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A
A
So
agenda,
I
think,
is
pretty
much
clear.
What
basically
I'm
planning
to
cover
is
how
we,
how
we
have
integrated
the
itsm
and
change
control
process
in
solution
manager,
a
brief
on
the
company
of
overview,
so
hindustan
unilever
has
been
operating
in
india
since
past
75
years,
and
we
are
touching
every
two
out
of
three
indians.
A
Just
a
slide
on
the
capability,
so
in
the
1990s
we
had
the
erp
application,
it
was
mfg
pro
and
it
was
decentralized
when
I
say
decentralized,
each
each
of
the
manufacturing
units
or
each
of
the
locations
had
its
own
instance
of
erp.
Mfg
pro
was
the
package
and
they
were
they.
I
mean
the
unit
was
responsible,
so
whatever
configurations
etc,
everything
the
unit
was
responsible
and
they
were
pretty
much
having
their
own
local
instance
then
gradually
in
in
the
from
2001
to
2007,
it
was
migrated
to
a
central
instance.
A
So
when
I
say
central
instance,
the
the
still
the
erp
was
mfg
pro,
but
it
was
migrated
to
a
shared
server
whereby
the
units
used
to
connect
centrally,
and
we
had
also
centralized
some
processes
like
payments,
etc.
So
those
were
moved
to
a
shared
services.
Then,
finally,
starting
2007,
we
started
the
implementation
of
sap.
A
So
now,
so
it's
not
that
from
2000
2013
we
have
completed
it
now
it
was.
I
think
it
took
around
two
years
to
two
to
three
years
for
us
to
migrate
all
the
units
to
sap.
So
we
operate
around.
We
have
around
60
odd
depos
around
120,
odd
manufacturing
locations
and
around
8
offices
across
india.
So
now
currently
everything
is
now
on.
A
Sap,
so
for
it
perspective,
of
course,
it's
it's
not
just
to
provide
the
service.
We
are
actively
engaging
with
the
business
team
on
ways
to
reduce
cost,
whether
it
be
in
terms
of
inventory
reduction
or
in
terms
of
how
we
can
optimize
the
cost
in
fright,
transport
planning,
etc.
So
we
have,
we
are
using
most
of
the
to
achieve
this.
We
are
using,
or
almost
all
of
the
key
sap
components
for
doing
this.
A
Just
a
brief
on
the
landscape
which
we
have
so,
as
you
can
see,
we
are
pretty
much
using
most
of
the
core
sap
components.
Our
primary
transaction
system
is
ecc
used
for
a
day-to-day
transaction.
Then
we
have
snc
for
collaboration
with
our
customers.
We
have
scm,
which
is
for
production,
planning,
distribution
planning
for
truck
planning.
We
are
using
srm
primarily
to
interface
with
our
tea
buyers,
with
our
tea
supplies.
Sorry,
crm
crm
is
we.
We
have
two
call
centers
to
cater
to
queries
from
our
customers
as
well
as
our
consumers.
A
Anyone
did
get
a
chance
to
have
anyone
called
a
liver
care.
That
is
what
we
call
the
no
one
okay,
so
we
are
operating
two
call
centers
and
they
are
using
sap
crm.
So
sap
crm
is
exposed
to
the
call
centers.
We
are
using
ep
plus
c.
Our
integration
engine
is
pi,
so
all
non-sap
systems
are
compulsorily
integrated
through
pi,
with
ecc,
as
a
process
of
bw
is
used
as
a
reporting
tool,
along
with
the
accelerator
to
to
fasten
up
queries
to
fasten
up
the
report
execution
time.
A
A
A
When
the
project
is
thought
about
right
from
the
blue
printing
phase
till
the
designing
phase
till
the
time
we
land
the
project
into
production
and
even
post
that
the
monitoring
the
support
part
entire,
we
have
configured
into
solution
manager.
So
the
statement
which
was
made
in
first
half
that
solution
manager
is
the
single
source
of
truth.
It
pretty
much
applies
to
us.
A
Some
of
the
key
benefits
just
wanted
to
highlight,
so
it's
integrated
with
each
of
my
sap
each
of
the
sap
systems,
ecc
bw,
so
from
any
system.
I
can
directly
log
a
call
and
it
gets
logged
into
solution
manager
of
it.
I
ca.
We
have
integrated
it
through
email
through
auto
ticketing
through
bpm,
so
pretty
much
all
functionalities
which
are
available
for
itsm.
A
A
Of
at
actual,
none
of
the
transports
are
moved
manually,
so
everything
is
integrated
through
solution
manager
and
we
have
around
300
plus
transports
which
are
moved
every
month.
It's
seamlessly
done
through
the
charm
utility,
and
it's
not
just
the
movement
of
transports,
also
so
unilever
being
a
listed
company
in
nasdaq.
So
there
are
some
processes
which
needs
to
be
followed.
Cyber
oxley,
popularly
known
as
stocks,
though
so
we
have
to
adhere
to
certain
process
charm
in
solution
manager,
helps
us
to
adhere
to
that
process.
A
So
so
there
is,
there
is
nothing
which
which
can
possibly
get
missed
out
in
terms
of
adherence.
So
maybe
when
I
try
to
explain
I'll
try
to
explain
how
we
have
integrated,
even
the
sox
compliance
process
into
charm,
one
of
the
key
important
things
is
that
there
is
now
no
involvement
by
the
basis
team
or
the
technical
team
to
move
my
transport
so,
of
course,
to
move
the
transports
from
dev
to
qa.
A
A
A
At
the
start,
we
had
around
65
000
calls
per
year
so
gradually,
as
the
process
has
matured
and
the
users
have
have
started
gaining
knowledge
about
the
process
in
any.
The
calls
have
started
to
reduce,
but
this
this
graph
shows
that
we
are
we
have
so
there
is
no
tickets
which
are
now
raised
out
of
solution
manager,
so
everything
so
there
are
no
emails,
etc.
Emails
are
not
entertained.
If
anything
is
there
it's
through
ticketing.
A
A
He
looks
into
the
knowledge
article
which
has
been,
which
has
been
activated
into
solution
manager,
so
he
he
doesn't.
If
he
faces
a
problem,
he
doesn't
directly
just
log
a
ticket.
There
are
no
knowledge
articles
which
is
maintained
in
solution
manager
and
he
first
tries
to
help
himself
and
at
hul
we
have
also
with
this
help.
We
have
also
constituted
something
called
as
the
super
user
model.
So
at
each
of
the
each
of
the
locations
there
is
one
user
who
is
identified.
A
He
might
be
a
system
officer,
he
might
be
it
guy
or
he
might
be
a
a
functional
guy.
When
I
say
functional
guy,
he
might
be
from
the
purchasing
department,
but
maybe
a
slightly
text
heavy
person
whom
we
have
then
trained
on
all
the
processes,
and
then
he
is
the
one
point
of
contact
for
for
the
entire
unit.
A
So
if,
if
the
user
faces
a
problem,
he
would
approach
him
first
and
he,
instead
of
directly
raising
a
call
to
the
support
team,
he
would
try
to.
He
would
go
through
the
knowledge
articles.
He
would.
He
would
try
to
analyze
the
problem
himself
and
then
provide
the
solution,
and
that
is
one
of
the
reasons
where,
in
the
chart
which
I
had
just
shown
from
65000
calls
it's
there
a
gradual
dip.
This
is
achieved
through
all
these.
A
So
all
these
ways
whereby
a
constitution
of
the
super
user
model
at
l1
at
the
factory
level,
we
call
it
as
the
l1
support
there.
This
again
has
helped
us
in
considerably
reducing
our
support
resources.
So
if
I
remember
clearly
at
the
time
of
at
the
time
of
go
live,
say
just
for
a
manufacturing
process,
I
had
around
18
ft's
in
two
years
time
it
reduced
to
three.
A
A
Then,
if,
if
the
resolution
is
fine,
if
resolution
is
there,
there
is
no
ticket
which
is
logged
and
that's
the
end
of
the
call.
Otherwise,
he
logs
the
call
to
the
support
team.
The
support
team
would
analyze
and
if
there
is
a
system
change,
if
there
is
no
system
change
which
is
required,
it
is
more
of
a
user
understanding
or
it's
more
like
a
master
maintenance
activity.
A
He
would
update
the
resolution
in
the
ticket
itself
and
in
case,
if
it's,
if
it's
something
of
a
user
training
issue,
he
would
again
update
it
back
in
the
solution
database.
So,
as
next
time
of
any
other
unit
faces
a
problem,
any
other
user
faces
a
problem.
He
can
again
go
back
and
refer
to
the
knowledge
base.
This
knowledge
base
not
just
helps
the
end
user,
but
also
if
there
is
a
case
whereby,
in
the
support
team
itself
there
is,
there
is
a
new
resource
who
has
joined
in.
A
In
case
there
is
a
change
which
is
required
if
it's
identified
as
a
system
bug
or
if
there
is
a
small
configuration,
change,
etc,
which
is
required.
It
goes
to
the
development
team
and
development
team
and
there
is
a
cr
which
is
raised.
So
the
feature
is
that
a
cr
is
directly
raised
from
the
incident
ticket
itself
so
that
it's
tracked
end
to
end.
A
A
A
Just
some
of
the
screenshots,
so
how
it
looks
like
this
is
the
incident
ticket
key
features
you
can
it
has.
It
has
multi-level
categorization
whereby
you
can
exactly
categorize
a
ticket.
How
this
further
helps
is
that
even
updating
during
the
knowledge
article
so
based
upon
the
categorization
which
you
feed
in
you,
can
you
can
get
much
richer
output
from
the
knowledge
article.
A
He
can
features
which
are
available.
He
can
change
the
he
can
select
the
appropriate
status
based
upon
which
his
slas
are
calculated.
So
we
have
also
enabled
a
feature,
though
it
is
a
bit
of
customization,
which
is
done
whereby
we,
through
through
this
window
itself,
through
the
incident
ticket
itself.
A
A
We
create
a
problem
ticket,
so
the
problem
ticket
remains
open
and
all
the
incidents
which
are
linked.
We
attach
it
to
the
problem
ticket.
How
this
helps
is
that
it
still
keeps
in
our
radar
that
there
is
a
particular
incident
and
it
it
was
just
closed
by
giving
a
workaround.
However,
a
permanent
fix
is
yet
to
be
applied,
so
a
problem
incident
is
created
and
appropriately,
it
is,
it
is
assigned
to
the
development
team,
and
then
it
is
tracked.
A
A
Ticketing
through
bpm-
this
was
just
touched
upon
in
the
earlier
session,
so
through
bpm
we
create
we
automatically
create
incident
tickets,
so
the
next
slide
will
just
try
to
cover
what
how
how
we
are
using
this
functionality-
and
this
is
this-
is
a
very
powerful
feature,
because
it
has
actually
helped
us
again
in
reducing
the
number
of
support
resources.
So
this,
as
an
example
of
I
have
taken
the
example
of
a
pi
whereby.
A
For
all
interfaces,
it's
monitored
through
bpm,
so
in
case,
if
there
are
any
failures,
no
one
has
to
do
a
eyeballing.
Otherwise
the
support
guy
will
have
to
do
eyeballing
he'll
have
to
log
into
the
system
or
he'll
have
to
log
into
the
message
queue
and
see
whether
any
are
there
any
failures
with
this
auto
ticketing.
If
there
is
a
failure,
it
has
the
capability
to
identify
whether
it's
a
system,
error
or
application
error
and
appropriately
it
routes
the
call
to
the
correct
support
team.
That
is
what
was
shown
here.
A
So
this
is
the
ticket
which
gets
generated
and
it
identifies
which
is
the
team.
It
should
work
on.
So
if
it's
a
system
error,
maybe
it
will
go
to
the
basis
or
the
technical
team.
If
it's
application
error
something
to
do
with
masters
or
validation,
it
will
go
to
the
functional
team,
so
it
helps
in
reducing
the
amount
of
time
taken
to
analyze
of
what
what
is
the
issue?
A
This
is
just
one
of
the
use
cases
we
at
h
will
have
used
the
bpm
feature
for
one
is
for
interfacing
and
also
for
job
scheduling,
job
scheduling
from
so.
If
there
are
any
background
job
failures
again,
it's
auto
ticketed,
it's
auto
ticketed
to
the
respective
teams.
Similarly
bw
process
chain
monitoring.
A
So
earlier
day
and
night,
there
used
to
be
a
dedicated
element
team,
whose
only
job
in
life
used
to
be
to
log
into
the
bw
queues
and
do
a
eyeballing
to
see
if
any,
if
any
process
10
has
failed.
Now
with
this,
there
is
no
eyeballing
required.
They
have
to
just
sit
and
check
the
check,
the
message
queues.
So
if
there
is
any
failures,
it
will
get
auto
ticketed.
C
A
A
If
you
get
a
auto
alert
so
that
alert
can
directly
land
to
a
team
who
is
doing
who
is
doing
the
actual
analysis,
so
it
will
not
wipe
out
the
entire
support
team.
However,
if
there
is
a
failure
in
a
process
chain,
you
still
require
a
person
who
has
to
log
into
the
system
and
see
why
that
process
chain
has
failed,
so
the
support
team
is
still
required.
It's
just
that
the
team,
the
basic
element
team,
who
has
to
just
do
eyeballing
see
processes
are
failed.
What
has
meaning
are
there
any
successes?
A
Of
again
rich
functionality,
of
course,
whatever
you
have
put
into
solution
manager,
you
would
like
to
do.
A
reporting
of
these
are
not
standard
dashboards,
so
these
are
our
custom
dashboards,
so
maybe
I'm
seeing
some
faces
who
are
astonished,
so
these
are
all
custom
dashboards
which
we
have
made.
However,
the
base
data
in
solution
manager.
A
A
Again,
we
use
solution
manager
data
to
review.
How
are
how
is
the
health
of
the
system?
How
many
incidents
are
done
so
track
wise?
There
is
a
bifurcation
and
based
upon
that
there
is
a
monthly
governance
meeting
which
helps
us
to
identify.
Is
there
a
potential
issue
or
or
is
there
something
alarming
which
is
there?
So
these
are
some
of
the
just
snapshots
which
I've
taken
from
those
reviews
again
sla
monitoring
of
not
a
standard
dashboard.
A
A
It
has
some
standard
dashboards
which
are
there.
So
this
is
one
of
the
dashboards
again
just
a
bit
of
customization,
which
was
done.
But
key
point
is
that
solution
manager.
We
have
used
the
feature
whereby
solution
manager
sitting
centrally
it
can
connect
to
all
the
systems
and
pull
out
the
relevant
data.
So,
for
example,
we
are
saying
that
so
these
are
each
of
the
systems
ecc
bw
and
some
of
the
some
of
the
security
points.
A
So,
for
example,
does
r
is
the
standard
password
changed
for
some
of
the
default
users,
sap,
star
or
diddy
star?
So
that's
a
snapshot
which
I
get
or
is
the
client
open
or
close
the
production,
client
open
or
closed?
So
all
these
settings
I
can
directly
pull
from
solution
manager.
I
don't
have
to
go
to
each
and
every
system
to
check
whether
the
settings
are
open
or
not.
It's
online
dashboard
anytime,
I
can
just
click
and
the
dashboard
appears.
A
C
A
A
glimpse
on
the
change
control
process.
Here
again,
this
entire
process
is
tightly
governed
through
solution
manager.
There
is
nothing
which
happens
outside
through
emails
or
through
external
communications
right
from
the
start
of
the
process.
Yeah.
Of
course,
the
first
process
of
discussing
the
change
is
outside
the
system,
where
the
user
will
discuss
the
change
with
the
change
manager
from
there
on
so
once
the
change
is
accepted.
The
change
manager
would
would
create
a
cr.
A
A
So
if
there
is
a
regression
server
available,
he
can
also
move
it
to
the
regression
server
post.
All
the
required
testings
are
done
so
this
is.
This
is
a
standard
process
which
I
think
many
of
the
companies
would
be
following
again.
The
key
point
to
note
is
that
there's
a
compliance
team
also
which
is
introduced
now
of
after
all,
the
changes
are
done,
so
it
is
fit
to
be
imported
into
production.
A
There
is
a
compliance
team
which
checks
whether
the
documentations
are
there,
as
per
the
processes
which
are
defined
of
again
this
the
documents
etc.
It's
not
upload,
it's
not
uploaded
somewhere
externally,
it
is
uploaded
at
the
cr
level
itself,
so
I
have
a
proper
track
which
document
pertaining
to
with
cr.
So
in
short,
each
cr
will
have
its
sets
of
documents,
so
my
documentation
automatically
gets
maintained
and
that
to
with
the
correct
process.
A
So
if
it's,
if
it's
a
change
which
is
there
so
as
for
the
documentation
guidelines,
so
it
would
be
checked
whether
the
urs
was
approved
by
the
concerned
bpo
or
not,
or
whether
the
appropriate
testing
were
performed
in
the
right
environment
or
not.
Now
all
these
is
possible
because
we
have
integrated
this
entire
process
through
solution
manager
itself.
There
is
nothing
external.
There
is
no
external
mail
communication
which
happens,
and
all
these
are
defined
through
workflows
and
status
change.
A
The
operator
cannot
move
the
change
to
production
unless
and
until
the
status
is
changed
by
the
compliance
team,
so
it
it's
tightly
governed,
so
it
automatically
ensures
that
all
my
processes
are
adhered
to.
So
this
is
this
is
how
we
have
tried
to
use
the
charm
process
of
to
help
that
we
are
adhering
to
the
processes
which
are
defined.
A
D
D
A
Okay,
so
I
would
know
at
I
would
know
when
the
time
I
create
a
cr
itself
right,
so
I
would
ideally
know
so
if
I
am
the
change
manager.
So,
for
example,
I
am
also
the
change
manager
for
crm
process.
So,
if
you
as
a
user
comes
to
me,
you
say
that
I
want
to
carry
so
and
so
change
you,
as
a
user,
might
not
know
whether
it's
an
enhancement
or
it's
a
new
request
or
it's
a
I
don't
know
it's
a
bug
fix
or
something,
but
I
as
a
change
manager.
A
I
know
that
it's
an
enhancement
so
at
the
time
of
creating
the
cr
itself,
I
would
create
the
cr
with
type
as
enhancement
or
if
it's
yeah
so
enhancement.
So
if
there
is
an
existing
process
which
is
there
so
take,
I
don't
know
existing
t
code
say
me,
21,
n,
so
creation
of
a
process
order
if
he
is
asking
for
a
change
if
he
is
asking
for
a
particular
request.
I
would
know
that
in
the
existing
process
itself,
I
should
do
a
change.
A
D
A
Yeah
so,
as
I
told
it's
just
a
pictorial
representation,
you
are
correct
if
it
is
something
that,
after
discussion,
if
it
doesn't
want
to
take
up
it,
just
get
dropped
here.
Yeah
it
just
get
dropped
here.
So
it's
just
a
flow
which
want,
if
I
put
more
arrows,
maybe
probably
so
that's
the
reason.
I
told
that
this
is
a
standard
thing
which
everyone
would
have.
A
We
also
track
those
changes,
so
we
also
do
categorization
as
major
minor.
We
have
our
own
definition.
If
we
we,
we
say
that,
okay,
if
any
change
is,
is
typically
less
than
20
days.
We
consider
that
as
a
minor
change,
if
anything
more
than
20
days
and
if
it
impacts,
say
if
it
impacts
across
landscapes
or
it
impacts
two
three
landscapes.
So
I'm
doing
a
change
in
ecc
due
to
which
I
have
to
do
a
change
in
pi,
it's
a
major
change,
so
that
is
still
track.
A
E
Cr
flow
process,
I
mean
to
say
there
might
be
different
type
of
let's
say
you
have
deployed
one
changes.
The
change
went
to
qa,
so
there
might
be
two
three
reasons
where
the
changes
can
come
back
to
development.
One
might
be,
there
might
be
a
bug
fix,
or
there
might
be
an
issue
in
in
the
development
itself,
so
that
can
be
fixed
up.
E
You
can
change
the
status
to
in
development
and
it
again
comes
back
to
development
and
you
can
do
the
fixed
change
now
at
this
point
of
time,
when
you
release
this
to
the
user,
actual
user
for
unit
testing
user
changes
the
scope.
Let's
say
he
was
asking
for
x
now
he's
asking
x
plus
one.
So
how
that
particular
thing
you
are
catering
or
you
are
capturing
in
charms
or
this
change
control
process
in
solution
manager.
A
A
E
Which
is
getting
created
is
a
subset
of
or
it's
a
part
of
this.
This
change
means
that's
a
scope,
change
exact.
Actually,
speaking
of
so,
how
will
you
keep
a
track
and
later
on?
How
will
you
project
it
in
a
dashboard
that
these
are
the
instances
of
scope
changes
by
user
so
which
may
delayed
your
some
project
or
some
activities?
D
F
A
A
I
would
track
all
those
crs
against
those
cab,
but
to
answer
your
question
straight
yes
through
this,
I
would
actually
not
be
able
to
identify
whether
if
there
is
a
scope
change,
if
there
is
a
scope
change,
then
suddenly,
at
the
time
of
if
there
is
a
scope
change,
whether
that
particular
change
is
pertaining
to.
I
have
already
done
it
and
then
again
do
it-
I'm
not
tracking
it
through
this,
I'm
not
using
this
tool
for
tracking
that
it
is,
it
is
governed
outside,
so
it
is
governed
outside.
A
So
there
are
various
committees
which
are
there
with
charm
I'm
trying
to
for
I'm
trying
to
govern
the
process
of
transports,
I'm
trying
to
govern
the
process
of
documentations
which
are
moving
into
production.
So
I
am
not
trying
to
govern
if
there
are
any
changes
or
if,
if,
if,
for
example,
he
has
approved
for
the
uat,
but
then
it
fails
into
production
for
that
there
is
a
separate
process
which
is
there
in
place.
A
A
D
A
Okay,
so
when
you
say
test
automation,
we
are
using
for
ecc,
we
are
using
regression
testing.
We
do
do
okay,
however,
it
is
so,
though,
the
statuses
and
controls
are
maintained
through
charm.
So
what
happens
is
once
the
uat
is
completed,
all
the
crs
which
are
supposed
to
go
into
production,
so
we
have
something
called
as
a
monthly
window.
Ideally
it
will
be
on
one
sunday
on
that
particular
sunday.
All
changes
would
move.
So
before
the
moment
there
is
a
four
days
of
regression
testing
four
to
five
days.
A
D
D
A
Yes,
you
are
correct,
you
are
correct,
so
someone
so
all
those
all
those
particular
uc's
all
those
particular
crs
when
I
move
the
status
as
to
be
regression
tested.
All
those
are
moved
to
my
regression
box
and
it's
automated
script,
where
there
is
a
three
days
of
festival
which
happens
and
entire
scenarios
are
tested.
C
G
E
So
once
you
create
a
project
it,
you
can
categorize
it
into
an
implementation
project
and
into
an
maintenance
project.
So
if
it's
a
normal
maintenance
project,
then
this
this
cr
process
flows
into
and
if
it's
a
implementation
project.
So
with
that
cr
you
can.
You
can
actually
map
your
project
plan
to
that
particular
project.
You
can,
you
can
inbuilt
the
when
the
project
is
going
to
start
when
you
are
going
to
complete
the
bbp
phase
when
you
are
going
to
actually
start
the
realization
phase.
E
So
all
these
things
can
be
mapped
in
the
solution
manager,
project
itself
and
from
there
you
can
have
quality
gate
control.
That
is
another
functionality
of
solution
manager.
Project
from
there
you
can
once
the
bbp
team
creates
the
pvp,
then
only
the
developments
will
start.
So
at
that
phase
you
can
create
a
cr.
You
can
create
n
number
of
crs,
which
is
which
will
be
linked
to
that
particular
project
and
in
turn,
with
this
changes
you
can
create
transport
request.
So
all
total
you
can
get
a
hierarchy
that
this
is
the
project.
H
E
Toc
transport
of
copy
means
means
suppose
in
in
quality.
If
a
transport
request,
you
have
moved
in
quality
and
due
to
some
reason
it
failed.
There
might
be
a
developmental
issue
now
you
need
to
create
another
transport
request
for
that.
So
here,
if
you
are
using
toc,
then
you
do
not
need
to
create
another
separate
transport
request.
You
can
create
a
new
sub
node
in
that
particular
transport
request.
But
if
you
are
using
that
flow
of
urgent
change,
this
is
not
possible.
As
per
standard
sap,
it
is
only
possible
in
normal
change.
C
A
I'll
proceed
so
charm,
some
of
the
some
of
the
benefits
or
some
of
the
things
which
we,
which
we
found
is
a
great
advantage.
One
is
that
it's
it's
like
a
single
tool
to
manage
all
transports.
I
am
not
worried
about
which,
which
transport
should
go
to
which
system
through
solution
manager
itself.
If
I
have
defined,
if
I
have
defined
a
I
base
properly,
it
will
automatically
ensure
that
it
goes
to
the
right
system.
A
Again,
it's
a
landscape,
independent.
If
there
is
any
transport
errors
which
are
there,
I
can
remotely
monitor
it
through
solution
manager
itself
of
entire
sequence
of
transports
are
automatically
handled.
So,
if
I'm
not
worried
about
that,
my
change
program
changes
will
move
first
and
my
structure
changes
will
move
later,
which
will
result
in
dumping
solution
manager
ensures
that
the
sequencing
is
taken
care.
A
A
A
So
just
some
of
the
snapshots,
these
are
typical,
the
typically
the
mailers
which
are
configured
so
our
development
has
been
completed.
I'll
get
a
mail
or
development
is
a
particular
testing
has
failed.
It
has
moved
back.
I
get
a
status
change,
so
I
can
check
with
the
developer
that
hey
what
what
has
got
gone
wrong.
There
is
nothing
which
is
hidden
from
the
change
manager.
Everything
is
tracked
to
workflow
mails
logs,
which
are
available
directly
in
solvent.
I
can
understand
that
in
which
system
the
transport
has
failed
statistics.
A
A
Of
again
compliance
check
at
cr
level
itself,
I
can
either
mention
I
can
either
maintain
the
documentation
or
I
can
maintain
the
link
to
the
particular
documentation
in
the
cr.
So
there
is
a
track
tomorrow,
after
two
years
or
after
seven
years,
based
upon
the
statutory
requirements.
If
there
is
an
audit
which
is
happening,
I
don't
have
to
go
and
search
my
mails
or
I
have
to
don't
go
and
search
into
another
system
that,
where
are
the
documents
which
I've
kept
for
this
particular
change
or
what
this
change
is
all
about?
A
Yes,
yes,
so
the
two
ways
we
do
it
one
is
that
we,
so
some
of
the
documents
are
attached
to
the
cr
itself,
some
of
the
other
documents
like
a
fs
or
a
ts
or
a
urs
that
is
put
it
into
the
solution,
documentation
the
solar02.
So
there
are
those
tabs
documentation
tabs
which
are
available.
It
is
uploaded
there,
a
link
is
generated,
and
then
that
is
attached
here.
So
it's
light.
A
Roadmap
roadmap:
for
us
we
not
just
for
solution
manager
but
as
a
policy
for
all
all
our
landscape.
All
our
13
order
landscape
every
yearly.
We
at
least
do
a
one
upgrade.
It
can
either
be
a
hp,
a
version
or
a
sp,
so
for
solution,
manager,
sp8
is
released
and
it's
planned
to
be
upgraded
by
this
month.
End.
A
A
I
think
this
is
not
too
visible.
What
what
it
tries
to
portray
is
that,
so
this
is
india,
unilever
as
a
whole.
There
is
a
plan
that
there
would
be
only
one
solution,
manager
instance,
so
currently
just
a
bit
on
the
structure
so
for
entire
unilever
for
entire
of
all
unilever
countries.
So
all
there
are,
there
are
four
templates.
A
There
are
four
templates
which
are
followed.
One
template
which
is
followed
is
for
india
and
sri
lanka.
There
is
another
template
which
is
followed
for
the
asia
africa
country.
There
is
another
template
for
america,
there
is
another
template
for
europe
and
there
are
four
solution.
Manager
instance
for
unilever.
The
plan
is
that
it
would
be
only
one
solution,
manager,
instance
and
all
the
processes.
Everything
would
be
migrated
to
that
particular
instance.
So
that
is
what
is
the
roadmap.
I
I
B
So
for
person
who
is
logging,
the
change
there
is
no
license
impact
the
person
who
is
processing
the
change
or
incident
for
that
matter.
There
is
a
license
impact
and
the
other
thing
is
that
solution
manager
can
be
used
for
sap
and
non-sap
systems,
both
from
incident
management
and
change
management.
Point
of
view
only
for
sap
solutions,
meaning
solutions,
non-sap
systems
which
are
integrated
to
sap.
That's
the
standard
definition
yeah.
B
I
B
As
I
said,
the
definition
goes
like
this
that
anything
which
is
called
as
an
sap
solution.
Our
definition
of
sap
solution
is
that
anything
that
is
integrated
to
sap
system
yeah
is
covered
under
this
definition
of
sap
solution.
If
it
is
not
integrated
to
sap
solution
or
sap
system,
then
it
is
not
covered
as
part
of
this
license
yeah.
So
that's
what
it
means.
A
A
A
We
would
have
a
development
system,
we
would
have
a
qa
system,
we
would
have
a
regression
system
and
we'll
have
a
production
system
now
in
terms
of
clients,
my
development
system
would
have,
it
would
have
either
two
or
three
clients.
It's
not
for
certain
systems.
I
would
have
two
clients
for
certain
systems.
I
would
have
two
clients.