STAR Flashcards
(38 cards)
What was the situation involving the DA1 Onboarding Journey?
A critical incident affecting external customers’ ability to proceed past the IDV section, preventing identity verification and account opening.
This incident had a significant impact on both the business and its customers.
What was the task of the Service Engineering Lead during the incident?
To manage the high-severity incident end to end, ensuring resolution within agreed SLAs to minimize disruption.
The goal was to avoid further operational and reputational impact on the business.
What immediate action was taken to address the incident?
The team was instructed to divert all traffic from DA1 to the legacy failover route COTJ to minimize customer impact.
This allowed users to continue opening business bank accounts despite the ongoing issue.
How did the Service Engineering Lead communicate with stakeholders during the incident?
Prepared and distributed major incident communications every two hours detailing incident status, mitigation efforts, and expected updates.
This ensured stakeholders were fully informed throughout the incident.
What was determined to be the cause of the issue during the incident?
The issue was caused by a recent change deployed by the IDV Team.
The change was classified as non-critical, allowing for a rollback.
What was the result of the incident resolution efforts?
The application was restored quickly, SLA was met, and a post-mortem was completed with proposed preventive measures implemented.
This included automated alerts and stricter validation checks for future changes.
What inefficiency was identified in the incident-raising process?
The Model Office Team was manually raising incidents in ServiceNow, often lacking key data, leading to prolonged resolution times.
This increased the risk of breaching SLAs for customer-impacting issues.
What improvement was proposed for the incident-raising process?
Creating an automated form similar to IT@LBG forms used by other parts of the business to standardize and automate submissions.
This aimed to reduce resolution times and improve data accuracy.
What was the result of implementing the new automated form?
Resolution times dropped, the number of clarifications between teams reduced, and SLA adherence improved.
Stakeholder feedback was highly positive.
What operational risks were identified during the post-mortem of the Bulk Payments incident?
- Lack of automatic failover across data centres. 2. Conflicting change approvals without checks. 3. Manual intervention reliance for service restoration.
These risks highlighted critical weaknesses in operational resilience.
What immediate action was taken to address the change clash with the OCP Team?
Reviewed Change Records to understand the conflict and established a coordinated calendar for future patching activities.
This helped avoid future clashes and improved communication.
What tool was introduced to manage traffic routing independently?
AppViewX was introduced to allow the team to manage traffic routing without relying on the F5 Team.
This reduced operational delays and improved response capabilities.
What was the long-term solution implemented to enhance resilience in the Bulk Payments journey?
Automated failover was implemented across data centres, eliminating manual dependencies that delayed recovery.
This significantly improved overall service resilience.
What was the situation regarding IBM UrbanCode for the Implementation Manager?
The Implementation Manager had limited visibility of IBM UrbanCode but needed to support a critical release using it.
The project had strict regulatory deadlines and tight delivery windows.
What steps were taken to learn IBM UrbanCode quickly?
Reviewed documentation, watched internal walkthroughs, shadowed colleagues, and created test deployment workflows.
This enabled the Implementation Manager to gain hands-on experience rapidly.
What was the outcome of using IBM UrbanCode for the release?
The release was successfully deployed on time, meeting regulatory deadlines and preventing unnecessary delays.
The Implementation Manager shared notes to assist others in learning the tool.
What was the role of the Implementation Manager during the high-priority business release?
To coordinate the end-to-end release process and act as the central point of contact across technical and business teams.
This involved aligning teams to support the release and oversee pre-release activities.
What was vital for improving customer experience and ensuring compliance?
Coordinating closely with cross-functional teams.
Who were the cross-functional teams involved in the release process?
- Platform Engineering
- Quality Engineering
- Environments
- Service Engineers
- Change Management
- Key business stakeholders
What was the role of the Implementation Manager?
Accountable for coordinating the end-to-end release process.
What activities were involved in the release process?
- Aligning teams
- Overseeing pre-deployment checks
- Capturing business sign-offs
- Confirming change approvals
What did the Implementation Manager lead during the go-live activity?
The go-live activity to ensure a smooth deployment.
What was created to outline all activities, responsibilities, and timings for the release?
A detailed implementation plan.
What was facilitated daily to track progress and identify risks?
Readiness calls with each team.
