PREFACE

A management professional should not only be well versed with the principles and
theories of management but should also be capable of applying the theories and
principles studied successfully in the practical life. Considering the practical aspect of
the theoretical knowledge to be the supreme importance, Summer Training forms an
integral part of the business management curriculum.

I pursued my summer internship at POWER GRID CORPORATION OF INDIA

LTD, GURGAON and submitting the report as the partial fulfillment of MBA
conducted by Lalit Mohan Thapar School Of Management, Patiala.

We hope that the project report will communicate the actual quality of the experience
gained with subtlety and precision which is unapproachable by any other means.

1
 ACKNOWLEDGEMENT

Concentration, hard work and application essentials are not the only factors to achieve
the desired goals. These must be supplemented by guidance, assistance and co-
operation of people to make it success.

Many people have given their precious idea and valuable time to enable me to
complete this project and I am deeply indebted to all of them for their excellent ideas
and assistance. This gives me immense pleasure to thank my project guide Mr. Sunil
Kumar (Manager, IT) under whose able guidance and enlightening pathfinder
navigation I was able to complete this project. I greatly thank Mr.S.Narsimhan
(CM.IT) and Mr.Sameer Chaudhary (DGM.IT) for giving me an opportunity to know
more about one of the largest transmission network in the world.

I am extremely thankful to the employees who spared time to participate in the

survey. I thank them all. And finally thanks to POWER GRID for providing me a
project which has been truly beneficial for me in enhancing my skill.

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 TABLE OF CONTENT

PROJECT ELEMENT
1. Introduction
2. Executive Summary

PROJECT REQIREMENT
3. Company Profile
4. Objective of Study
5. Scope of Study

PROJECT SPECIFICATION
6. Research Methodology
7. Study of existing system
8. User satisfaction survey
9. Findings

PROJECT FINDING
10. Recommendation of IT processes
11. Recommendation

PROJECT DETAIL
12. References And Bibliography

3
1.INTRODUCTION
The title of this project is “ Study of IT Service Delivery and Service Support
process in POWERGRID ”. POWERGRID was incorporated in October 1989.
Company is committed to establish and maintain an efficient and effective “National
Grid” with due regard to time, cost, technology and value additions.

POWERGRID believes that IT is an important asset for them, and to keep the
performance of employees up to the mark. The IT department of the company is
trying to map its service delivery and support processes to the standard best practices
(ITIL). Recently, company has implemented two processes of ITIL service support
which are Incident Management, and Problem Management. As per the IT roadmap
the company was suppose to adopt further processes of ITIL Service Support and
Service Delivery in phased manner .

The aim of the project is to gauge whether the partial adoption of ITIL has left any
positive impact on end user satisfaction, identify the further needs of employees and
recommend the relevant process which can be suitable for the IT environment. The
work is largely based on primary data (Questionnaire), collected by the employees.
This data helped to come to a conclusion & to make recommendations for providing
end user quality and speedy service.

4
2.EXECUTIVE SUMMARY

In May 2008, I joined POWERGRID as a trainee on project “ Study of IT Service

Delivery and Service Support process in POWERGRID ”. It was an eight week
project. This project was based on certain objectives. These were to find out the
strong and weak areas IT services provided by POWERGRID to its employees

On the week one I visited office and they provided me secondary data. This was on
basic of any network. We study books available in library and their manuals.

Next week I study the IT services of powergrid. The given data was not enough for
the study so a briefing about the network was given. There was also a need to do a
satisfactory analysis, which was done through questionnaire. The questionnaire length
was kept optimum to manage with time and to avoid psychological pressure on
respondent.

In the next two weeks questionnaire was circulated and feedback was collected from
50 respondents. The respondents were belonged to different departments.

Next week was in office in analysis of the data and recommendations. During that
week complete analysis of data was done.

Then next week we gave suggestion about the application of new processes in the IT
system and gave a outline of the basic need of those processes and human resource
requirement.

In last Recommendations were made.

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3.COMPANY PROFILE

Power Grid Corporation of India Limited (Power Grid) is the central transmission
utility of India. Incorporated in October 1989 it possesses one of the largest
transmission networks in the world with an authorized share capital of Rs.5000 crores
under the Indian Companies Act,1956, to undertake the programme lying the extra
High Voltage Alternating Current (EHVAC) and High Voltage Direct Current
(HVDC) transmission systems and associated sub-stations and constructing load
dispatch and communications facilities in a coordinated and efficient manner for
moving large blocks of power from various generating sources with the central sector
to the load centers. In short, the POWERGRID was created to pool expertise and
resources in power transmission systems in India existing in other power sector
entities under the umbrella of a single corporate institution.

POWER GRID takes pride in maintaining high transmission system availability and is
ranked amongst the top six transmission utilities in the world. POWERGRID
consistently maintaining the availability of its transmission system above 99.50%
level through deployment of latest Operation and Maintenance techniques at par with
global standards.
Power-grid an ISO 9001certified company is the change agent in the evaluation
restructuring movement that is sweeping the Indian power sector –an amalgamating
force pooling the best the transmission expertise from various organizations in power
sector

Power-grid based on the result for financial year 2006-07 has achieved “excellent
performance” rating as per its M.O.U with govt. entered for the 9th successive
year.
Recently based on its performance it has been given the status of NAV RATNAN.

6
POWERGRID:A TURNING POINT IN INDIAN POWER
SECTOR

As POWERGRID goes international, and as our country moves on form command

economy to open economy and as the wind of change sweep across the economic
boundaries, it is the time to reassess the fundamentals once again, especially towards
one of the most powerful economy driving sectors in any developing economy – the
Power Sector. For, there is no gainsaying the fact that the entire pace of this economic
restructuring and liberalization, which we are now passing through, it, is revolution in
disguise. And, when the economy is set to develop in leaps and bounds and when
there is development in capacity additions to power generation, can the development
of transmission system be far behind! Evidently, there has been a clearly noticeable
major shift in focus in power sector for the past few years and is expected to continue
for some years to come. Because a world without transmission system is a world
without roads. The connection is simple, and the parallel are many.

EVOLUTION OF POWERGRID
It was incorporated in October 1989; and started its commercial operation in
1992.Today its own and operates over 46,245 circuit kilometers of Extra High
Voltage Transmission lines along with 86 sub-stations having over 44,836 MVA
transformation capacities. POWERGRID was formed with the mandate to build,
operate and maintain AC (Alternate Current) & HVDC (High Voltage Direct Current)
transmission systems including Load Dispatch facilities under Central sector. About
one third of the total generating capacity in India is transmitted through
POWERGRID system. POWERGRID takes pride in maintaining high transmission
system availability and is ranked amongst top six transmission utilities in the world. It
has been achieved a system availability of over 99.4% during 2002-
2003.POWERGRID is also operating all the 5 Regional Load Dispatch Centers
(RLDCs) for real time monitoring and efficient grid management.

7
In Electricity Laws Amendment Act 1998, “Transmission” became a separate activity
& POWERGRID was recognized as CTU (Central Transmission Utility) to:

• Undertake transmission of energy through inter-state transmission

• Discharge all functions of planning and co-ordination related to inter-state
transmission
• Exercise supervision and control for inter-state transmission system and
operate

MISSION

Establishment and operation of Regional and National Power Grids to facilitate

transfer of electric power within and across the regions with Reliability, Security and
Economy, on sound commercial principles.

POWER GRID CORPORATION OF INDIA LIMITED

(POWERGRID), India’s Central Transmission Utility (CTU)
& National Grid Operator owns about 48,000 ckt. Kms
transmission lines with 82 sub- stations having transformation
capacity of 46,000 MVA under its operation. It maintains the
transmission system with availability consistently over 99% by
deploying best standards and practices, which are at par with the
international utilities. Its transmission network traverses the
entire length and breadth of the country, transmitting power of about 200 billion units
valued at Rs. 400 billion annually.

POWERGRID is the first power utility in the country to be accredited with ISO
9001. The company is having in-house expertise in all specialized areas of
transmission system including 800 KV AC, + 500 KV HVDC, Gas Insulated
Substations, Static Var Compensation, Series Capacitors etc. POWERGRID with a

8
gross asset base of about Rs.190 billion, plans to create strong and vibrant National
Grid by 2012. It plans to add over 60,000ckt kms of Transmission Network with an
investment of over Rs.710 Billion to evacuate additional 1,00,000 MW by the year
2012.

OBJECTIVES

The Corporation has set following objectives in line with its Mission and its status as
"Central Transmission Utility":

 Undertake transmission of energy through Inter-State Transmission System.

 Discharge all functions of planning and coordination relating to Inter-State

Transmission System with-

1. State Transmission Utilities;

2. Central Government;
3. State Government;
4. Generating Companies;
5. Regional Electricity Boards;
6. Authority;
7. Licensees;
8. Transmission Licensees;
9. Any other person notified by the Central Government on this behalf.

 Exercise supervision and control over the Inter-State Transmission System.

 Efficient Operation and Maintenance of Transmission Systems.

 Establish/augment and operate all Regional Load Dispatch Centers and

Communication facilities.

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  To facilitate private sector participation on Transmission system through
Independent Private Transmission Company, Joint Ventures.

 To assist various SEBs and other utilities in up gradation of skills & sharing of
expertise by organizing regular conferences, tailor-made training workshops
directed towards specific technological and O&M areas and extending
laboratory facilities for testing purposes etc.

 Restoring power in quickest possible time in the event of any natural disasters
like super-cyclone, flood etc. through deployment of Emergency Restoration
Systems.

 To provide consultancy services at national and international levels in

transmission sector based on the in-house expertise developed by the
organization.

INTEGRATED MANAGEMENT POLICY

POWERGRID is committed to:

• Establish and maintain an efficient and effective "National Grid" with due regard
to time, cost, technology and value and addition
• Sustainable development through conservation of natural resources and adopting
environment friendly technology on principle of Avoidance, Minimization and
Mitigation,
• Ensure safe, occupational hazard free and healthy work environment, to the
satisfaction of stakeholders in all areas of its activities and shall endeavor to
continually improve its management systems and practices in conformity to legal
and regulatory provisions.

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 AREAS OF OPERATION

Development of Inter-State transmission Systems

• Planning & Design

• Construction
• Quality Assurance & Inspection
• Operation & Maintenance

Grid Management

• Establishment of modern Load Dispatch Centers

• Real-time Grid Operation
• Optimum scheduling & dispatch
• Energy accounting including settlements

Diversification

• Broad band Telecom Services.

• Sub-transmission
• Distribution
• Rural Electrification
• Consultancy
• Entertainment

11
OPERATIONAL EFFECTIVENESS

Power grid is operating a total of 40289 KMS of transmission lines consisting of

563ckt KMS 0f 800 K.V, 1630 CKT K.M.S OF H.V.D.C, 28765ckt K.M.S of
400K.V, 7252c.k.t of 220 KV, 2042c.k.t of 132 KV along with 68 substation with
transforming capacity of 34288 M.V.A as per the latest result with the use of modern
state of the preventive maintenance techniques, average availability of transmission
system was mentioned at 99.17% as per the latest result. Which is higher then any
other performance shown by power grid in the recent past.. Power grid continues to
wheel about 40% of total power generated through its gigantic transmission network.
Such a high level of operational effectiveness is has been possible through the regular
use latest O&M technology which include hot line maintenance ,emergency
restoration system ,third harmonic leakage current measurement on lightning
arrester ,dynamic contact resistance measurement of circuit breaker ,dynamic testing
of relays ,frequency response analysis for transformer and reactor ,variably shunt
reactor and thermo-vision scanning of switch yard equipment with new generation
cameras etc.

NATIONAL POWER GRID

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A perspective transmission plan has been evolved and put into implementation by
POWERGRID for establishment of an integrated National Power Grid, in a
phased manner, for strengthening the regional grids (five grids structured on
geographical contiguity basis) and to support the generation capacity addition
program of about 1,00,000 MW during X & XI Plans. Inter-regional power
transfer capacity of 9500

MW by the end of FY 04-05 is expected to be enhanced to 30,000 MW by year 2012.

For creation of such a National Grid, total investment requirement in the central
transmission sector during X & XI plan periods has been envisaged to be about
Rs. 71,000 crore (about USD 16 billion). Out of this, POWERGRID plans to
invest about Rs. 50,000 Crore (70%), while the balance of Rs. 21,000 Crore
(30%) is envisaged to be mobilized through Private Participation.

PROJECT IMPLEMENTATION

Integrated Project Management and Control Systems (IPMCS) adopted by

POWERGRID continue to play significant role in expeditious implementation of
projects with economy and well within required time frame. Project Review Meetings
(PRM) at regular intervals also through video conferencing, pre-emptive measures
and advance actions for various project linked activities like survey and soil
investigations, procurement, etc. have contributed significantly towards timely
implementation of projects. During the year, we have added about 4,343 Ckt. Km. of
transmission lines, 11 new sub-stations and transformation During the year, 19 new
projects worth about Rs. 8,900 Crore, involving 10,250 CkT Kms of transmission
lines, 8 new sub-stations and transformation capacity of about 5,850 MVA, were
approved and taken up for implementation. As on the year end, a total of 54
transmission projects, costing about Rs. 30,000 Crore, are under implementation and
most of the projects are progressing either ahead of or on schedule.
Major projects commissioned during the year are:
• 400 kV S/C Jallandhar-Amritsar line

13
• 800 kV S/C Tehri-Meerut Transmission line-II (initial operation at 400 kV)
• 400 kV Dulhasti Transmission system
• 400 kV D/C Gorakhpur (UPPCL) – Gorakhpur line
• 400 kV D/C Lucknow-Unnao line
• 400 kV D/C Agra-Jaipur line
• 400 kV D/C Tala-Siliguri Line –II
• 400 kV D/C Biharshariff-Muzaffarpur line and LILO of Farakka-Jeerat at
Subhashgram (new sub-station)
• 765 kV S/C Agra-Gwalior (initial operation at 400 kV level) inter-regional link
• 765 kV S/C Bina-Gwalior line (initial operation at 400 Kv level) along with
associated bays at Gwalior and Bina
• 400 kV D/C Vindhyachal-Satna line and LILO of 400 kV D/C Satna-Bina
• 400 kV D/C Kahalgaon-Patna line (one circuit) along with associated bays at
Patna
• 400 kV D/C Patna-Balia inter-regional link (one circuit) along with new
Substation at Balia
• 400 kV D/C Balia-Mau line(one circuit)
• 400 kV D/C Neelamangala-Mysore line
POWERGRID has ventured into telecom and aims to utilize its vast infrastructure
to set up a cost effective broadband Telecom network in the country. The company
is an Infrastructure Provider – II and Internet Service Provider – Category A
licensee for leasing bandwidth. Considerable progress has already been made
towards setting up a nation wide broadband telecom network of about 20,000 kms by
the year 2005 to interconnect about 60 cities.

Power grid has successfully ventured into the INTERNATIONAL arena by a taking
up a transmission project in Afghanistan costing about Rs. 420 crore. The project
envisages laying a 200 kms long 220 kv transmission line which would pass over
Hindukush mountains at a height of approximately 4,000 mtrs above sea level and
which is a region covered with snow for 9 months in a year.

14
 Company has secured consultancy
assignments in Nepal and Bhutan
also against stiff competition from
international consultants.

GROWTH IN TRANSMISSION

Keeping in view the large incremental capacity addition requirements of 10th and
11th Five Year Plans and to fulfill the macro objective of Power sector i.e. power to
all by 2012, POWERGRID is oriented towards implementation of generation
evacuation schemes, strengthening of regional grids, development of an integrated
National Grid with flexibility for power transfer from one region to another and has in
place the requisite Load Dispatch facilities for real time grid operation. POWERGRID
has:
• Implemented various Transmission Schemes and its Network has grown to
61,500 circuit kms. of Extra High Voltage transmission lines with106 Nos. of
EHVAC & HVDC sub-stations till June,2007. Presently, about 32,500 circuit
kms. of Extra High Voltage transmission lines and 35 sub-stations are under
construction.
• Established the Inter-regional power transfer capacity of 14,100 MW,
• consistently maintained the transmission system availability over 99% at par
with the International utilities.

GROWTH PROFILE

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Indicator 1992-93 2004-05 Growth(%)

S/Stn 39 84 115

TL Length 23,000 48,500 111

(CKm)

Capital employed Rs 3705 cr Rs 15028 cr 306

Net profit Rs 236 cr Rs 748 cr 217

Manpower 5652 6926 23

DEVELOPMENTAL STAGES

The phased development of POWERGRID at the time of its formation was foreseen
as follows:
• Phase-I: Transfer of Transmission facilities along with related manpower from
Central / Centre–State Joint Venture Organizations.
• Phase-II: Transfer of existing Regional Electricity Boards and Regional Load
Dispatch Centers together with associated communication facilities.
• Phase-III: Establish Power Pool to facilitate exchange of power between
States/Regions leading to formation of National Power Grid.

POWERGRID started its commercial operations in 1992-93. As on August 14, 2007,

the Company operates about 59461 circuit kilometers of transmission lines and 93
sub-stations, with transformation capacity of about 54,400 MVA. Presently, more
than 45% of total power generated in the country is being transmitted on the
16
transmission network owned by POWERGRID. POWERGRID possesses impressive
financial track record as well. The Turnover of POWERGRID went up from Rs. 634
Crores in 1992-93 to Rs. 4082 Crores in 2006-07. The Net Profit rose to Rs. 1229
Crores in 2006-07 as against Rs. 236 Crores in 1992-93. Development of National
Grid has been planned in a phased manner. At present, inter-regional power transfer.

Capacity of 10957 MW has been established by POWERGRID. With such inter-

regional links, energy transfer of about 37390 million units (MU) was facilitated
across regions during FY 2006-07 an increase of about 12% compared to previous
year (i.e. 34800 MU). Such transfer has taken place mostly from power surplus
Eastern Region to other regions of the country. Country could thus meet more demand
from the existing resources

POWERGRID is executing its various transmission schemes by deploying internal

resources generated by the company and through raising financial resources from the
domestic as well as international market based on the strength of its Balance Sheet
and timely execution of projects. The company has been able to maintain the self
financing ratio of 30% for its project investment during the Xth Plan in addition to
payment of dividend to Government of India continuously as per the Guidelines of
Ministry. POWERGRID has set a benchmark in timely payment to its contractors and
suppliers for timely execution of the projects.

POWERGRID has been trying effectively to showcase business development activity

within India and abroad, with the expertise and varied experience in all areas of its
business such as Transmission Lines, sub-stations, Load Dispatch centers, Telecom,
Distribution, Rural Electrification and Sub-transmission. Company secured many
prestigious international and domestic consultancy assignments. Not only do this
assignment improve bottom line of the corporation but also contribute to employees’
experience & expertise in various disciplines and provide them growth opportunities.

17
 FINANCIAL HIGHLIGHTS

Year Profit After Turnover Gross Fixed

Deferred Tax Asset
(Rs. In Crore) (Rs. In Crore) (Rs. In Crore)
2001-02 689 2459 13776.79

2002-03 643 2533 18943.3

2003-04 748 2805 19876

2004-05 786 2831 21931

2005-06 1009 3554.31 24888

18
POWERGRID achieved a record Turnover of more than Rs. 35 Crore for the financial
year 2005-06, which is 42% higher over last year.

FUTURE PLAN

Power grid is fully geared up to implement additional 60,000 circuit kms of

transmission network with capital investment of over Rs. 71,000 crore during 10th and
11th five year plans ( 2002-12 ) . Out of this , Rs. 21,000 crore is expected to be
contributed by private sector. In this direction , company has played a leading role in
attracting private investors for investment in the transmission sector through
formation of joint ventures. The first joint venture between POWER GRID and
TATA POWER is already implementing Transmission System associated with Tala
Hydro Electric project at an estimated cost of Rs. 1600 crore. This has become a role
model for public-private partnership. On similar lines, company is in the process of
forming joint ventures with other companies such as Reliance Energy Ltd. For
Transmission System associated with Koldam & Parbati-II HEP, where
POWERGRID’s equity will be 26%.

POWERGRID is also collaborating with private generators for building up their

transmission network, who otherwise, as per Electricity Act, 2003, could have taken
up construction of the same on their own . Company’s endeavor in this direction is in
appreciation of the fact that these generating companies lack technical capabilities and

19
expertise to take up such transmission projects. POWERGRID’s stake in such
ventures would be limited to 26% of the equity.

SCOPE OF STUDY
Network Management involves deploying and coordinating resources well. There is a
need for recognizing the strategic importance of the communication network and its
management. Assured IT services help for achieving the organizational objectives.
Network Management has become most important factor in management now a days.
It brings together IT and physical resources.

In order to be a smart IT manager, it is important to understand the basic functions of

the IT department because the success of the IT department as well as the
organization depends upon how the IT efficient use of IT Services. IT services are
best utilized for the growth of the organization and bring out the best from the
employees.

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OBJECTIVE OF STUDY
There should be specific objective for introducing a new process in a network.. When
there is an aim to be achieved in the introducing a process in a network then all efforts
should be directed to achieve it. This project has following objective.
• To find out how IT department works in an organization.
• To understand processes involved in controlling and interfacing the IT
applications in the organization.
• To understand the need for introducing any new process by the IT department
in the Power Grid.
• To assess the IT needs of the employees of Power Grid.
• To identify improvement in recent system or new additions in existing system
needed by the employees of Power Grid.
• To analyze the application of IT services provided to employees.

Suggesting the company on the areas of improvement on the basis of findings

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RESEARCH METHODOLOGY
Research methodology is a way to systematically solve the research problem. It may
be understood as a science of studies how research is done scientifically. Research
methodology has many dimensions. The purpose of methodology is to describe the
process involved in the research work.

• First of all a study of the IT services provided at POWERGRID is done with

the help of various manuals,books and access to the site of the organization.
• The questionnaire after been approved by the project guide is circulated to be
answered by a sample of 45 employees at all the levels and departments.
• After getting the information from various respondents an analysis is done to
assess the need of improvement in existing IT services at POWERGRID.
• On the basis of findings, suggestions to improve the existing system in
POWERGRID are given.

22
EXISTING SYSTEM

OBJECTIVE
• To design, operate and maintain standards based appropriate IT Solutions to
support business operations of POWERGRID in a reliable, secure, inter-
operable and economical manner.

• To meet and exceed the service expectations of internal as well as external

customers through continuous business process improvement.

• To inter-connect business processes in the organisation through horizontal IT

systems to provide value enhancements to vertical functions.

Purpose and Scope

This document details out the various processes and procedures being
followed by Corporate IT Department in order to meet its objectives. The
scope of this document is limited to the job assigned to the Corporate IT
Department which includes

• Establishment and maintenance of IT infrastructure at Corporate

Centre / Wide Area Network interconnecting various Regional

23
 establishments with Corporate Center.

• Providing guidelines for IT infrastructure development at Regional

establishments. Implementation of IT infrastructure, its operation and
maintenance is the responsibility of respective RHQs and RLDCs

• Planning, design, establishment and upgradation of IT infrastructure

at POWERGRID Corporate Centre to cater to the need of IT
application working on it.

• Planning, operation and upgradation of IT security systems.

• Application acquisition, development, customization and

implementation and support through various lifecycle stages.

Procedures

 The personnel deployed for various activities of the department are earmarked

based on professional qualifications and experiences appropriate to the

responsibilities assigned. They are equipped with the adequate resources to

effectively discharge their function.

 There is a well-defined organization structure along with definition of role

and responsibility along with the interfaces as given in organization chart at

Annexure A .

 An Integerated IT Maintainance and Management Services (IIMMS) system

has been developed to provide a single window to address all IT related

service issues. These services are outsourced and organigram of the IIMMS

support group along with the role and responsibility is also enclosed as

24
 Annexure-B. Various processes within the department are identified as

follows:

• IT Service Support process

• IT infrastructure establishment/ augmentation process
• Application Acquisition/Development, Deployment,
Maintenance and up gradation process

IT Services Support Process

This process involves capturing and speedy resolution of all IT service support

incidents at Corporate Centre, Gurgaon. identification and correction of

underlying problem, carrying out necessary changes which are required.

Purpose

The purpose is to provide end user quality and speedy service by resolving their

day to day service incidents related to IT Systems. This is done through a web

based application maintaining the incidents database to analyze the nature of

25
incidents and make necessary improvements in the infrastructure which reduces

the number of incidents in the future.

Responsibility and Authority for implementation

Responsibility of operationalising this process and implementation of related

procedure is on Chief Manager/ Manager(Support Services). However, the over

all accountability is of HoD(IT).

Sub-processes of service support process :

• Incident Management Process

• Problem Management Process

All the above sub-processes and other processes work in integrated mode to

deliver the efficient service to the end users. In view of this two process control

tools which facilitates integration and smooth interfaces among the various

process are provided . These are:

1) Centralised Helpdesk Facility: Helpdesk facility is equipped

with an on-line helpdesk application which can be accessed through
different communication channels like Telephone, email and web. The
helpdesk is manned on all working days between 0900 and 1800 hrs.
The role of helpdesk personnel is to co-ordinate for resolving the
reported incidents with internal and external entities through its
lifecycle. Centralized helpdesk is supported by a team of support
engineers and site in-charge.
2) The helpdesk application is connected back-to-back with
another IT inventory application. The inventory application maintains
a database of all IT assets through an agent which is installed on all
desktops or through an IP discovery mechanism.
3) A knowledge management system is integrated with helpdesk
system cataloguing solutions to commonly occuring incidents. The
Integrated Help Desk system is detailed in the document “GLPI - The
Integrated Helpdesk Solution”.

26
Roles and Responsiblities :

Helpdesk is expected to carry out following functions:

• Receiving incident calls, first-line user liaison

• Recording and tracking Incidents
• Keeping users informed on request status and progress
• Making an initial assessment of requests, by attempting a
resolution-on-first-call for commonly occuring problems or
refer them to appropirate technical resource for resolution.
• Co-ordinating second-line and third-party support groups
including in-house application development and deployment
team.
• Closing incidents and confirmation with user.
• Preparation of daily IIMMS report.

Role of Site-in-charge:
• Managing the request life-cycle, including closure and
verification
• Communicating planned and short-term changes of service
levels to Customers
• Providing management information and recommendations for
service improvement
• Incident resolution and management
• Interface with Powergrid for escalation of unresolved
incidents
• Highlighting Customer training and education needs

Role of Support Engineers

 Attend the call at first level
 Perform diagnostic and troubleshooting
 If not able to close incidents, prepare input sheet for
escalation to higher level

27
USER SATISFACTION SURVEY

RESEARCH OBJECTIVE
The survey is being done with the objective to gather user feedback on IT Service
being rendered at corporate office and taking in the valuable end user suggestion for
improvement of existing services and implementation of new IT services.

RESEARCH TYPE
Analytical Research

SAMPLE PROCEDURE
• Universe -: All the employees of POWERGRID (Address of Corp Office)
• Population -: All the employees and various departments of POWERGRID
who are using IT applications.

SAMPLE FRAME
• Sample unit – 43

28
 • Sample design – Simple random sampling.

METHODS OF DATA COLLECTION

• Primary Data

Primary data is that which is collected for the first time and thus happens to be original in
character. Keeping in view the objective of the research, primary data was collected through
questionnaires, since this was a live project for the feedback of the employees using IT
enabled services. The data was collected by web based questionnaire and personal
questionnaire for the purpose.

QUESTIONNAIRE CONSTRUCT
The questionnaire consists of a set of 18 questions and was circulated among 43
employees (cross functional departments). The questionnaire consists, both
quantitative & qualitative aspects for data collection.

FINDINGS
To gauge the satisfaction level of employees using IT enabled services, and arrive at
the decision, the following statistical tools were used for substantiating the findings of
the research.

1. Frequency Distribution

It is evident from the results that the employees are satisfied with the IT enabled
services and the introduction of IT helpdesk.

29
Q7. How would you rate the problem solving performance of IT
services?

very dissatisfied dissatisfied neutral satisfied very satisfied

0.00% 11.63% 13.95% 69.77% 4.65%

30
Series 1- Very dissatisfied
Series 2- Dissatisfied
Series 3- Neutral
Series 4- Satisfied
Series 5- Very satisfied

Q8. Do you utilize the helpdesk for

IT problem?

never Rarely occasionally frequently always

0.00% 6.98% 51.16% 69.77% 16.28%

31
Series 1- never
Series 2- rarely
Series 3- occasionally
Series 4- frequently
Series 5- always

Q9. How quickly they respond to your

call?

immediately Quick at their pace late too late

9.30% 65.12% 20.93% 4.65% 0.00%

32
Series 1- immediately
Series 2- quick
Series 3- at their pace
Series 4- late
Series 5- too late

Q11. Do you use your e-mail account for office related

correspondence?

never Rarely occasionally frequently always

0.00% 4.65% 13.95% 32.56% 48.84%

33
Series 1- never
Series 2- rarely
Series 3- occasionally
Series 4- frequently
Series 5- always

Q12. Do you face any e-mail related

problem?

never Rarely occasionally frequently always

13.95% 44.19% 32.56% 6.98% 2.33%

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Series 1- never
Series 2- rarely
Series 3- occasionally
Series 4- frequently
Series 5- always

Q13. How do you rate power portal?

needs
excellent very good good fair improvement
9.30% 34.88% 41.86% 9.30% 4.65%

35
Series 1- excellent
Series 2- very good
Series 3- good
Series 4- fair
Series 5- needs improvement

Q15. How would you rate the response time of the services (like mail server, thin client
web)?

excellent very good good fair needs improvement

2.33% 27.91% 55.81% 4.65% 9.30%

36
Series 1- excellent
Series 2- very good
Series 3- good
Series 4- fair
Series 5- needs improvement

FREQUENCY DISTRIBUTION
An arrangement of statistical data that exhibits the frequency of the occurrence of the
values of a variable. A frequency distribution is a list of the values that a variable
takes in a sample. It is usually a list, ordered by quantity, showing the number of
times each value appears. Frequency distributions can show either the actual number
of observations falling in each range or the percentage of observations.

37
What Frequency Distribution tells us:

1. It shows how the observations cluster around a central value.

2. It shows the degree of difference between observations.

APPLICATIONS

Managing and operating on frequency tabulated data is much simpler than operation on raw
data. There are simple algorithms to calculate median, mean, standard deviation etc. from
these tables.

Statistical hypothesis testing is founded on the assessment of differences and similarities

between frequency distributions. This assessment involves measures of central tendency or
averages, such as the mean and median, and measures of variability or statistical dispersion,
such as the standard deviation or variance.

Frequency distributions are also used in frequency analysis to crack codes and refer to the
relative frequency of letters in different languages.

2. Chi Square Test (Q. 6 & Q. 10)

Test of goodness fit was used for propose, the result show that employees are satisfied
with the changes in IT support services & the helpdesk.

CHI SQUARE TEST

Ho Satisfaction level from IT support & Helpdesk are same
38
H1 Satisfaction level from IT support & Helpdesk are not same
Formula - Summation (Obj – E)^2
E

Where O stands for Observed

E stands for Expected

Methodology for Chi Square Test

Respondents responding with Neutral have been Eliminated, Very Dissatisfied &
Dissatisfied have been treated as NO and Very satisfied and Satisfied have been
treated as YES.

Calculation for E

IT Support IT Helpdesk

Satisfied 30 33 63

Dissatisfied 5 6 11

35 39 74

Hence E = 74
Obj E Difference Difference^2 Difference
(Obj – E) (Obj – E)^2 (Obj – E)^2/E
63 74 -11 121 1.635
11 74 -63 3969 53.635
Summation 55.27

The Critical Value from the table with Degree of Freedom (n-1) i.e. 43-1 at 5 %
significance level is 55.27

(The calculation for Critical Value has been calculated as following df 40 &
Significance Level 5 % which is 55.8)

Hence Ho is accepted since Ho <= 55.8

The chi-square test is used to test if a sample of data came from a population with
a specific distribution.

39
 An attractive feature of the chi-square goodness-of-fit test is that it can be applied to any
univariate distribution for which you can calculate the cumulative distribution function.
The chi-square goodness-of-fit test is applied to binned data (i.e., data put into classes).
This is actually not a restriction since for non-binned data you can simply calculate a
histogram or frequency table before generating the chi-square test. However, the value of
the chi-square test statistic is dependent on how the data is binned. Another disadvantage
of the chi-square test is that it requires a sufficient sample size in order for the chi-square
approximation to be valid.

3. Cross Tabulation (Q4 & Q5)

The results show that the knowledge of IT process helps in the effective utilization of IT
helpdesk.

CROSS TABULATION

Improvement in Improvement in
service: Yes service: No
Knowledge of IT: 33 3 36 83.72%
Yes
Knowledge of IT: 5 2 7 16.27%
No
38 5 43
88.37% 11.62% 100%

Cross-Tabulation is one of the analytical tools that is a main-stay of the market

research industry. One estimate is that single variable frequency analysis and
cross-tabulation analysis account for more than 90% of all research analyses.

Cross tabulation analysis, also known as contingency table analysis is most often
used to analyze categorical (nominal measurement scale) data. A cross-tabulation
is a two (or more) dimensional table that records the number (frequency) of
respondents that have the specific characteristics described in the cells of the
table. Cross-tabulation tables provide a wealth of information about the
relationship between the variables.

Cross-Tabulation analysis has it's own unique language, using terms such as
"banners", "stubs", Chi-Square Statistic" and "Expected Values" when describing
the tables.

40
 Suggestions & Recommendations

Considering the cross functional departments within the Organization, it’s

pertinent to impart skill upgrading programs, which is module specific to the
departments for the optimum utilization of the IT enabled services and the
helpdesk.

 All the facilities available on the organization’s website should be

integrated. Email, Employee login, Finance portal etc. should have same
password. It will be easy to change the password and very safe.
 Old hardware should be replaced.
 User training is required to enable users to solve minor troubles on their
own.
 Implementation of wi-fi within the organization.

LIMITATIONS

Although sincere efforts were made to collect maximum information from the
respondents even then, this report is subjected to the following limitations and
problems: :

 All the respondents were not seldom fair in their responses to questions.
 Dependency on primary data.

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  Since the results have been drawn on the bases of information provided by the
respondent, chance of response error might have occur.
 Some respondents were reluctant in providing the correct information as they
may hide the personal information.
 All department were not covered
 Sample size could have been increased.
 The last but not the last major limitation was that the project may be confined
in terms of knowledge as there is always a room for improvement.

Recommendation for IT processes in the IT

System of PowerGrid
Configuration Management
The main task of Configuration Management is to keep an up-to-date record of all the
components in the IT infrastructure configuration and the interrelations between them.
This is not a simple task and requires the cooperation of the people managing other
processes, in particular Change Management and Release Management.

42
Objective

• Providing accurate and reliable information to the rest of the organization

about all the components of the IT infrastructure.
• Keep the Configurations Database up-to-date:
o Up-to-date records of all CIs: identification, type, location, status, etc.
o Interrelations between CIs.
o Services provided by each CI.
• Serve as a support to the other processes, in particular to Incident
Management, Problem Management and Change Management.

Purpose and Scope

This document details out the various processes and procedures being followed by
Corporate IT Department in order to meet its objectives. The scope of this
document is limited to the job assigned to the Corporate IT Department which
includes

• Establishment and maintenance of IT infrastructure at Corporate

Centre / Wide Area Network interconnecting various Regional
establishments with Corporate Center.

• Providing guidelines for IT infrastructure development at Regional

establishments. Implementation of IT infrastructure, its operation and
maintenance is the responsibility of respective RHQs and RLDCs

• Planning, design, establishment and upgradation of IT infrastructure at

POWERGRID Corporate Centre to cater to the need of IT
application working on it.

• Planning, operation and upgradation of IT security systems.

• Application acquisition, development, customization and

implementation and support through various lifecycle stages.

The main activities of configuration management are summarized in the following

flow chart:-

Start

Specify Target Device

43
 Retrieve Network Settings from
database if any

Perform Checks on the Network

Settings

Perform Hardware Diagnostic

Check

Update application level functionality

of the target device

Configure Target Device

End

The interdependancy matrix of the services provided in power grid and components
used in network is shown below and this matrix will help in evaluating what will be
the impact if any component fails.

SERVICES
TERMINAL SERVICES: Terminal service is one of the components of Microsoft
windows (both server and client versions) that allows a user to access applications and
data on a remote computer over any type of network, although normally best used
when dealing with either a Wide Area Network (WAN) or Local Area Network
(LAN), as ease and compatibility with other types of networks may differ. Terminal
Services is Microsoft’s implementation of thin-client terminal server computing,

44
where Windows applications, or even the entire desktop of the computer running
terminal services, are made accessible to a remote client machine.
INTERNET SERVICES: Services provided by ISP (internet service provider) is e-
mail and FTP (file transfer protocol.
E-mail: Electronic mail is a method of sending a message from a user at a computer
to a recipient on another computer.
An email message consist of a header and the body if the message. The first part , the
header, contains the information about where the message has to be sent, and the path
that has followed to reach its destination, as well as other information like date, return
path, etc. the body is the actual message that is being sent.
FTP (file transfer protocol): This facility is a method of gaining limited access to
another machine in the internet, and obtaining files from it. You need full internet
connectivity, to do ftp interactively. FTP has many advantages, for example, it allows
you to get new free software, or updates version of old programs, as well as useful
data for your research.
FILE AND PRINT SERVICES: Organizations need to be able to publish and print
information in hard copy format, whether for legal, business, or personal
requirements. They need to print on multiple devices having multiple attributes at
different times of the day. They must also provide users with the ability to find and
use printers easily without requesting assistance from the IT support organization. In
addition, printing assets need to be managed securely and kept online and available at
the same time. File and print services are critical for users and applications within
information technology (IT) environments.
INTRANET SERVICES: Intranet services allow you to create controlled access to
a location which may be on our site or on your web site (the choice depends only on
your level of comfort). The Intranet service is chargeable and depends on volume
occupied, upload and download volumes and number of username/password pairs. A
typical modest access site with 200mb space and 50mb upload/download volume will
cost $10 per month.

Intranet Services have many uses of which the following are examples:

1. Intra company access - secure space for internal company information.

2. Controlled access to sensitive information - typically each with separate space
but could share a common space
3. Document/file exchange with clients.

VOIP (video over internet protocol): It is a protocol optimized for the transmission
of voice through the internet or other packet-switched networks. VOIP is often used
abstractly to refer to the actual transmission of voice (rather than the protocol
implementing it). This latter concept is also referred to as IP telephony, internet
telephony, voice over broadband, broadband telephony, and broadband phone.

45
VOIP system carry telephony signals as digital audio, typically reduced in data rate
using speech data compression techniques, encapsulated in data-packet stream over
IP.

MAIL SERVICES: Mail server is a computer acting as an mail transfer agent that is
running the appropriate software. An MTA receives mail from another MTA
(relaying), from a mail user agent (MUA). The MTA works behind the scenes, while
the user usually interacts with the MUA. Every time an MTA receives an e-mail, it
will add a “received” trace header field to the top of the message. In this way, there is
a record of which MTAs handled the e-mail and in which order. Upon final delivery,
the “Return-path” header will also be added to record the return path.

PROXY SERVER: A proxy server is a server which services the request of its
clients by forwarding requests to other servers. A client connects to the proxy server
requesting some services, such as a file, connection, web page, or other resource,
available from a different server. The proxy server provides the resource by
connecting to the specified server and requesting the service on behalf of the client. A
proxy server may optionally after the client’s request or the server’s response, and
sometimes it may serve the request without contacting the specified server. In this
case, it would ‘cache’ the first request to the remote server, so it could save the
information for later, and make everything as fast as possible.

The BENEFITS of correct Configuration Management include, among other

things:

• Faster problem resolution, thus giving better quality of service. A common

source of problems is the incompatibility between different CIs, out-of-date
drivers, etc. Having to detect these errors without an up-to-date CMDB can
considerably lengthen the time taken to solve a problem.

• More efficient Change Management. It is essential to know what the prior

structure is in order to design changes that do not produce new
incompatibilities and/or problems.

• Cost Reduction. Detailed knowledge of all the elements of the configuration

allows unnecessary duplication to be avoided, for example.

• Control of licenses. It is possible to identify illegal copies of software, which

could pose risks for the IT infrastructure such as viruses, etc., and non-

46
 compliance with legal requirements that may have a negative impact on the
organisation.

• Greater levels of security. An up-to-date CMDB allows vulnerabilities in the

infrastructure to be detected, for example.

• Faster restoration of service. If you know all the elements of the

configuration and how they are interrelated, recovering the live configuration
will be much easier and quicker.

The main activities DIFFICULTIES in Configuration Management are:

• Incorrect planning: it is essential to programme the necessary activities

correctly to avoid duplications or mistakes.

• Inappropriate CMDB structure: keeping an excessively detailed and

exhaustive configuration database up-to-date can be a time-consuming process
requiring too many resources.

• Inappropriate tools: it is essential to have the right software to speed up the

data entry process and make the best use of the CMDB.

• Lack of Coordination between Change and Release Management making

it impossible to maintain the CMDB correctly.

• Lack of organisation: it is important for there to be a correct assignment of

resources and responsibilities. Where possible, it is preferable for
Configuration Management to be undertaken by independent specialist
personnel.

• Lack of commitment: the benefits of Configuration Management are not

immediate and are almost always indirect. This can lead to a lack of interest
on the part of management and consequently a lack of motivation among the
people involved.
47
Authority for Documentation
This procedure is approved by ED (IT) and can be amended only with his approval.

Responsibility and Authority for implementation

Concern team leaders (defined in Organisation Chart, Annexure-A) are responsible

for implementation of the procedure of their domain. At department level, over all

responsibility for development of application is with application development

incharge and for ensuring implementation of the procedure within the department

rests with HoD(IT). However, the accountability is with ED(IT).

Human Resource Demand for Configuration Management : We can staff our

configuration management depending on the network range:

Personnel Requirements for Configuration Management

Organization---Network Range (Small- <3000 elements) No. Of Personnel

Supervisor 1

Inventory Coordinator 1

Problem Coordinator 1

Service Coordinator 1

48
Profile of Network Administration Supervisor

Duties

• Assists in evaluating service levels.

• Oversees documentation and recording of network expenditures and charge

backs.

• Analyzes security risks and assists in preparation of security plans.

• Supervisors inventory control.

• Supervises problem management issues.

• Establishes educational program for staff.

External job contacts

• Other supervisor within network management.

• Vendors.

• Network manager

Qualifying experience and attributes

• Has a knowledge of customer’s business

• Has ability for financial administration

• Has communication skill toward vendor

49
 • Has training in administration management

Profile of Inventory Coordinator

Duties

• Manage the online configuration application, including establishment of

requirements for this area.

• Maintain the network configuration.

• Maintain the vendor information.

• Know the status program and access method used by the system.

• Maintain the security of inventory control records.

• Track the delivery and installation of new equipment.

• Implement coordination

External job contacts

• Technical support.

• Network operation, change and problem coordinator.

• Customer support desk.

• Customers.

50
 • Service coordinator.

Qualifying experience and attributes

• Vendors

• Has knowledge of communication facilities and offerings.

• Has some knowledge of system programming and database structures.

• Has inventory control skills.

• Is familiar with conversion procedures and general project management.

Profile of Problem Coordinator

Duties

• Ensure that the problem are routed to proper person and function for

resolution.

• Monitor status of outstanding problems via open trouble tickets.

• Enforce priorities and schedule for problem resolution.

• Maintain up-to-date problem records, which contain problem

description, priority and status.

• Schedule critical situation meetings with appropriate parties.

• Fulfill administrative reporting requirements.

• Cross-organize resources if required.

51
 • Assume responsibility for total communication network.

• Provide input for experience files.

• Provide input for what-if catalogs.

• Evaluate security logs.

External job contacts

• Vendor representatives

• Technical support.

• \Customers support desk.

• Change coordinator.

• System and application programs.

• Network manager.

Qualifying experience and attributes

• Has broad info system and teleprocessing background.

• Has good aptitude in communication and coordination.

Profile of Service Coordinator

Duties

52
 • Assume responsibility for total communication network.

• Evaluate services oriented parameters.

• Provide feedback for service planning.

• Design and generate service reports.

• Cost service levels and negotiate charge back.

• Assume responsibility for security management.

External job contacts

• Network capacity planning.

• Network operational control.

• Operational control and tuning.

• Customers.

Qualifying experience and attributes

• Has excellent communication skills.

• Has overview on communication network.

• Understand the relationship between service level, resource utilization

and cost

53
 Change Management
Objective: The main aim of Change Management is to evaluate and plan the
change process to ensure that, if a change is made, it is done in the most efficient way
possible, following the established procedures and ensuring the quality and continuity
of the IT service at all times.

The interactions and functionalities of Change Management are briefly summarized

in the following interactive graphic:

Purpose and Scope:

The main goal of Change Management is for all the changes that need to be made to
IT infrastructure and services to be performed and implemented correctly by ensuring
standard procedures are followed.

Change Management must work to ensure that changes:

• Are justified.
• Are carried out without jeopardizing IT service quality.
• Are properly recorded, classified and documented.
• Have been carefully tested in a test environment.
• Are recorded in the CMDB.
• Can be undone by running back-out plans if the system functions incorrectly
after implementation.

The main activities of Change Management are briefly summarized in the following
diagram:

54
 Change Proposal

Acceptance Classification

Minor Impact Reasonable Impact Major Impact

Define Impact on Continuity

Plan Change

Build

Test

Implement

Evaluate

55
The main BENEFITS of proper change management are:

• The number of potential incidents and problems associated with each change
is reduced.

• If the change has a negative impact on the IT structure, the process of

returning to a stable configuration is relatively quick and simple.

• The number of back-outs needed is reduced.

• Changes are better received and the tendency to resist change is reduced.

• The true costs associated with the change are evaluated and it is therefore
easier to assess the true return on the investment.

• The CMDB is kept properly up-to-date. This is essential if all other IT

processes are to be managed correctly.

• Standard change procedures are developed allowing rapid updates to non-

critical systems.

Implementing an appropriate change management policy can also run into

serious DIFFICULTIES:

56
 • The various departments concerned must accept the authority of Change
Management over issues relating to the change, independently from whether
the change is made to solve a problem, improve a service or adapt the system
to legal requirements.

• Established procedures are not followed, and in particular, the information on

CIs is not updated properly in the CMDB.

• The people responsible for Change Management lack an in-depth knowledge

of the organization’s activities, services, needs and IT structure, making them
unable to perform their tasks adequately.

• Change management personnel do not have the right software tools to monitor
and document the process properly.

• There is insufficient commitment on the part of top management to implement

the associated processes rigorously.

• Excessively restrictive procedures are adopted, getting in the way of

improvements, or alternatively, the change process is trivialized, resulting in
insufficient stability for quality of service to be ensured

Authority for Documentation

This procedure is approved by ED (IT) and can be amended only with his approval.

Responsibility and Authority for implementation

Concern team leaders (defined in Organization Chart, Annexure-A) are responsible

for implementation of the procedure of their domain. At department level, over all

responsibility for development of application is with application development

57
incharge and for ensuring implementation of the procedure within the department

rests with HoD(IT). However, the accountability is with ED(IT).

Human Resource Demand for Change Management : We need a change

coordinator for change management.

Profile for Change Manager

DUTIES

• Coordinate overall planning and schedule of changes.

• Ensure overall test plan for changes.

• Coordinate implementation of all major hardware and software changes,

installations, and deletions.

• Maintain a current record of all planned and implementation

• Follow up and ensure that changes are put into the system according to plan.

• Assume responsibility for total communication network.

• Chair change meetings.

• Prepare management reports.

58
 • Provide input to inventory control.

• Evaluate vendors.

• Develop change management standards and procedures.

• Assess the impact of the change on existing on existing operations.

External Job Contacts

• Vendor representatives.

• Technical support.

• Customer support desk

• Problem coordinator

• Inventory coordinator.

• System and application programmers.

Qualifying experience and attributes

• Has broad range of hardware, software, and how a system is used

• Has good aptitude for communication, negotiation and coordination.

59
 • Has good knowledge for communication, negotiation and coordination

• Has good knowledge of review techniques.

RECOMMENDATIONS
 Configuration management should be implemented so as to understand
interdependency of the IT services and components and effect on network if
the configuration changes or ay components fails. This will help network
supervisor to maintain the network efficiently.
 Capacity management should be implemented so that utilization of available
resources should be optimum and plan for future resource up gradation.
 Change management should be implemented so that if a change is made the IT
services continue to work efficiently and is documents are updated
accordingly.
 More attention should be given in increasing the size of the mail box. The
present allocated space in not sufficient for storing all the necessary mails.

60
 Sometimes important mails have to be deleted because of the insufficient size
available in mail box , in this regard the mail servers storage capacity needs to
be enhanced
 Additional employees should be appointed for each application so that work is
distributed well and all employees know his work area. Presently IT
department is having very few employees and work load is very high on them.
 All changes in the system should be documented according to formal
procedure.
 The retention period of back up files could be longer.
 Suggestions given by the employees in the feedback forms should be seriously
considered and whatever barriers (regarding funds and support of colleagues)
the trainees are facing in trying to apply the knowledge and skills should be
discussed and adequate steps should be taken.
 The trainees should be provided with feedback about their performance. They
themselves may not be able to judge whether training has improved their work
or not. When they get regular and constructive feedback it will help them in
improving their work.
 Employees should be given a chance to visit the workplaces of other
companies to assess & upgrade the quality of their work.
 There should be more training given by the IT employees to the employees
who have less knowledge of new IT services and educate them . This will give
employees more better access to the It services and they will be able to work
more efficiently.
 Training programmes on IT services should be conducted from time to time
so that employees get updating knowledge of all the services and they can
receive and give the best. Even the importance for this education should be
explained to employees.
 There should be training programmes for all levels of employees so every
body will get equal opportunity to participate in them and learn about the It
services.

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BIBLIOGRAPHY

[1] Powergrid.com, Powergrid web site

[2]K Terplan “Communication Network Management”
[3] William Stallings “Network Management”
[4]Leinward Conroy “Network Management- A Practical Perspective”
[5]ITIL
[6] www.Wikipedia.com
[7] www. Google.com
[8] www.freepatentsonline.com
[9] www.itil.osiatis.es
[10] www.itl.nist.govt/div898/handbook/eda/section3/eda35f.htm

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