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BPO Transition Management Tutorial
Migration Procedures of Transition Management
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Organization structure - the organization structure
at the donor location and at the receptor location needs to be designed. While the easiest way would be to replicate the org
structure at the donor location, it may not be the best way.
Outsourcing presents a unique opportunity to set right the aberrations
that might have crept into the org structure. Also, many times the
structure and nomenclature at the outsourcing company will be
different than at the donor location.
In-fact, in several outsourcing contracts, changing the span of
control and corrections in the profiling of new teams has also
resulted in cost saves.
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Determining the operating model - An operating
model delves into the nitty-gritty’s of the service that the offshore
team would provide. It contains details of how the performance of the
team would be measured and assessed, agreements over timelines on
output of the team, escalation procedures in case of disputes or
issues, details of the shift timing that the team would work, etc.
A detailed and well thought out operating model addresses several
issues and problem points that the team may face as they begin their
task. By enabling a structured and quick resolution to such teething
problems, this document goes a long way in ensuring quicker maturity
of the new team.
The Operating model is often confused with the Service Level Agreement
(SLA). But there's a significant difference - the SLA is primarily a
legal document, and is therefore a high-level document with a focus
that is different that that of the operating model. The operating
model is a much more detailed document, and aims at laying down the
service expectations for the offshore and the donor teams.
4. Implement, monitor and follow up - this stage involved executing
the migration. The transition manager may be required to play
different roles in this stage. If the migration involves a completely
new set-up or a first time contract, the manager would have to play a
larger role, to facilitate partnering and understanding between the
donor location and the outsourcing company. For projects that build on
existing mature relationships, the role of a transition manger is more
consultative in nature.
There are several methodologies and tools available for managing the
implementation of the project. The selection of methodology and tools
would vary depending on the size and complexity of the migration. For
migrations that are small and uncomplicated, tools based on Microsoft
Project or Excel can be adequate. For more complex projects Six Sigma,
PMI and RPPS are some of the popular methodologies in use.
Effective execution would requires extensive monitoring and partnering
with others. The key challenge is to co-ordinate between various
groups like facilities and infrastructure, technology, HR, legal,
donor teams and the offshore team, and ensure that each is performing
the task assigned to them. Measurement tools like Project scorecards
and regular status update meetings help drive the project forward.
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