementation: Deployment of system. Hardware and Software infrastructures are installed, End users are
trained and communicated properly, Required migration and upgradation are carried out
Administration: Ensuring smooth performance and availability of the system. Regular monitoring,
communication (reporting) etc are carried out
Maintenance and Support: Upgradation, patching of the system. Troubleshooting. Updating. End user
support.
Decommissioning: Retire system on basis of its usefulness and aging (When? and Why?) . When the IT
System or services no longer serves a useful purpose, it needs to be dismantled and the site made available
for other uses.
3. Local and Wide Area Networks, Unified Communications, Internet, Intranet, World Wide Web, Data
Centre services, Business Systems, Infrastructure Systems, Mobility (remote access) and underpinning
services, systems and contracts
LAN: collection of devices connected together in one physical location, such as a building, office, or home
WAN: it spans beyond a single building or large campus to include multiple locations spread across a specific
geographic area, or even the world
Unified Communication: Unified Communications, often abbreviated to simply UC, refers to the way
different forms of communication tools in the digital workforce interact and collaborate. By unifying phone
calls, web conferencing, SMS, and email among others, team members are able to share and access data and
collaborate in real-time over an internet connection.
Internet: a global computer network providing a variety of information and communication facilities,
consisting of interconnected networks using standardized communication protocols.
Intranet: A private network contained within an enterprise that is used to securely share company
information and computing resources among employees.
World Wide Web: An information system enabling documents and other web resources to be accessed over
the Internet. Web is one of many applications built on top of the Internet.
Date Center Services: Data center services is a collective term for all the supporting components necessary
to the proper operation of a data center. This includes all the implementation, maintenance and operation
of a data center. As such, data center services can involve hardware, software, processes and personnel.
 Hardware installation and maintenance
 Managed power distribution
 Backup power systems
 Data backup and archiving
 Managed load balancing
 Controlled Internet access
 Managed E-mail and messaging
 Managed user authentication and authorization
 Diverse firewalls and anti-malware programs
 Managed outsourcing
 Managed business continuance
 Continuous, efficient technical support
Business Systems: A business system is a defined set of principles, practices and procedures that are applied
to specific activities to achieve a specific result.

EXAMPLES OF BUSINESS SYSTEMS

Lead Generation Customer Service Purchasing

Sales Conversion Hiring Inventory Management

Website Training Shipping

Pricing Accounting Information Systems

Operations Payroll Safety

Order Fulfillment Collections Custodial

Remote Access: Access to an organizational information system by a user (or an information system)
communicating through an external, non-organization-controlled network (e.g., the Internet).
 Work from Home: work being done remotely, instead of at an office. The acronym “WFH” is used as a
nickname for the concept. Many organizations transitioned their employees from the office to WFH during
the Coronavirus global pandemic. Security is the main concern for this (VPN connection; ZTNA – Zero Trust
Network Access).
Underpinning Services, Systems and Contracts: ITIL defines an Underpinning Contract as a Contract
between an IT Service Provider and a Third Party. The Third Party provides goods or Services that support
delivery of an IT Service to a Customer. The Underpinning Contract defines targets and responsibilities that
the Service Provider will use to determine Service Level Targets and Packages.
Underpinning Contracts (UCs) are similar to OLAs (Operation Level Agreements), but while OLAs are
generally within the parent organization, UCs are generally between the organization and outside vendors.

4. Leads the sourcing or development of ICT solutions in area of expertise, including but not limited to:
Managed Services, ICT Outsourcing, and/or Unified Communications / Telecommunications and
associated technologies
In sourcing or development of ICT solutions, a lead is responsible for providing technical guidance and
mentorship to a team of ICT solution developers/provider.
5. Leads the development of technical specifications for procurement of equipment and services; evaluates
vendor proposals, performs tests and recommends selection of offers as per technical evaluation
An efficient procurement life cycle helps organizations obtain the right goods and services at the right time
while minimizing unnecessary costs.

6. Supports the establishment of equipment and service contracts and serves as the contract focal point on
the delivery of services, effectively managing the contract throughout its lifecycle
DC – DR contract
7. Analyze current state of infrastructure and services and proposes modifications with a view of improved
services, decreased complexity / support requirements and/or decreased total cost of ownership
 VM Virtualization
 Containerization, Container Management
 Data Center Establishment (Conventional to Integrated Modular Data Center)
8. Leads the engineering, design, installation, commissioning and decommissioning of ICT infrastructure
systems. Leads the introduction of new systems while managing legacy systems throughout their lifecycle
 Data Center Establishment (Conventional to Integrated Modular Data Center)
 Desktop Based App to Web Based App
 APIs for business integration with external parties (NCHL, Banks, Nagarik App etc.)
 Online Business Process
9. Creates and maintain documentation, in particular Standard Operating Procedures, Work Instructions, and
documentation describing the functioning of the infrastructure
10. Manages ICT Projects as per the Information Services Branch project management standards and Prince2
standards
Directing a Project
Directing a Project runs from the start-up of the project until its closure. This process is aimed at the Project
Board. The Project Board manages and monitors via reports and controls through a number of decision
points.
The key processes for the Project Board break into four main areas:
 Initiation (starting the project off on the right foot)
 Stage boundaries (commitment of more resources after checking results so far)
 Ad hoc direction (monitoring progress, providing advice and guidance, reacting to exception
situations)
 Project closure (confirming the project outcome and controlled close).
 This process does not cover the day-to-day activities of the Project Manager.
Starting up a Project
This is the first process in PRINCE2. It is a pre-project process, designed to ensure that the pre-requisites for
initiating the project are in place.
The process expects the existence of a Project Mandate which defines in high level terms the reason for the
project and what outcome is sought. Starting up a Project should be very short.
The work of the process is built around the production of three elements:
 Ensuring that the information required for the project team is available
 Designing and appointing the Project Management Team
 Creating the Initiation Stage Plan.
Initiating a Project
The objectives of Initiating a Project are to:
 Agree whether or not there is sufficient justification to proceed with the project
 Establish a stable management basis on which to proceed
 Document and confirm that an acceptable Business Case exists for the project
 Ensure a firm and accepted Foundation to the project prior to commencement of the work
 Agree to the commitment of resources for the first stage of the project
 Enable and encourage the Project Board to take ownership of the project
 Provide the baseline for the decision-making processes required during the project's life
 Ensure that the investment of time and effort required by the project is made wisely, taking account
of the risks to the project.
Managing Stage Boundaries
This process provides the Project Board with key decision points on whether to continue with the project or
not.
The objectives of the process are to:
 Assure the Project Board that all deliverables planned in the current Stage Plan have been
completed as defined
 Provide the information needed for the Project Board to assess the continuing viability of the project
  Provide the Project Board with information needed to approve the current stage's completion and
authorise the start of the next stage, together with its delegated tolerance level
 Record any measurements or lessons which can help later stages of this project and/or other
projects.
Controlling a Stage
This process describes the monitoring and control activities of the Project Manager involved in ensuring that
a stage stays on course and reacts to unexpected events. The process forms the core of the Project
Manager's effort on the project, being the process which handles day-to-day management of the project.
Throughout a stage there will be a cycle consisting of:
 Authorising work to be done
 Gathering progress information about that work
 Watching for changes
 Reviewing the situation
 Reporting
 Taking any necessary corrective action.
This process covers these activities, together with the on-going work of risk management and change
control.
Managing Product Delivery
The objective of this process is to ensure that planned products are created and delivered by:
 Making certain that work on products allocated to the team is effectively authorised and agreed
accepting and checking Work Packages
 Ensuring that work conforms to the requirements of interfaces identified in the Work Package
 Ensuring that the work is done
 Assessing work progress and forecasts regularly
 Ensuring that completed products meet quality criteria
 Obtaining approval for the completed products.
Closing a Project
The purpose of this process is to execute a controlled close to the project. The process covers the Project
Manager's work to wrap up the project either at its end or at premature close. Most of the work is to
prepare input to the Project Board to obtain its confirmation that the project may close.
The objectives of Closing a Project are therefore to:
 Check the extent to which the objectives or aims set out in the Project Initiation Document (PID)
have been met
 Confirm the extent of the fulfilment of the Project Initiation Document (PID) and the Customer's
satisfaction with the deliverables
 Obtain formal acceptance of the deliverables
 Ensure to what extent all expected products have been handed over and accepted by the Customer
 Confirm that maintenance and operation arrangements are in place (where appropriate)
  Make any recommendations for follow-on actions
 Capture lessons resulting from the project and complete the Lessons Learned Report
 Prepare an End Project Report
 Notify the host organisation of the intention to disband the project organisation and resources.
Planning
PRINCE2 recommends three levels of plan to reflect the needs of the different management levels involved
in the project, stage and team.
Planning is a repeatable process and its activities are included within the seven main PRINCE2 processes, as
appropriate. Information about plans and how to plan can be found in the Plans Theme section of the
PRINCE2 Manual.
The activities of planning are :-
 Design the plan
 Define and analyse the products
 Identify the activities and dependencies
 Prepare estimates
 Prepare the schedule
 Analyse the risks
 Document the plan
PRINCE2 uses a technique known as ‘Product based planning’ which requires four activities :-
 Write the Project Product Description
 Create the product breakdown structure
 Write the product descriptions
 Create the product flow diagram
These four activities are performed within the ‘Define and analyse the products’ activity above.
11. Define and establish processes to regularly produce metrics/KPIs on infrastructure and services under
responsibility for management reports

The Balanced Scorecard Institute’s (BSI) Measure-Perform-Review-Adapt (MPRA) framework is a disciplined,

practical, and tested approach for developing and implementing a KPI system.
12. Manages staff; act as OiC(officer incharge) for the IS Operations Infrastructure and Support Section when
required
 Oversees the computer systems required to support the organization's unique objectives and goals.
 Primarily focused on managing technical projects, launching systems and using technology to
increase efficiency and productivity and cut costs

Responsibilities include the following:

 Managing IT staff and developing department goals;

 Developing and overseeing the IT budget;
 Planning, deploying and maintaining IT systems and operations;
 Managing the organization's software development needs
 Developing IT policies, procedures and best practices
 Staying updated on IT trends and emerging technologies;
 Developing and enforcing IT best practices across the organization;
 Ensuring IT strategies and processes support company-wide goals;
 Overseeing relationships with vendors, contractors and service providers; and
 Explaining to the board of directors and other executives the benefits and risks of new IT-related
projects.
13. Experience in service-centric, ITIL-based ICT operations
Service support and service operations
You may have experienced challenges as you try to balance internal and external views of IT services,
stability and responsiveness, cost and quality, and reactive and proactive service delivery. How you choose
to prioritize and outline the processes in each of these areas can directly impact the customer’s perception
of your IT organization—for better or worse.
Service operations provide ITSM support with five main processes and four functions that tackle day-to-day
tasks, user requests, fixing problems, managing infrastructure, and more. When the five processes are
implemented effectively, they reinforce an organization’s IT support structure.
5 processes of service ops
When it comes to supporting your ITIL service operation practices, supporting the consumer should be front
and center. There are five service ops processes that are the foundation of an effective IT support structure
that need to run smoothly and efficiently to ensure a positive customer experience.
a. Event management
Just as the name suggests it is about managing events throughout their life cycle, which includes detecting
events, monitoring a state of change, and sequencing and categorizing events to determine the best course
of action. It ensures all operations run smoothly and that each event is handled in a timely manner with the
appropriate response.
There are three types of events:
  Information: Logs and reports such as basic status updates.
 Warning: Activities outside of the normal operations.
 Exception: Events that indicate something is wrong and services have been negatively impacted,
such as a service network being down.
Check out the key activities of event management:
 Event occurrence
 Event notification
 Event detection
 Event logged
 Event filtering and correlation
 Event response
 Closing the event
b. Incident management
At some point, users and customers will likely encounter an issue with your product or service. Typically it is
unplanned and results in poor quality of service. That’s where the incident management process comes in.
Through this process your team detects, logs, records, and resolves issues as quickly as possible to avoid
downtime and to minimize impacts on users and the business. Incident management ensures that levels of
service quality are upheld and maintained. Here are the steps involved in incident management.
 Logging
 Prioritization
 Investigation
 Communication
 Resolution
 Review
 Closure
c. Request fulfillment
A big piece of service operations is tackling (mostly small) user demands, such as password changes and
software installations. Requests need to be handled quickly, efficiently, and with clear communication.
Request fulfillment helps improve the productivity and standardize processes for users to help avoid
incidents and monitor customer satisfaction. Below are the activities associated with request fulfillment.
 Fulfillment support
 Logging and categorization
 Model execution
 Monitoring and escalation
 Closure and evaluation
 d. Access management
Also known as identity management or rights management, access management involves granting rights to
authorized users and preventing access from non-users. This process also requires team members to
maintain and oversee that the policies surrounding security and information management are implemented
and executed correctly. Access management gives organizations the ability to maintain a secure
environment that prevents data breaches and unauthorized usage. Check out the key strategies to access
management.
 Request access
 Verification
 Providing rights
 Monitoring identity status
 Logging and tracking access
 Removing or restricting rights
e. Problem management
The last service operations process manages all problems in the lifecycle and tries to prevent recurring
incidents. The main goal of problem management is to establish a stable IT infrastructure and improve its
applications and services. Below are the three phases of problem management:
 Problem identification
 Problem control
 Error control
4 functions of ITIL service operations
Successful ITIL service operations processes rely on the four aforementioned functions in order to manage
and deliver IT services. Each function is responsible for performing essential tasks that keep all service
operations running smoothly. Additionally, these functions can be housed within one unit or broken up and
performed by different departments to fit the needs of the organization.
a. Service desk: As the customer-facing function, it acts as the single point of contact between the service
providers and users. It manages incidents, requests, communication, and often many incident
management activities. Having an effective service desk creates a positive perception of your IT
organization and builds trust with your users.
The service desk is often confused for or grouped with the help desk, but they are not the same thing. A
help desk is reactive and focused on solving specific IT issues quickly and efficiently. Typically the help
desk offers basic incident request management and is used by smaller organizations that do not rely
heavily on IT. The service desk, on the other hand, is broader in scope and focuses on the wider needs of
the organization. The primary goal of a service desk is to improve the IT processes across the company,
including the help desk.
b. Technical management: This function is made up of departments and teams that provide expert
knowledge and technical skills for IT services and IT infrastructure. Technical management ensures and
maintains a stable technical infrastructure by testing, managing, and refining IT services and technology.
 c. Application management: With this function, teams manage applications throughout their lifecycles to
support the organization’s business processes. It touches on each of the organization’s applications from
purchasing to identifying the functional requirements needed of the application.
d. IT operations management: Performs daily activities needed to manage IT services and support
infrastructure (e.g., facilities management) to ensure the overall success of operations. IT operations
management tends to focus on the day-to-day activities that are frequently repeated to streamline
processes and maintain a stability within service operations.
As you’ve likely witnessed in your own organization, delivering and managing IT services requires multiple
complex processes and departments and plenty of bandwidth. It’s hard to know where to start when you
engage in the continual improvement stage of the service management lifecycle. Because most users who
experience disruptions contact your ITIL service desk, that’s a good place to start.
14. Experience in technical aspects of digital transformation and introducing cloud-based technologies and
DevOps practices.
Cloud Computing Technology:
Cloud computing technology gives users access to storage, files, software, and servers through their internet-
connected devices: computers, smartphones, tablets, and wearables. Cloud computing providers store and
process data in a location that’s separate from end users.
Essentially, cloud computing means having the ability to store and access data and programs over the
internet instead of on a hard drive. This means businesses of any size can harness powerful software and IT
infrastructure to become bigger, leaner, and more agile, as well as compete with much larger companies.
Unlike with traditional hardware and software, cloud computing helps businesses stay at the forefront of
technology without having to make large investments in purchasing, maintaining, and servicing equipment
themselves.
a. SaaS
SaaS is a form of cloud computing in which users can access software applications without needing to
download, install, or store that software and its various components on their devices or hard drive.
Scenario: KSK Cloud; PDF reader, Audio Player, Video Player, Document Editor (Libre Office integrated into
KSK Cloud using Collabora Online)
b. PaaS
Platform as a Service (PaaS) is a cloud computing solution that provides developers with an easy-to-use
platform to create their own software, web applications, or other programming projects. Businesses use
PaaS to create proprietary apps and programs without the need for servers or special testing environments.
c. IaaS
Infrastructure as a Service (IaaS) provides companies with access to servers, firewalls, virtual machines,
storage, and other infrastructure.
Scenario: KSK Cloud -> providing storage service
DevOps:
DevOps is an evolving philosophy and framework that encourages faster, better application development
and faster release of new or revised software features or products to customers.
The practice of DevOps encourages smoother, continuous communication, collaboration, integration,
visibility, and transparency between application development teams (Dev) and their IT operations team
(Ops) counterparts.
This closer relationship between “Dev” and “Ops” permeates every phase of the DevOps lifecycle: from
initial software planning to code, build, test, and release phases and on to deployment, operations, and
ongoing monitoring.
DevOps methods
There are a few common DevOps methods that organizations can use to speed and improve development
and product releases. They take the form of software development methodologies and practices. Among the
most popular ones are Scrum, Kanban, and Agile:
a. Scrum. Scrum defines how members of a team should work together to accelerate development and
QA projects. Scrum practices include key workflows and specific terminology (sprints, time boxes, daily
scrum [meeting]), and designated roles (Scrum Master, product owner).
b. Kanban. Kanban originated from efficiencies gained on the Toyota factory floor. Kanban prescribes that
the state of software project work in progress (WIP) be tracked on a Kanban board.
c. Agile. Earlier agile software development methods continue to heavily influence DevOps practices and
tools. Many DevOps methods, including Scrum and Kanban, incorporate elements of agile
programming. Some agile practices are associated with greater responsiveness to changing needs and
requirements, documenting requirements as user stories, performing daily standups, and incorporating
continuous customer feedback. Agile also prescribes shorter software development lifecycles instead of
lengthy, traditional “waterfall” development methods.
DevOps toolchain
Followers of DevOps practices often use certain DevOps-friendly tools as part of their DevOps “toolchain.”
The goal of these tools is to further streamline, shorten, and automate the various stages of the software
delivery workflow (or “pipeline”). Many such tools also promote core DevOps tenets of automation,
collaboration, and integration between development and operations teams. The following shows a sample
of tools used at various DevOps lifecycle stages.
a. Plan. This phase helps define business value and requirements. Sample tools include Jira or Git to help
track known issues and perform project management.
b. Code. This phase involves software design and the creation of software code. Sample tools include
GitHub, GitLab, Bitbucket, or Stash.
c. Build. In this phase, you manage software builds and versions, and use automated tools to help compile
and package code for future release to production. You use source code repositories or package
repositories that also “package” infrastructure needed for product release. Sample tools include Docker,
Ansible, Puppet, Chef, Gradle, Maven, or JFrog Artifactory.
d. Test. This phase involves continuous testing (manual or automated) to ensure optimal code quality.
Sample tools include JUnit, Codeception, Selenium, Vagrant, TestNG, or BlazeMeter.
e. Deploy. This phase can include tools that help manage, coordinate, schedule, and automate product
releases into production. Sample tools include Puppet, Chef, Ansible, Jenkins, Kubernetes, OpenShift,
OpenStack, Docker, or Jira.
f. Operate. This phase manages software during production. Sample tools include Ansible, Puppet,
PowerShell, Chef, Salt, or Otter.
g. Monitor. This phase involves identifying and collecting information about issues from a specific software
release in production. Sample tools include New Relic, Datadog, Grafana, Wireshark, Splunk, Nagios, or
Slack.
DevOps practices
DevOps practices reflect the idea of continuous improvement and automation. Many practices focus on one
or more development cycle phases. These practices include:
a. Continuous development. This practice spans the planning and coding phases of the DevOps lifecycle.
Version-control mechanisms might be involved.
b. Continuous testing. This practice incorporates automated, prescheduled, continued code tests as
application code is being written or updated. Such tests can speed the delivery of code to production.
c. Continuous integration (CI). This practice brings configuration management (CM) tools together with
other test and development tools to track how much of the code being developed is ready for
production. It involves rapid feedback between testing and development to quickly identify and resolve
code issues.
d. Continuous delivery. This practice automates the delivery of code changes, after testing, to a
preproduction or staging environment. An staff member might then decide to promote such code
changes into production.
e. Continuous deployment (CD). Similar to continuous delivery, this practice automates the release of new
or changed code into production. A company doing continuous deployment might release code or
feature changes several times per day. The use of container technologies, such as Docker and
Kubernetes, can enable continuous deployment by helping to maintain consistency of the code across
different deployment platforms and environments.
f. Continuous monitoring. This practice involves ongoing monitoring of both the code in operation and the
underlying infrastructure that supports it. A feedback loop that reports on bugs or issues then makes its
way back to development.
g. Infrastructure as code. This practice can be used during various DevOps phases to automate the
provisioning of infrastructure required for a software release. Developers add infrastructure “code” from
within their existing development tools. For example, developers might create a storage volume on
demand from Docker, Kubernetes, or OpenShift. This practice also allows operations teams to monitor
environment configurations, track changes, and simplify the rollback of configurations.
Benefits of DevOps
DevOps proponents describe several business and technical benefits, many of which can result in happier
customers. Some benefits of DevOps include:
 Faster, better product delivery
 Faster issue resolution and reduced complexity
 Greater scalability and availability
 More stable operating environments
 Better resource utilization
 Greater automation
 Greater visibility into system outcomes
 Greater innovation
Cloud and DevOps: The foundations of digital transformation
Both technologies have their unique benefits. DevOps is all about culture, process, and continuous
improvement, whereas cloud computing is all about technology and services. Organizations think of
transformation either when they come across a problem or to stay relevant in the market.
For an organization to transform digitally, they also need to be prepared to bring a notable shift in the
culture and beliefs of the organization. Thus, we can say that transformation is an ongoing process.
How cloud computing speeds up digital transformation?
a. Facilitates rapid prototyping
To promote digital transformation, organizations must participate in ongoing development,
experimentation, and implementation. The cloud gives businesses a platform to design, develop, and deliver
apps across multiple platforms without having to set up complex technology during the transformation
phase.
b. Greater collaboration
Cloud computing enables companies to access, extract, and evaluate data from any location and place,
allowing more efficient productivity and communication. Furthermore, the capability for companies to
schedule conferences directly on the system makes video communication considerably easier due to the
cloud.
c. Lower operating costs
Businesses only pay for the resources they use in the cloud, which provides scalable service models. It
enables effective resource scaling in response to demands and reduces the cost of buying and sustaining IT
systems. Cloud services also do away with periodic server configuration updates.
d. Flexibility and effectiveness
The interfaces, network, and processing resources needed are delivered via cloud technology, improving
flexibility and adaptability without the need to engage in separate IT facilities. It eliminates the issue of
overloaded or over-provisioned IT networks and helps businesses to respond quickly to consumer needs.
 With cloud computing, you may quickly offer and deploy customizable computing resources (including
networking, processors, data, apps, and services) via a common database of the web with little admin effort
or network operator involvement. The adoption of disruptive technologies and cloud services is necessary
for company flexibility, expansion, and profitability, as well as for providing exceptional customer
experiences.
How DevOps contributes to digital transformation?
a. The rise in workplace performance
In a non-DevOps environment, there is more space for error. Reduced team communication is the
main reason for this. Mechanisms that minimize mistakes may be generated through digital
automation, but DevOps can help a business in utilizing these practices.
b. Greater innovation
Another benefit of DevOps is that it can foster creativity. For instance, the development and
maintenance teams can both dramatically reduce their workloads by automating manual tasks. As a
result, the employees are healthier, more at peace, and better capable of creative thinking.
While DevOps supports activities that result in fresh ideas, digitalization facilitates innovation. The
two go hand-in-hand and cannot exist separately.
c. Cost reductions
Businesses can update and integrate advancements in process and technology when they combine
digital transformation technologies with DevOps techniques. An organization is better equipped to
try out novel concepts, thanks to DevOps. Such an experiment can aid businesses in discovering the
patterns and procedures that are most effective, increasing the effectiveness of the digital
transformation process.
d. Experiment with new ideas
DevOps can aid companies in discovering new marketing opportunities created by digital
transformation. Technology utilization has the potential to provide entirely new opportunities as
well as enhance current ones, and DevOps enables quick adoption of emerging technologies.
Businesses can upgrade and integrate advancements in both technology and process when they
combine digital transformation technologies with DevOps methods. A shift in thinking is necessary
for a successful digital transition because it can enhance productivity and save time.
Organizations must innovate swiftly in a world that is changing so quickly. DevOps speeds up and
reduces inefficiency in the digital transformation process.
15. Experience in administering Microsoft365 services.
The Microsoft Office 365 Admin Center is the web-based portal where Microsoft 365 administrators can
coordinate their workflows. From managing user accounts to configuring settings for applications like
Exchange Online, SharePoint Online, and Microsoft Teams, there’s a lot that the M365 Admin Center can do
for an organization.
What Is the Microsoft 365 Admin Center?
To coordinate and streamline the many features of M365, Microsoft provides the Microsoft Admin Center,
which is made up of a collection of various tools and resources that help M365 admins manage their tenant,
users, IAM, teams, subscriptions and more.
Users can access the Admin Center through the cloud to review a variety of administrative functions and
settings:
 Manage applications and services
 Set and review policies for identity management‍
 Review access control and security
 View reports and data
 Manage users and teams
 Create support requests
The Admin Center also includes customization options to further boost efficiency, such as pinning the most
pertinent information and actions to the home screen for easy access.
Users can also choose between Dashboard and Simplified view options to make things even easier. The
Simplified view is meant for smaller businesses who need visibility into processes but may not require the
extra bells and whistles.
The Dashboard view offers more detailed breakdowns of active users, license management, security policies,
and more to give users complete control over their M365 administrative functions. Note that the Admin
Center is just one of many tools available to users in the M365 suite, but it’s an excellent starting point for
taking control of your M365 tenant.
Every business using Microsoft’s services will need to understand these essential features and how to apply
them across their enterprise. The top-level controls found in the Admin Center are standard tools for M365
 security and coordination, and while it does have some drawbacks worth noting, companies should first get
familiar with what’s available to them before seeking out improvements.
Multi-tenant user management
Provisioning users into a single Azure Active Directory (Azure AD) tenant provides a unified view of resources
and a single set of policies and controls. This approach enables consistent user lifecycle management.
Microsoft recommends a single tenant when possible. However, immediate consolidation to a single Azure
AD tenant isn't always possible. Multi-tenant organizations may span two or more Azure AD tenants. This
can result in unique cross-tenant collaboration and management requirements.
Organizations may have identity and access management (IAM) requirements that are complicated by:
 mergers, acquisitions, and divestitures.
 collaboration across public, sovereign, and or regional clouds.
 political or organizational structures prohibiting consolidation to a single Azure AD tenant.
The guidance also provides guidance to help you achieve a consistent state of user lifecycle management.
That is, provisioning, managing, and deprovisioning users across tenants using the tools available with Azure.
Specifically, by using Azure AD B2B collaboration.
Tenant Terminology
These terms are used throughout this content:
a. Resource tenant: The Azure AD tenant containing the resources that users want to share with others.
b. Home tenant: The Azure AD tenant containing users requiring access to the resources in the resource
tenant.
c. User lifecycle management: The process of provisioning, managing, and deprovisioning user access to
resources.
d. Unified GAL: Each user in each tenant can see users from each organization in their Global Address List
(GAL).
16. Experience with establishing and maintaining IT disaster recovery and business continuity tools and
procedures.
Disaster Recovery and Business Continuity:
VMWare License Scenario (VCSA): 1 instance, 4 hosts, 8 CPU cores; VMware vCenter 7.0 Standard
 Cluster of physical hosts has been defined ensuring HA and Load Balancing
 vSphere HA ensures the availability of VMs in case of a single server failure
 Computing and Storage vMotion is in place whenever update, upgrade, patching, migration, scaling
is required
 VMware vSphere Replication has been scheduled for on-prem as well as DR Site
 Replication for overcoming failure of storage/server on-prem or overall data center
 Storage (NetApp SAN) Ontap OS helps in storage level replication between DC and DR sites
 RPO(Recovery Point Objective) has been scheduled for minimum of 5 mins for all services
 DR Site for Disaster Recovery, High Availability of Data and Servers, and Data Protection
  Planning for commvault solution as Backup and Recovery tool to ensure business continuity and data
protection
 Scheduled data backup using self-developed scripts; (task scheduler in windows servers, cron jobs in
Linux servers)

17. Experience forecasting expenditures in field of domain.

Forecasting Budgeting
What Forecasting is the process of estimating what Budgeting is the annual, biannual, or
you will need in the future. It requires quarterly process of drafting a spending plan
comparing your current expenses to future for how the IT department will use the
plans in order to project the resources you resources you are allocated.
will need.
Why Forecasting helps you predict how accurate Budgeting helps you determine how you will
your current budget is — whether you will accomplish your goals with the tools and
spend more or less than you planned for each resources you have. It forces you to make
area of investment. Its aim is to identify and prioritization decisions about where to invest
analyze patterns in order to improve your based on what has been allocated to you.
ability to set budgets in the future.
When Forecasting typically occurs for a specific Budgeting is a discrete task aligned with
period of time (e.g., forecasting the funds company planning periods — typically done
you will need for the year ahead). However, annually, biannually, or quarterly. Of course,
you will also continually forecast the costs of you should review your budget periodically
new initiatives or tools as you receive and adjust as needed.
requests from other teams. This information
informs ongoing forecasting.
18. Experience leading technical teams
 Determining project requirements and developing work schedules for the team.
 Delegating tasks and achieving daily, weekly, and monthly goals.
 Liaising with team members, management, and clients to ensure projects are completed to
standard.
 Identifying risks and forming contingency plans as soon as possible.
 Analyzing existing operations and scheduling training sessions and meetings to discuss
improvements.
 Keeping up-to-date with industry trends and developments.
 Updating work schedules and performing troubleshooting as required.
 Motivating staff and creating a space where they can ask questions and voice their concerns.
  Being transparent with the team about challenges, failures, and successes.
 Writing progress reports and delivering presentations to the relevant stakeholders.
19. Experience working with highly confidential information systems
Some of the systems that are being managed contain highly confidential IS:
 HRIS (Human Resource Information System)
o Result
o Exam
o Personal Loan
o Personal Appraisal Evaluation Reports
 Procurement Management System
 Treasury and Project Loan Management System
 Accounting System
 Information of Contributors like CBI Personnels, Commission for the Investigation of Abuse of
Authority (CIAA)
20. Practical Managing Microsoft Domain Controllers, Active Directory, Azure Cloud Services