Be Viable Consultancy Services


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Viable Dimensions provides turnkey business and technology management consulting that not only aims to re-invent businesses with a new perspective, but also make them consistently effective, efficient and innovative.
Our line of tailored consulting services aims to enhance our customer’s businesses, starting from the outset and moving to the core with the help of global standard based research and technology optimization methodologies in an approach we like to call Encompass®.

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Be Viable Consultancy Services

  1. 1. PROCESS PROFILE Over Trained executives Over Satisfied clients Our people Years accumulated have experience Projects delivered Over on-time Offer services International standards in more than and frameworks Premium international Achieved certifications FIGURE: Company Statistics
  2. 2. VIABLE DIMENSIONS INTRODUCTION “No cause is lost if there is but one fool left to fight for it” Very often, this quote holds true for every entrepreneur in us. While we entrepreneurs are not fools, it takes great courage to take well calculated risks, and sometimes sacrifice a good portion of one’s life to build an idea to a reality. These are true traits of entrepreneurs – and entrepreneurs only. We love to work with them. We have a startup centric approach that no one else has – simply because they don’t believe in the raw energy and compassionate innovation that startups have repeatedly created for the good part of the last 50 years. We have a proven global delivery model and an assembly of the best technical and creative minds in the business. We believe in making your dreams come true – and provide your business with the tools, technologies, talent and expertise you need to make it a reality. Our approach is to provide answers to the problems of our customers and support them with high quality professional resources. That is why we are committed to listen to you. We value you, the business owner, who has a sound mind on those shoulders, and do what you tell us to connect the dots and fulfill your vision. We believe it to be the combination of our business experience and focus, alongside our creative abilities that helps us deliver outstanding results for our clients. 3
  3. 3. PROCESS PROFILE FIGURE: The Official VD Company Logo
  4. 4. VIABLE DIMENSIONS ABOUT VIABLE DIMENSIONS Viable Dimensions is a US based global provider of diversified IT and BPO services and solu- tions. We provide outsourced IT software development, customer contact and product devel- opment services to customers in North America and globally - powering them with onshore and offshore professionals, managed back offices and our in-depth technical and technology expertise to be viable. Viable Dimensions maintains front offices, service centers and technical development centers across the Asia Pacific with the biggest facilities located in Pakistan and the Philippines. We back the talk with the walk. We have been decisively beneficial for our customers – and provide you a written assurance in our contract. No matter what your project type – we will take the time to decide how best we can deliver your needs – and then stick to it. 90% of all IT/ BPO outsourcing projects fail because they: 1. Run over the allocated budget. 2. Take more time to accomplish goals and complete projects. 3. Don’t respect your time-to-market constraints. 4. Challenge your decision to outsource your requirements in search for a better ROI – due to increased expenses and no justifications. 5. Take advantage in limited circumstances of your lack of interest/budgetary problems. We have changed the dynamics of BPO decisively. We provide granular details of your out- sourced project so you know exactly what is happening. 5
  5. 5. PROCESS PROFILE FIGURE: The Encompass™ Process Flow
  6. 6. VIABLE DIMENSIONS BE VIABLE Viability is defined when a business transforms and aligns itself in a way that not only increases its profitability, but also increases the value it imparts to its customers and its stakeholders. At the outset of our business philosophy has been the golden tenets of supporting our cus- tomers, providing them and their customers with plausible answers to their problems, and to make their businesses viable. Viable Dimensions provides turnkey business and technology management consulting that not only aims to re-invent businesses with a new perspective, but also make them consistently effective, efficient and innovative. Our line of tailored consulting services aims to enhance our customer’s businesses, starting from the outset and moving to the core with the help of global standard based research and technology optimization methodologies in an approach we like to call Encompass®. Encompass™ is a unique solution delivery methodology that builds on the specialized exper- tise and domain experience Viable Dimensions provides with the help of its global foot print and premier access to technology and talent. Our consulting approach enables us to bring the best mix of talent, technology, services and solutions to the equation for your business. The Encompass™ methodology helps: • Business consultancy aimed to provide assessment, advisory and re-optimization of orga- nizational functions. • Uses our acquired experience and expertise to provide process improvement bringing value and viability. • A five part process methodology to provide measurable ROI for client organizations. 7
  7. 7. PROCESS PROFILE FIGURE: The Product Development Cycle
  8. 8. VIABLE DIMENSIONS PRODUCT DEVELOPMENT You have an idea and you believe it can work - but more often than not – you find yourself run- ning around for technology professionals, teams and talent that just don’t feel connected to your vision. They treat your product as just another project that they can delay for unexplain- able reasons. We cradle your brain child from the moment you thought of it – till it launches – and further. We employ a proven development methodology that not only eliminates in-efficiencies and repetitiveness in the technical architecture – but also breeds an inherent commitment to your venture. If you trust us with it, we also prepare your venture for the hosting and bandwidth challenges of a successful launch and provide scalable data center hosting. We prime your venture during its day to day operation and create continuous business viability for you and your customers. Our Process • Requirements Gathering • Business Plan Analysis • The Viable Dimension Proposition • Contract Signing • SRS Creation (not applicable for those startups who have a SRS) • User Interface Design • Development • Usability Testing and Quality Assurance • Icing Development • Pre-Launch Data Center Hosting (optional) • Launch • Hosting and Application Maintenance/Upgrades 9
  9. 9. PROCESS PROFILE FIGURE: The Software QA Tests
  10. 10. VIABLE DIMENSIONS QUALITY ASSURANCE Making sure everything before the launch goes smoothly is a nerve wracking process for ev- ery business. With the sophistication provided by cutting edge technology and tools at our disposal, there is always something destined to technically go wrong. Here is where a cost ef- fective way to assure the health of your application and code comes in handy. We not only provide quality assurance using industry standard procedures, but also per- form advanced measures to ensure that every single component of your application runs as planned. We are driven by perfection and employ multi tier QA procedures that ensure all code aspects are taken into extra detail. Outsourcing the quality assurance process makes sense, as it frees up your resources to focus on the launch preparation and other core activities. Our Process • SRS Assessment (necessary for us to know the project boundaries) • Contract Signing • Interface Testing • Code Testing • Browser Compatibility • OS Platform Compatibility • Presentation of Bugs Report • Go Code Delivery to Client 11
  11. 11. PROCESS PROFILE FIGURE: Risk Management Processes
  12. 12. VIABLE DIMENSIONS RISK MANAGEMENT In the wake of the economic crisis that began in 2008, risk management has become a top boardroom issue. Although there have been global recessions before, this one is the first to occur in the new multi-polar world, which is characterized by multiple centers of economic power and activity—the industrialized countries are no longer the major players in the global economy. The four major lessons we learnt were: 1. Risk management is inadequately institutionalized and not effectively integrated into cul- ture and decision-making. 2. Risk management capabilities are lacking in terms of human resource, processes and tech- nology which makes the overall system highly undependable and hence volatile. 3. Information needs to be better channeled around the organization. The quality and fre- quency of this information is crucial for risk analysis and improvement of processes. 4. Integration of risk management methodologies and enterprise performance management systems is inadequate especially in an objective setting. Enterprise performance manage- ment is integration with strategic planning, budgeting, forecasting, goal setting and re- porting across the organization. Our Concept Our concept is simple; align functions and processes with standards and frameworks. Com- monly, organizations tend to intrude systems with discretion and hence the efficiency of the system becomes inept. Encompass™ calculates the right factors and tactics to tweak the five major areas of any risk management process by assessing, evaluating, managing and mea- sures results and quotients. 13
  13. 13. PROCESS PROFILE FIGURE: The Infrastructure Planning Workflow
  14. 14. VIABLE DIMENSIONS INFRASTRUCTURE PLANNING ICT Infrastructure Management processes recommend best practice for requirements analysis, plan- ning, design, deployment and ongoing operational management and technical support of an ICT Infrastructure. (“ICT” is an acronym for “Information and Communication Technology”.) The Infrastructure Management processes describe those processes within ITIL that directly relate to the ICT equipment and software that is involved in providing ICT services to customers. A. ICT Design and Planning B. ICT Deployment C. ICT Operations D. ICT Technical Support ICT Operations Management ICT Operations Management provides the day-to-day techni- ICT Design and Planning cal supervision of the ICT infrastructure. Often confused with ICT Design and Planning provides a framework and ap- the role of Incident Management from Service Support, Op- proach for the Strategic and Technical Design and Plan- erations has a more technical bias and is concerned not solely ning of ICT infrastructures. It includes the necessary with Incidents reported by users, but with Events generated combination of business (and overall IS) strategy, with by or recorded by the Infrastructure. ICT Operations may often technical design and architecture. ICT Design and Plan- work closely alongside Incident Management and the Service ning drives both the procurement of new ICT solutions Desk, which are not-necessarily technical, to provide an ‘Op- through the production of Statements of Requirement erations Bridge’. Operations however should primarily work (“SOR”) and Invitations to Tender (“ITT”) and is respon- from documented processes and procedures and should be sible for the initiation and management of ICT programs concerned with a number of specific sub-processes, such as: for strategic business change. Key Outputs from Design Output Management, Job Scheduling, Backup and Restore, and Planning are: Network Monitoring/Management, System Monitoring/Man- • ICT Strategies, Policies and Plans agement, Database Monitoring/Management Storage Moni- • The ICT Overall Architecture & Management Archi- toring/Management. Operations are responsible for: tecture • A stable, secure ICT infrastructure • Feasibility Studies, ITTs and SORs • A current, up to date Operational Documentation Library • Business Cases (“ODL”) • A log of all operational Events • Maintenance of operational monitoring and manage- ICT Deployment Management ment tools. ICT Deployment provides a framework for the successful • Operational Scripts management of design, builds, and test and deploy proj- • Operational Procedures ects within an overall ICT program. It includes many proj- ect management disciplines in common with PRINCE2 and PMI but has a broader focus to include the necessary ICT Technical Support integration of Release Management and both functional ICT Technical Support is the specialist technical function for and non-functional testing. infrastructure within ICT. Primarily as a support to other pro- cesses, both in Infrastructure Management and Service Man- agement, Technical Support provides a number of specialist functions: Research and Evaluation, Market Intelligence (par- ticularly for Design and Planning and Capacity Management), Proof of Concept and Pilot engineering, specialist technical expertise (particularly to Operations and Problem Manage- ment), creation of documentation (perhaps for the Operation- al Documentation Library or Known Error Database). There are different levels of support under the ITIL structure, these being primary support level, secondary support level and ter- tiary support level, higher-level administrators being respon- sible for support at primary level. 15
  15. 15. PROCESS PROFILE FIGURE: Change Management Workflow
  16. 16. VIABLE DIMENSIONS CHANGE MANAGEMENT Change Management is an IT Service Management discipline. The objective of Change Man- agement in this context is to ensure that standardized methods and procedures are used for efficient and prompt handling of all changes to controlled IT infrastructure, in order to mini- mize the number and impact of any related incidents upon service. Changes in the IT infra- structure may arise reactively in response to problems or externally imposed requirements, e.g. legislative changes, or proactively from seeking imposed efficiency and effectiveness or to enable or reflect business initiatives, or from programs, projects or service improvement ini- tiatives. Change Management can ensure standardized methods, processes and procedures are used for all changes, facilitate efficient and prompt handling of all changes, and maintain the proper balance between the need for change and the potential detrimental impact of changes. A common definition used for change management is a set of processes that is employed to ensure that significant changes are implemented in an orderly, controlled and systematic fashion to effect organizational change. One of the goals of change management is with re- gards to the human aspects of overcoming resistance to change in order for organizational members to buy into change and achieve the organization’s goal of an orderly and effective transformation. The ADKAR Model Change management has been developed over a period of time and one of the models that have played an influence in change management is the ADKAR model. ADKAR was a model developed by Prosci. In this model, there are five specific stages that must be realized in order for an organization or an individual to successfully change. They include: Awareness - An individual or organization must know why a specific change or series of changes are needed. Desire - Either the individual or organizational members must have the motivation and desire to participate in the called for change or changes. Knowledge - Knowing why one must change is not enough; an individual or organization must know how to change. Ability - Every individual and organization that truly wants to change must implement new skills and behaviors to make the necessary changes happen. Reinforcement - Individuals and organizations must be reinforced to sustain any changes making them the new behavior, if not; an individual or organization will probably revert back to their old behavior. 17
  18. 18. VIABLE DIMENSIONS WORKFORCE MANAGEMENT In today’s highly cut-throat marketplace, companies invest heavily in the technology to sup- port and enhance their contact center’s operational performance. But as customers continue to expect superior levels of service, getting the most out of your technology is only part of the overall challenge. To drive customer loyalty and profitability, it is essential that contact centers recognize the value a well-managed workforce can deliver, allowing you to plan not only for today, but also for the future. Our Process Viable Dimensions is helping organizations substantially increase productivity, market share and shareholder value by combining experience and expertise and create value and viability. Our specially designed, innovative approach to increasing workforce productivity and trans- forming the performance of your workforce begins with a focus on the necessary competen- cies and capabilities to meet strategic goals. This focus is achieved at three levels: Individual performance: Involves the grooming and shaping each employee’s knowledge, fo- cus and confidence to perform in any industry setting using the right tools and techniques. Team performance: Centers the focus of a whole team on a singular target. Objective ori- ented approach helps teams realize and concentrate on the core objective rather than the singular processes and hence produces better movement in setting milestones, targets and other defining factors. Organization performance: Sets a steady equilibrium in the overall organization strategy and effectively aligns people and processes to achieve the determined business goal. 19
  19. 19. PROCESS PROFILE FIGURE: Skill Analysis Processes
  20. 20. VIABLE DIMENSIONS SKILL ANALYSIS One of the most important components of an efficient business is putting the right people at the right places and providing them with comprehensive training and tactics to improvise and innovate and bring success to the organization. The contact center industry has sharply increased in the last decade and is an example of a dynamic business where people and technology are proportional to the efficiency and reli- ability of the whole system. Viable Dimensions has worked with over 10 clients based in 4 continents in calibrating their people and technology skills according to global best practices and helping them to provide better service, reliable infrastructure and capable resources to their end-users. Our Self Competency Analysis model equips business owners and executives in understand- ing challenges, assessing business needs and planning milestones to cover the whole flow of their business. The image on the left provides a comprehensive view on the Self Competency Analysis model. “You cannot teach people anything. You can only help them discover it within themselves.” – Galileo 21
  21. 21. PROCESS PROFILE OFFICE LOCATIONS UNITED STATES 845 Third Avenue Toll Free: 6th Floor 1.877.88.ASKVD New York, NY, 10022 Tel: 1.646.530.8658 | 1.317.347.9455 3919 LaFayette Rd Fax: 1.646.530.8651 | 1.317.347.9455 K15, 1st Floor Indianapolis, IN 46254 PAKISTAN II - A 2/22 Nazimabad Tel: 92.213.660.5907 Karachi 74600 Fax: 92.213.660.5907 PHILIPPINES 4th floor CTP Building, Tel: 63.2.682.0173 #5 Gil Fernando Ave., Fax: 63.2.682.0173 Marikina City SAUDI ARABIA Rama Center, Al-Takha- Tel: 966.1.281.0021 sussi Street, 2nd Floor, Fax: 966.1.281.0786 Riyadh TECHNICAL DELIVERY CENTERS Located in the Americas, Eastern Europe, Middle East and South East Asia
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