Meet the Titans Who Resolved 112 Tickets in Just 60 Days!

Abstract

IVL is working with a client in the telecom domain, helping them develop and manage a quote management system. It is complex and critical to the business application that had issues with codebase causing numerous technical issues. The document briefs about how our team at IVL, was able to solve the issues of the system in a short span of time.

Challenges

It is a business-critical application used by the client users to generate support quotations for the end customers of products. Initially, the system was managed by another third-party vendor and was later transitioned to IVL. The knowledge transfer during the handover had multiple loopholes adding to which there was a lack of documentation and training about the product. Leaving the team with the only option, to explore the code themselves to understand the underlying functionality.

The application had a major new release in the month of February 2019, i.e. some new functionalities were developed and introduced by the teams. These implementations led to numerous issues for the various end-users. These issues were captured via a ticket capturing system and routed across various Support Tier teams.

From initial capturing of complaints/issues to actual resolution there were various teams involved in the same. However, owing to the unstable codebase the number of open issues logged by the users grew. These ranged from difficulty in using the application to core technical issues.

Approach and solution

With 157 open production tickets, the team had a challenge. These tickets were causing issues to users in terms of productivity. The team decided to work with the “Kanban board” approach. The Kanban approach is a project management tool that helps visualize work and maximize the efficiency of the team members. With the help of cards, columns, visual signs, commitment targets, and delivery schedules. The tasks are categorized on a physical board based on various parameters depending on the project requirement.

On a whiteboard, they categorized tickets and displayed with the help of cards, columns, and color-coding. Classification of the open complaints was done based on Ageing, Escalation Matrix, Priority Customers and Urgency of the Complaint. Each category of the complaint was termed as a Bucket of complaints. Here, each new similar issue was considered as an addition to the bucket.

Categorization of each complaint helped the team to identify similar complaints. While solving one issue the team was able to solve part or other issues as well. They were able to ensure that there are no repeat issues of the same type.

Owing to the inadequate knowledge transfer the team had to start with understanding the application from the basics. For solving every open issue, they had to thoroughly research and analyze the application. During this time, they were able to solve some unreported issues as well.

Considering the business criticality of the Telecom application, it was important that the downtime and revenue impact is minimum. The use of the Kanban approach made it feasible for the team to provide quick resolutions to many issues. The team developed a standard template to gather information on the issue being faced. Thus, making it possible to have structured information about the issue.

Within the period of 90 days, starting from February 9th, 2019 around 157 production complaints were raised by users. In other words, on average, there were approximately 9-10 complaints being raised daily at its peak, on 1st June. Impacting the overall business in terms of productivity and cost.

The team of our 7 Titans lead by Ketan Gaydhani took it to themselves to resolve these issues. Our team of Titans included Tech leads Rahul Modi and Sagar Padekar, Sr. Developers Siddesh Sathe, Prashant Shirude, Pritee Tare, and Laxminarayan Tiwari.

End-to-end coordination with clients and resolving queries was a major hurdle faced by the team. Once the team started working on them, within just 2 months the open defects/complaints were reduced from 157 to 45. And the rest are being closed as you read this.

With the high level of criticality, this task had to be achieved while ensuring that there is minimum impact on revenue and downtime. Also, care was taken that there are no repeat errors of the same nature.

Conclusion

Through a systematic approach and categorization of open issues, our team was able to solve 71% of issues in a period of 2 months. Initially, when more than 10 tickets were being logged daily, the number has now been reduced to 4-5 tickets per week.

Along with customer satisfaction and delight, the team working on the same has gained business knowledge about the different modules/processes of solution for our telecom client.