Managing outsource IT contracts - Transition management

Managing outsource IT contracts - Transition management

• 1.
  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 stateanalysis • 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 asa 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 ensureminimal 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 Responsibilitiesin Transition Transition Programme Manager Programme Owner Sponsors Operational Areas • Front Office Operations: • Back Office Operations
• 8.
  Method • Transition approachand 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 • SignedNDAs • 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 oftransition • Transitioning organisation • Incumbent 3rd parties • Organisation itself • Integration • Security • Physical • Logical – systems • People • Process • Operations • Locations and setup
• 15.
  Actual Managing oftransition • 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 agreedand 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 oftransitions • 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