Managing outsource IT contracts - Transition management
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The document outlines the comprehensive framework for transition management, detailing objectives, methodologies, roles, and deliverables involved in ensuring smooth operational transitions. It emphasizes the importance of minimal disruption, effective communication, and adherence to project management standards like PMBOK and PRINCE2 throughout the transition process. Key deliverables include thorough due diligence, service definitions, risk assessments, and operational readiness, all aimed at aligning customer expectations with service delivery.
Managing outsource IT contracts - Transition management
- 2. Transition management Objectives • Expectations • Approach • Principles • Purpose • Roles and responsibilities • Method • Deliverables and receivables • Actual managing of transition • Checklist
- 3. Expectations • Current state analysis • Build committees • Build IT governance processes • Implement and communicate
- 4. Approach • Transition methodology • Methodology governed by policy Inception: • Programme Initiation • Programme Definition Due Diligence: • Plan Due Diligence • Conduct Due Diligence Contracting: • Service Definition • Impact Assessment • Contract Negotiation • Contract Drafting • Contract Signature Transition: • Transition Planning Review • Technical Transformation (exception) • Governance Transition • HR Transition • Front Office Operational Transition • Back Office Operational Transition • Financial Transition • Contractual Transition Completion: • Complete Documentation • Review Transition
- 5. Principles • Managed as a formal programme – managed according to PM BOK / PRINCE2 • Formally defined, planned and executed according to PM standards • Formal deliverables and receivables are defined and managed • Services are defined in detail and SLA are set per service • We don’t take short cuts – we follow methodology
- 6. Purpose • To ensure minimal business disruption • To facilitate a smooth transition process • To determine and manage a realistic transition timeframe • To establish a baseline for service delivery • To facilitate the outsource contracting process • To develop and build a sound business relationship • To align customer expectations with outsource service delivery
- 7. Roles and Responsibilities in Transition Transition Programme Manager Programme Owner Sponsors Operational Areas • Front Office Operations: • Back Office Operations
- 8. Method • Transition approach and methodology • Handled like a project using either Prince2 or PMBOK • Due diligence • As-is picture • To-be picture • Gap analysis • Deliverables and receivables • Establish success criteria for transition • 3rd party and underpinning contract obligations • Section 197 obligations • Delivery and services models
- 9. Deliverables • Methodology • Inception • Engagement models • Communications • Culture and introductions • Onboarding • Service definitions • Service level agreements • Timelines • Phasing
- 10. Deliverables • Due diligence • As-is • Technology • Tools • Architecture • Assets • Security • Connectivity • Locations • Operations • Processes • People
- 11. Deliverables • Due diligence • Contracts • Services • Applications • Interfaces • Risk analysis • Single point of failure analysis • Contracting • Signoffs • Human resources transition
- 12. Deliverables • Technical transformation • Governance framework • Finalise contract and sign • Operational handover plan • Constraints • Business continuity • Human resources plan • Underpinning contract review • Back to back agreements with 3rd parties
- 13. Receivables • Documentation • Signed NDAs • Scope of work • Policies, standards related to ITIL disciplines • Technical architecture (including specifications) • Application • Infrastructure • Roles and responsibilities • Forward schedule of changes • Governance • Reporting • Service improvement plans
- 14. Actual Managing of transition • Transitioning organisation • Incumbent 3rd parties • Organisation itself • Integration • Security • Physical • Logical – systems • People • Process • Operations • Locations and setup
- 15. Actual Managing of transition • Onsite/offsite/remote working models • Hybrid • Onsite • Remote • Transformation planning (as-is -> to-be) • Tools • Licensing • Connectivity • Architecture • Managing the contract – contractual deliverables • Communications plan
- 16. Checklists SLA agreed and signed off by stakeholders, including service levels and downtimes Operational costs funded Risks managed and mitigated Compliance to regulatory requirements, standards, and certifications have been checked and confirmed Service Validation and Testing has demonstrated that the service does what it should, and it does so reliably/dependably User Acceptance Testing has been signed off by the users Operational Readiness tests have shown that: the system can be deployed and deployment can be verified, there is a proper release and deployment plan, with designed and tested rollback deployment will minimise impact on users (e.g. an appropriate pilot site is chosen) the service can be monitored, measured and reported, it can be operated, the service is already covered by the Availability and Capacity Plan, the Major Incident Plan, the IT Service Continuity Plan, and any other relevant plans, users and service providers can access it (there is a checklist or measurement tool, and a benchmark or checkpoint) assets can be procured and retired or transferred (there is a defined process and tool) known risks have all been accepted by the customer or mitigated users, operations staff and support staff are all already suitably trained and capable, and the service as delivered meets Service Level Requirements as designed. Operations has approved and accepted the documentation of operational and support policy, roles, processes, procedures and metrics Operations procedures implemented, including monitoring, scheduled tasks, start/stop, backup, recovery and reporting Knowledge transfer has happened from the project into production support (level 1 and 2). Underpinning Contracts (UCs) have been negotiated with third party suppliers Underpinning Contracts comply with the SLAs agreed with the business. Operational Level Agreements (OLAs) have been agreed internally Dependencies on all critical components are recorded All critical components are covered by a UC or OLA Administration roles are agreed and demarcated between support and the business’s own systems administrators Functional and hierarchal escalation paths are documented and agreed between all operations, business and service provider groups Project-provided support ("warranty") period is complete - however "complete" was defined There is a workable plan implemented for continuing benefits realisation and review Business and operational owners of the service have been determined and they have acknowledged their ownership
- 17. Review transition management Outcomes • Scope of transitions • Contract updated to be inline with due diligence findings • Ready for handover • Services catalogue in which services are defined and SLAs established and agreed • Service improvement plan • Agreed operational handover plan • Risk management plan • Governance and operating/delivery framework established • Services architecture • Technical architecture • Successfully signed off transition
Editor's Notes
- #17: Refer: http://www.basicsm.com/operational-acceptance-new-service