# Onshore Coordinator – Scenario Exercise

## Purpose

This exercise evaluates how you reason through **ambiguous, real-world customer situations** that an onshore coordinator commonly faces.

There are no right answers. We are interested in:
- The questions you ask
- The assumptions you surface
- The decisions you take or intentionally defer
- How you communicate under uncertainty and pressure

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## How the Exercise Works

1. You can choose 2 technical scenarios and the last 2 scenarios are mandatory.
2. Each scenario is written like a short RFP or escalation note.
3. Read the context carefully.
4. Think aloud and we will jointly work through this.
5. Ask clarifying questions freely.
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### Use these following sections to add details per scenario (maybe create a notepad or google sheet and fill it in)

* Questions to Ask
* Assumptions Being Made
* Decisions We Can / Cannot Take Yet
* How We Communicate This Back to the Customer

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## Scenario 1: Retail Java Modernization (VM → Containers)

### RFP Excerpt

**Background**
A large retail organization operates across multiple regions and experiences significant traffic spikes during seasonal sales and festivals.

Their core business systems are Java-based applications running on virtual machines. These systems are over 15 years old and support critical workflows such as inventory management, order processing, pricing engines, and promotions. Releases are infrequent, rollbacks are risky, and scaling requires manual intervention.

**Objective**
The customer wants to containerize these Java applications to improve scalability, resilience, and deployment speed.

**Expectations**
- A proposed approach for containerization
- A high-level delivery timeline
- Team structure and responsibilities

They are looking to start the engagement within the next month.

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## Scenario 2: Kubernetes, Observability, and SRE Adoption

### RFP Excerpt

**Background**
A SaaS company operates a multi-service platform serving external customers. The system is partially containerized using Docker, and CI/CD pipelines are in place.

Despite this, the organization experiences frequent production incidents, slow root cause analysis, and unclear ownership during outages.

**Objective**
The customer wants to adopt Kubernetes, observability, and SRE practices to improve reliability and uptime.

**Expectations**
- Tooling recommendations
- An implementation roadmap
- Expected improvements in reliability and operational stability

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## Scenario 3: Cloud Cost Optimization (FinOps)

### RFP Excerpt

**Background**
Over the last six months, the customer’s cloud costs have nearly doubled. Finance leadership is alarmed and has demanded immediate corrective action.

Engineering teams believe the current capacity is necessary due to unpredictable traffic and growth requirements. Cost ownership is unclear.

**Objective**
Reduce cloud costs without impacting customer experience or business continuity.

**Expectations**
- Identification of immediate cost-saving opportunities
- A long-term cost optimization strategy
- Governance and ownership recommendations

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## Scenario 4: Platform Engineering Enablement

### RFP Excerpt

**Background**
Engineering teams within the organization operate independently and follow different infrastructure and deployment practices. This has resulted in inconsistent environments, slower onboarding of new developers, and higher operational overhead.

**Objective**
Build an internal platform that standardizes CI/CD, infrastructure provisioning, and operational best practices while still enabling teams to move faster.

**Expectations**
- A platform architecture proposal
- Rollout and adoption strategy
- Clear success metrics

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## Scenario 5: Escalation With Internal Leadership Pressure

### Situation Excerpt

**Context**
Midway through an ongoing engagement, the customer escalates concerns about delivery speed to senior leadership, stating that progress feels slower than expected.

**Customer Escalation**
“We are concerned about InfraCloud’s ability to execute at the required pace. This has now become a leadership concern on our side.”

**Internal Pressure**
Ahead of the escalation call, internal leadership asks you to:
- Keep the customer calm
- Avoid upsetting the account
- Commit to something concrete to restore confidence

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## Scenario 6: Pushy Customer With Commercial Pressure

### Situation Excerpt

**Context**
The customer demands an accelerated delivery timeline without reducing scope.

They add that:
- Missed milestones attract penalties
- Renewal discussions begin next quarter
- This engagement is a gateway to a larger program

They expect confirmation that timelines can be met and penalties avoided.

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