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By then, the customary end-of-year reorganization had swept our team back to our old master the Operations Management organization , who wasn't interested in the Service Desk area at all, and wanted us to drop the Incident Exchange as soon as possible. That team was built from scratch and mostly staffed with engineers who had supported Service Desk so far. Initially, Service Desk had been acquired from a company in the Netherlands; HP had later moved product support and maintenance to China in order to free the original developers for the big migration to the new OpenView component architecture.

Our team identified the necessary skills, but they already had those Service Desk developers, and no ServiceCenter expertise, and very specialized talent with SAP skills is very hard and expensive to come up with in a booming low-cost geography. Despite our serious doubts, they carried on with hiring and onboarding, and had the team in place at the beginning of March From that point in time, we had regular once or twice a week virtual meetings, where I presented the architecture and use cases of the Incident Exchange, and demoed the existing integration into Service Desk and the prototype integration into ServiceCenter.

My experiences from the previous two transitions helped me a lot, and I had a lot of historical baseline data to improve my estimates and task breakdowns.

OpenView Network Node Manager

There was only one difference: In the past, I had owned the products since their inception; this time, the product had never been released, was in an unstable state between alpha and beta, and I had been the target of a haphazard transition from my former colleagues only eight months ago. One of these engineers was to become the ServiceCenter expert, the other should handle the SAP integration.

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According to our planned schedule, they would spend most of the time with me and our contractor in a meeting room, using whiteboards, projected design documents, source code fragments or live remote sessions for an intense knowledge transfer. Occasionally we split into two groups or retreated to our cubicles for details or to debug a problem; most of the material was introductory and high-level for lack of prerequisites and transition time, anyway.

These constraints also relieved my worries that my own knowledge was limited, and that I didn't know many implementation details and would have to ask my former colleagues about that. Most of these worries were unfounded, though, and I confidently presented the topics as if I had never done anything else. In the last couple of days, we even delved into difficult synchronization and parallel processing topics, found a few bugs in our prototype, and did the troubleshooting and defect classification on the spot.

Our visitors left on a Friday, and the following Monday, my daughter was born. Perfect timing!

As previously arranged with my manager, I mostly worked from home office, answering questions and monitoring the progress of the new team. Though we had established a good and friendly working relationship with our two visitors, and I also had had email contacts with all other team members beforehand, only very few questions came up.

I was a little bit disappointed, because I had done my utmost to be responsive, had explained things thoroughly and with lots of background information to bridge any cultural or language barriers, and had offered my help and insights at any opportunity. Maybe the new team was overwhelmed, maybe there's also a cultural component, that they want to prove themselves, don't want to be monitored too closely.

Despite the diversion of a newborn baby, I longed to be a virtual team member of the new team, fading out only slowly, after seeing that nothing had fallen off the table.

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I stood in marked contrast to my manager and team mates; who were quick to forget about the Incident Exchange and the political forlornness surrounding it. In November , the manager of the Shanghai team left for another business unit. Partner with offering architects to produce detailed conceptual and logical architectures that meet all business and technical requirements. Conduct Business Process Engineering sessions to gain understanding of current business processes that will be used as the foundation of the configuration and set up of ServiceNow.

Manage the contract resources to ensure that the Project Schedule is achieved.

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Prioritize requests and Engineering efforts based on business drivers and dependencies. Excellent analytical and troubleshooting skills with good verbal and formal written English skills Ability to work with partners and peers located worldwide. You can get more information on netmon. You should check the ovcoltosql process.

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If that process is running over a long time, it indicates issues with the size of snmp data collection and solid db. In this case, check the configured NNM reports and solid. The maximum size of a solid. If it is nearing that maximum, it needs trimming and importing and exporting the data to resize the solid db.

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These alarms give a clear indication of issues with NNM and mean that tuning is required. If the difference is high, clean up unwanted nodes to reduce system loading. Physical characteristics of NNM server and its network 2. Nodes management and filters 3. NNM polling 4. Name resolution issues 6. Data collection 7. NNM daemons ovwdb, ovrequestd, ovtopmd 8. Number of running ovw sessions 9.

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  5. NNM data warehouse issues In cases where it is not possible to upgrade with better hardware due to budget limitation, you can try to tune the system kernel parameters e. The tuned bit kernel parameters for better performance should meet or exceed the values given in Table 1. For a complete overview of HP-UX Note that the process priority value is given through the nice number from 0 to 39 with default value for every process as A nice value of 0 is the highest priority, and a value of 39 is the lowest.

    You can check the current nice number against any program by running the following command and looking at the value under NI column: Ps -efl cut -c , Nodes Management and Filters If you don't control the number of nodes managed by NNM by stopping the auto-discovery option, it will pick all reachable nodes whether you are interested in managing them or not, and will fill up the OpenView operational object, topology, and map databases. Once the filters are checked for syntax, they can be applied effectively for nodes management.

    From here you can determine which nodes are missing and which need to be removed from current management. The default polling interval is 5 minutes seconds for each device. You can determine the packets per second generated for a status poll using the following formula: The wildcard character will load the NNM polling and chew up the system resources. Hence, NNM will fall behind in the polling cycle due to the number of retries for each failure and the round-trip time for each polling.

    To avoid this situation, don't use the wildcard character.

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    Instead, you can add multiple devices using range values e. You should also group critical devices with shorter polling intervals and use longer polling intervals for less critical nodes. Unwanted nodes should be unmanaged and removed totally from all OpenView operational databases.