VINOD GUPTA SCHOOL OF MANAGEMENT, IIT KHARAGPUR Page 1 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
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VINOD GUPTA SCHOOL OF MANAGEMENT, IIT KHARAGPUR Page 1
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
VINOD GUPTA SCHOOL OF MANAGEMENT, IIT KHARAGPUR Page 2
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
VINOD GUPTA SCHOOL OF MANAGEMENT, IIT KHARAGPUR Page 3
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
VINOD GUPTA SCHOOL OF MANAGEMENT, IIT KHARAGPUR Page 4
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)
VINOD GUPTA SCHOOL OF MANAGEMENT, IIT KHARAGPUR Page 5
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
VINOD GUPTA SCHOOL OF MANAGEMENT, IIT KHARAGPUR Page 6
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
VINOD GUPTA SCHOOL OF MANAGEMENT, IIT KHARAGPUR Page 7
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.
VINOD GUPTA SCHOOL OF MANAGEMENT, IIT KHARAGPUR Page 8
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
- 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
VINOD GUPTA SCHOOL OF MANAGEMENT, IIT KHARAGPUR Page 14
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]
VINOD GUPTA SCHOOL OF MANAGEMENT, IIT KHARAGPUR Page 15
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.
VINOD GUPTA SCHOOL OF MANAGEMENT, IIT KHARAGPUR Page 16
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
VINOD GUPTA SCHOOL OF MANAGEMENT, IIT KHARAGPUR Page 17
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
VINOD GUPTA SCHOOL OF MANAGEMENT, IIT KHARAGPUR Page 18
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
VINOD GUPTA SCHOOL OF MANAGEMENT, IIT KHARAGPUR Page 19
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
VINOD GUPTA SCHOOL OF MANAGEMENT, IIT KHARAGPUR Page 20
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: