PM Services. Transition Program Management

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PM Services

Transition Program Management

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Transition Program Management

The PM Services team brings strong PM knowledge, years of program management

experience, and a proven PM tool set to assure successful program delivery including

relevant experience to manage transition projects.

PM Services - Leveraged / Managed

► _{PM Services Assessment}

Process and tool capability/maturity

Project/program compliance

Portfolio metrics and performance

► _{Portfolio Strategy, Design and Build}

Define and implement portfolio policies and

tools

Integrate PMO and service provider

management governance processes

Tailor the complexity model to facilitate

project prioritization

► _{PMO Strategy, Design and Build}

Project management policy and procedure(s)

PMO organization design (Org Chart

/RASCI/Roles)

Tailored program/project delivery

process/procedures and tools

► _{Transition Program Management}

Define project methodologies, processes,

reporting, reviews and governance standards

Contribute to the service provider

relationship and organizational change

Monitor client and service provider program

plan progress; manage escalations and

performance issues

► _{PM Managed Service}

Manage service provider and internal project

team project progress/risk/changes/issues

Manage escalations and performance issues

Monitor and Report program/project health

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Transition Program Management is one of five service offerings based on a se of

core competencies, processes, resources, and toolsets that support ISG services.

Transition Program Management

1. PM Services Assessment

PM Services consultants will assess the capabilities of the PMO system(s), recommend improvements applicable to all areas of the client portfolio, PMO structure, processes, people, tools, & either performs or provides oversight for the implementation of recommended changes

2. Portfolio Strategy, Design and Build

PM Services consultants will design an effective portfolio management system. ISG works closely with client

management teams to compile and assess business portfolio program needs, using proven processes and tools to assure benefit realization from the portfolio strategy through PMO design.

4. Manage Transition Projects

PM Services consultants manage the interdependent projects which comprise client Transition Programs. The ISG team brings strong PM knowledge, years of program management experience, a proven PM tool set to ensure successful program delivery, and relevant experience to manage transition project and transformation programs.

5. PM Managed Services

PM Services offers a fully managed service that delivers specific business initiatives that entail multiple related projects, including supplier led projects, to ensure business objectives are met.

3. PMO Strategy, Design and Build

PM Services consultants will design an effective Project Management system. ISG works closely with client management teams to compile and assess business program needs, using proven PMO processes and tools to assure benefit realization.

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Transition Program Management Overview

Service solution Results

Client Supplier Transition Relationship

Manage Service Provider or internal team transition relationship Monitor Service Provider or internal team performance

Transition Definition and Progress

Monitor progress toward alignment of the retained organization with the transition objectives

Tailor PM methodology and implement processes Define governance framework/roles

Define appropriate reporting and review schedule

Design multi-level risk and dependency management across all functional areas

Monitor risk identification/mitigation during transition Transition triggered Organizational Change Management

Manage organizational change and monitor response of employees affected by the organizational changes

Plan coordination and communications across every operational organization under transition

Define communication plan

Knowledge Transfer and Management

Control knowledge management and report knowledge transfer progress

Best practices implementation Project Management efficiency

Smooth transition with operational continuity and effective cost saving

Strong governance and leadership Strong reporting and risk monitoring

Efficient communication with Service Provider Metrics to track transition performance

Accurate, timely reporting on the status of the transition risks

Measure success of organizational change initiatives An integrated plan with a holistic view of all

components of the transition

Unwavering focus on benefits realization Product definition

ISG PM Services experienced consultants manage the interdependent projects which comprise client portfolio programs. The ISG team brings strong PM knowledge, years of program management experience, and a proven PM toolset to assure successful program delivery, including relevant experience to manage transition projects and transformation programs.

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Transition projects involve several parties with different views and objectives. Managing the transition project

requires specific focus and tools

to ensure alignment and successful completion of key milestones.

Overview

Key success points

• Integrated Transition Plan agreed by

SP/Client

• Remediation processes agreed between

SP/Client

• Foster SP/Client relationships and governance improvements

• Controls in place for Project Management

Scope of the transition

• Validate contractual agreement to

project plan

• Milestone agreement

• Confirm deliverables and acceptance criteria

Methodology for change

success

• Strong governance and leadership • Communication with stakeholders and

Service Providers

• Change Control process agreement • Risk Management process agreement

Transition

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Transition projects involve several parties with different views and objectives, managing transition project requires

specific focus and tools to ensure alignment and the successful completion of key milestones.

.

PMO governance and organization

Key points

• Document governance framework and roles

• Manage project scope , change approval and cost

management processes

• Document and implement project governance library

• Validate Service Provider transition plan approval • Facilitate Service Provider /client retained staff

relationships

• Review and report service provider delivery performance

• Document and implement a communication plan

Risk management • Plan and control risk management process • Transition Risk(s) escalation plan

• Lead Risk Management efforts

• Capture, monitor, report and close all project risks

Project Management

Transition

program

• Manage Project plan implementation

• Contract read for compliance tracking • Timeline & Budget tracking

• Deliverables management • Project Reporting

• Project Change Control

• Monitor Knowledge Management activities, such as knowledge transfer, knowledge acquisition and knowledge validation

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Transition project organization

C o o rd in a tio n & C o m m u n ic a tio n a cr o ss e v e ry le v e ls

Coordination and Communication between clients, ISG and Service Provider, and between different roles

Program steering committee

Program Management Office

Governance board

Tower team Tower team Human resources

team

Define responsibilities

Define roles

Define structure

• Sets direction, make decisions, keeps business units informed

• Manages day to day operations and decisions of the overall transition program, and includes leaders from the various tower organizations

• A strong human resources team needs to be put to place addressing staffing, recruiting, and policies

• Manages the planning, development, and implementation of their respective organizations

• Manages the overall transition program, reporting, risks, and associated projects • Program sponsor

• Client program executive • ISG executive

• Service provider partner

• Client program executive • ISG director

• Tower leads

• Service provider director

• Client PMO manager • ISG PMO manager • PMO coordinators • Support

• Client core team and extended team • Support team

• SP team

• Client HR manager • ISG program Manager • Support

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• Initial PMO governance calendar with all necessary tools

• Communication plan

• Transition governance framework • Monthly project status review

and reports

• Maintain procurement documentation records • Governance library guidelines • Project Change Management

process

• Service Provider evaluation processes

• Report and review

post-implementation recommendations

• Define governance framework and roles

o Identify and organize work to be done and create management structure to optimize

transformation effectiveness • Document and monitor governance

library

• Create communication plan and

change management processes

• Plan project, scope and monitor change approval processes

o Ensure adjustments made to scope, schedule or cost are approved

• Document strategy validation process and objectives

• Facilitate Service Provider relationship

o Validate Service Provider transition plan approval o Review and report on Service

Provider delivery performances • Document and monitor

communication plan implementation o Facilitate team meetings

• Design, build and implement new governance organization

o Define roles and

responsibilities for everyone • Define transition strategy and

objectives

o Ensure expected new steady state achievement

• Create and implement transition project plan

o Define required deliverables, milestones and Service Level

Agreements (SLA)

• Design transition project approval

processes and create delivery

schedules

o Ensure agreement for both client and Service Provider companies

• Manage service provider and client relationship

o Minimize transition failure with a clear and balanced relationship

Transition projects delivery

PM governance and organization

A critical success factor for transition is a well-defined governance model.

PMO managing roles Processes

Program Roster e-Mail Notice Meeting Agenda S Meeting Calendar

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• Formalize the project structure with a controlled governance process

so that projects conform to an agreed sequence of phases,

deliverables, reporting and process steps.

• Embed critical deliverables with dollars at risk to incent the incumbent

Service Provider to complete the exits on time, etc

.

• A clear accountability model, for one overall project manager and

executive, must be established.

• Tower leads will have “a seat at the table” in the proposed program

Steering Committee to review initial program plans, change control

requests, and to assess impact on their teams.

• Attention and oversight needs to be focused on the financial models,

ensuring costs are fully understood, budgeted, and tracked.

Governance and

program control

Risks and stability

B

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Best practices

• It is easier to transition services as is, as opposed to transitioning a

new or “transformed” solution.

• Risk assessment and mitigation plans need to be developed.

• Due diligence is important in all facets of the current environment to

ensure stability and knowledge transfer.

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Service Provider

relationship

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Best practices-cont.

• Client needs to work closely with incumbent Service Provider to

ensure key personnel are not removed from the account and the

quality of services does not deteriorate.

• Perform a gap analysis between the services being delivered by the

current service provider and the new service provider or organization

to ensure no services or responsibilities are omitted.

• If Service Provider resources can be hired as FTEs, the amount of risk

is reduced (in-sourcing).

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Nancy Murphy - Director Global PM Services

+1 248 224 2228 Mobile

[email protected]

Dave Fidel - Director Global PM Services

+1 214 289 7611 Mobile

[email protected]

Kathy Rudy - Partner Global PM Services

+1 847 736 9483 Mobile

[email protected]

Global and regional PM Services teams provide professional consultation and engagement support

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