Optimisation & automation of the Transition Mgmt Process at WIPRO-GMT
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Optimisation & automation of the Transition Mgmt Process at WIPRO-GMT

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Report of the MBA summer internship at Wipro in 2011.

Report of the MBA summer internship at Wipro in 2011.

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Optimisation & automation of the Transition Mgmt Process at WIPRO-GMT Optimisation & automation of the Transition Mgmt Process at WIPRO-GMT Document Transcript

  • Optimization & Automation of theTransition Management process in GMT vertical Submitted by Bhagyashree Wattal 10BM60019 MBA 2010-2012 In Partial Fulfillment of the Requirements for the Degree MASTER OF BUSINESS ADMINISTRATION Industry Guide: Mr. Anil Nagaraj, Transition Manager & Mr. Girish Vedagarbha, Delivery Manager Global Media & Telecom, Wipro Technologies Ltd. Faculty Guide: Dr. Sadhan Kumar De Professor, VGSOM, IIT Kharagpur VINOD GUPTA SCHOOL OF MANAGEMENT, IIT KHARAGPUR Page 1
  • CERTIFICATE OF EXAMINATIONThis is to certify that I have examined the Summer Report and herebyaccord my approval of it as a study carried out and presented in a mannerrequired for its acceptance in partial fulfillment for the Post GraduateDegree for which it has been submitted. This approval does not endorse oraccept every statement made, opinion expressed or conclusion drawn, as arecord in this report. It only signifies the acceptance of the report for whichit is submitted.Examiner ____________________________________Additional Examiner ____________________________________Date ____________________________________ VINOD GUPTA SCHOOL OF MANAGEMENT, IIT KHARAGPUR Page 2
  • CERTIFICATE BY THE GUIDEThis is to certify that BHAGYASHREE WATTAL carried out the summerproject at Wipro Technologies Ltd. during 9th May, 2011 to 4th July, 2011.As part of the summer project she has worked on the Project“Optimization & Automation of the Transition Management process inGMT vertical” under my guidance. The work has been satisfactorilycompleted by her and I recommend the work as being worthy ofacceptance for partial fulfillment of the requirement for the degree of Masterof Business Administration at VGSOM, IIT Kharagpur. ____________________Anil Nagaraj Girish VedagarbhaTransition Manager Delivery ManagerAddress: 9 Floor, A Wing, TS3, SJP2, Sarjapur, Wipro,Bangalore, Karnataka VINOD GUPTA SCHOOL OF MANAGEMENT, IIT KHARAGPUR Page 3
  • ACKNOWLEDGEMENTI take this opportunity to extend my sincere thanks to WiproTechnologies Ltd. for offering a unique platform to earnexposure and garner knowledge in the field of TransitionManagement which helped me gain insight into services handoverin the IT industry.I am deeply indebted to my project guides Mr. Anil Nagaraj,and Mr.Girish Vedagarbha for guiding me throughout theproject and providing valuable inputs and insights. Theirknowledge and experience served as a continuous source ofsupport for me.I would also like to take this occasion to whole heartedly thankMr. Narendra Rao Pawar, GMT Transition Head. Without hisinvaluable support, guidance and constructive criticism, thisproject would not have been possible.Again, I would like to express my gratitude towards Mr.Santhosh Shekar, Knowledge Manager, who helped, patiently,with all my questions, queries, doubts etc.I also wish to thank all the team members of ProgramManagement Consulting Group (PMCG) in the GMT vertical viz.Mr. Rajesh Advani, Mr. Vishal Madan and Mr. Sriram T.V. fortheir valuable views, inputs and suggestions which were promptas well as constructive.Finally, I wish to thank my faculty guide, Dr. S.K. De for thevaluable education he has imparted me with in VGSOM, IITKharagpur.(BHAGYASHREE WATTAL) VINOD GUPTA SCHOOL OF MANAGEMENT, IIT KHARAGPUR Page 4
  • TABLE OF CONTENTS1. Executive Summary 72. Company Background 8 2.1 History 8 2.2 Wipro at a Glance 93. Project Objective 11 3.1 Deliverables 114. Literature Survey 125. Methodology 15 5.1 Knowledge gathering 15 5.2 Plan for Deliverables 16 5.3 Approach/Process 17 5.3.1 STANDARDIZATION: Re-usables 17 5.3.2 OPTIMIZATION: Transition Portal 17 5.3.3 AUTOMATION: Portfolio Analysis 186. Results 20 6.1 STANDARDIZATION: Re-usables 20 6.2 AUTOMATION: PAT 20 6.3 OPTIMIZATION: Transition Portal 217. Impact 228. References 249. Case let 25Appendix A 28Appendix B 29Appendix C 30Appendix D 33 VINOD GUPTA SCHOOL OF MANAGEMENT, IIT KHARAGPUR Page 5
  • LIST OF FIGURES1. WIPRO at a glance 102. Transition Management process 153. TMS site homepage 164. Standardization Process diagram 175. Optimization Process diagram 186. Automation Process diagram 197. Transition Portal Homepage 21 LIST OF TABLES1. WIPRO past performance 102. Plan for Deliverables 163. Impact on performance 22 VINOD GUPTA SCHOOL OF MANAGEMENT, IIT KHARAGPUR Page 6
  • 1. EXECUTIVE SUMMARYIn todays highly competitive economy, global sourcing has emerged as acore business strategy for many large organizations, with factors such aschange management, communications, managing costs and service levelsinfluencing partner selection. Moving beyond this, the success of sourcingengagements ultimately rests on a well-managed transition of responsibility.Robust methodologies designed specifically to ensure smooth transition ofwork (both into and out of the organization) are key to success.The Program Management Consulting Group (PMCG) within Wipro’s GlobalMedia and Telecom (GMT) vertical has been designing and executingcomplex transitions for over 5 years. Processes, tools, templates, artifactsand collaterals have been generated specific for each unique transitionassignment over the years. This has led to a rich repository of documents,maintained individually by team members, and comprising of variants to thestandard transition methodology.In order to keep pace with evolving customer needs, and internal businessrequirements, the PMCG now wants to perform a transition processstandardization, optimization and automation exercise. This exercise isexpected to bring about benefits of faster turn-around and efficiency into theroutine working of the PMCG.The objectives of the Transition Process standardization and automation areas follows: 1. Standardization of major Key Solutions that are frequently asked for by different prospective clients. 2. Life cycle Optimization of the Transition process by the creation of a Transition Portal. 3. Automation through the customization of the new Portfolio Analysis Tool for GMT Transition team.This Report outlines the concept of Transition Management in the ITindustry. Also, it explains the need for a content management system for theteam that performs this function in Wipro’s GMT vertical. The methodologyemployed to perform the exercises of Standardization, Optimization andAutomation has been explained using the respective processes that werefollowed for each exercise. VINOD GUPTA SCHOOL OF MANAGEMENT, IIT KHARAGPUR Page 7
  • 2. Company BackgroundWipro Limited (BSE: 507685, NSE: WIPRO, NYSE: WIT, NASDAQ: WIT) is aglobal information technology (IT) services company headquartered inBangalore, India. According to the 2011 revenue, Wipro is the third largestIT services company in India and employs more than 122,385 peopleworldwide as of March 2011. Wipro is ranked 31 globally in 2011 in the list of IT service providers. It is9th most valuable brand in India according to an annual survey conductedby Brand Finance and The Economic Times in 2010.Wipro provides outsourced research and development, infrastructureoutsourcing, business process outsourcing (BPO) and business consultingservices. The company operates in three segments: IT Services, IT Products,Consumer Care and Lighting.Wipro Technologies is the global technology and consulting services divisionof Indian conglomerate Wipro Limited.2.1 HistoryThe company was established in 1980 as a subsidiary of Wipro Limited.Wipro was initially set up as a vegetable oil manufacturer in 1945 inAmalner, Maharashtra, producing sunflower Vanaspati Oil and soaps. At thattime, the company was called Western India Vegetable Products Limited(later abbreviated down to Wipro). The company logo still contains asunflower to reflect their original business. During 1970s and 1980s itshifted its focus and began to look into business opportunities in IT andcomputing industry which was at nascent stages in India at that time. Wiprowas the first company which marketed the first indigenous homemade PCfrom India in 1975.In 1966 Azim Premji, still the majority shareholder as the chairman of thecompany at the age of 21 and with the passage of time transformed it intoone of the largest IT outsourcing services provider of the world.By 2000, Wipro Technologies emerged as the largest publicly listed softwareexporter in India and the first software services provider to be assessed atSEI Level 5 in the world. VINOD GUPTA SCHOOL OF MANAGEMENT, IIT KHARAGPUR Page 8
  • 2.2 Wipro Tech at a Glance  Industry: IT services, IT consulting  Founded: 1945  Founder: M.H. Hasham Premji  Headquarters: Bangalore, Karnataka, India  Area served: Worldwide  Key people: Azim Premji(Chairman), T. K. Kurien(CEO)  Services: Outsourcing, BPO, Software service  Revenue: US$ 6.841 billion (2011)  Operating income: US$ 1.270 billion (2011)  Profit: US$ 1.167 billion (2011)  Total assets: US$ 8.182 billion (2011)  Total equity: US$ 5.280 billion (2011)  Employees: 122,385 (March 2011)  Divisions : Wipro Consumer Care & Lighting, Wipro EcoEnergy, Wipro Infrastructure Engineering, Wipro GE Medical Systems ltd  Website: Wipro.com VINOD GUPTA SCHOOL OF MANAGEMENT, IIT KHARAGPUR Page 9
  • In Rs. CroresParticula 2004- 2005- 2006- 2007- 2008- 2009- 2010-11rs 05 06 07 08 09 10Revenue 8,169 10,625 15,001 19,957 25,544 27,124 31,099PBIT 1,815 2,250 3041 3,518 4,400 5,151 5,767PAT 1,628 2067 2942 3,282 3,899 4,593 5,298 VINOD GUPTA SCHOOL OF MANAGEMENT, IIT KHARAGPUR Page 10
  • 3. Project ObjectiveEffective execution of this project will require:  Complete understanding of the end-to-end Transition Management process, along with its several variants  Understanding of common risks, challenges and constraints associated with transition assignments.  Several trainings on various tools to aid working in the GMT Transition team. A few of them are: o Clarity – Transition Governance Tool o PAT – Portfolio Analysis Tool o MS SharePoint – Platform for the content management of the Transition portal.  Clear understanding of the PAT to suggest key points in order to customize it for the GMT Transition team.  Strong working knowledge of the MS SharePoint platform to create the various components of the GMT Transition Portal.3.1 DeliverablesKey deliverables expected from this project are:  Functional Knowledge of Transition Management process.  STANDARDIZATION: Write ups for major Key Solutions in order to standardize them.  OPTIMAIZATION : GMT Transition Portal  AUTOMATION : - Analysis of the functionalities of the new Portfolio Analysis Tool (PAT). - Propositions to customize the new PAT for GMT Transitions. VINOD GUPTA SCHOOL OF MANAGEMENT, IIT KHARAGPUR Page 11
  • 4. Literature SurveyThe literature survey for this project was two-fold. One part of it delved intothe change management aspect of the inclusion of technology in aprocess. Under this the relationship between employee commitment and theimplementation of software based technology processes was examined.According to the study by Harper, D.O. [2008], there is no significantrelationship between overall employee commitment and the implementationof software based technology processes. There may be factors other thancommitment that drive this implementation. The interview data depicts thateven when individuals are committed to the technological advancementthere is recognition that such commitment varies by individual at all levels inthe organization. Commitment that is voluntary will be stronger than if it isobligatory. Further, not only will individual commitments vary in strength butthat there are factors like shared values that alter the strength of suchcommitment.Another study by Heldenbrand, L.E. [2007] which dealt with the factorsaffecting implementation of a staff participation system designed to foster aculture of continuous change examined factors such as motivation,recognition, empowerment, participation in decision-making, mid-levelmanagement buy in, and organizational trust during the implementation of astaff participation system designed to foster a culture of continuousimprovement in a long-term care setting. It concluded that indeed staffparticipation is very important for the success of a change that is broughtinto the system.The second part comprised of the analysis of the knowledge/contentmgmt approaches followed by organizations. Under this several aspects ofcontent management were contemplated. A brief description of theseaspects is given below: 1. What is the need for content management system?Mattox, A. [2007] Increasingly, most of the information is being created electronically with the amount of electronic documents reaching mammoth proportions. A CMS gives return on investments in terms of increased productivity, Reduced storage costs and space, Reduced Litigation costs, Tighter contract management and increased sales (centralized repository of information). VINOD GUPTA SCHOOL OF MANAGEMENT, IIT KHARAGPUR Page 12
  • 2. Why content management systems have become critical? Warner, D. [ 2010] As the volume of digital content is increasing at break-neck speed, the need to manage it has become of paramount importance. Although the task appears a little daunting but several resources and strategies exist that make the task much easier. There are a variety of CMS available but the integrity of the record may not be intact if all the departments in the organization do not follow the same policies for correction, retention or destruction.3. Why content management should be a part of every organization’s global strategy. Mescan,S. [ 2004] Under this various kinds of CMS were studied viz. o Web content management system o Digital asset management o Document management o Enterprise content management o Single source content management Various applications in which CMS’s are available are: o Client/Server o Web Application o Application Service provider4. Analysis framework for the evaluation of content management systems. Vitari, C., Ravarini, A. and Rodhain, F. [2006] For this framework, mainly five characteristics were found to be of any significance. These and their respective parameters are: o The CMS functions - Content creation, activity flow, storage & monitoring, publishing, internationalization, document & knowledge management. o The technology used - Architecture, channels, scaling, the customer & server platform, the database, sharing. o The services proposed o The marketing strategy used by the vendors - The distribution channels, price, promotions, marketing targets, geographic, demographic and financial variables. o The vendor targets5. How content management systems can act as a prerequisite to the marketing & sales effectiveness of a firm. Forsynth, K. [ 2004] To a large extent, Content Management is an amalgamation of business processes and software tools that allow corporations to effectively VINOD GUPTA SCHOOL OF MANAGEMENT, IIT KHARAGPUR Page 13
  • manage and convey large amounts of dissimilar information to different media in the most successful manner. A CMS enables timely access to relevant information. Hence, when properly aligned with the CRM, it is being seen as a driver of sales effectiveness.6. How to choose between a proprietary and an open source content management system. Powers,V. [2010 ] Key points of consideration to make a decision in this regard are: o Solution costs o Training and tech support o Community collaboration o Flexibility and customization o Security7. Trends and innovations in the domain of content management systems. Poremba, S.M. [ 2010] VINOD GUPTA SCHOOL OF MANAGEMENT, IIT KHARAGPUR Page 14
  • 5. Methodology5.1 Transition ManagementTransition management, in the IT context, deals with the complexities ofseveral issues when an organization is trying to shift from an oldsupplier/vendor to a new one. This may be happening due to unsatisfactoryperformance/service provided by the old vendor. Clarity in processes andmeticulous planning are of supreme importance in undergoing the transition.Also, there are several stakes involved in the process (from the perspectiveof the new vendor which is applying), most significant being the reputationof the new vendor who is aspiring to oust the existing vendor. This functioni.e. Transition Management is in place till the time the new vendor is able tosupport/service the client smoothly and more importantly, independently.The lifecycle of the entire transition comprises of several stages and eachtransition is unique in its own way. Extensive research goes into the designof a proposal for any client. Once a contract is won, the planning for thetransition i.e. handover from the old vendor to Wipro LTD. begins. Thevarious stages involved in a transition are:Why is transition management important for Wipro LTD.:  Key to increasing the win-ability factor during presales.  Establishes credibility in the initial stages of the engagement – first test of delivery excellence  Imperative to strike a balance between cost and risk of failure, business disruption.  Increased pressure both from client and internal management to keep costs down.  Transition not just of services, but of eco system and way of working. VINOD GUPTA SCHOOL OF MANAGEMENT, IIT KHARAGPUR Page 15
  • 5.2 Knowledge gatheringFirst of all, a clear understanding of the Transition Management function wasobtained from the internal Transition Management System site. It containsseveral processes, procedures, guidelines, handbooks, templates, checklistsetc. applicable to transition management as such and useful for trainingpurposes in particular.5.3 Plan for DeliverablesBased on the understanding of Transition management function, a plan forthe several activities was charted out.S.No. Deliverable TimeLine1. GMT Transition Portal 11 May - 28thJune, 2011 th2. PAT Analysis 30th May – 10th June, 20113. PAT customization for GMT Transition team 30th May – 10th June, 20114. Standardization of Key solutions 13th June - 28thJune, 2011 VINOD GUPTA SCHOOL OF MANAGEMENT, IIT KHARAGPUR Page 16
  • 5.4 Approach/ ProcessThe approach that was followed for each exercise is depicted in the followingsections.5.4.1 STANDARDIZATION: Re-usablesKey Solutions are certain standard questions that are asked for by a client ina Request For Proposal (RFP). There are some 19 such questions that theTransition team usually encounters in an RFP. A client may either ask for allof them or just about a couple of them. Some examples of Key Solutionsare: Transfer Back, Critical Success Factor, Hostile Transition, In-flightProjects, People Transfer, Transition Risks & Mitigation, Transition Costingetc.Most important was to first understand what each one of them stood for. Forinstance, while working on Hostile Transition, it was imperative to first readas many client responses submitted by the team in the past that contained asection on Hostile Transition. After that a write-up was created whicheventually got reviewed by the team members.In order to create standard write-ups for Key Solutions, the following fourstep approach was used. Identify Study Assimilate Standardize1. Identify: Sift through a horde of documents for relevant ones.2. Study: client solutions.3. Assimilate: knowledge.4. Standardize : Create standard content5.4.2 OPTIMIZATION: Transition PortalThe process structure depicted ahead was used for the construction of theGMT Transition Portal. The details of this process are: VINOD GUPTA SCHOOL OF MANAGEMENT, IIT KHARAGPUR Page 17
  • Identify Create Discuss Design Implement Refine1. Identify: Requirement collection. • Meetings to gather Functional knowledge of Transition Mgmt. - Team meetings. - Individual sessions with guides, buddy and Transition Head. - Tele-cons with other team members.2. Create: Creation of the Portal structure Document.3. Discuss: Assimilate inputs/ opinions & fine tune the structure.4. Design: The portal according to the specifications. • Training with Knowledge management for MS-SharePoint.5. Implement: Incorporate the changes/ suggestions.6. Refine: Review the final structure, further refine it and launch the portal.The training with a Knowledge manager for MS-SharePoint was attended tounderstand the functionalities provided by the platform. Consequently,extensive exploration of the features offered by the platform to gain a goodworking knowledge was done as well.A portal structure document was created to get a clear view of the structureof the portal before it was created online. A snapshot is available inAppendix A. Also, several team meetings, telecons were coordinated togather functional as well as practical knowledge.5.4.3 AUTOMATION: Portfolio AnalysisPortfolio Analysis activity is a key component of Transition management.Each portfolio might comprise of various applications for which a customer isseeking a service provider. Currently, Portfolio Analysis of a customer is VINOD GUPTA SCHOOL OF MANAGEMENT, IIT KHARAGPUR Page 18
  • being done manually. Hence, automation of this activity will save a lot oftime and effort. Following is the process followed for the automation ofPortfolio Analysis: GAP Study Training Discuss Automate Analysis1. Study: Manual Process using previous documents for Portfolio Analysis.2. Training: Portfolio Analysis Tool by the CE team.3. GAP Analysis: • Pilot implementation on the tool of a Portfolio Analysis for a live client proposal. • Identification of the gaps between what the tool provides and what the team requires.4. Discuss: Team discussion.5. Automate • Coordinate the creation of the standard Questionnaire.The GAP Analysis was performed between the tool and the manual processby performing a trial Portfolio Analysis for a live client proposal. This washelpful in ascertaining what the tool was providing and what the manualprocess was helping the team achieve. Based on this analysis, a standardQuestionnaire was created which acts as the input to the tool and a basis forthe generation of several reports. These reports can either be directly usedin the client proposals or can be tweaked further to deliver intelligentanalyses of client data.The questionnaire can be seen in Appendix B VINOD GUPTA SCHOOL OF MANAGEMENT, IIT KHARAGPUR Page 19
  • 6. Results 6.1 STANDARDIZATION: Reusables A total of 8 Reusable Key Solutions have been created which have been uploaded on the Transition Portal in the Key Solutions section under Artifacts head in the relevant links. These are:  Graceful Exit  Critical Success Factor  Transition Risks/Mitigation  Transition Governance  in-flight Projects  Transition Issues & Dependencies  Portfolio Analysis  Hostile Transition 6.2 AUTOMATION: PATThe questionnaire can be seen in Appendix B VINOD GUPTA SCHOOL OF MANAGEMENT, IIT KHARAGPUR Page 20
  • 6.3 OPTIMIZATION : Transition PortalSome more snapshots are available in Appendix C VINOD GUPTA SCHOOL OF MANAGEMENT, IIT KHARAGPUR Page 21
  • 7. ImpactFollowing are the results of a survey filled up by the team on the estimate ofproductivity increase due to this project:Average efficiency increase in terms of time 17.8%Average efficiency increase in terms of effort 23.4 %The various benefits associated with each of the constituents of the projectare:STANDARDIZATION: Reusables  Standardization of the content.  Readily available, Catalogued content  Productivity gain: More time can be spent on the unique aspects of the transition.  Off the shelf solution.OPTIMIZATION: Transition Portal  Repository of all the responses, presentations, artifacts related to various transitions.  One stop source for all documents, processes, templates, tools.  Effort reduction recognizable in each new transition.  Status tracker and Team diary : o Common billboard for the entire team. o Automated Alerts to the Management.  Easy to use and navigate intuitive design: Beneficial for even individual storage.  Induction pack: Enables self- tutoring and Faster training.  Manifestation of the entire lifecycle of Transition Management.  Quick retrieval of past documents.  Secure due to the Wipro AD authentication. VINOD GUPTA SCHOOL OF MANAGEMENT, IIT KHARAGPUR Page 22
  • AUTOMATION: Portfolio Analysis Tool  A repository of all portfolio Analyses.  Automation reduces the manual effort in Portfolio Analysis by more than 23%.  Automation also eliminates the possibility of human error.  Standard questionnaire ensures uniformity and standardization of the process.  Standard questionnaire ensures completeness of the client interview.  Productivity improvement: consultant can spend more time on the solution against worrying about assembling the questionnaire (>16% reduction in time).  Secure due to Wipro -Ad authentication. VINOD GUPTA SCHOOL OF MANAGEMENT, IIT KHARAGPUR Page 23
  • 8. References Links: - http://knetsites.wipro.com/sites/1088/Pages/TMSHome.aspx - http://www.hcltech.com/financial-services/shared-services/transition- management.asp - http://www.wipro.com/corporate/investors/q4_1011_pdf/Q4_FY11_Me dia_Ppt.pdf - http://www.wipro.com/corporate/investors/last-5years-data.htm Internal Documents:- Several old Documents prepared by the GMT Transition Team. Research Papers: - Mescan,S. [ 2004]. Why Content Management should be part of every Organizations Global Strategy. - Forsynth, K. [ 2004]. Content Management: a prerequisite to marketing and sales effectiveness. - Powers,V. [2010 ]. Web content needs- solved. - Poremba, S.M. [ 2010]. Content Management Trends and Innovations. - Warner, D. [ 2010].Managing and Maintaining Electronic content may be tricky, but critical. - Mattox, A. [2007 ].Solving the unmanaged content conundrum. - Vitari, C., Ravarini, A. and Rodhain, F. [2006]. An Analysis framework for the evaluation of content management systems. - Harper, D.O. [2008]. An examination of Relationships among employee commitment, the implementation of Software based Technological change Processes, and project success. - Heldenbrand, L.E. [2007]. Long term care: Factors affecting implementation of a staff participation system designed to foster a culture of continuous change VINOD GUPTA SCHOOL OF MANAGEMENT, IIT KHARAGPUR Page 24
  • 9. CaseLetVishwas Patil, the head of the Telecom division of Global Media & Telecomvertical of the IT firm RocoNet was very worried. The Program Managementand Consulting Group under him was churning out Transitions with clients bydozens, albeit, with no standardized process in place. The ProgramManagement Consulting Group (PMCG) within India’s leading IT firmRocoNet’s Global Media and Telecom vertical had been designing andexecuting complex transitions for over 5 years. Processes, tools, templates,artifacts and collaterals were being generated specific for each uniquetransition assignment over the years. This led to a rich repository ofdocuments, maintained individually by team members, and comprising ofvariants to a standard transition methodology.In todays highly competitive economy, global sourcing has emerged as acore business strategy for many large organizations, with factors such aschange management, communications, managing costs and service levelsinfluencing partner selection. Moving beyond this, the success of sourcingengagements ultimately rests on a well-managed transition of responsibility.Robust methodologies designed specifically to ensure smooth transition ofwork (both into and out of the organization) are key to success. AlthoughPMCG did have a well performing transition methodology but in the absenceof a defined process, it was not able to deliver the kind of results that couldbe expected from it. In order to keep pace with evolving customer needsand internal business requirements, Vishwas now wanted to perform atransition process standardization and optimization exercise. This exercisewas expected to bring about benefits of faster turn-around and efficiencyinto the routine working of the PMCG.Vishwas called upon the Knowledge Manager, Santosh Tripathi, to discuss afeasible action plan. On the basis of his experience, Santosh suggested thecreation of a central repository for collecting all the old documents,proposals, artifacts, collaterals etc. He named it the ‘GMT Transition Portal’.It could be hosted on the RocoNet LAN using, the RocoNet’s licensed ContentManagement Tool, Microsoft SharePoint. Through this platform, anyauthorized user could access the portal, contribute to it by uploading his/herown creations - client proposals, Request For Proposals, client ppts,financials, transition plans etc. and take reference of the artifacts uploadedby other users. This way, it could actually increase the productivity of theteam by letting the consultants work on the unique aspects of each VINOD GUPTA SCHOOL OF MANAGEMENT, IIT KHARAGPUR Page 25
  • transition and simply refer to old solutions to create regular/standardcontent. Also, since the portal must have a standard structure, it couldactually work as a proxy for the entire Transition process. The structure ofthe portal could be designed in a manner such that, apart from regularfeatures like Latest Uploads, Team diary etc., it could give a snapshot of theprocess flow of the Transition Process. One look at the homepage could giveany user an idea about the various stages that a client proposal must gothrough before the contract is awarded to RocoNet.This was a very challenging task. The volume of artifacts was huge. It couldtake months before all of the past documents could be uploaded onto theportal. This being the easiest of the roadblocks ahead, there were multipleissues that could stall the progress of this ambitious project. The toughestbeing that all the consultants in PMCG were actively involved in Live projectswhich were completely engaging. If a consultant was asked to allot time forthe Portal project, his live project could take a hit which would directly affectthe sales of RocoNet. They couldn’t be asked to work overtime as alreadythey were putting in more office hours than that mandated by the corporateoffice. Another impending issue was that the PMCG consultants wererequired to travel every now and then. So, even if a consultant had startedwith the Portal project, he could not deny the travel requirement. Due to thisintermittent availability of the consultants, it was an uphill task to even startthe Portal project.Vishwas and Santosh were pondering over this issue when Anil Waswani, theTransition Manager, announced that there team had been assigned aManagement Trainee, Reva Bhagat from VGSOM, IIT Kharagpur. As soon asthe opportunity dawned upon them they jumped on their feet and startedexplaining the project and its requirements to Anil. He agreed to guide Revain the creation of the portal. He could explain the process to her( being theTransition Manager he could make her understand the intricacies of theprocess especially since it was an ‘undocumented’ one) and make herperform the actual creation task. But, there was a glitch. He was expected totravel to UK the very next day. While travelling, he used to have limitedaccess to his mail.The PMCG team composition is such that two consultants are working in thesame office, in Mumbai, but are preoccupied with 2 very critical clients. Also,two more consultants are working out of Gurgaon and Chennai offices. Whileon travel, Anil will not be able to actively mentor Reva as he is expected to VINOD GUPTA SCHOOL OF MANAGEMENT, IIT KHARAGPUR Page 26
  • dedicatedly work on the UK client’s Transition with RocoNet and oversee thehandover of client’s applications’ services from the incumbent vendor MCS.Reva is new to this function of the IT industry. Although very bright and hardworking, she has no prior knowledge of this function of TransitionManagement. What should she do? Draw a Work Break-down structure toexplain how she can complete the task assigned to her in the eventuality ofhaving minimal guidance and nominal documentation. VINOD GUPTA SCHOOL OF MANAGEMENT, IIT KHARAGPUR Page 27
  • Appendix A Portal structure DocumentVINOD GUPTA SCHOOL OF MANAGEMENT, IIT KHARAGPUR Page 28
  • Appendix B Wipro PAT QuestionnaireTCI Assessment Applicable toCategory Testing? CATEGORY QUESTIONS Remarks A01 A02 What is the level of data processing Not sure as to what extent this contributes toComplexity Yes Access_constraints sensitivity? complexity -Select- -Select-Complexity Yes To what extent is the data accessible? -Select- -Select- I am assuming this is a question on custom-builtComplexity No What type is the software source? v/s COTS products -Select- -Select- Criticality is generally measured as a factor of a number of things - is this some sort of an No InformationCriticality Yes Criticality Group List the criticality to business? amalgamation of that? available High Point out the level of availability of theCriticality Yes application? -Select- -Select-Criticality Yes How frequent are the customer interactions? -Select- -Select- Give the retention index? -Select- -Select- What is the level of availability of No InformationKnowledge Yes Documentation Group documentation? available Medium-50% available Domain ExpertiseKnowledge Yes Group List the type of domain expertise? -Select- -Select- The estimation of PP effort should be a result of the complexity analysis and not an input factor. Estimation - Parallel List the type of estimation-Parallel Perform So, don’t quiet understand the intent of this Perform Effort efforts? question. -Select- -Select- What is the extent of knowledge transition? Same as above -Select- -Select- Operational No Information High-All Processes areComplexity Yes Enviornment Group What is the level of Process Robustness? available well definedStability Yes What is the slab for retirement cliff? -Select- -Select-Complexity Yes Give the count for no.of environments? -Select- -Select- Is there any legal issues? -Select- -Select- Size and ComplexityComplexity Yes group How is the usage of tools dependent? -Select- -Select-Complexity Yes What is the count of interfaces? -Select- -Select- How is the information flow hierarchy? -Select- -Select-Complexity Yes What is the size? -Select- -Select- No Information What is the level of complexity? High level question? available HighPeople How is the external resource dependent? -Select- -Select- What is the count for number of customerPeople Yes resources? -Select- -Select- Is this the complexity of the Business processesComplexity Yes Give the business complexity level? that the application implements? -Select- -Select-People Yes Give the count of External Contractors? -Select- -Select-Stability Yes Stability Group Give the count of fixes? -Select- -Select-Stability Yes What is the status of Application? -Select- -Select-Stability Yes How is the Operational satbility? -Select- -Select- Is this the SLA levels required for thePeople Yes Signify the turnaround time? application? -Select- -Select-Stability Yes How is the maintenance service requests? -Select- -Select-Complexity Yes Technology Specify the usage of the tools? -Select- -Select- What is the extent of availability of skills inPeople Yes market? -Select- -Select- No InformationComplexity No How is the application source? available Custom Built/BespokeComplexity No Give the type of Operating environment? -Select- -Select-Complexity Yes Specify the platform? -Select- -Select-People Yes Complexity Index Give the extent of vendor supporting? -Select- -Select-Complexity No What is the level of customizations? -Select- -Select-Complexity No What is the level of Interfaces? -Select- -Select- Criticality Index What are the zones? -Select- -Select-Complexity Yes What is the lang to be supported? -Select- -Select-Complexity Yes How are the SLAs? -Select- -Select-Stability Yes Stability Index What is the stability Index? High level question? -Select- -Select-Stability Yes Application Profile How is the future strategy? -Select- -Select-Complexity No Enlist the technologies used? -Select- -Select-Complexity No Give the size of the application? -Select- -Select- What are the software sources? -Select- -Select-Complexity No How is the geographical deployment? -Select- -Select- Specify the extent of internal familiarity withKnowledge Yes Resources application? -Select- -Select- What is the extent of availabilty of requiredKnowledge Yes Complexity skill set? -Select- -Select-People Yes How frequent are the customer interactions? -Select- -Select- What is the extent of availabilty of requiredKnowledge Yes domain skill set? -Select- -Select-Complexity No Integration Give the count of interfaces? -Select- -Select- What is the extent of complexity ofComplexity No interfaces? -Select- -Select- How is the dependency for interfacingComplexity No applications? -Select- -Select-Stability Yes Support How frequent is the production problems? -Select- -Select- How many application are released in lastStability Yes one year? -Select- -Select-Stability Yes How many enhancements are pending? -Select- -Select-Stability Yes What is the response time requirement? -Select- -Select- How severe are the defects/hot fixes in lastStability Yes one year? -Select- -Select- What is the extent of end user level of Not sure as to how this contributes to transition awarness of the application? complexity -Select- -Select- What is duration of restore/resolution requirement? -Select- -Select-Complexity Yes External Constraints What is the extent of data sensitivity? -Select- -Select- How is the dependency on client resource/Knowledge Yes contractors? -Select- -Select-Criticality Yes System Criticality What is the extent of system availability? -Select- -Select-Criticality Yes What is the extent of business criticality? -Select- -Select-Complexity No COTS - specific What is the extent of customization? -Select- -Select- How is the quality of product vendorComplexity No support? -Select- -Select- Give the level of familiarity with tools used inComplexity No Application? -Select- -Select-Complexity No How is the usability of license at offshore? -Select- -Select- Transaction Characteristic What is the type of transaction? -Select- -Select- To what extent is the familiarity withKnowledge Yes Resource Business process represented? -Select- -Select- Onsite / Offshore-Wipro Current location from where service is being Location / Offshore-Non-People provided Wipro LocationPeople Number of support locationsPeople Number of resources at each location High/Medium/LowComplexity Who is the current service providerCriticality Number of application usersComplexity Information on Ongoing & Planned ProjectsKnowledge Risk of Hostile TransitionKnowledge Is Transition from client / vendor?Knowledge Wipro understanding of technology Wipros ability to staff project with internalPeople resourcesPeople External hiring requirementPeople External hiring preparednessComplexity Existance of Transition Reversibility agreementsCriticality Subscriber BaseCriticality Revenue spendComplexity High Level Questions Overall Complexity RatingStability Overall Stability RatingCriticality Overall Criticality RatingKnowledge Overall Knowledge RatingPeople Overall People complexity Rating Number of Inflight Projects during transitionComplexity InFlight Projects periodComplexity Complexity of InFlight projectsComplexity Business Criticality of Inflight projectsComplexity Testing Number of TCs executed in past 1 yearComplexity Rerun %Complexity Level of Automation of TestingStability Availability of Testing environmentsKnowledge Level of Documentation of Test CasesKnowledge Level of Documentation of Design Documents Level of Documentation of Test ProcessKnowledge Documents Level of information available about previousKnowledge releases functionality Complexity level of future functionality to beStability developed VINOD GUPTA SCHOOL OF MANAGEMENT, IIT KHARAGPUR Page 29
  • Appendix CSnapshots of the GMT Transition Management Portal VINOD GUPTA SCHOOL OF MANAGEMENT, IIT KHARAGPUR Page 30
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  • Appendix D Feedback from the GMT-PMCG team at Wipro, BangaloreResponse #1 has been addedModify my alert settings | View Response #1 | View Project Feedback Survey How many times will the "GMT Transition Portal" 0.5x reduce your TIME in creating a client response: How many times will the "GMT Transition Portal" 0.6x reduce your EFFORT in creating a client response: How many times will the "PAT" reduce your 0.5x TIME in creating a client response: How many times will the "PAT" reduce your 0.6x EFFORT in creating a client response: How many times will the standard "Key Solutions" 0.5x reduce your TIME in creating a client response: How many times will the standard "Key Solutions" 0.6x reduce your EFFORT in creating a client response: Remarks for the intern Bhagyashree Wattal. Some Bhagyashree has been a quick learner and has criteria for grading can be Communication, promptness, punctuality, quality of work and ideas, demonstrated good adaptability in the face of frequent understanding.: change of requirements. She will be an asset for any organization she is a part of. Modified: 29/06/2011 11:16 Created: 29/06/2011 11:16Last Modified 29/06/2011 11:16 by Rajesh Advani (WT01 - GMT-Global Comm Service Provider) VINOD GUPTA SCHOOL OF MANAGEMENT, IIT KHARAGPUR Page 34
  • Response #2 has been addedModify my alert settings | View Response #2 | View Project Feedback Survey How many times will the "GMT Transition Portal" reduce your 0.9x TIME in creating a client response: How many times will the "GMT Transition Portal" reduce your 0.8x EFFORT in creating a client response: How many times will the "PAT" reduce your TIME in creating a 0.9x client response: How many times will the "PAT" reduce your EFFORT in creating a 0.8x client response: How many times will the standard "Key Solutions" reduce your 0.8x TIME in creating a client response: How many times will the standard "Key Solutions" reduce your 0.8x EFFORT in creating a client response: Remarks for the intern Bhagyashree Wattal. Some criteria for Bhagyashree is a very creative person, grading can be Communication, promptness, punctuality, quality of work and ideas, understanding.: thinks out of the box and very dedicated/focused Modified: 30/06/2011 14:11 Created: 30/06/2011 14:11Last Modified 30/06/2011 14:11 by Narendra Rao Pawar (WT01 - GMT-Global Comm Service Provider) VINOD GUPTA SCHOOL OF MANAGEMENT, IIT KHARAGPUR Page 35
  • Response #3 has been addedModify my alert settings | View Response #3 | View Project Feedback Survey How many times will the "GMT Transition 0.8x Portal" reduce your TIME in creating a client response: How many times will the "GMT Transition 0.8x Portal" reduce your EFFORT in creating a client response: How many times will the "PAT" reduce your 0.8x TIME in creating a client response: How many times will the "PAT" reduce your 0.8x EFFORT in creating a client response: How many times will the standard "Key 0.8x Solutions" reduce your TIME in creating a client response: How many times will the standard "Key 0.8x Solutions" reduce your EFFORT in creating a client response: Remarks for the intern Bhagyashree Wattal. Bhagyashree has been able to grasp the intricacies of Some criteria for grading can be Communication, promptness, punctuality, transition management very quickly, and has been able to quality of work and ideas, understanding.: plan and execute optimization and automatic activities. Her work will help the GMT transition team immensely. Modified: 30/06/2011 14:44 Created: 30/06/2011 14:44Last Modified 30/06/2011 14:44 by Anil Mannari Nagaraj (WT01 - GMT-Global Comm Service Provider) VINOD GUPTA SCHOOL OF MANAGEMENT, IIT KHARAGPUR Page 36