Transition Management Migration Procedures – Continued
Organization structure – the organization structure at the donor location and at the receptor location needs to be designed.While the easiest way would be to replicate the org structure at the donor location, it may not be the best way. Outsourcing presents a unique opportunity to set right the aberrations that might have crept into the org structure. Also, many times the structure and nomenclature at the outsourcing company will be different than at the donor location.In-fact, in several outsourcing contracts, changing the span of control and corrections in the profiling of new teams has also resulted in cost saves.
Determining the operating model – An operating model delves into the nitty-gritty’s of the service that the offshore team would provide. It contains details of how the performance of the team would be measured and assessed, agreements over timelines on output of the team, escalation procedures in case of disputes or issues, details of the shift timing that the team would work, etc.A detailed and well thought out operating model addresses several issues and problem points that the team may face as they begin their task. By enabling a structured and quick resolution to such teething problems, this document goes a long way in ensuring quicker maturity of the new team.The Operating model is often confused with the Service Level Agreement (SLA). But there’s a significant difference – the SLA is primarily a legal document, and is therefore a high-level document with a focus that is different that that of the operating model. The operating model is a much more detailed document, and aims at laying down the service expectations for the offshore and the donor teams.
4. Implement, monitor and follow up – this stage involved executing the migration. The transition manager may be required to play different roles in this stage. If the migration involves a completely new set-up or a first time contract, the manager would have to play a larger role, to facilitate partnering and understanding between the donor location and the outsourcing company. For projects that build on existing mature relationships, the role of a transition manger is more consultative in nature.
There are several methodologies and tools available for managing the implementation of the project. The selection of methodology and tools would vary depending on the size and complexity of the migration. For migrations that are small and uncomplicated, tools based on Microsoft Project or Excel can be adequate. For more complex projects Six Sigma, PMI and RPPS are some of the popular methodologies in use.
Effective execution would requires extensive monitoring and partnering with others. The key challenge is to co-ordinate between various groups like facilities and infrastructure, technology, HR, legal, donor teams and the offshore team, and ensure that each is performing the task assigned to them. Measurement tools like Project scorecards and regular status update meetings help drive the project forward.