Name : SAID AMIN SHAH

ROLL NO :9955

Answer1:
Everyone knows change is never easy, but often quite necessary. The statement is
never truer than in IT.
Solid change management capability will help you boost your ITSM maturity, break out
of the "firefighting mode," align IT activity with business objectives, and transform IT
from a service provider to a business innovator. However, these benefits don't come
easily. Change management is one of the most difficult ITIL processes to get right.
Why? Because change management is an ITSM process that needs the right mix of
people, processes, and technologies.
Step 1
Identify why you want to implement ITIL change management
Before we dive deep into the topic, check out these tips and tricks for successful change
management implementation, to get a clear idea of what you should be doing and why.
All of the activities involved in implementing change management should be focused on
achieving the above-mentioned objectives. If something can't be linked back to one of
these objectives, it's probably not a priority. It might help to write a bullet-point summary
of why you need to do change management, print it big, and stick it to a wall where
everybody can see it.
Step 2
Understand the importance of change management
If you want to improve infrastructure stability, service quality, and IT agility, change
management is a "necessary evil." It's unpopular because it's fundamentally about
asserting control. IT people already think they're often told how to do their jobs, so
adding something like a cumbersome change control process will just slow them.
Step 3
Identify what is ITIL change management & its types
Don't expect everybody to be on the same page when you use the word "change." It
means different things to different people, so it's essential to have a clear definition of a
change model. ITIL recommends defining a change model that separates changes into
groups according to scope, impact, and urgency.
Step 4
Define change management roles & responsibilities
Processes need people to take actions and make decisions. That is, clearly defined
roles and responsibilities are a must-have to ensure ownership is maintained and
execution is smooth. So, who will you need to support your change management
process?

Step 5
Design the ITIL change management process flow
The change management process will never be 100% right the first time around, but
some process is better than no process. If the initial process is insufficient for managing
changes, you will still see a high incidence of failed changes. Failed changes means
extra work for IT, impact on business productivity, and lost revenue. If you look back at
the end of your change management process and how well it performed, you can tweak
it for the next time round. Over time, it will become more efficient and effective.
Step 6
Measure change management KPI
Change management is one of the most difficult ITIL processes to implement, but also
one of the most valuable and critical to increasing IT maturity. To maintain momentum,
it is important to report on the business value that the change management function is
delivering. Key performance indicators (KPIs) will vary from one organization to the
next, but the following metrics generally indicate how well change management is
working and the value it is bringing to service management and the business.

Answer2:
A very long instruction word (VLIW) processor exploits parallelism by controlling multiple
operations in a single instruction word. This paper describes the architecture and
compiler tradeoffs in the design of iWarp, a VLIW single-chip microprocessor developed
in a joint project with Intel Corp. The iWarp processor is capable of specifying up to nine
operations in an instruction word and has a peak performance of 20 million floating-
point operations and 20 million integer operations per second. An optimizing compiler
has been constructed and used as a tool to evaluate the different architectural
proposals in the development of iWarp. We present here the analysis and compiler
optimizations for those architectural features that address two key issues in the design
of a VLIW microprocessor: code density and a streamlined execution cycle. We support
the results of our analysis with performance data for the Livermore Loops and a
selection of programs from the LINPACK library.

Answer 3:
You need several types of inputs to create a project schedule:
Personal and project calendars – Understanding working days, shifts, and resource
availability is critical to completing a project schedule.
Description of project scope – From this, you can determine key start and end dates,
major assumptions behind the plan, and key constraints and restrictions. You can also
include stakeholder expectations, which will often determine project milestones.
Project risks – You need to understand these to make sure there's enough extra time to
deal with identified risks – and with unidentified risks (risks are identified with thorough
Risk Analysis).
Lists of activities and resource requirements – Again, it's important to determine if there
are other constraints to consider when developing the schedule. Understanding the
resource capabilities and experience you have available – as well as company holidays
and staff vacations – will affect the schedule.
A project manager should be aware of deadlines and resource availability issues that
may make the schedule less flexible.