18 Jun 2018
4 mins read
Business Process Services (BPS) as an industry, is extremely fast moving and dynamic in nature. The transitions are fast and there is a need for them to happen even faster while controlling risks, with multiple moving parallel tracks. Various Client and Partner Operations teams and their support teams are involved. So, how does this tie up together. Enter…The Transition Team!
It’s the responsibility of the Transition team to provide seamless experience to the Client. The Transition Manager (TM) team would be involved in migrating the operations from their site / incumbent site to the partner location, whilst ensuring the requirements are gathered, processes are defined and timelines are met. They act as an enabler, supported by an army of individuals, none of whom report to the Transition Manager, and this is where the Art of Transition Management comes in. The softer aspects of Transition Management, which are difficult to measure.
But what makes one succeed in this role? The softer aspects or traits, this is what I would like to talk about, the art of project management, which I have observed in really successful Transition Managers. Also, these are certain things that we focus on in our team at Hexaware.
At the end of it, Transition management in a BPS environment is an exciting, action packed, fast paced role. The exposure one gets with the larger audience is amazing. But this visibility is a double edged sword and someone less able could have his flaws exposed to the same larger audience.
The science of Transition Management is the processes and frameworks that are defined to ensure these transitions happen seamlessly, incorporating best practises from various Project Management Principles and Six Sigma framework. These are tracked through various reports during the Transition lifecycle of a project.
Hexaware’s Transition Framework ‘TransX’ is based on the above logic of principles and guidelines, consists of six well defined phases starting from Inception Phase right up to Go Live and Monitoring phase (of the volume ramp up). Once steady state is achieved, the Cutover to BAU is done. Each of these phases has a set of pre-defined activities and deliverables, which are consciously evaluated for quality and timeliness through a set of robust governance practises. The effectiveness of these phases are enhanced, due to pre-defined entry and exit criteria, ensuring clarity of deliverables and the risk of missing deliverables are mitigated.
The other science of Transition Management is applying this methodology, in a customised manner to individual transitions. Each transition is unique, in the sense, it is governed by its set of constraints and risks. And thus the focus on the phases and its activities needs to be customised accordingly. This is done by introducing different approaches, practises, tools, as and when required.
Lastly, a good Transition Framework is continuously evolving in its science and art, incorporating latest technologies, methodologies, practices.
For one of Europe’s leading Telecom provider, Hexaware successfully transitioned 100% of the in-scope back office processes with Zero drop in Service level from day 1 and 100% on time completion of onsite & offshore knowledge transfer. And this is what we focus on at Hexaware to ensure we give the best seamless experience for every single transition that we do.
Author Bio:- Saurabh, Heads the Business Transition team globally at Hexaware’s BPS unit. A PMP & PRINCE 2 practitioner who has led numerous multi-million dollar project transition for global clients across verticals.
For more insights please feel free to connect with us on bps@hexaware.com
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