Final Presentation JAM

Editor's Notes

• #3: Steven Ryan Reese was Project Manager. Steven Pueblo handled the business costs. Monique Mallory handled the outsourcing location and writing / editing. Anthony Fierro handled the employee assignments and data mining. Jason Vineis handled the transition plan and implementation costs.
• #4: Steven Our objective was to provide FeelGood an outsourced solution for Service Desk and End User Computing / Location Support that will decrease costs without a reduction in service levels. They are currently managing this in-house and would like to outsource to: Number 1 - save money - The less money IT spends means more money in research and development Also looking for a flexibile – fast moving company – that can deliver high service levels. There can not be a drop off in service and we understand that. Additional information – which may not be needed Paying for the services they use instead of a fixed cost A bench of resources that they can use – the ability to have a list of resources on-hand Plans in place to redeploy employees into other engagements
• #5: Steven We have provided solutions to FeelGood’s objectives – repeat them off the slide
• #6: Monique IT services continues to be JAM Sr. Consulting’s sole undertaking since 2003. We provide comprehensive IT services, freeing our customers to focus on core responsibilities. Through our proud 12-year history under the guidance of consistent family ownership, JAM Sr. Consulting has become the industry’s fastest-growing IT Services Company. We establish and maintain business partnerships based on performance. Our primary investments are in people and technology. JAM Sr. Consulting has the flexibility to design programs to fit your needs along with the proficiency to expedite the implementation of our services. This “partnership” philosophy has led to successful innovations, best practice solutions, cost savings, and system advancements recognized by industry awards for Supplier of the Year. As a leader in the industry, we have contracts with over 250 clients. Here are some clients you may recognize.
• #7: Monique Our unique solution is to provide an onsite account executive at your location to coordinate issues and requests. Our US HQ location is in Boston, MA centrally located to FeelGood’s operations. Outsourcing will be in New Delhi, India. JAM SR. Consulting operates two Technical Call Centers, located in Boston, Massachusetts and New Delhi, India, which are staffed 24/7/365 with a team of 100 percent MCSE-certified representatives. All phone calls routed through our Technical Call Centers are recorded for backup and training purposes. Why New Delhi? Our New Delhi, India office is among one of the top eight global nations that offer quality-outsourcing services. India has a fast developing infrastructure and is one of the largest English speaking nations in the world. Our New Delhi office has access to an increased number of technical graduates, adequate availability to resources, and stable state governments that offer friendly foreign policies (Flatwood Solutions Company, n.d.), which contributes to our ability to offer services at lower cost. NASSCOM (National Association of Software and Services Companies) has conducted research to show that Delhi has contributed to 18 percent of India’s total software services exports. (Flatwood Solutions Company, n.d.)
• #8: Ryan All request for Location Support should come from FeelGood’s IT Manager or the in-house liaison. Once the call is fielded, our call representative will use our state of the art GPS tracking solution to locate the nearest JAM Sr. Consulting employee. They will be assigned to your location and will arrive within 15 minutes with all details needed. Once the request is completed, they log the details of the case. Our field representative’s locations can be seen on a map at anytime with contact information, estimated time of service completion for open tickets and estimated time of arrival to your location. Gps tracking field reps – we know when they are available and can book the closest field rep to your location. You can see the process from booking appointment and also the travel route to your office
• #9: Anthony Following with the 70/30 rule we have allocated 70% resources on shore and 30% offshore. The hourly cost for our services for you current business workload is $9,765. This is a decrease of 10% from the current in-house cost of $10,850 per hour. In addition, FeelGood will have a most cost effective solution so they can invest the savings into more practical business needs. With the operations being outsourced, there will also be additional operating expense savings including equipment costs. Implementation costs will total $2,000,000. This will include our implementation specialists understanding your business along with our technical team aligning the data integration.
• #10: Anthony Read the team statistics off the slide. Emails between the team were our preferred choice of contact because everyone is working with different schedules. The webcasts were limited but they were in timely positions during the project that resulted in greater understanding of our objectives.
• #11: Jason 3 stages of implementation
• #12: Jason This is the period of transition were an organization decides to explore options with regard to an outsourcing solution and solicit Feedback from various subject matter experts (SME) ranging across several groups within the organization. During this stage cross functional teams are developed to coordinate input and asses risks while determining what functions can be outsourced and what processes need to stay in-house due to close proximity to core business operations. Likewise, this team will be vital to further transition stages and help drive change within the organization. It is highly recommended that these SME’s possess a high level understanding of the current in-house operations coupled with impending vendor-supported technologies. These resources will also assist with the knowledge transfer execution, which will occur during the implementation stage and provide vital support during the sustainability stage. During this period, designing a request for proposal is performed to support a coordinate all functional and nonfunctional requirements to an outsourcing solution. All aspects of the requirements should be carefully cataloged and incorporated into the RFP. This is the stage where JAM SR. has been contacted by Feel Good to assist with their outsourcing project. In a span of six weeks JAM SR. has facilitated the development of the RFP utilizing industry standards and feedback from FeelGood senior leadership representatives, Michael Serghiou and Robert Cherry, throughout the design phase. As FeelGood transitions from the preliminary stage to the implementation phase, it is recommended that full transparency regarding the transition plan and the organization’s objectives and timelines associated are communicated to the organization as a whole. Furthermore, development of an implementation team comprised of SME’s will be deployed to the field for go-live operations. This will ensure business continuity.
• #13: Jason Timelines for implementation requirements have been set with the recommended vendor and the logistics for transition are outlined below. Furthermore, load testing has been performed in a virtual environment and has passed critical parameters set by senior leaders of Feel Good. Likewise, migration plans are in place for go-live to ensure legacy systems and data are seamlessly transferred to the vendor. After data transfer, legacy systems will be maintained during the implementation phase to ensure a reversibility strategy and provide a platform for data recovery potentially lost during cut-over period from legacy to vendor systems. Transition plan for tower 1 at go-live will commence from day one as JAM Sr. Consulting will facilitate the transition of calls into our current call centers. Approximately 10% of calls to our call centers in the first month will be front-loaded into vendor call centers. Gradual monthly increases of 10% on a month-to-month basis will be loaded into the vendor-supported system. All VIP calls will be transitioned in 25% increments during the final four months of transition. A total of eleven months will be required to fully implement all call center activities. Along with this ramp up approach, cross functional customer/vendor team members will monitor and track progress and service metrics for quality review and review ramp up feasibility prior to each months scheduled ramp up. Contingency plans will be implemented if service level requirements are not meet or exceeded. Tower two go-live will be similar to tower one with exception. Additional field representatives will be deployed to assist with the GPS technology that legacy processes did not incorporate. The additional resources will help with the potential learning curve with regard to this innovative technology. A gradual field service rep. towards predetermined staffing levels will be monitored and assessed against performance metrics on a monthly basis for the first six months. Likewise a small team comprised of Feel Good representatives will continue to oversee cut over operations beyond the six-month mark as a part of the sustainability stage.
• #14: Jason During the preliminary stage of tower one and two development resources were identified and allocated to cultivate processes and procedures that govern vendor/customer continuity. Likewise, subject matter experts were assigned to work in teams and identify key characteristics of the vendor/customer agreement that need to be monitored and controlled during and after implementation. Metrics have been devolved to track the service levels, training requirements, system reliability, and organizational behavior. Furthermore, the metrics will help monitoring incentive based awards that are incorporated into the vendor agreement if key requirements are met or exceeded. Likewise, this information will also assist senior leadership understand how the organization is progressing with transformation. Additionally, allow seamless modifications utilizing established change control procedures developed by Feel Good and JAM SR. consulting representatives. This will ensure continued sustainability coupled with reversibility control.
• #15: Ryan It takes a lot of teamwork and communication to work on a large project like this. We all have very busy schedules with our kids and day jobs but we all were able to work on our own time and meet up virtually when needed. Luckily, we were all on the east coast so we didn't’t have to struggle with another obstacle. I know some of the other teams may have gone through that struggle. Our team was able to communicate effectively through emails. Unfortunately, we had one team member that was nonresponsive at times. It put a strain on other member’s workload, but we were able to pick up the slack and when it was time to deliver he was able to redeem himself. I think this project has introduced us to outsourcing but I feel it gives us a greater understanding of project management and real life experience to handling an RFP. Everyone – What did you as an individual learn from this experience
• #16: Ryan We want to thank you our fellow classmates for listening to our final presentation. I also want to thank Dr. Shah, Michael and Robert for working with us on this project. It is an invaluable lesson that that has given us real life experience for our professional careers.