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Transition Management Tutorial
Migration Procedures of Transition Management
A migration project can be very intricate because
it always include teams based in different parts of the world,
requires extensive partnering, and often there is significant emotion
involved. This complexity makes extensive planning very important.
This planning is the first task in Transition Management.
Typically, a large migration may take 30 – 40 weeks to execute. The
life cycle of the project would include the following broad steps:
1. Create vision and strategy - One of the most critical tasks, and
one that is often overlooked is to establish an end-state vision
regarding outsourcing. This should be followed up with a clear
strategy to achieve that vision. Very often, in a rush to catch the
Outsourcing bus, or due to inadequate understanding of outsourcing and
divergent interests within the organization, processes that are
outsourced are generally the easiest to do away with, rather than most
appropriate from a business point of view.
When senior management is engaged in defining the outsourcing vision
and strategy, it helps in two ways: it allows the business leaders to
consider outsourcing in relation to the organization as whole, rather
than small, disparate processes; and it also ensures that there is a
clear buy-in of the senior management towards the outsourcing efforts.
Both these factors are critical to ensure success.
2. Assess the current state - Once a clear strategy and sponsorship
for outsourcing is established, its time to dive into the
nitty-gritty's of the task. To assess the current state and determine
the 'outsource-ability' of any task, data needs to be collected on
several parameters around the function like frequency of task
performed, key dependencies on other teams, systems used, legal
considerations and nature of task - process oriented or analytical.
Once this data is obtained, all roles within a process can be
evaluated on various parameters, or Outsourcing filters to determine
what can be outsourced, and what should not be.
These parameters should include considerations around the following:
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Strategic importance of the function
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Complexity of the function
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Risk related to outsourcing of the function
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Employee impact of the function
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Future changes in the function, like significant system change
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Customer interaction and impact
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Level of business understanding, or domain knowledge needed.
Evaluating all the functions on the above criterion will provide
objective data for the management to make decisions on the functions
and
processes to be outsourced.
3. Design the future state - this stage involves envisioning the shape
and form that the new team would take, how it would work and interact
with other teams. Two aspects need to be worked on when designing the
future state of the process:
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