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

VINOD GUPTA SCHOOL OF MANAGEMENT, IIT KHARAGPUR

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


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.

http://en.wikipedia.org/wiki/Bombay_Stock_Exchange

http://www.bseindia.com/bseplus/StockReach/AdvanceStockReach.aspx?scripcode=507685

http://en.wikipedia.org/wiki/National_Stock_Exchange_of_India

http://www.nseindia.com/marketinfo/companyinfo/companysearch.jsp?cons=WIPRO&section=7

http://en.wikipedia.org/wiki/New_York_Stock_Exchange

http://www.nyse.com/about/listed/quickquote.html?ticker=wit

http://en.wikipedia.org/wiki/NASDAQ

http://quotes.nasdaq.com/asp/SummaryQuote.asp?symbol=WIT&selected=WIT

http://en.wikipedia.org/wiki/Bangalore,_India

http://en.wikipedia.org/wiki/Maharashtra

http://en.wikipedia.org/wiki/Vanaspati

http://en.wikipedia.org/wiki/India

http://en.wikipedia.org/wiki/Software_Engineering_Institute


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

rs

2004-

05

2005-

06

2006-

07

2007-

08

2008-

09

2009-

10

2010-11

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 11th May - 28thJune, 2011

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.

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 Study Assimilate Standardize


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

Identify Create Discuss Design Implement Refine


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:

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

Study Training GAP

Analysis Discuss Automate


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

http://knetsites.wipro.com/sites/1088/Pages/TMSHome.aspx




http://www.hcltech.com/financial-services/shared-services/transition-management.asp

http://www.hcltech.com/financial-services/shared-services/transition-management.asp


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

Category

Applicable to

Testing? CATEGORY QUESTIONS Remarks A01 A02

Complexity Yes Access_constraints

What is the level of data processing

sensitivity?

Not sure as to what extent this contributes to

complexity -Select- -Select-

Complexity Yes To what extent is the data accessible? -Select- -Select-

Complexity No What type is the software source?

I am assuming this is a question on custom-built

v/s COTS products -Select- -Select-

Criticality Yes Criticality Group List the criticality to business?

Criticality is generally measured as a factor of a

number of things - is this some sort of an

amalgamation of that?

No Information

available High

Criticality Yes

Point out the level of availability of the

application? -Select- -Select-

Criticality Yes How frequent are the customer interactions? -Select- -Select-

Give the retention index? -Select- -Select-

Knowledge Yes Documentation Group

What is the level of availability of

documentation?

No Information

available Medium-50% available

Knowledge Yes

Domain Expertise

Group List the type of domain expertise? -Select- -Select-

Estimation - Parallel

Perform Effort

List the type of estimation-Parallel Perform

efforts?

The estimation of PP effort should be a result of

the complexity analysis and not an input factor.

So, don’t quiet understand the intent of this

question. -Select- -Select-

What is the extent of knowledge transition? Same as above -Select- -Select-

Complexity Yes

Operational

Enviornment Group What is the level of Process Robustness?

No Information

available

High-All Processes are

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-

Complexity Yes

Size and Complexity

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-

What is the level of complexity? High level question?

No Information

available High

People How is the external resource dependent? -Select- -Select-

People Yes

What is the count for number of customer

resources? -Select- -Select-

Complexity Yes Give the business complexity level?

Is this the complexity of the Business processes

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-

People Yes Signify the turnaround time?

Is this the SLA levels required for the


Stability Yes How is the maintenance service requests? -Select- -Select-

Complexity Yes Technology Specify the usage of the tools? -Select- -Select-

People Yes

What is the extent of availability of skills in

market? -Select- -Select-

Complexity No How is the application source?

No Information

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-

Knowledge Yes Resources

Specify the extent of internal familiarity with


Knowledge Yes Complexity

What is the extent of availabilty of required

skill set? -Select- -Select-

People Yes How frequent are the customer interactions? -Select- -Select-

Knowledge Yes

What is the extent of availabilty of required

domain skill set? -Select- -Select-

Complexity No Integration Give the count of interfaces? -Select- -Select-

Complexity No

What is the extent of complexity of

interfaces? -Select- -Select-

Complexity No

How is the dependency for interfacing

applications? -Select- -Select-

Stability Yes Support How frequent is the production problems? -Select- -Select-

Stability Yes

How many application are released in last

one year? -Select- -Select-

Stability Yes How many enhancements are pending? -Select- -Select-

Stability Yes What is the response time requirement? -Select- -Select-

Stability Yes

How severe are the defects/hot fixes in last

one year? -Select- -Select-

What is the extent of end user level of

awarness of the application?

Not sure as to how this contributes to transition

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-

Knowledge Yes

How is the dependency on client resource/

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-

Complexity No

How is the quality of product vendor

support? -Select- -Select-

Complexity No

Give the level of familiarity with tools used in

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-

Knowledge Yes Resource

To what extent is the familiarity with

Business process represented? -Select- -Select-

People

Current location from where service is being

provided

Onsite / Offshore-Wipro

Location / Offshore-Non-

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

People

Wipro's ability to staff project with internal

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

Complexity InFlight Projects

Number of Inflight Projects during transition

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

Knowledge

Level of Documentation of Test Process

Documents

Knowledge

Level of information available about previous

releases functionality

Stability

Complexity level of future functionality to be

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"

reduce your TIME in creating a client response: 0.5x

How many times will the "GMT Transition Portal"

reduce your EFFORT in creating a client response: 0.6x

How many times will the "PAT" reduce your

TIME in creating a client response: 0.5x


EFFORT in creating a client response: 0.6x

How many times will the standard "Key Solutions"

reduce your TIME in creating a client response: 0.5x

How many times will the standard "Key Solutions"

reduce your EFFORT in creating a client response: 0.6x

Remarks for the intern Bhagyashree Wattal. Some

criteria for grading can be Communication,

promptness, punctuality, quality of work and ideas,

understanding.:

Bhagyashree has been a quick learner and has

demonstrated good adaptability in the face of frequent

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)

http://knetsites.wipro.com/sites/6019/_layouts/MySubs.aspx

http://knetsites.wipro.com/sites/6019/Lists/test/DispForm.aspx?ID=4

http://knetsites.wipro.com/sites/6019/Lists/test




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


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


How many times will the "PAT" reduce your TIME in creating a

client response: 0.9x

How many times will the "PAT" reduce your EFFORT in creating a

client response: 0.8x

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


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


Remarks for the intern Bhagyashree Wattal. Some criteria for

grading can be Communication, promptness, punctuality, quality of

work and ideas, understanding.:

Bhagyashree is a very creative person,

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

Portal" reduce your TIME in creating a client

response:

0.8x

How many times will the "GMT Transition

Portal" reduce your EFFORT in creating a

client response:

0.8x





How many times will the standard "Key

Solutions" reduce your TIME in creating a

client response:

0.8x

How many times will the standard "Key

Solutions" reduce your EFFORT in creating a

client response:

0.8x

Remarks for the intern Bhagyashree Wattal.

Some criteria for grading can be

Communication, promptness, punctuality,

quality of work and ideas, understanding.:

Bhagyashree has been able to grasp the intricacies of

transition management very quickly, and has been able to

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

Education

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