1.
Document Version Page : i
Stream Concept conceptservicetransitionv10-230204094657-94d47511 1-0
Service Transition

2.
Document Version Page : ii
Stream Transition Concept Service Transition_V1.0 1-0
Table of Contents
1 GENERAL INFORMATION....................................................................................................................................................................1
2 PROGRAMME TIMELINE AND DUE-DILIGENCE.................................................................................................................................2
2.1 Assessment of Degree of Difficulty: ..............................................................................................................................................................................5
2.2 Transition Structure.......................................................................................................................................................................................................7
2.3 Transition Methodology if the incumbent is cooperative...............................................................................................................................................8
2.3.1 Quality Management.............................................................................................................................................................................................. 9
2.3.2 Best Practices in Service Transition .................................................................................................................................................................... 10
2.4 Transition Methodology if the incumbent is un-cooperative........................................................................................................................................11
3 E-PLUS LEARNING PROGRAMME (CAPABILITY ACCELERATION CENTRE).................................................................................12
3.1.1 Knowledge Transfer............................................................................................................................................................................................. 13
4 TRANSITION GOVERNANCE .............................................................................................................................................................15
5 COST...................................................................................................................................................................................................17
6 COMPLIANCE .....................................................................................................................................................................................17
Company/Author Tech Mahindra
Date of Presentation 08/11/2012
Participants Supplier on 08/11/2012 Sandeep Phadke, Sandeep Thawani, Shashank Patwardhan, Arindam Dutta Roy, Anup Gadodia,
Shailendra Rane, Bijay Mohapatra, Minesh Moorkoth, Arjun Warty, Nitin Dharmale
Participants E-Plus on 08/11/2012 Friedrich Heyrowsky, Rolf Dahmen, Markus Müller, Thomas Weber, Uwe Leppin, Armin Opherden, André
Peelen, Klaus Gabriel, Frauke Wessel, Josef Malik and Peter Tiggelkamp

3.
Document Version Page : 1
Stream Transition Concept Service Transition_v1.0 1-0
1 General Information
Tech Mahindra has considered below two Knowledge Transfer scenarios and have elaborated our detailed transition approach for each of
them in subsequent sections.
 If the incumbent does co-operate
 If the incumbent does not co-operate and TechM has to effect transition relying
largely on our prior experience with an IT landscape similar to E-Plus
Transition from current E-Plus incumbent provider is likely to be hostile. Hostility
from the incumbent is manifested in the below behaviour:
1. Low attendance in KT sessions, poor efficiency
2. Tendency to hold back knowledge, share incorrect information or both
3. Shadow operations not done properly, poor levels of interactions
4. Low interest in query resolutions
5. Lack of transparency to operational challenges and workarounds
6. Highly negative critique and negative communication dissemination
Our approach to service transition is geared towards achieving the following
outcomes:
 A successful service transition while maintaining service stability and continuity
 On-time completion of the transition programme
 Continued service level adherence
 Enhanced Knowledge Management
 Seamless stakeholder experience
To accomplish the above outcomes and reduce the associated risks and costs, our transition strategy is built around the below
dimensions:
 Gap Analysis : During Due-Diligence we will ensure all applications and infrastructure are taken into account while transitioning; gaps
in skill sets, resources, knowledge areas, process and tools are identified in advance. This will help in reducing scope changes during
the transition as well as avoid cost escalations for E-Plus.
 Complexity Grading: Determine the complexity and risk associated with every aspect of transition and devise multiple options for
mitigation.
Figure 1

4.
Document Version Page : 2
Service Transition Concept Service Transition_V1.0 1-0
 Resource Mobilisation: Ramp-up based on complexity, risk analysis, and schedule where the most complex and / or high risk areas
are triggered first.
 Current Delivery Commitments: Take into consideration In Flight projects roadmaps to ensure service continuity.
 Existing Knowledge Base: Leverage existing TechM experience in Managed Services, technical / application skills, and processes.
 Alternate approach: Focus on quick wins to build credibility and gain trust with stakeholders.
 Governance: Focus on robust and inclusive governance to assess effectiveness constantly and continuously and to keep all
stakeholders informed of progress and challenges.
 Best Practices: Leverage industry best practices and learning elements from similar engagements.
2 Programme Timeline and Due-Diligence
We plan to commence service transition with a Due-Diligence phase prior to confirming detailed plans for service transition. Activities we
will focus on during Due-Diligence are listed below:
Due-Diligence Activity Outcome
IT Landscape & Process Assessment Prioritise focus areas for transition and investment plans to ensure service stability and
continuity including prioritisation of staff transfer.
Vulnerability Assessment
Identification of Business Critical Applications
In-Flight Programmes Scope and Impact for all IT programmes including Columbus that will be deployed in
production during the period of transition.
We anticipate the transition-in teams will start participating in operational acceptance and
readiness testing during the period of transition and will need to include the changes to be
introduced as part of their accountability.

5.
Document Version Page : 3
Service Transition Concept Service Transition_V1.0 1-0
Transition with co-operation from Incumbent
Transition without Incumbent Support

6.
Document Version Page : 4
Service Transition Concept Service Transition_V1.0 1-0
Figure 2

7.
Document Version Page : 5
Service Transition Concept Service Transition_V1.0 1-0
2.1 Assessment of Degree of Difficulty:
To ensure an effective prioritisation of
knowledge acquisition efforts, we have
assessed the degree of difficulty for each
application and infrastructure component. This
is pictorially represented on the right. This will
be used to schedule the transition plan of
application with highest difficulty and
complexity first, then medium next, and so on.
This assessment has been done using the
parameters of availability of foundation
artefacts from similar engagements, existing
TechM expertise, and access to source code
by E-Plus and relationship of TechM with
COTS provider like SAP, IBM, Ericsson, RedKnee, Oracle, BMC & CA.
Following activities will be performed based on the arrived Degree of Difficulties for each application as part of the service transition:
Category Availability Activities
Low Risk  Source Code and Artefacts with
E-Plus
 Technology and Application knowledge
within TechM
 Business Process Knowledge from
E-Plus
 Use the NPE (Non-production environment) to build an understanding of
application architecture and attempt to validate processes
 Use available documents as foundation and extend during transition
 Proactively engage E-Plus to build relationships and leverage their knowledge
 Develop / modify templates and questionnaires to ensure all aspects of
knowledge acquisition are addressed in a structured manner
 Implement bilateral feedback process after every KT session to drive a culture
of constructive feedback and transparency
Figure 3

8.
Document Version Page : 6
Service Transition Concept Service Transition_V1.0 1-0
Category Availability Activities
Medium Risk
 As above and...
 Historical incident trends, resolution
data, known issues, and RCA
repository
 Hire staff from incumbent in India
 As above and....
 Identify application components that cause most incidents (vulnerability
assessment)
 Collocate with incumbent for transition
 Hire current and / or erstwhile incumbent staff in the ratio of 1:10 to TechM
staff to ensure service stability and continuity
High Risk
 As above and...
 Teams to include staff from E-Plus who
have application knowledge (architects
and / or resources hired from
incumbent)
 Hire staff from incumbent in India
 As above and....
 Hire current and / or erstwhile incumbent staff in the ratio of 3:10 to TechM
staff to ensure service stability and continuity.
 Plan war-games (scenarios) with E-Plus staff to learn / test resolution steps
and end-to-end impact of an incident on E-Plus customer experience

9.
Document Version Page : 7
Service Transition Concept Service Transition_V1.0 1-0
2.2 Transition Structure
The entire scope of the transition is broken down into manageable and logical pieces of Verticals and Horizontals.
 Verticals are functional domains, in which
the operational team will transition and
operate.
 Horizontals are enablers for service
delivery.
This is pictorially represented on the right.
This granularity will allow the teams to assess
transition at the level of each application, thus
ensuring that gaps in knowledge are identified
consistently and continuously and addressed
prior to service cutover from the incumbent.
Figure 4

10.
Document Version Page : 8
Service Transition Concept Service Transition_V1.0 1-0
2.3 Transition Methodology if the incumbent is cooperative
In this scenario, transition of knowledge takes place between the incumbent as per below Figure 5.
Knowledge Transfer phase will be divided into Onsite and Offshore. Up to 65% of TechM staff would collocate with the incumbent in
Dusseldorf. The onsite team will
then transfer the knowledge to
offshore teams.
This will be repeated with
offshore teams acquiring
knowledge from incumbent
offshore teams.
During the shadow phase, team
members will be rotated to
ensure that all team members
understand and appreciate
E-Plus operational challenges
and organisation culture.
Figure 5

11.
Document Version Page : 9
Service Transition Concept Service Transition_V1.0 1-0
2.3.1 Quality Management
During the transition, we will follow Toll Gate process to ensure that the knowledge required to ensure service stability and continuity is
acquired completely from the incumbent. These quality gates are described below:
Quality Gate 1 Quality Gate 2 Quality Gate 3 Quality Gate 4
Planning Completion Knowledge Transfer
Completion
Shadow Completion Reverse Shadow Completion
Qualifying
Criteria
 Transition plan agreed with
E-Plus
 Mapping of resource
mobilisation with transition
organisation
 Snag List
 KT requirements and
prioritisation
 Knowledge assets checklist
 War-game criteria identified
 Shadow and Reverse
Shadow criteria
 Vulnerability Assessment
(Preliminary)
 Presentation of knowledge
acquired to E-Plus and
incumbent to demonstrate
knowledge acquired
 Transition Plan updated for
Shadow and Reverse
Shadow phases
 War-game criteria and
checklist updated
 Snag List updated
 Shadow requirements
implemented
 List of employees for in-
scope of staff transfer
identified
 Tools, Applications, and
Technical Service access
fully tested; new tools ready
for deployment.
 SAD, SoPs, and Run-Books
updated and signed-off by
E-Plus and incumbent
 War-gaming completed and
signed-off
 Snag List updated
 Reverse Shadow
requirements implemented
 Vulnerability Assessment
(final)
 KPI deployment completed
with transition-in team
 Incumbent vendor KPI
performance met / exceeded
including acceptance for
in-flight projects during the
period
 War-gaming signed-off
 Service stability plan
accepted by E-Plus
 Cutover plans approved by
E-Plus
 All actions in snag list
updated
 Operations risk register
deployed
Target KPIs  100% completion of KT plans
 100% checklists defined
 95% applications knowledge
artefacts created/updated
 100% Reverse presentation
completed
 All documents completed
 KPI deployment completed
 Tools ready for deployment
 Transition-In team KPI
performance met / exceeded

12.
Document Version Page : 10
Service Transition Concept Service Transition_V1.0 1-0
2.3.2 Best Practices in Service Transition
Phase Activities Benefits
Knowledge Transfer Inclusion of Business Process Specialists in
KT sessions
 Create standard process and technical documents at the end of each
session.
 Identify process weaknesses early in transition
Offshore Documentation Factory  Offshore teams to prepare drafts
 Onsite team will complete and finalise documents post incumbent
reviews
Video Recording of KT sessions  Use to complete document offshore and train new joiners
 Input to custom-built design training programme
Vulnerability Assessment  Identify the applications with high number of high severity incidents
 Ascertain stability of applications post deployment of change; input to
prepare specific release-specific extended support plans
Scope Lock-down  No knowledge and service drops on cutover
Assess knowledge gaps through transition  Estimate residual risk at the end of transition
 Prepare mitigation and contingency plans
Shadow Phase Documentation sign-off by incumbent  Create a structured and reliable document repository
Test access to tools, applications and
technical service
 Input to creation of decommissioning plans
 Minimise disruption in reverse shadow
Reverse Shadow Track incidents resolved by incumbent teams
(Dependency Index)
 Objective assessment of the capability of the transition-in team
Engagement with business users  Dispel perception of ability of transition-in team to provide seamless
service by using war-gaming feedback and dependency-index
 Ensure users know whom to call
Bubble Support Incumbent support  Contingency for steady state for three months for uninterrupted BAU
operation
 Any slippage on the start will mitigate during Bubble support
 Impact of holidays
 Delays in contract finalisation

13.
Document Version Page : 11
Service Transition Concept Service Transition_V1.0 1-0
2.4 Transition Methodology if the incumbent is un-cooperative
In the methodology, the knowledge acquisition will be done in discovery mode, wherein TechM resources will use application artefacts
available from E-Plus and knowledge acquired by TechM resources from other account and based on reusable artefacts.
In this scenario, the highest dependency
will be on access to testing environments
and creation of NPE to enable the teams
to acquire knowledge and validate the
foundation processes available from our
managed services repository.
Validation of available processes will help
to identify the application-specific
knowledge components that would be
required to ensure service stability and
continuity. These gaps will also help
prioritise hiring from the incumbent and /
or prioritisation of staff transfer
discussions.
Figure 6

14.
Document Version Page : 12
Service Transition Concept Service Transition_V1.0 1-0
3 E-Plus Learning Programme (Capability Acceleration Centre)
To sustain service delivery for the lifecycle of the contract, TechM proposes to create E-Plus-specific courses that will create a reusable
repository to underpin the knowledge management process and facilitate the creation of an induction process for new team members who
join the programme during its lifecycle. As part of the
course repository, we will:
 Define competency map for all roles
 Create a programme schedule with a mix of class room
and self learning content
 Create role-specific training plans
 Map an individual’s skills and technical expertise
against required levels to facilitate implementation of
individual programmes.
TechM proposes creation of a Capability Acceleration
Centre (CAC) as a key enabler for application of
knowledge acquired to maintain and grow competency
levels across the programme teams.
CAC is a derivative of TechM’s Centre of Excellence (CoE)
model. The focus of CAC will be to enable (learning and
development), insight (to End-to-End business impact and
operational schedules), and assure performance.
CAC leverages best practices from TechM CoE framework
and will further the ongoing knowledge development
through alliance relationships TechM has with product
providers. This access will facilitate:
 Provision of technical support during competency build of TechM transition-in teams using standard content and expert interactions
including certifications.
 Access to update on new technologies, product road-map, and product upgrades.
Figure 7

15.
Document Version Page : 13
Service Transition Concept Service Transition_V1.0 1-0
3.1.1 Knowledge Transfer
Knowledge Transfer during transition and managing
knowledge during operations is a critical success factor for
sustainable service delivery during the lifecycle of the
programme. Within Managed Service, we define Knowledge
as below:
 Tangible Knowledge Assets, which are recorded and
documented in form of manuals, run books, operating
procedures, and system architecture documents. This
also includes tools, methodologies, best practices, and
reusable assets created during service delivery.
 Intangible assets, which are the collection of individual
and collective team experience.
 Knowledge Transfer will be constantly tested using
TechM’s competency assessment framework and index.
This is depicted pictorially on the right.
TechM Knowledge Management framework is collaborative
by design for sharing knowledge within and between teams.
The framework has the below dimensions and is pictorially
represented on the right.
 Structured Knowledge consisting of reusable artefacts,
templates including training material for underlying
application functionality; the latter will be contributed by
TechM’s CoEs focussed on respective domains and / or
alliances.
 Engineering / Delivery practices including repository of
tools, best practices and KPI definitions
 Unstructured Knowledge via access to forums, blogs,
experience sharing sessions organised within E-Plus
programme and across TechM’s multiple managed services programmes.
Figure 8
Figure 9

16.
Document Version Page : 14
Service Transition Concept Service Transition_V1.0 1-0
Knowledge Transfer (KT) will be facilitated by the deployment of the below steps:
Structured Training Experiential Learning Institutionalised Training
Coverage of subjects in KT from incumbent to TechM by class-
room sessions and peer reviews:
 Key activities performed under IT operations including ad-hoc
tasks, planned activities, maintenance, and deployment.
 Process workshops including tools and methodologies used
within service delivery
Coverage of subjects in KT from E-Plus to TechM by class-room
sessions, peer reviews, and train-the-trainer sessions
 Application and Process Architecture
 End-to-End business flows including dependencies
 Business Process knowledge and impact of outages on E-Plus
business
Coverage of all the above subjects will be integral to KT between
TechM teams by class-room sessions, peer reviews, and train-the-
trainer sessions
Others: Certifications and Trainings by product providers
Coverage of subjects in KT between
TechM teams:
 End-to-End architecture sessions
and the use of the knowledge to
resolve incidents faster and reduce
incident counts
 Workaround solutions to restore
services
 Knowledge of new products and
adoption rates in the local market
Coverage of business process,
architecture and operational processes
as KT for both E-Plus and TechM
teams:
 Induction to E-Plus business, service
delivery processes and performance
trends
 Close skill gaps to improve
performance
 Up-skill teams to improve team
retention

17.
Document Version Page : 15
Service Transition Concept Service Transition_V1.0 1-0
4 Transition Governance
The governance domains that TechM will deploy are depicted on the right and are described in
greater detail in our concept paper on Governance.
We propose a three tier governance structure as depicted pictorially below. When compared to
BAU Governance model, the fact that differs significantly is the frequency of meetings as we
believe this will be required to ensure all progress versus plan is monitored constantly and
provides a formal forum to resolve issues on a weekly basis. We believe that this arrangement
will help maintain momentum in transition and ensure all stakeholders have consistent and
continuous access to progress.
We will deploy a Transition Lead for each cluster. Team
members will be dedicated to E-Plus service delivery
upon completion of transition. Each cluster will have a
dedicated PMO resource to assist with transition
governance.
Transition governance will be established through an
independent PMO organisation that will report directly to
the Transition Director. We believe this is required in-
anticipation of the below programme challenges:
1. Inadequate transparency between E-Plus, TechM
and the current incumbent
2. Incumbent will create perception using informal
channels of communication with E-Plus
3. Resistance to change within E-Plus business user
community and the resultant challenge in managing
expectations
4. Alignment of Delphi with other E-Plus IT
programmes and ensuring seamless handovers
between teams
Figure 10
Figure 11

18.
Document Version Page : 16
Service Transition Concept Service Transition_V1.0 1-0
5. Assuring the quality of deliverables across the programme lifecycle
6. Assuring knowledge retention and knowledge transfer between teams
The transition organisation design is depicted pictorially below:
Figure 12

19.
Document Version Page : 17
Service Transition Concept Service Transition_V1.0 1-0
5 Cost
As indicated in Concept KPI and Commercials document, we will not charge E-Plus for transition of services.
6 Compliance
# Topic Compliant Not
Compliant
Remarks
1 Knowledge with regard to E-Plus processes, activities,
operations, etc. has to be documented by the service
provider in an appropriate manner, in order to ensure
business / operations continuity
 All interactions and knowledge acquired from the
incumbent will be documented in line with the
proposed quality gates and will be managed using
BMC Knowledge Management (KM) module.
2 E-Plus has at any time unlimited access to all
documentation of knowledge with regard to E-Plus
operations
 E-Plus users will be given access to BMC KM
module to access the repository of artefacts.
3 Service Provider agrees that E-plus has an unlimited
right of usage at any time also in case of termination of
the contract

4 Service Provider has to ensure that the documentation
can be transferred and will be usable to E-Plus at any
time
 This will be facilitated via the deployment of BMC
KM module.