Transition Management – BPO Migration Procedures

Migration Procedures of Transition Management in BPO projects

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:

  • Strategic importance of the function
  • Complexity of the function
  • Risk related to outsourcing of the function
  • Employee impact of the function
  • Future changes in the function, like significant system change
  • Customer interaction and impact
  • 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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