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

Optimization & Automation of the
Transition 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 EXAMINATION

This is to certify that I have examined the Summer Report and hereby
accord my approval of it as a study carried out and presented in a manner
required for its acceptance in partial fulfillment for the Post Graduate
Degree for which it has been submitted. This approval does not endorse or
accept every statement made, opinion expressed or conclusion drawn, as a
record in this report. It only signifies the acceptance of the report for which
it is submitted.

Examiner ____________________________________

Additional Examiner ____________________________________

Date ____________________________________


CERTIFICATE BY THE GUIDE

This is to certify that BHAGYASHREE WATTAL carried out the summer
project 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 in
GMT vertical” under my guidance. The work has been satisfactorily
completed by her and I recommend the work as being worthy of
acceptance for partial fulfillment of the requirement for the degree of Master
of Business Administration at VGSOM, IIT Kharagpur.

____________________

Anil Nagaraj Girish Vedagarbha
Transition Manager Delivery Manager

Address: 9 Floor, A Wing, TS3, SJP2, Sarjapur, Wipro,
Bangalore, Karnataka


ACKNOWLEDGEMENT

I take this opportunity to extend my sincere thanks to Wipro
Technologies Ltd. for offering a unique platform to earn
exposure and garner knowledge in the field of Transition
Management which helped me gain insight into services handover
in the IT industry.

I am deeply indebted to my project guides Mr. Anil Nagaraj,
and Mr.Girish Vedagarbha for guiding me throughout the
project and providing valuable inputs and insights. Their
knowledge and experience served as a continuous source of
support for me.

I would also like to take this occasion to whole heartedly thank
Mr. Narendra Rao Pawar, GMT Transition Head. Without his
invaluable support, guidance and constructive criticism, this
project 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 Program
Management Consulting Group (PMCG) in the GMT vertical viz.
Mr. Rajesh Advani, Mr. Vishal Madan and Mr. Sriram T.V. for
their valuable views, inputs and suggestions which were prompt
as well as constructive.

Finally, I wish to thank my faculty guide, Dr. S.K. De for the
valuable education he has imparted me with in VGSOM, IIT
Kharagpur.

(BHAGYASHREE WATTAL)


TABLE OF CONTENTS
1. Executive Summary 7
2. Company Background 8
2.1 History 8
2.2 Wipro at a Glance 9
3. Project Objective 11
3.1 Deliverables 11
4. Literature Survey 12
5. 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 18
6. Results 20
6.1 STANDARDIZATION: Re-usables 20
6.2 AUTOMATION: PAT 20
6.3 OPTIMIZATION: Transition Portal 21
7. Impact 22
8. References 24
9. Case let 25

Appendix A 28

Appendix B 29

Appendix C 30

Appendix D 33


LIST OF FIGURES
1. WIPRO at a glance 10
2. Transition Management process 15
3. TMS site homepage 16
4. Standardization Process diagram 17
5. Optimization Process diagram 18
6. Automation Process diagram 19
7. Transition Portal Homepage 21

LIST OF TABLES
1. WIPRO past performance 10
2. Plan for Deliverables 16
3. Impact on performance 22


1. EXECUTIVE SUMMARY

In today's highly competitive economy, global sourcing has emerged as a
core business strategy for many large organizations, with factors such as
change management, communications, managing costs and service levels
influencing partner selection. Moving beyond this, the success of sourcing
engagements ultimately rests on a well-managed transition of responsibility.
Robust methodologies designed specifically to ensure smooth transition of
work (both into and out of the organization) are key to success.

The Program Management Consulting Group (PMCG) within Wipro’s Global
Media and Telecom (GMT) vertical has been designing and executing
complex transitions for over 5 years. Processes, tools, templates, artifacts
and collaterals have been generated specific for each unique transition
assignment over the years. This has led to a rich repository of documents,
maintained individually by team members, and comprising of variants to the
standard transition methodology.

In order to keep pace with evolving customer needs, and internal business
requirements, the PMCG now wants to perform a transition process
standardization, optimization and automation exercise. This exercise is
expected to bring about benefits of faster turn-around and efficiency into the
routine working of the PMCG.

The objectives of the Transition Process standardization and automation are
as 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 IT
industry. Also, it explains the need for a content management system for the
team that performs this function in Wipro’s GMT vertical. The methodology
employed to perform the exercises of Standardization, Optimization and
Automation has been explained using the respective processes that were
followed for each exercise.

2. Company Background
Wipro Limited (BSE: 507685, NSE: WIPRO, NYSE: WIT, NASDAQ: WIT) is a
global information technology (IT) services company headquartered in
Bangalore, India. According to the 2011 revenue, Wipro is the third largest
IT services company in India and employs more than 122,385 people
worldwide as of March 2011.

Wipro is ranked 31 globally in 2011 in the list of IT service providers. It is
9th most valuable brand in India according to an annual survey conducted
by Brand Finance and The Economic Times in 2010.

Wipro provides outsourced research and development, infrastructure
outsourcing, business process outsourcing (BPO) and business consulting
services. The company operates in three segments: IT Services, IT Products,
Consumer Care and Lighting.

Wipro Technologies is the global technology and consulting services division
of Indian conglomerate Wipro Limited.

2.1 History

The company was established in 1980 as a subsidiary of Wipro Limited.
Wipro was initially set up as a vegetable oil manufacturer in 1945 in
Amalner, Maharashtra, producing sunflower Vanaspati Oil and soaps. At that
time, the company was called Western India Vegetable Products Limited
(later abbreviated down to Wipro). The company logo still contains a
sunflower to reflect their original business. During 1970s and 1980s it
shifted its focus and began to look into business opportunities in IT and
computing industry which was at nascent stages in India at that time. Wipro
was the first company which marketed the first indigenous homemade PC
from India in 1975.

In 1966 Azim Premji, still the majority shareholder as the chairman of the
company at the age of 21 and with the passage of time transformed it into
one of the largest IT outsourcing services provider of the world.

By 2000, Wipro Technologies emerged as the largest publicly listed software
exporter in India and the first software services provider to be assessed at
SEI Level 5 in the world.


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


In Rs. Crores

Particula 2004- 2005- 2006- 2007- 2008- 2009- 2010-11
rs 05 06 07 08 09 10
Revenue 8,169 10,625 15,001 19,957 25,544 27,124 31,099

PBIT 1,815 2,250 3041 3,518 4,400 5,151 5,767

PAT 1,628 2067 2942 3,282 3,899 4,593 5,298


3. Project Objective
Effective 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 Deliverables

Key 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.


4. Literature Survey

The literature survey for this project was two-fold. One part of it delved into
the change management aspect of the inclusion of technology in a
process. Under this the relationship between employee commitment and the
implementation of software based technology processes was examined.
According to the study by Harper, D.O. [2008], there is no significant
relationship between overall employee commitment and the implementation
of software based technology processes. There may be factors other than
commitment that drive this implementation. The interview data depicts that
even when individuals are committed to the technological advancement
there is recognition that such commitment varies by individual at all levels in
the organization. Commitment that is voluntary will be stronger than if it is
obligatory. Further, not only will individual commitments vary in strength but
that there are factors like shared values that alter the strength of such
commitment.

Another study by Heldenbrand, L.E. [2007] which dealt with the factors
affecting implementation of a staff participation system designed to foster a
culture of continuous change examined factors such as motivation,
recognition, empowerment, participation in decision-making, mid-level
management buy in, and organizational trust during the implementation of a
staff participation system designed to foster a culture of continuous
improvement in a long-term care setting. It concluded that indeed staff
participation is very important for the success of a change that is brought
into the system.

The second part comprised of the analysis of the knowledge/content
mgmt approaches followed by organizations. Under this several aspects of
content management were contemplated. A brief description of these
aspects 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).


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 provider

4. 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 targets

5. 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


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 Security

7. Trends and innovations in the domain of content management
systems. Poremba, S.M. [ 2010]


5. Methodology

5.1 Transition Management

Transition management, in the IT context, deals with the complexities of
several issues when an organization is trying to shift from an old
supplier/vendor to a new one. This may be happening due to unsatisfactory
performance/service provided by the old vendor. Clarity in processes and
meticulous planning are of supreme importance in undergoing the transition.
Also, there are several stakes involved in the process (from the perspective
of the new vendor which is applying), most significant being the reputation
of the new vendor who is aspiring to oust the existing vendor. This function
i.e. Transition Management is in place till the time the new vendor is able to
support/service the client smoothly and more importantly, independently.
The lifecycle of the entire transition comprises of several stages and each
transition is unique in its own way. Extensive research goes into the design
of a proposal for any client. Once a contract is won, the planning for the
transition i.e. handover from the old vendor to Wipro LTD. begins. The
various 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.

5.2 Knowledge gathering

First of all, a clear understanding of the Transition Management function was
obtained from the internal Transition Management System site. It contains
several processes, procedures, guidelines, handbooks, templates, checklists
etc. applicable to transition management as such and useful for training
purposes in particular.

5.3 Plan for Deliverables

Based on the understanding of Transition management function, a plan for
the several activities was charted out.

S.No. Deliverable TimeLine
1. GMT Transition Portal 11 May - 28thJune, 2011
th

2. PAT Analysis 30th May – 10th June,
2011
3. PAT customization for GMT Transition team 30th May – 10th June,
2011
4. Standardization of Key solutions 13th June - 28thJune, 2011


5.4 Approach/ Process

The approach that was followed for each exercise is depicted in the following
sections.

5.4.1 STANDARDIZATION: Re-usables

Key Solutions are certain standard questions that are asked for by a client in
a Request For Proposal (RFP). There are some 19 such questions that the
Transition team usually encounters in an RFP. A client may either ask for all
of them or just about a couple of them. Some examples of Key Solutions
are: Transfer Back, Critical Success Factor, Hostile Transition, In-flight
Projects, People Transfer, Transition Risks & Mitigation, Transition Costing
etc.

Most important was to first understand what each one of them stood for. For
instance, while working on Hostile Transition, it was imperative to first read
as many client responses submitted by the team in the past that contained a
section on Hostile Transition. After that a write-up was created which
eventually got reviewed by the team members.

In order to create standard write-ups for Key Solutions, the following four
step approach was used.

Identify Study Assimilate Standardize

1. Identify: Sift through a horde of documents for relevant ones.
2. Study: client solutions.
3. Assimilate: knowledge.
4. Standardize : Create standard content

5.4.2 OPTIMIZATION: Transition Portal

The process structure depicted ahead was used for the construction of the
GMT Transition Portal. The details of this process are:


Identify Create Discuss Design Implement Refine

1. 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 to
understand the functionalities provided by the platform. Consequently,
extensive exploration of the features offered by the platform to gain a good
working knowledge was done as well.

A portal structure document was created to get a clear view of the structure
of the portal before it was created online. A snapshot is available in
Appendix A. Also, several team meetings, telecons were coordinated to
gather functional as well as practical knowledge.

5.4.3 AUTOMATION: Portfolio Analysis

Portfolio Analysis activity is a key component of Transition management.
Each portfolio might comprise of various applications for which a customer is
seeking a service provider. Currently, Portfolio Analysis of a customer is

being done manually. Hence, automation of this activity will save a lot of
time and effort. Following is the process followed for the automation of
Portfolio Analysis:

GAP
Study Training Discuss Automate
Analysis

1. 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 process
by performing a trial Portfolio Analysis for a live client proposal. This was
helpful in ascertaining what the tool was providing and what the manual
process was helping the team achieve. Based on this analysis, a standard
Questionnaire was created which acts as the input to the tool and a basis for
the generation of several reports. These reports can either be directly used
in the client proposals or can be tweaked further to deliver intelligent
analyses of client data.

The questionnaire can be seen in Appendix B


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: PAT

The questionnaire can be seen in Appendix B


6.3 OPTIMIZATION : Transition Portal

Some more snapshots are available in Appendix C


7. Impact

Following are the results of a survey filled up by the team on the estimate of
productivity 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 project
are:

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.


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.


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
Organization's 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


9. CaseLet

Vishwas Patil, the head of the Telecom division of Global Media & Telecom
vertical of the IT firm RocoNet was very worried. The Program Management
and Consulting Group under him was churning out Transitions with clients by
dozens, albeit, with no standardized process in place. The Program
Management Consulting Group (PMCG) within India’s leading IT firm
RocoNet’s Global Media and Telecom vertical had been designing and
executing complex transitions for over 5 years. Processes, tools, templates,
artifacts and collaterals were being generated specific for each unique
transition assignment over the years. This led to a rich repository of
documents, maintained individually by team members, and comprising of
variants to a standard transition methodology.

In today's highly competitive economy, global sourcing has emerged as a
core business strategy for many large organizations, with factors such as
change management, communications, managing costs and service levels
influencing partner selection. Moving beyond this, the success of sourcing
engagements ultimately rests on a well-managed transition of responsibility.
Robust methodologies designed specifically to ensure smooth transition of
work (both into and out of the organization) are key to success. Although
PMCG did have a well performing transition methodology but in the absence
of a defined process, it was not able to deliver the kind of results that could
be expected from it. In order to keep pace with evolving customer needs
and internal business requirements, Vishwas now wanted to perform a
transition process standardization and optimization exercise. This exercise
was expected to bring about benefits of faster turn-around and efficiency
into the routine working of the PMCG.

Vishwas called upon the Knowledge Manager, Santosh Tripathi, to discuss a
feasible action plan. On the basis of his experience, Santosh suggested the
creation 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 Content
Management Tool, Microsoft SharePoint. Through this platform, any
authorized user could access the portal, contribute to it by uploading his/her
own creations - client proposals, Request For Proposals, client ppts,
financials, transition plans etc. and take reference of the artifacts uploaded
by other users. This way, it could actually increase the productivity of the
team by letting the consultants work on the unique aspects of each

transition and simply refer to old solutions to create regular/standard
content. Also, since the portal must have a standard structure, it could
actually work as a proxy for the entire Transition process. The structure of
the portal could be designed in a manner such that, apart from regular
features like Latest Uploads, Team diary etc., it could give a snapshot of the
process flow of the Transition Process. One look at the homepage could give
any user an idea about the various stages that a client proposal must go
through before the contract is awarded to RocoNet.

This was a very challenging task. The volume of artifacts was huge. It could
take months before all of the past documents could be uploaded onto the
portal. This being the easiest of the roadblocks ahead, there were multiple
issues that could stall the progress of this ambitious project. The toughest
being that all the consultants in PMCG were actively involved in Live projects
which were completely engaging. If a consultant was asked to allot time for
the Portal project, his live project could take a hit which would directly affect
the sales of RocoNet. They couldn’t be asked to work overtime as already
they were putting in more office hours than that mandated by the corporate
office. Another impending issue was that the PMCG consultants were
required to travel every now and then. So, even if a consultant had started
with the Portal project, he could not deny the travel requirement. Due to this
intermittent availability of the consultants, it was an uphill task to even start
the Portal project.

Vishwas and Santosh were pondering over this issue when Anil Waswani, the
Transition Manager, announced that there team had been assigned a
Management Trainee, Reva Bhagat from VGSOM, IIT Kharagpur. As soon as
the opportunity dawned upon them they jumped on their feet and started
explaining the project and its requirements to Anil. He agreed to guide Reva
in the creation of the portal. He could explain the process to her( being the
Transition Manager he could make her understand the intricacies of the
process especially since it was an ‘undocumented’ one) and make her
perform the actual creation task. But, there was a glitch. He was expected to
travel to UK the very next day. While travelling, he used to have limited
access to his mail.

The PMCG team composition is such that two consultants are working in the
same office, in Mumbai, but are preoccupied with 2 very critical clients. Also,
two more consultants are working out of Gurgaon and Chennai offices. While
on travel, Anil will not be able to actively mentor Reva as he is expected to


dedicatedly work on the UK client’s Transition with RocoNet and oversee the
handover of client’s applications’ services from the incumbent vendor MCS.

Reva is new to this function of the IT industry. Although very bright and hard
working, she has no prior knowledge of this function of Transition
Management. What should she do? Draw a Work Break-down structure to
explain how she can complete the task assigned to her in the eventuality of
having minimal guidance and nominal documentation.


Appendix A
Portal structure Document


Appendix B
Wipro PAT Questionnaire
TCI Assessment Applicable to
Category Testing? CATEGORY QUESTIONS Remarks A01 A02
What is the level of data processing Not sure as to what extent this contributes to
Complexity 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-built
Complexity 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 Information
Criticality Yes Criticality Group List the criticality to business? amalgamation of that? available High
Point out the level of availability of the
Criticality 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 Information
Knowledge Yes Documentation Group documentation? available Medium-50% available
Domain Expertise
Knowledge 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 are
Complexity Yes Enviornment Group What is the level of Process Robustness? available well defined
Stability 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 Complexity
Complexity 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 High
People How is the external resource dependent? -Select- -Select-
What is the count for number of customer
People Yes resources? -Select- -Select-
Is this the complexity of the Business processes
Complexity 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 the
People 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 in
People Yes market? -Select- -Select-
No Information
Complexity No How is the application source? available Custom Built/Bespoke
Complexity 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 SLA's? -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 with
Knowledge Yes Resources application? -Select- -Select-
What is the extent of availabilty of required
Knowledge Yes Complexity skill set? -Select- -Select-

People Yes How frequent are the customer interactions? -Select- -Select-
What is the extent of availabilty of required
Knowledge Yes domain skill set? -Select- -Select-
Complexity No Integration Give the count of interfaces? -Select- -Select-
What is the extent of complexity of
Complexity No interfaces? -Select- -Select-
How is the dependency for interfacing
Complexity No applications? -Select- -Select-
Stability Yes Support How frequent is the production problems? -Select- -Select-
How many application are released in last
Stability 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 last
Stability 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 vendor
Complexity No support? -Select- -Select-
Give the level of familiarity with tools used in
Complexity 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 with
Knowledge Yes Resource Business process represented? -Select- -Select-

Onsite / Offshore-Wipro
Current location from where service is being Location / Offshore-Non-
People provided Wipro Location
People Number of support locations
People Number of resources at each location High/Medium/Low
Complexity Who is the current service provider
Criticality Number of application users
Complexity Information on Ongoing & Planned Projects
Knowledge Risk of Hostile Transition
Knowledge Is Transition from client / vendor?
Knowledge Wipro understanding of technology
Wipro's ability to staff project with internal
People resources
People External hiring requirement
People External hiring preparedness

Complexity Existance of Transition Reversibility agreements
Criticality Subscriber Base
Criticality Revenue spend
Complexity High Level Questions Overall Complexity Rating
Stability Overall Stability Rating
Criticality Overall Criticality Rating
Knowledge Overall Knowledge Rating
People Overall People complexity Rating
Number of Inflight Projects during transition
Complexity InFlight Projects period
Complexity Complexity of InFlight projects
Complexity Business Criticality of Inflight projects
Complexity Testing Number of TCs executed in past 1 year
Complexity Rerun %
Complexity Level of Automation of Testing
Stability Availability of Testing environments
Knowledge Level of Documentation of Test Cases
Knowledge Level of Documentation of Design Documents
Level of Documentation of Test Process
Knowledge Documents
Level of information available about previous
Knowledge releases functionality
Complexity level of future functionality to be
Stability developed


Appendix C
Snapshots of the GMT Transition Management Portal


Appendix D
Feedback from the GMT-PMCG team at Wipro, Bangalore

Response #1 has been added

Modify 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:

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 11:16

Last Modified 29/06/2011 11:16 by Rajesh Advani (WT01 - GMT-Global Comm Service Provider)




How many times will the "GMT Transition Portal" reduce your 0.9x

How many times will the "GMT Transition Portal" reduce your 0.8x

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

How many times will the standard "Key Solutions" reduce your 0.8x

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 14:11

Last Modified 30/06/2011 14:11 by Narendra Rao Pawar (WT01 - GMT-Global Comm Service Provider)




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 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 14:44

Last Modified 30/06/2011 14:44 by Anil Mannari Nagaraj (WT01 - GMT-Global Comm Service Provider)


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

Empfohlen

Empfohlen

Weitere ähnliche Inhalte

Was ist angesagt?

Was ist angesagt? (20)

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

Ähnlich wie Optimisation & automation of the Transition Mgmt Process at WIPRO-GMT (20)

Kürzlich hochgeladen

Kürzlich hochgeladen (20)

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