A new IT Service Management team was established under my leadership for the PDM applications Smaragd, Dialog and Hub. This team aimed to take over responsibility for the Major Incident Management process and Governance of Incident, Change and Problem Management. We worked together with the Unit Manager in building the team of service-level management skills, and I took part in the recruitment process as a technical leader. We are managing ITSM processes globally with our new team. As Major Incident Managers, we follow the problems experienced in these applications used all over the world and ensure that they are resolved quickly and have minimal impact on business operations.
At Mercedes-Benz, As the technical leader managing ITSM processes, I took responsibility for establishing a new support system with the transition of the VBS project to ServiceNow. I created the service lists and determined the requirements of the services. I worked on the creation and development of the knowledgebase by designing the workflows and managing the recruitment and onboarding processes of new support staff. I prepared our dashboards for monitoring and reporting quantities such as SLA - KPI. Our new support flow of VBS quickly solves the problems that come with new releases and is developing day by day and adapting to changing conditions.
At Mercedes-Benz, we have migrated ServiceNow. During this tool change, I ensured the smooth transition of our applications. I made improvements for our support groups (L1-L2-L3) in incident flows by designing new workflows. I supported the Product Owners in order to use ServiceNow correctly and effectively in every aspect.
At ING, we have integrated ServiceNow and Azure DevOps so that we can better track and report the KPIs and KRIs of our developers. In addition, we started to use the Demand Management process, which is one of the ITIL requirements. Besides the Change Manager title, I also took the Demand Manager title as the person who contacts the business units.
In order to increase the quality of the Change Requests we discussed at the CAB meetings, I developed a scoring method. After implementing it in ServiceNow - Change Requests, I scored the change requests participating in the meetings for their quality. The points were added later and the points of the teams were declared at the end of each month. This situation started a sweet competition within the company and increased the change request quality. At the same time, that keeps low our IT Risk score, has also reduced the possibility of us having any incidents, bugs etc in the prod environment.
This is the first time I've dived deep into software development in LeasePlan. How is an analysis done? How is a software developed? What is Agile Working? I found the answers to all these questions in this company. I created a small reporting button on Fleet-Net, the third party vehicle booking ERP system owned by the LeasePlan company, and recorded all my experiences in my internship book for my college.
[Paper]
Besides soft skill courses, We sought answers to the questions of how we can improve application performance, how can we develop the third party product (SesTek) of Garanti BBVA Emeklilik. Since we do not have the authority to access the codes of this product belonging to SesTek, we made our presentation to C-Level Managers on the last day of the internship, based on customer experience analysis.
[Presentation]
As a work of the Introductory Data Mining Course, I tried to analyze the bike-sharing data sets in the Weka program. I searched for the most successful classification/clustering/regression methods and selected 1 of them and examined them in detail. I also compared classification performances and class confusion matrices.
[Paper] [DataSet]
It is available in my studies where I researched Laguerre Function and Lebesgue Integral in relation to Mathematics.
[Lebesgue] [Laguerre]