Transformation is Change
Is your FinTech ready for the change?
Executive Summary
Qentelli thanks Finastra for providing us the opportunity to present our solution to the RFP for Tiered Product Services: Outsourcing Production Operations & DevOps for Legacy Products. We understand that Finastra’s objective is to partner with an organization that can be entrusted with the responsibility to deliver excellent Production Operations and DevOps services for a set of your Non-Growth Products.
Qentelli is a Digital and Cloud Technology Company. Being a Technology company, Qentelli teams powered by our Innovation Teams, backed by our Digital Center of Excellence have deep expertise and experience in delivering Digital Transformation solutions for several Fortune 1000, Large and Mid-Sized customers. The solutions include Modernization, Cloud Native, DevOps & Automation Transformations, Application Management Services that drive rich Digital Experiences and greatly optimize Business models.
Our Digital Transformation practice has been the key partner in working with several customers in the BFSI sector which includes Traditional and Digital Banks, Financial Services providers including Fintech for Residential, Commercial, Auto, Marine industries and Insurance in Life, Auto and other sectors.
Our Intellectual Property which includes AI based products/tools, frameworks, methodology and process playbooks help accelerate and deliver Digital Transformation, Cloud Adoption, DevOps and Quality Engineering solutions to our customers.
Some of our experience in the BFSI Space that underscores our expertise in the services in the scope of this RFP include:
Digital Transformation, DevOps, DevTestOps and DevSecOps for Largest Regional Bank in US by modernizing their revenue generating monolithic application into microservices architecture on Azure Platform.
Application Management Services for a Global leader in Financial Services for managing their Revenue generating and internal platforms.
New Application Development on Microservices & Frontend for the World’s largest financial consulting organization.
Solution Summary
Qentelli will apply our proven AMS Transition and Service Delivery Framework, supported by our Intellectual Property, Frameworks, Playbooks and Automation expertise. The overall North Star principle for us remains as “Zero Impact to Customer Operations”.
We start with a Due Diligence/Discovery Phase that will allow Qentelli and Finastra to define the scope, boundaries, current processes for incident, problem, communication and change management, Product Vendor partnerships, SLAs and other aspects.
The rest of the Engagement would follow a Transition Planning, Knowledge Acquisition, Secondary Support, Primary Support and Steady-State Service Delivery Phases.
We will use a global Resourcing model to ensure right-shoring of skillsets but also being available when needed through a robust on-call model.
We will also work closely with Finastra for rebadging personnel, based on product needs, candidate’s willingness, performance and Finastra’s obligations, if any.
Value Proposition to Finastra
The RFP response has more details, but here are some of the benefits that Qentelli is uniquely positioned to underwrite for Finastra.
1. Commitment to YoY savings to reduce Total Cost of Ownership (TCO) to Finastra over the 3 Year period of Engagement through
- Overall savings of 25% through the levers of utilization efficiency, right-shoring of people, defect prevention and driving automation
- Technology investment of $300K ($100K per year) through our Products and Frameworks implemented for Finastra
- Demonstrating our commitment by re-investing a % of our earnings into initiatives across Automation, Training, Innovation and other areas throughout the duration of the engagement
2. Founders’ [President and CEO] commitment from Qentelli on partnering with Finastra through
- Active Participation in the Steering Committee for Strategy, Governance and Relationship
3. Other elements of the Value Proposition include
- Due Diligence of 2 weeks for every tranche for a total of 6 Weeks will be an investment from Qentelli
- Service Credit Model after year 1 to show continued commitment from Qentelli
- Access to Qentelli’s University for Upskilling & Cross-skilling
- Access to Qentelli’s Resource Management Group to help you address spikes / business demand across your Enterprise needs
- 80% Guaranteed retention of Key Named Resources agreed by Finastra and Qentelli for a period of 3 years
- Fixed Capacity Model after Year 1 to absorb spikes up to 20% of Demand with no increase in service delivery fees
We are excited to bring our proven expertise in ProdOps and DevOps for Financial services organizations, and we hope to be the vendor of choice to Finastra and you long term strategic technology partner. Along with our Executive Leadership team, we assure Finastra to go the extra mile to help achieve your business objectives.
With Appreciation and Excitement,
Sanjay Jupudi,
President & Founder, Qentelli
SanjayJ@Qentelli.com | +1 469 600 0696
Prasanna Singaraju,
CEO & Founder, Qentelli
Prasanna@Qentelli.com | +1 469 600 3217
Business Solution
| Reference #1 |
Company Name: | Texas Capital Bank |
Company Address: | 2000 McKinney Avenue, Suite 700, Dallas TX 75201 |
Company Size in relation to Finastra (Smaller, Comparable, Larger): | Comparable |
Contact Name: | Arvind Rao |
Contact Title: | CIO Consumer Digital Banking, Private Wealth, Salesforce & Business Banking |
Contact Tel #: | +1 (512) 964-3442 |
Contact E-mail Address: | |
Type of Case Study: | Premier Case Study |
Brief description of the services: | App Dev
QA
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| Reference #2 |
Company Name: | RBI |
Company Address: | 130 King St W, Toronto, ON M5X1K6, Canada |
Company Size in relation to Finastra (Smaller, Comparable, Larger): | Larger |
Contact Name: | Jason Bryant |
Contact Title: | Head of Software Quality Assurance, DevOps |
Contact Tel #: | +1 (901) 209-9779 |
Contact E-mail Address: | |
Type of Case Study: | Premier Case Study |
Brief description of the services: | AMS
DevOps
Quality Engineering
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| Reference #3 |
Company Name: | JP Morgan Chase |
Company Address: |
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Company Size in relation to Finastra (Smaller, Comparable, Larger): | Larger |
Contact Name: | Jamie Frost |
Contact Title: | CIO of Glory Global (Previously VP of Tech Operations @ JP Morgan Chase) |
Contact Tel #: | +1 (972) 523-1378 |
Contact E-mail Address: | |
Type of Case Study: | Rescue & Premier |
Brief description of the services: | Application Management Services:
Support:
Mobile App Dev:
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Qentelli LLC. is a Digital and Cloud Company headquartered in Dallas, Texas. The core of the offerings we bring to our customers is all things automation within the engineering lifecycle, minimizing the need for human intervention and improving the agility and velocity of the overall application engineering lifecycle, thus enabling Continuous Delivery.
About Qentelli
Corporate Name | Qentelli LLC |
Incorporation ID/# | EIN 47-5172131 |
Date of Incorporation | 09-28-2015 |
Offices | 14125 Dallas Parkway, Dallas, Texas, 75254, USA |
371 Hoes Lane, Piscataway, NJ 08854 USA | |
140 Yonge St #200, Toronto, Ontario, M5C 1X6, CANADA | |
Salarpuria Knowledge City, Octave, 4th floor Unit 2B, Phase IV Serilingampally Mandal, Rai Durg, Hyderabad, Telangana 500081, INDIA | |
Guadalajara, Mexico | |
Total # of Employees | 930 (Employees in the North America – 155 | Employees in India – 775) |
Financial and Business Stability | Qentelli has achieved remarkable growth since its inception. Our revenues and clientele are marching upwards every year. Some of our achievements are –
Strong Leadership: Our Co-founders have successfully led global teams in the past and have about two decades of experience with Fortune 500 organizations, building companies and heading operations, sales and delivery.
Revenue Growth & Clientele: In 7 years we have grown significantly from 3 people to ~930 Qentellects globally. Won Deloitte FAST 500 North American list for three years in a row (2020, 2021 and 2022) Awards: https://www.qentelli.com/awards
Qentelli is a profitable company with a large credit facility from the Bank of Texas.
Nurturing strong client relationships and penetrating existing accounts resulted in over 100% growth YoY. Qentelli is aiding some of the world’s corporate giants to deliver their best to their digitally enabled customers.
Revenue Share: 50 percent of Qentelli revenue generated from our digital transformation engagements, 30 percent of revenue is generated from Quality engineering services and 20 percent of revenue share is from DevOps and related engineering services.
Recognition from Forrester: The prestigious market research firm, Forrester recently recognized our efforts in the Continuous Testing space and listed us in their well-acclaimed ‘The 2019 Forrester Wave™ Report’. Forrester Analyst, Diego Lo Giudice - VP, Principal Analyst Serving Application Development & Delivery has mentioned Qentelli in his report ‘The Path to Autonomous Testing: Augment Human Testers First’.
Home-grown Accelerators: Qentelli developed a comprehensive suite of tools to let our customers get started on the right foot for software engineering efforts. Our proprietary tools are designed to tackle some of the leading challenges in application development and delivery area and transform businesses digitally. They are built with leading technologies like Artificial Intelligence, Machine Learning and Big Data. The three products are named as TED, FAST and MoBe.
Increased Workforce: Qentelli has always been a preferred place to work with just about 4 to 5% of attrition rate. The company hired over 300 employees in the last 12 months while constantly up-skilling & re-skilling of existing talent pool to offer the best to clients.
Investors and Investment: Our company was co-founded by Mr. Sanjay Jupudi and Mr. Prasanna Singaraju and were the sole partners and investors for our firm. We have not been funded by any third-party investors nor we have been in any mergers / acquisitions from the time of the inception of the company. We are a private listed firm.
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Company Vision & Mission
| Founded on Technology as the foundation, Qentelli brings best of the breed practices from Application Engineering lifecycle to ensure higher quality applications at the velocity that business demands. Automation to enable Continuous Delivery is at the heart of all of the services we deliver.
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Founders Information | Sanjay Jupudi (President & Founder, Qentelli): Over 20+ years of experience leading global teams, working with Fortune 500 organizations, building companies and heading operations, sales and delivery. Being in leadership roles at enterprises, nurturing start-ups and as an Entrepreneur, he brings hands-on experience in Leading Geographically Distributed teams, Sales & Marketing, PR, Enterprise Strategy and his passion for technology and engineering and he is well versed with Quality Engineering, DevOps, Continuous Delivery, Continuous Development, Continuous Testing, Continuous Deployment.
Seasoned Digital Executive, Leader, Mentor and Strategist. His expertise is in Digital Transformation and Solution Architecture with Entrepreneurial stints, Business Development, Transformational and Leadership roles in IT. He believes that building a successful company that is truly about Digital Transformation isn’t a one man show. Quality, Intelligence and Engineering are literally what we do best, and we have a whole tribe of Qentellects to make it a great act every single time. |
Key Officers & Corresponding Tenure |
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Number of years company has been operating | ~7 Years (Oct 2015 onwards) |
Related Experience | YPO – Legacy Modernization & Application Management Services (AMS) TCB – App Development & Quality Assurance Deloitte – App Development, Automation, DevOps Brierley – Legacy Modernization, DevOps Adonis – App Development, DevOps & Automation WIS – Digital Transformation, DevOps and Quality Engineering RBI – AMS, DevOps, Quality Engineering Frontier – Automation, DevOps JMPC – AMS, Support & Mobile App RRS – Quality Assurance, DevOps, Enterprise Architecture Kroll – Enterprise Data, DevOps, UI / UX AT&T – Enterprise Application Services, Support, Smart Communications Southwest Airlines – Quality Management, DevOps, Enterprise Platforms |
Production Outsourcing: Ultradata
firm quote for the first Product to be outsourced (Ultradata)
| Phase | Step | Scope | One-off cost ($USD) | Cost ($USD p.m.) | Finastra responsibilities |
| Transitioning | Planning and Governance | This area is to help with due Diligence, Transition Planning, Risk Management, Communication, Change Management and Governance till transition is complete | $ 85,760 | $ - | 1. Staff a Full-Time leader on the Transition Council 2. Due Diligence support 3. Introductions to all account Managers and existing personnel 4. Change and Communication to internal Finastra team and any contractors 5. HR & Legal support |
| Knowledge Acquisition | This stage is when the team gets access, knowledge transition from existing team | $ 85,280 | $ - | 1. Provide dedicated time from SMEs and technical experts for knowledge transition workshops and product walkthroughs 2. Access to all systems, documentation 3. Answer questions and clarifications 4. Review and provide feedback on Qentelli's Playback sessions and documents | |
| Shadow Support | This stage is when the team participates as part of the extended team during regular support operations | $ 42,640 | 1. Continue operations as usual, but include Qentelli team in all communications 2. Pair Qentelli team with existing engineers for observing and resolving smaller tickets | ||
| Primary Support | This stage is when the team takes over the core support operations but has enough backup from the current team | $ 42,640 | $ - | 1. Support Qentelli team with directions and guidance as needed 2. the Finastra team will still be full-time involved | |
| Steady State | Service delivery | Delivering across all services | $ - | $ 89,120 | 1. Effective and timely incident transition and notification process 2. Continue Business/Product SME participation 2. Tickets enriched with advanced monitoring and logging details along with all actions taken as part of initial triage and resolution 3. Vendor management and SLA management |
| Planning, tracking and Reporting | Project and Program Management | $ - | $ 39,680 | 1. Participate in daily, weekly, monthly and quarterly Governance meetings and provide/receive feedback 2. Review metrics , KPIs and Dashboard | |
| Administrative Operations (Invoicing, Resource Management etc.) | Shared administrative processing | $ - | $ 2,240 | 1. Approve invoices as per agreement | |
| Closure | Knowledge Transfer | <provide adequate details to specify the scope of services for this step> | $ - | $ - | <provide adequate details to specify the responsibilities of Finastra to make this step successful> |
| Engagement Closure | <provide adequate details to specify the scope of services for this step> | $ - | $ - | <provide adequate details to specify the responsibilities of Finastra to make this step successful> |
Production Outsourcing: other products
indicative quotes for the second and third tranche of products.
| Product | Phase | Notes | One-off cost ($USD) | Cost ($USD p.m.) |
| PayPlus USA | Transitioning | <additional notes and clarifications as required> | $ 77,952.00 | |
| Steady State | <additional notes and clarifications as required> | $ - | $ 39,872.00 | |
| PayPlus Connect (aka GFX) | Transitioning | <additional notes and clarifications as required> | $ 72,105.60 | $ - |
| Steady State | <additional notes and clarifications as required> | $ - | $ 36,882.00 | |
| Filogix | Transitioning | <additional notes and clarifications as required> | $ 44,822.40 | $ - |
| Steady State | <additional notes and clarifications as required> | $ - | $ 22,926.00 | |
| Cavion | Transitioning | <additional notes and clarifications as required> | $ 53,747.20 | $ - |
| Steady State | <additional notes and clarifications as required> | $ - | $ 28,070.00 | |
| Fusion ECM | Transitioning | <additional notes and clarifications as required> | $ 52,166.40 | $ - |
| Steady State | <additional notes and clarifications as required> | $ - | $ 27,245.00 | |
| Payments RDC (Netcapture) | Transitioning | <additional notes and clarifications as required> | $ 52,166.00 | $ - |
| Steady State | <additional notes and clarifications as required> | $ - | $ 27,245.00 |
DevOps outsourcing
the scopes for DevOps engagements will be defined with the Business Units and the DevOps Engagement Manager
| DevOps resources Location | DevOps resource type | Notes | Cost ($USD) | Time (unit) |
| US | DevOps engineer | Full-time DevOps engineers - team can be spread across CI-CD Pipeline development, Infra-as-code, cloud and deployment automation | $ 135.00 | hour |
| DevOps architect | Full-Time Architect - DevOps strategy, tools evaluation | $ 150.00 | hour | |
| DevSec engineer | full time DevSecOps Engineer - working with InfoSec teams and Appdev Teams for building in security at Application level and for production environments (not infra or cloud configurations) | $ 135.00 | hour | |
| Canada | DevOps engineer | Full-time DevOps engineers - team can be spread across CI-CD Pipeline development, Infra-as-code, cloud and deployment automation | $ 135.00 | hour |
| DevOps architect | Full-Time Architect - DevOps strategy, tools evaluation | $ 150.00 | hour | |
| DevSec engineer | full time DevSecOps Engineer - working with InfoSec teams and Appdev Teams for building in security at Application level and for production environments (not infra or cloud configurations) | $ 135.00 | hour | |
| India | DevOps engineer | Full-time DevOps engineers - team can be spread across CI-CD Pipeline development, Infra-as-code, cloud and deployment automation | $ 35.00 | hour |
| DevOps architect | Full-Time Architect - DevOps strategy, tools evaluation | $ 40.00 | hour | |
| DevSec engineer | full time DevSecOps Engineer - working with InfoSec teams and Appdev Teams for building in security at Application level and for production environments (not infra or cloud configurations) | $ 35.00 | hour |
Detailed Transition Activities
This section outlines the activities related to takeover of services by Qentelli. Qentelli has a well-established process for smooth transition and our proven methodology ensures that the knowledge acquired is managed well. The Transition Approach across phases and tracks are shown below:
The objectives for each track are described below:
TRANSITION TRACK | OBJECTIVE |
Technology Track |
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Process Track |
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People Track |
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Infrastructure & System Access |
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Key Activities covered
Appraisal of Knowledge Transfer methodology and Preparation of Daily Knowledge Transfer Plan
Initiating the connectivity setup between Finastra & Qentelli
Ensuring all needed logistics are in place
Post finalization of Knowledge transfer plan, send meeting invites along with relevant details to Finastra SMEs
Transition Boot Camp
Qentelli does a self-learning of Finastra’s business processes, IT Landscape, support processes and service levels, based on information provided by Finastra.
Inform all key stakeholders within Finastra on the activities that is going to take place during Transition phases
Set expectations on requirements from Finastra – sign offs, go-ahead deliverables to expect, support needed by Qentelli etc.)
Address queries that Finastra may have regarding roles, responsibilities, methodology & activities during transition
Discuss Governance and Escalation mechanisms
Outline and explain the exit criteria of each phase, so that all stakeholders within Finastra are clear about what parameters the transition would be measured upon, helping in providing sign-offs on for Go/No Go meetings
In Pre-Engagement Planning phase, Qentelli will invest half a day Transition Boot Camp with Finastra that will be conducted in person/over Video conference.
The main objective of this phase to agree on the transition approach, expectations and resources needed as well as timelines and deliverables.
The key participant’s during Boot camp are
Finastra | Qentelli |
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A high-level flow chart for the Planning Phase is shown below:
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The Entry-Task-Deliverables-Exit Criteria Mapping for this phase is shown below
Entry Criteria | Key Activities | Deliverables | Exit Criteria |
Planning Phase | |||
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Qentelli follows a seamless approach to transition applications knowledge from Finastra. The approach is designed to achieve the following objectives:
- Understand the Business Scenarios implemented, RICEF and special configurations
- Document the knowledge acquired from knowledge transfer sessions
- Confirm Knowledge acquired via playback sessions
- Build confidence to handle post transition
Key methods that are used but not limited to during this phase include:
- Document Study – Mandatory pre-requisite prior to every session for the recipient
- Class Room Sessions – Business scenarios overview presentations
- Detailed knowledge transfer sessions
- Hands on practice sessions by Qentelli with minimal Finastra SME involvement
- Clarification sessions – Need Based with Sufficient Notice
- Creating and Updating of the SMTD & EPD documentation.
o System Maintenance Technical Document (SMTD) that will give an individual a broader insight into the system i.e. the application architecture, functionality, configuration and customizations and integration touch points.
o Execution Process Document (EPD) describes the steady state processes that will be followed by Qentelli
- Playback Sessions to SME’s
- Delta Improvement based on feedback
- Playback to tower leads
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Knowledge Transfer Process Flow
Qentelli uses a 3 Level approach for transfer of knowledge from Incumbent support teams:
- Level 1 - Process overview presentation and customer experience simulation
- Level 2 – Process variants – Detailed Simulation, Dependencies on Master Data, Enhancements, Interfaces, Criticality, Impact analysis, Country Variants, Process / Object Documentation sign off, Call History, Test scenarios and scripts
- Level 3 – Configuration relevance and rationale, associated Change Requests, Critical P1 and P2 tickets
Entry Criteria | Key Activities | Deliverables | Exit Criteria |
KAP Phase | |||
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Listed below are the gating criteria that Qentelli would leverage to determine the successful execution of Knowledge Acquisition Phase.
Objective | Description | Assessment Approach | Metrics | When | Timeframe for acceptance | Threshold | Dimension |
Completeness | Completeness of knowledge acquisition conducted | KAP questionnaire | % completion of reverse playback presentation for all identified areas (e.g. as per KA topics) | After reverse playback presentation | 3 days after playback | 100% | Knowledge |
Completeness | Confirmation from Qentelli the completeness of our documentation | List Documentation | Agreement by Qentelli that documents are complete and identify any gaps in documentation | After reverse playback presentation | 3 days after playback | 100% | Document |
Knowledge understanding | Level of functional and technical knowledge / understanding demonstrated in each area | KAP questionnaire | % score in SME assessment / scoring | After reverse playback presentation | 3 days after playback | min 5 out of 7 | Knowledge |
Knowledge Understanding | Level of knowledge / understanding of Finastra processes applicable to application support | KAP questionnaire | % score in SME assessment / scoring | After reverse playback presentation | 3 days after playback | min 5 out of 7 | Process |
Quality | Quality of documentation delivered | KAP questionnaire | SME review and acceptance of SMTD and EPD document | After reverse playback presentation | 3 days after playback | min 5 out of 7 | Document / Knowledge |
During the Secondary Support Phase, Qentelli will “shadow” the current Finastra team. As current Support team provides the Support, Qentelli team shadows them by simulating non-critical issues. Qentelli acts as a second line support whereas the current Support teams is the first line contact.
Entry Criteria | Key Activities | Deliverables | Exit Criteria |
Secondary support | |||
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Listed below are the gating criteria that Qentelli would leverage to determine the successful execution of Secondary Support Phase
Objective | Description | Assessment Approach | Metrics | When | Threshold | Dimension |
Knowledge Understanding / Quality | Level of understanding demonstrated in areas of application functionality, production environment and incident management process | Assign simulated cases to Qentelli as per agreed number and priority distribution | •Score of past resolved/simulated cases assigned when proposed resolution accepted by reviewer | 1st 2 weeks of Secondary stage | -Average score of 5 out of 7 in assigned simulated cases | Knowledge / Process |
•% of simulated cases resolved within contracted OLA | -85% of the simulated cases resolved within contracted OLA | |||||
Knowledge Understanding | Provide hands on experience to resolve low priority live incidents/ work orders/ | Assign live cases to Qentelli as per agreed number and priority distribution | •% of assigned tickets resolved independently | Last 2 weeks of Secondary stage | - Resolve 60% of the tickets assigned independently | Knowledge / Process |
% of assigned tickets resolved within contracted OLA | '- Resolve the tickets assigned with in contracted OLA | |||||
Knowledge understanding / Completeness | Level of understanding demonstrated in areas of application functionality, production environment and incident management process | Improving / Creating monitoring checklist along with steps / methods, availability metrics and update of SMTD, EPD | Delivery of checklist, steps / Methods, availability metrics, SMTD, EPD | 1st 2 weeks of Secondary stage | 100% delivery of all agreed documents | Document |
'- Monitoring Checklist | ||||||
Steps/ Methods of Monitoring | ||||||
'-SMTD | ||||||
'-EPD | ||||||
Quality | Quality rating on the delivered documents | Review and rate delivered documentations | Scoring on delivered documentations | Last week of secondary | Minimum score of 6 out of 7 | Document / Quality |
Qentelli acts as a first line support and owns up the support for all priority tickets.
Entry Criteria | Key Activities | Deliverables | Exit Criteria |
Primary support | |||
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Listed below are the gating criteria that Qentelli would leverage to determine the successful execution of Primary Support Phase:
Objective | Description | Assessment Approach | Metrics | When | Threshold | Dimension |
Knowledge understanding | Delivery of Service Levels | Qentelli to take ownership of all the tickets that are creating from the start of Primary Support Phase | - Deliver service as per contracted OLA | Throughout Primary | As per contracted OLA | Knowledge / Process |
- SME effort not exceeding more than the contracted hours | ||||||
Knowledge Understanding / Quality | Positive customer Experience | Finastra scoring for tickets resolved by Qentelli | Problem Resolution Capability Scoring | Throughput Primary | Current Score of Incumbent | Customer Experience |
Completeness | Delivery of Service Reports | Verification of Service reports delivered | Service reports delivered for each relevant application track as per reporting schedule | End of Primary | 100% | Document/Process |
Quality | Delivery of Service Reports | Review of service reports delivered | Service reports reviewed for accuracy / Quality | End of Primary | 100% | Document/Process |
Transition Acceptance Criteria
The transition acceptance criteria developed by Qentelli takes into account the customer’s critical-to-quality (CTQ) aspects thus ensuring seamless transition with minimal disruption to ongoing service and reduced change impact on business / end users.
Qentelli will collect the metrics shown in the below figure and will be used to measure the transition performance. The service levels that would be set against each of the following metrics will be used to identify the effectiveness of transition and forms the basis for movement towards steady state. The suggested periodicity of their measurement is weekly but will be further fine-tuned during the transition.
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Transition RACI
The list of key critical activities and interdependencies during Transition Phase is listed below using RACI Matrix.
Legend Responsible (R) - Those who do work to achieve the task. Accountable (A) - The resource ultimately accountable for the completion of the task. There must be exactly one A specified for each task. Consulted (C) - Those whose opinions are sought. Two-way communication. Informed (I) - Those who are kept up-to-date on progress. One-way communication |
Planning Phase | |||
Activity | Qentelli | Finastra | SME |
Transition Management Office setup | R/A | I | C |
Detailed Transition Plan preparation for each track | R/A | C/I | C/I |
Entry Criteria for each of the phase of the tracks identified | R/A |
| C |
Phase wise Deliverables | R/A | C | C |
Exit Criteria for each phase of the tracks identified | R/A | I | C |
Track wise transition progress monitoring and reporting process | R/A | I | C/I |
Ongoing Service Management Process and SLA to be reported (Transition Phase) | R/A | I | C |
Identify the SMEs and critical contacts for each of the tracks | R | I | A |
Tools Integration Plan | R/A | I | C |
Link Connectivity between Finastra and Qentelli | R/A |
| C |
Finastra Contractor and Employee On boarding and roll off plan | R/A |
| C |
Review and Sign off of all deliverables | A | C/I | R |
Go – No go decision to Knowledge Acquisition Phase | R | I | A |
Knowledge Acquisition Phase | |||
Activity | Qentelli | Finastra | /SME |
Transfer of Knowledge | C/I |
| R/A |
Acquisition of Knowledge | R/A |
| C |
Transfer of all relevant and updated documents | I | A | R |
Access to Knowledge Repository | I | R/A | C |
Application access | C/I | R/A | C |
Playback of understanding | R/A | I | I |
Playback / Knowledge Assessment |
| R/A | R/C |
SMTD Preparation and submission | R/A | I | C/I |
Review of SMTD | I | A | R |
Signoff of KAP | I | R/A | C |
Secondary Support | |||
Activity | Qentelli | Finastra | SME |
Primary responsibility of resolution of tickets |
| A | R |
Secondary responsibility of resolution of tickets | R/A | I | C/I |
Update SMTD and EPD Document | R/A |
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Update Secondary Support tracker | R/A | I | I |
Common Enterprise Process Implementation | R/A | C | I |
Tools Integration Testing | R/A | I |
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Resolve all the open tickets that were created before start of Secondary Support | I | A | R |
Prepare Primary Support Plan | R/A | C/I | I |
Close all KAP Phase action items (Playback Action Items etc.) | R/A | I |
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Review and Sign off of all deliverables | A | R | C/I |
Go – No go decision to Primary Support | I | R/A | C/I |
Primary Support | |||
Activity | Qentelli | Finastra | SME |
Primary responsibility of resolution of tickets | R/A | I | C/I |
Generate Pilot Steady State Reports | R/A | I |
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Update Primary Support tracker | R/A |
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Ensure all the support resources are on-boarded | R/A |
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Develop Backlog ticket resolution plan | R/A | I |
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Review and Sign off of all deliverables | A | R | C/I |
Go – No go decision to Steady State | C/I | R/A |
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Transition Governance
Qentelli believes that establishing a robust transition governance is a critical aspect to manage transition. Therefore, Qentelli recommends establishing a “Three-in-a-box” model as a joint transition governance structure. This joint governance structure involves key personnel from Finastra and Qentelli, and any incumbent service providers/Product vendors to manage transition activities. The structure will provide a platform to all stakeholders to review transition progress, and it will also enable deploying appropriate controls to mitigate any risks and to minimize business disruptions. As a part of transition governance, Qentelli will produce appropriate transition reports for reviews at different levels.
Qentelli will set a Governance model for Finastra that will oversee the following activities:
Monitor Transition Effectiveness
- Weekly and Monthly transition status update at Application Level.
- Highlight any deviations/delay with the plan and the reason for deviation/delay.
- Gated approach with measurable Milestones for each phase.
Service Continuity during transition
- Ensure Seamless transition with minimal disruption to Finastra ongoing service.
- Acts as a forum for information exchange between transition team and service delivery team.
- Addresses concerns, if any, on priorities and service ownership, Monitor SME utilization rate.
Finastra Process and IT User Change Management
- Address Gap’s between execution process, service desk tool, Service Levels and Reporting.
- Critical deviations in operational process / procedures, if any, between the 3 Finastra zones.
- Address change management issues with respect to End User Management, OLA’s with other vendors.
- Alignment of Qentelli and Finastra delivery team.
Multi-Vendor Management
- Ensure good cooperation and coordination between all the partners: Finastra, Incumbent Vendors and Qentelli.
- Address any issues with regard to transition e.g. KT Quality, SME Availability etc.
- Define clear interfaces, roles and responsibilities.
- Status update on transition plan.
Risk and Mitigations
- Highlight key risks and mitigation plan.
- Action items to address the mitigation plan.
Qentelli will work with Finastra to determine the right SLAs->KPIs->Metrics framework that exceeds Finastra’s goals for Quality and Customer Satisfaction.
Qentelli will derive the appropriate Strategic, Tactical and operational metrics using the following Framework:
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As the Engagement progresses, the type of metrics will evolve to a proactive, preventive state from the initial reactive metrics as shown below:
L1 Metrics are Establishment/Baseline metrics, L2 Metrics are when Service Improvements are delivered and L3 Metrics are when the Service Delivery reaches High Maturity.
A combination of these metrics (especially at L3) level increases the successful outcomes for Finastra over the course of the Engagement.
Level 1 Metrics | Level 2 Metrics | L3 (KPI) Metrics | Outcomes for Finastra |
Percentage of releases following the release management process | Percentage of releases handled through automation | Percentage of successful automated releases | Faster rollout of newer capabilities |
Percentage of major incidents with root cause analysis | Percentage of major incidents with corrective action plans implemented | Percentage of repeat major incidents | Reduction in unplanned outages |
Percentage of incidents with a closure code selected | Percentage of incidents linked to internal IT knowledge articles | Percentage of incidents resolved due to customer-facing knowledge articles | Faster resolution of incidents |
Percentage of critical services covered by monitoring systems | Percentage of critical services covered by monitoring systems and service mapping | Percentage of critical services with self-healing/automated run books | Reduction in mean time to respond (MTTR) |
Percentage of changes implemented outside the change management process | Percentage of changes implemented successfully | Percentage of changes contributing to Priority 1 incidents | Reduction in outages due to I&O maintenance activities |
Percentage of capacity plans defined at the infrastructure component level | Percentage of capacity plans defined at the IT service level | Percentage of capacity plans defined at the business service level | Support business growth by scaling IT infrastructure |
Percentage of business-critical services for which availability measurements are possible | Percentage of business-critical services for which availability measurements and response targets have been defined | Percentage of business-critical services meeting availability targets defined in agreement with business | Improved availability of IT services |
SLA performance for services with internal IT-defined SLAs | SLA performance for services where SLA is defined in partnership with the business | XLA (performance which includes SLA performance for services with dynamic business-criticality-driven SLAs; see Note 1 and Observe, Measure and Assist: Three Emerging Ways to Drive Workforce Digital Dexterity) | Ensure IT service delivery commitments |
The Governance and escalation Model at various levels are shown below:
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Role | Responsibilities |
Finastra: Head of IT Service Delivery Management |
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Finastra: Transition Manager |
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Finastra SME’s: |
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Finastra: Functional & Technical consultants |
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Qentelli: Program Director |
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Qentelli: Service Delivery Manager(s) |
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Qentelli: Transition Manager(s)/Transition Leads |
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ProdOps Team Process Workflow
ProdOps Team will contribute to or supports Finastra’s overall IT customer service philosophy. The team straddles the technical world of IT and the practical side of customer service. Team is multi-Level structured with three different levels: Level 1, Level 2, and Level 3 which helps to:
- Quick Incident Resolutions on small or easy-to-manage issues
- Strategically addressing customer needs
- Increasing the end-user experiences and customer satisfaction Index
- SLA driven approach for harder-to-solve problems
- Continuous Feedback for continuous improvements to AppDev Teams
Below infographic image is the proposed complete approach and process workflow for ProdOps at Finastra.
Level 1 is the first support line, and its executives are effectively trained with the required Application knowledge and supporting documentation as a mandatory pre-requisite.
They usually engage with end-users of the application via chat, phone, and email communications to resolve the incidents that come thru the ServiceNow application. L1 involves engaging with end-users, knowing their challenge, and generating tickets against it. They are pre-trained with basic product/service knowledge and the ability to troubleshoot a fundamental problem and provide legit resolutions to specific customer problems.
Key activities
- Resolve “Quick Fix” tickets expeditiously
- Minimize handoffs
- Eliminate tickets from “falling through the cracks”
- Minimize need to circle back to collect more information
- Facilitate Incident Management tool (ServiceNow) status to the user community
- Provide perspective for resource needs and business priority
When an Incident/Issue received by the L1 Team is a Production Defect or a Problem that requires more diagnosis, depending on the type and complexity of the problem, they will escalate these cases to L2 executives.
Level 2 support level deals with in-depth troubleshooting and backend analysis. L2 executive reviews the Incident/Ticket with L1 Team and performs a complete diagnosis to determine the root causes and potential fixes. If there are problems that they cannot fix or are issues that need further access/debugging, at this stage, if the solution has not arrived, then they typically escalate the incident/ticket to Level 3.
Key activities
- Review tickets as they are submitted by end-user/customer from a respective location
- Ensure the Incident Management tool (ServiceNow) ticket’s description, Urgency, Type (team) is accurate
- Resolve the ticket within the defined SLAs
- Route ticket to appropriate group for assignment and prioritization
- Keep “customers/end-user” apprised of ticket receipt and status
- Business advocate for tickets in need of prioritization or resources
- Serve as “Level 3” support for resolving assigned tickets
The Level 2 executive then communicates with the end-user for an in-depth analysis of the problem before providing a solution. Level 2 support personnel have a deep understanding of Finastra’s Applications/products and extensive experience in troubleshooting. Level 2 support executives are full-stack developers with in-depth training and access to all required Finastra information.
Level 3 is the last line of support and consists of SMEs (Subject Matter Experts) and a relevant application development team that deals with technical problems. These support experts have access to the highest level of company and product information. They can provide solutions for the most complex issues and alter the code, study, and improve the solution to challenge new or unknown problems.
Key activities
- Resolve assigned Incident Management tool tickets (ServiceNow)
- Ensure the Incident Management tool ticket’s description, Urgency, Type (team), Reference, and Status of “owned” tickets is always correct
- Support and transfer knowledge to other Level 1/Level 2 resource resolving Incident Management tool tickets
- Communicate priority/time conflicts between Incident Management tool ticket’s resolution, Incident Management tool ticket support and other projects as the arise
This Team closely works with Product Management and Business teams to prioritize and implement the appropriate fix/resolution for the incident in a timely manner.
ProdOps Service Delivery Model
This section highlights our Service delivery approach and all the vital activities that we do for ProdOps Teams.
Prerequisite Training & KT
The team is responsible Train the team members on Finastra’s Applications and Infrastructure related information and making them capable of handling the systems and applications to run smoothly by identifying problems and deploying smart solutions.
Define & review the Runbooks
- User manuals and support guidelines for each application (s)/system.
- Process guidelines when logging product issues to note all details, including their observations, diagnoses, and action steps.
- Documentation on common tasks includes weekly reports summarizing production performance, release notes for upgrades, and troubleshooting guides.
Review the Work Queues
- Enable an effective queue management system with proper incident classification and categorization
- Prioritize the incidents based on the business /customer impacts with severity and priority rankings
Change Management Process
The change management process flow:
Request for Change > Change Evaluation & Planning > Change Approvals > Change Implementation
Request for Change:
- An Incident that causes a change
- An Existing problem that results in a change
- User requesting a new change
- Change because of ongoing maintenance
Change Evaluation & Planning:
During this phase, Incident/Change prioritization and planning activities to minimize risk and impact on the business/customer satisfaction
- Prioritization - Determine the type of change and prioritize the requests accordingly.
- Scheduling - Check the Release schedule to get an estimated time frame and fix the planned start date and end date
- Roll out plan - Plan out the implementation activities
- Back out plan - Back out plan in case of unexpected setbacks
Change approvals
Change Approvals process differs based on change type.
- Any significant change like new change request - solution replacement or enhancements or new feature requests approval from Product Management or Change Approval Board.
- Standard change(s) like patch deployment, defect fix, and Hot Fix does not require any additional approval(s) as they are pre-approved.
Change Implementation
L3 Team & Release management teams take care of the actual implementation of planned changes, and below is the implementation checklist.
- Define the change process and share it with internal teams
- Define change workflows to automate change processes
- Include members from the Release team in Change advisory board approval
- Use change templates to pre-fill standard changes, thus saving time
- Define success factors and KPIs for Change Management. i.e., change executed successfully vs. failed changes
- Upon successful implementation of the changes, track the related incident to closure, alerting end-users who are impacted by the changes.
- Continuous review & feedback is important to improve change management process outcome.
Observability, Monitoring, and Continuous Improvements
Qentelli recommends the implementation of 3-R’s Resilience, Recovery, and Reliability to provide 99.9% of Finastra’s applications/systems available for the end-users. The team will publish weekly/Monthly and Quarterly Health index reports across the stakeholders.
Resiliency
Avoid or mitigate impactful incidents from an adverse effect by quickly responding with an appropriate fix/resolution within the specified time limits per the defined service level agreements (SLA), helps the high availability of the applications/systems and increases uptime
Recovery
L2 & L3 teams will work to enable an action plan for the ability to restore applications/systems when a failure occurs. Below are few:
- Historic Queue/Incident analysis to understand the most failure-prone areas across, prioritize & the fixes/resolutions
- Introduce automation where possible for easy recovery on the application/systems and easy recovery upon most common exceptions during the runtimes
- Publish the guidelines and action plans for the failover strategy
- Periodic drills on recovery procedures for applications/systems when under stress.
- Setup continuous monitoring and alert notifications for most business-critical applications/systems
- Setup SLAs and monitor
- Recovery Time Objective (RTO), the time duration for an application to return to normal service levels after a failure.
- Recovery Point Objective (RPO), the tolerance to data loss in terms of time duration.
Reliability
Make the most business-critical applications/systems more stable stability aligned to customer expectations with Zero impact on business continuity.
- Cost optimization – Enable the ability to track usage costs over time for AppInfra resource management.
- Security – Ability to secure infrastructure and provide guardrails for continuous review and detection of anomalies.
- Set up the Service Level Objectives (SLOs) for end-user critical transactions.
Security compliances for applications/systems that are publicly exposed
Application/Systems Performance Monitoring to understand the behavioral patterns under stress
Triaging, Handoff, and Escalation
The quality control Manager (QCM) is responsible for the ServiceNow Incident queue effective management and triaging.
Incident triage on a daily basis with the ProdOps team
All the incidents/tickets new/pending work items are reviewed for proper dispositions, prioritization, assignments for classification and categorization. Triage agenda will be to
- Review metrics of Open/Closed tickets by Team, Location & Status
- Identify “Active” & “Planned” tickets that are “past due” and/or in need of additional resources
- Balance workload across production support team.
- Assign new “Planned” tickets
Kanban Boards are setup in Application Lifecycle Management tools like Jira for incident/ticket assignments
All the incidents/tickets are sized and prioritized as per the Business criticality and governed by defined SLAs for resolutions
Any incident/ticket that falls under the hotfix /CR/enhancements/new feature category is reviewed with Product Management/Business and is dispositioned within the defined timelines.
Incident/tickets outside the scope of ProdOps teams are gracefully handed over to the existing App/Infra engineering teams.
Upon the resolution/fix deployed to production, the incident/ticket is tracked to closure in ServiceNow and marked the User Story/Incident as closed on the Kanban boards.
Quality Control
Quality Control Manager (QCM) for ProdOps will act as a single point of contact for the ProdOps team, effectively fulfilling the below responsibilities:
- Continuous Monitoring and triaging of all production support incidents with application/Infra teams.
- Be a technical SME & hands-on for the ProdOps team in managing production cycles jobs and troubleshooting issues when required
- Assign, adjust and monitor shifts for the ProdOps team to have apt coverage.
- Interact with infrastructure, release management, change management, QA, DBA, and application teams.
- Provide regular status reports to management on application status and other metrics.
- Collaborate with management to improve and customize reports related to production support.
- Coordinate escalation and resolution of major service issues.
- Report promptly to management and business partners regarding critical outages until resolution.
- Manage and monitor the defined SLAs and execution of critical situations.
Schedule Management
- Define the schedule management methodology for the ProdOps team by analyzing the historic Prod Support activities, incident queues, and time is taken for incident resolutions based on their prioritizations, category, cross-platform impacts, and business impacts.
- Be Agile – Follow the Kanban model, and set up the Jira board for tracking all the ServiceNow incidents/tickets.
- Understand the business/end-customer goals and establish the baselines to assess the performance of ProdOps over time.
- Document and communicate the contingency plans for potential risks and variations to eliminate bottlenecks, dependencies, and delays in fix/resolutions.
- Publish weekly/monthly and quarterly reports to ensure quality, schedule, and resource adherence, along with the team-level statistics to the stakeholders.
Resource Management
Quality Control Manager, along with the Account Program, manages ProdOps teams.
Resource Planning:
- Resource Effort estimations for each incident/ticket will be part of the Kanban stories that the ProdOps team will utilize in the Jira.
- Manage change requests and implement risk management strategies
Resource Scheduling:
- Publish the ProdOps team Project Plan in alignment with the Business goals and Release management schedules
- Align ProdOps resources schedule with ProdOps Project Plan
Resource Allocation:
- Implement the rotation-based model for resources
- Publish the team rosters with support guidelines
- All the critical tasks need to be prioritized when creating the resource schedule.
- Effective allocation of Incidents/tickets to the right technical resources
- Manage Workload and Keep Team Productive
Indicative SLAs
Key Areas | Area | Service | SLA | Frequency of Reporting |
Resource Management | Resource Addition or Replacement | <= 2 Weeks | Event Based | |
Project Management | Schedule Adherence | 95% | Measured based on Ticket Queue lengths/Month | |
Effort Adherence | 90% | |||
ProdOps | Incident Management | Incident Response target
| 5 mins for Sev 0 15 mins for Sev 1 15 mins for Sev 2 30 mins for Sev3 | Weekly/Monthly |
Incident Resolution target
| 1 hour for Sev 0 (24x7) 2 hours for Sev 1 (24x7) 4 hours for Sev 2 (business working hours) 11 hours for Sev 3 (business working hours)
| Weekly/Monthly | ||
Vulnerability patching | 30 days for Critical vulnerabilities 60 days for High vulnerabilities 90 days for Medium vulnerabilities
| Weekly/Monthly |
SLAs for Service Level Performance | Service Objective | Reporting Interval | Service Level Category | Measurement Baseline | Minimum SLA | Target SLA | Service Level Credit |
Schedule Adherence | Monthly | On Time Index | Milestones defined | >=92% | >=100% | 1% | |
Quality of Work | Monthly | Incident/Ticket Handling Failures | Incident/Ticket Handling | <=10% | <=5% | 3% |
Indicative KPIs
The below is an indicative list of KPIs and Metrics that will be tracked to make sure that the Qentelli established a high-performance team:
- Ticket Volume - Ticket volume represents the total number of tickets at any or over any given time.
- Number of Active Tickets - The number of active tickets is defined as the current number of reported incidents yet to be resolved.
- Incidents Initiated via Self-Service Portal/emails/Calls- track & classification of the number of tickets opened via email, by phone, walk-up, or any other request type thru self-service portal.
- Incidents With Associated Problems - This represents the number of incidents associated with known problems.
- Incidents With No Known Resolution - Reporting on the number of tickets unable to be resolved with known interventions
- Incident Response Time - The number of minutes/hours/days between the initial incident report and its successful resolution (MTTR)
- First-Touch Resolution Rate - First-touch resolution rate is the percentage of incidents resolved the first time, with no repeat calls.
- Escalated Incidents - Escalated incidents are the total number of incidents resolved by Level 2 or 3 team members.
- Recategorized Incidents - Recategorized incidents are defined as the number of incidents misdiagnosed at creation.
- Reopen Rate - The percentage of tickets revisited after initially being marked as resolved are defined as reopen rates.
- Incidents by Type - This metric represents the number of incidents categorized by the affected device or application.
- SLA Compliance Ratio - This ratio is the number of resolutions needed to fulfill service level agreement (SLA) guidelines related to response time, workflow prioritization, cost, and other metrics.
- Cost per Ticket – Cost associated per ticket by totaling the money spent to resolve each reported incident.
Appendix A: Response to your Requirements
| No. | Requirement | Compliance | Vendor comment |
| 1 | Provide details of the number of employees in the company. Breakdown the total employees by role types. Breakdown the total employees by location. Where (which city) do you have company leadership presence in North America? | Full | Qentelli has 978 employees with breakdown as below: Role Type 1. Architects - 25 (Enterprise, Solution and Associate levels) across Application, Data, UX, DevOps and Infrastructure 2. Software Engineers - 430 (Lead, Senior and Associate developers) across multiple platforms & languages such as .NET, Java, Python, Javascript (UI and server-side), Salesforce, SAP, other Enterprise COTS products 3. QA Engineers - 285 (Lead, Senior & Associate FTEs) in Functional, Performance, Security, Accessibility and other QA roles. Over 90% are Automation Engineers using Qentelli's Automation Framework, Selenium-based frameworks, ACCELQ, TOSCA, JMeter, Gatling, ZAP 4. DevOps Engineers - 85 (Lead, Senior and Associate) for DevOps Enablement, Infra-as-Code, Release and Deployment Automation across multiple toolchains 5. Project Managers and Scrum Masters - 40 6. Engineering Managers - 12 7. Directors, VPs - 10 Senior Leadership (SVPs, EVPs, CDO) - 8 HR, IT, Marketing, Sales, Business Development - 55 Facilities & Operations - 30 Location 1. India - 647 2. US - 258 3. Mexico - 75 Leadership presence in the US 1. Dallas - Founders, SVP 2. Nashville 3. New Jersey |
| 2 | Summary of previous and existing engagements with Finastra - short description; commencement date; end date; number, type and location of staff resources working on the engagement; commercial value in $USD; Finastra products involved; technologies involved; indicate technologies and tools involved; engagement outcomes summary. | NA | No previous engagement with Finastra |
| 3 | For the package of all potential candidate products for Production Operations, describe how you would scale in all relevant dimensions (technical staff, technical engagement management, relationship management, etc.) and at what break points would you need to expand your operations with staff hiring and opening locations (e.g. when bringing on the fourth and seventh Production Operations products). How much lead time is required for scaling your operations at those break points? | Full | From a roles and level perspective, we have enough staff on board to be able to fully staff and operate the first product and the second tranche of applications without external hiring. This includes the different technical roles, line managers, Tower/Pillar leadership and overall Engagement Leaders. When the third tranche of products are onboarded, we would need to bring in additional staff from outside through hiring. We can do the onboarding of such staff in a staggered manner, in over 3-7 weeks. Location-wise: Our primary team locations would be US, India, Mexico and Belize, depending on the Technology, role and time zones needed to be supported |
| 4 | For the potential candidate products for DevOps, describe how you would scale in all relevant dimensions (technical staff, technical engagement management, relationship management, etc.) and at what break points would you need to expand your operations with staff hiring and opening locations (i.e. when bringing on the third and sixth DevOps products). How much lead time is required for scaling your operations at those break points? Also, how many DevOps products could you onboard simultaneously? | Full | From a roles and level perspective, we have enough staff on board to be able to fully staff and operate the first product and the second tranche of applications without external hiring. This includes the different technical roles, line managers, Tower/Pillar leadership and overall Engagement Leaders. When the third tranche of products are onboarded, we would need to bring in additional staff from outside through hiring. We can do the onboarding of such staff in a staggered manner, in over 3-7 weeks. Location-wise: Our primary team locations would be US and India, depending on the Technology, role and time zones needed to be supported. We can potentially offer DevOps from Mexico location in about 6 months |
| 5 | For the potential candidate products for DevOps, describe how you would scale in all relevant dimensions (technical staff, technical engagement management, relationship management, etc.) and at what break points would you need to expand your operations with staff hiring and opening locations (i.e. when bringing on the third and sixth DevOps products). How much lead time is required for scaling your operations at those break points? Also, how many DevOps products could you onboard simultaneously? | Full | question is duplicated from above |
| 6 | Describe mechanisms you have in place so that we can keep staff on our engagements that Finastra rates as highly competent and valuable. In the past with other outsource vendors we have had challenges with key staff being rotated off our account. Please describe both guarantees you can provide that we will retain key staff on our account and also appropriate service levels you are willing to offer for the replacement of key staff. What processes do you have in place to ensure that we are able to quickly and efficiently vet replacement candidates? | Full | 1. We offer above average Compensation, benefits and other packages to all our employees. For Finastra, we will additionally offer retention bonuses to all candidates for each year of working on this account 2. We will also cross-skill and rotate people across products to maintain interest in the staff. This also helps de-risk operations for both Finastra and us, as people can pitch in if there is a temporary spike in workload 3. We guarantee that there will not be more than 10% attrition of our key, named staff on Finastra 4. For any replacements, the transition period of key, named staff personnel will not be billed to Finastra for a period of 3 weeks or until Finastra is satisfied without any impact to other Service Levels 5. All potential replacement candidates will first be evaluated internally using multiple interview rounds. For junior staff, we take on the responsibility of their performance, so Finastra does not need to expend valuable time on interviews. For key, named staff above a certain impact level, only the short-listed candidates will be interviewed by Finastra (along with a Qentelli leader). We can also explore creative means such as a short intro video by the candidates along with their CV and the internal interview remarks |
| 7 | Describe your approach for managing the relationship with Finastra. What are the key elements and how does each help Finastra in achieving our goals? What are the top three key things that you need Finastra to do, to ensure there is a successful partnership? | Full | The key success factors in such Engagements are: 1. A Technically competent time 2. Open and frequent communication lines between Finastra Account Managers and frontline staff and Qentelli teams for smooth handovers and accurate diagnosis of issues 3. Transparent and honest reporting of progress and status 4. The right systems and automation to help reduce "toil" and improve productivity 5. Regular Cadence of meetings across levels - Daily/Weekly, Monthly What we need from Finastra 1. Leadership connect with true Partnership 2. Transition knowledge, process and tools to help with fast onboarding with zero impact on Business as Usual for Finastra's customers 3. Involve Qentelli on product roadmap, customer feedback and new Sales |
| 8 | Describe your approach for both onboarding and delivering Production Operations support. How do you go about these steps? What aspects of your approach ensure efficiency and success? What requirements do you have for technology components to be within supported versions, prior to onboarding? | Full | 1. Transition Approach includes Knowledge Acquisition, Shadow Support, Primary Support with Shadow from Finastra and Steady State Operations 2. At the end of Knowledge Acquisition and Shadow Support phases, we will do a Playback session with our understanding of the product, critical incident resolution, understanding of environments, assets and prior tickets 3. Qentelli will invest in automation, improvements and efficiency levers over time Note: More info about Approach is available in the Technical Solution document Requirements for Technology components: 1. Any components that are within 6 months of EOL must be upgraded before handing over. 2. Components that have more than 6 months of EOL, we can migrate the components but need Architectural review, sign off and funding separately from the core support pricing |
| 9 | How long do you estimate the onboarding phase (due diligence, assessment and access) will take for each of the products described in the Production Operations package - please provide an estimate in units of elapsed time, with a confidence factor, based on the information provided. How long do you think the Knowledge Transfer phase will take (completion can be measured as the point at which Finastra resources are no longer required to be involved for the components in scope) for each of the products described in the package - please provide an estimate in units of elapsed time, with a confidence factor, based on the information provided. | Full | 1. For the first product, Ultradata, we estimate about 6-8 weeks without about 70% confidence for due diligence, access, initial knowledge transfer, Product vendor introductions and shadow support, with some overlap between these activities. 2. Our Methodology calls for Finastra resources to continue to operate as primary for 4 weeks after the knowledge transition is complete and another 4 weeks as secondary support. The main reason is to ensure no interruption of service to customers As new products are onboarded, we expect this timelines to go down as technology components are well-understood. |
| 10 | What is your level of interest for bringing on any Finastra staff, into your organisation, to support the Production Operations products? Finastra is looking to refocus those existing staff onto Growth products, however, we are interested in hearing a) under what conditions would you want or need to take on Finastra staff to ensure you are successful in delivering outcomes for Finastra and b) what criteria would need to be met for those staff to be suitable for employement in your organisation. | Full | 1. We are open to rebadging Finastra's FTE staff, provided there is demonstrated interest from the FTEs in their current roles AND if Qentelli feels that their continuation would be key to ensuring zero disruption to Service Levels or the skills acquired are niche and deep enough 2. As mentioned above, the FTEs would need to be experienced in the products, have stellar records from a performance standpoint over the last 3 years and would not significantly impact the cost-vs-service delivery equation for Qentelli |
| 11 | Describe your approach for both onboarding and delivering DevOps engagements. How do you go about these steps? What aspects of your approach ensure efficiency and success? | Full | 1. We usually conduct our own Due Diligence Assessment - an in-depth evaluation of current SDLC Engineering practices from Planning, SCM and all the way to Deployments. We have an extremely detailed and proven Assessment framework to establish current baselines and gaps against what is needed for the product (not all products need to have the greatest practices) 2. Once we have an udnerstanding of the gaps, we create a roadmap of improvements, focusing on any tech debt and quick wins that have a sizeable impact on AppDev teams. 3. As our focus is around Automation, we bring in dedicated DevOps Architects, engineers, infra specialists and cloud experts as an "Enablement Team" (SWAT team) that work with the engineering teams in the trenches to solve issues and get a cadence for delivering value |
| 12 | How long do you estimate the onboarding phase (formation of scope and milestones) will take for a DevOps engagement - please provide an estimate in units of elapsed time, with a confidence factor, based on the information provided. How long do you think the Knowledge Transfer phase will take (completion can be measured as the point at which Finastra resources are no longer required to be involved for the components in scope) for each of the products described in the package - please provide an estimate in units of elapsed time, with a confidence factor, based on the information provided. | Full | 1. The initial Assessment would take 2-4 weeks for each product. As new products are added, we expect this timeline to reduce 2. the KT phase for DevOps would be the Assessment time, with some additional time of 2 weeks for asset handover, Q&A sessions etc |
| 13 | Of your three references, please indicate which represents a 'premier' case study (i.e. your showcase example of some of your best work) with details for a contact at the customer that we can speak to, for both for Production Operations and DevOps. | Full | This is indicated in the "Appendix B" document for references and case studies. At a high-level we are showcasing 2 Premier Case studies and 1 Rescue Case study |
| 14 | Of your three references, please indicate which represents a 'rescue' case studies (i.e. an engagement that was going poorly at one stage, but that you managed to turn around to be a success) with details for a contact at the customer that we can speak to, for both for Production Operations and DevOps. | Full | This is indicated in the "Appendix B" document for references and case studies. At a high-level we are showcasing 2 Premier Case studies and 1 Rescue Case study |
| 15 | Please provide a quotation for Production Operations support for the Scope of Services for the first product to be onboarded (as per the schedule in the Product Details table). If required, please split this quotation into your equivalent phases for transitioning (planning and execution steps), stabilising and operating the product. Detail the responsibilities Finastra will need to consider. | Full | For Ultradata, the indicative pricing is as below: 1. One-Time pricing for Transition 2. On-going monthly cost Please note that as other products are onboarded, the cumulative per month cost will stabilize (i.e., not increase linearly) as some of the resources will be shared across the products (as being done today) |
| 16 | Please provide an indicative quotation for Production Operations support for the other six products to be onboarded (as per the schedule in the Product Details table) in the same format as the quotation above. | Full | For Ultradata, the indicative pricing is as below: 1. One-Time pricing for Transition - $56,320 2. On-going monthly cost - $131,040 |
| 17 | Please provide an indicative quotation for your rates for milestone based work for DevOps augmentation scopes. If required please split this into regional and role based rates. | Full | Rates are provided in the Pricing sheet |
DevOps Capability
Why Qentelli?
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