The document discusses the transition management process in outsourcing, emphasizing the importance of managing change to deliver on contractual obligations. It outlines the trends and challenges faced in transition management, such as the need for governance and stakeholder buy-in, while also highlighting best practices for successful implementation. Key elements include a structured service transition process, addressing resource requirements, and the integration of service management principles to enhance service delivery.

1. Transition Management
Process, Trends and Challenges – an Operational perspective
Pankaj Sharma, PMP
Certified Outsourcing Professional

2. Contents
Definitions
Service Transition and Transition Deployment
Trends
Challenges
Transition Management and Service Management
Success Factors
Best Practices
Page 2

3. Key Terms
Transition
Implementation
Transformation
Module 9
Page 3

4. Definition of Key Terms
Transition Management
…is the management of change to deliver everything
that the provider promised to deliver during the bid
process and formalised in the contract.
The Transition Process focuses on two groups of activities
Transition is the
transfer of people,
assets, contracts
and services into
the provider and
the establishment
of business
controls.
Transformation is the management
of all projects necessary to move the
client’s services from Present Mode
of Operation to the agreed Future
Mode of Operation to deliver the
agreed business benefits of the
contract to both the client business
and the provider.
Implementation - a sub-set of Transition or Transformation
Page 4

5. Service Transition Process
Plan
Assess
Design
Deploy
Close
1. Identify Service
1. Validate “As-Is”
state
1.Solution (Business,
Technical and
Functional)
Execute Transition
Benefit Realization
Analysis
2. Business Case
2.Assess Resource
Requirements
2. Solution Signoff
3. Project Analysis
3. Identify expected
Business benefits
4. Identify “To Be”
state
5. Gaps between “AsIs” and “To Be”
Generally involves involves Client Sign-Offs
5

6. Transition Deployment Process
Plan
Initiate
Execute
Close
1. Validate Solution
1. On-boarding of
Staff
4. Run Pilot
2.Work Breakdown
Structure
2.Governance and
Knowledge Transfer
5. . Readiness
Review
3. High Lead time
Activities (recruitment,
trainings, etc)
3. Infrastructure Setup
6. Go Live
1. Identify Team
2. Project Set up
3. Kick off
1 .Account Handoff
CONTROL
4. Transition
Acceptance
Specification
1.Risk Management
Tollgate
Review 1
2. Change
Management
3. Exception
Management
Tollgate
Review 2
Generally involves involves Client Sign-Offs
4. Cost Management
5. Monitoring and
Reporting
Tollgate
Review 3
Tollgate
Review 4
6

7. Transition Management - Trends
• Specialist driven (Implementations and
Transitions)
• Governance and collaboration – Increased
focus
• Multi vendor contracts gain momentum
• Speed to market (read “Go Live”)
• Transition and reverse Transition become
explicit part of contract
• Less inclination by vendors towards Asset and
HR transition
Module 9
Page 7

8. Transition Management - Challenges
• Speed to market (Go Live)
• Customers taking greater role in driving
Transition deliverables
• Transition and reverse Transition – Integral
to contract
• Stakeholder buy in
• Expectation Management
• Lack of integration of different teams
• Responding to business needs
Module 9
Page 8

9. 25%
Quality
Schedule
75%
40%
Quality
60%
Schedule

10. Transition Management and IT Service
Management
• Mostly ignored process part of Service
Management
• Can make or break business relationships
• Sows seeds of a successful service delivery
(early incorporation of service management
principles)
Module 9
Page 10

11. Transitions may not succeed if…
•
•
•
•
•
•
•
•
Transition planning is not a key activity on the project plan for all outsourcing management
teams (policy, idea, assessment, Implementation and management)
Transition planning is done in a vacuum and doesn’t have a “buy-in” by all parties involved –
customer, service provider’s sales and delivery teams
Transition plan is not fully developed and documented and is not a part of the contract
Transition plan does not cover all aspects of the outsourcing engagement (people, processes,
assets and financial) and all phases – from contracting through governance
Transition management team are either not involved in developing the original solution that
was sold to the customer (and became the basis for the contract) or have a longer term
accountability to create stability of operations
Change management is not considered a vital part of transition management
Developing relationships does not get its due
Integration with other lifecycle stages is missing
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12. Best Practices
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•
•
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Quality Assurance and Improvement
Dedicated resources
Robust Change Management process
Early involvement
Acceptance Criterion
Page 12

13. Page 13