What and Why?
Transition is a process of migration of knowledge, systems and operations from old to new. Since, the BPO Market has evolved significantly into BPS (Business Process Services); it intends to work on improving productivity by providing efficiency gains through hyper-automation, analytics, artificial intelligence, digitization etc.
In view of the changing business dynamics in the BPS industry, transitions are required to create value not just through lift-shift and fix processes but also to bring in greater analytics and automation for faster realization of business case.
The transition of a project while going through the market offers a compelling value that encompasses full process service, contemporary point or full IT solution. This commercial structure saves clients from huge fixed costs and they can thrive in a fluctuating business environment.
To cope up with the future demands, several tiers of transitions are introduced, for instance:
‘Traditional waterfall’ replaced with ‘Iterative Waterfall’, which uses multiple mini-releases to help reduce risks and increase the incremental delivery of value
Early reviews, which use demos, visualization, process reviews and business simulations, provide ways to gather valuable feedback early in the development process
Agile teams are preferred and dedicated teams/team members are designated to ensure agility and continuity
QA measures used to test the performance of a software in development stage to focus on ‘Defined as Ready’ (DoR) and ‘Defined as Done’ (DoD)
TechM follows a transition governance model that follows key principles of Tripartite Governance, Quicker issue/risk resolution, transparent communication, RACI driven, speedy decision-making process.
mFIT transition methodology helps de-risked transition approach minimal disruption to operations, effective utilization of resources through 5-pillar transition:
Primary Support & BAU
The underlying volatility of the BPO market today makes planning more difficult in the cost-sensitive industry model. With increasing pressure on margins, our transition teams anticipate changes in costs—and avoid sharp movements in local market conditions.
We focus on six key factors, which are crucial for organizations to be successful in transitioning to a new partner irrespective of whether it is an incumbent provider or in-house department.
Smooth onboarding of the required staff is one of the most important aspects of transition, since it affects the knowledge transition and Go Live readiness.
We use knowledge management tools such as Epiplex to aid knowledge transfer. Epiplex, a knowledge capture tool, records every keystroke to help build detailed SOPs, process maps and training manuals.
A robust transition governance model is essential to ensure seamless transitions within timelines. It should ensure that the client can monitor and govern the entire transition program at the process level.
TechM believes that effective communication is a key component of any successful transition.
Each stage of the transition is characterized by project governance, communication, and review mechanism with an accompanying roles and responsibilities matrix for both TechM and client teams.
A transition review board or Project Management Office (PMO), is established for the duration of the transition period. The PMO acts as the main governance body for all ongoing transitions and meets monthly to keep a finger on the pulse of all ongoing transitions.
The PMO reviews and analyses the performance of the transition teams against the transition deliverables and recommends amendments if necessary.
The general purpose of customer satisfaction surveys is to assess how satisfied your customers are with different aspects of project management, including Resourcing, Technology Solution, Risk Management, Quality etc.
Getting feedback from, and Identifying unhappy customers is as important as identifying extremely happy ones (potential advocates). Outcomes of the surveys are converted to actions for remediation.
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