Post on 05-Jan-2016
description
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Meeting On The Management Of Statistical Information Systems (MSIS),
Oslo, May 18-20, 2009Shri Narayanan, Economic Systems,
TGSJola Stefanska, STA
MSIS 2007 - Paper and presentation "IT Strategic Sourcing at the IMF: the View from the Statistics Department“
• IMF’s selection of TCS to be the global service delivery partner in 2006
• IMF’s decision to source application and maintenance support to TCS for 25 critical applications
• IMF’s decision to use TCS for fixed-price, task order based contracts for some development projects
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2004 – Gartner’s Application Development & Support Benchmark and Roadmap for Offshore and Outsourcing
2004-2005 – Review of Fund’s IT Outlay 2005 – Fact finding and information gathering
missions 2006 – RFPs and process to select a global
service provider 2007 Q1 – Portfolio Analysis, Pilot Projects 2008 Q1 – Transition of Application Maintenance
Wave 1 Applications (25) 2008 Q2 – Begin Wave 2 Transition
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Set up Governance Teams Transition Progress Committee Vendor Relationship Manager Global Sourcing dedicated Project Manager On-Shore TCS management team
Establish Schedule and Timeline Divide Applications into Wave 1 and Wave 2 Multiple Phases in ‘Waves’
Secure necessary budget for the sourcing initiative
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Establish Steering Committee, Project working groups
Monthly status meeting with IT and Business Stakeholders
Timely and periodic communication to Management, Project Teams, and all staff
Establish and measure various metrics to judge the success of the transition – revise periodically
Missions to TCS Offshore centers for both TGS and Business stakeholders – confidence building
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Plan/Set up• Define Program
Goals, Success Criteria
• Risk Mgmt Plan• App Assessment,
grouping• Transition Planning• Resource Model,
Competency needs, Team building
• Accesses• Operating Model,
processes definition• Status reporting
needs
Knowledge Acquisition
• Knowledge Transfer- application, business, environment, processes
• Class room Sessions / self study
• Maintenance history analysis
• Documentation / Creation of Knowledge repository
Secondary/ Shadow
• TCS shadows incumbent contractor/ IMF
• Parallel problem solving
• Hands-on sessions for minor, non critical issues
• Play back sessions• Review ongoing
enhancements / familiarize
Primary
• TCS takes over primary point of contact
• Guidance/ review by IMF/ incumbent contractor
• Incumbent contractor /IMF shadows TCS
• Roll out Operating Model, processes
Check point
Phased approach, Planned Check points, Comprehensive Risk ManagementPhased approach, Planned Check points, Comprehensive Risk Management
Check pointCheck point Check point
Cutover
• Joint readiness evaluation for transition cutover
• TCS starts independent service
Set up Transition
Knowledge Transition Methodology
Engagement Framework Development Processes Maintenance Processes Program Management Quality Processes Offshore Delivery Center / Security
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Retention of incumbent resources during and for an insurance period after transition
Availability of resources (Vacation, mission, etc.) to ensure proper knowledge transfer
Cultural Issues Security and access control issues for Offshore teams Budget both during and after transition Management support throughout Constant feedback to TCS to ensure quality and process
improvement Retention of transferred knowledge in TCS teams Separation of duties between IMF TGS staff and TCS Buy-in from TGS teams for complex applications
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What worked well – Overall
• Detailed Transition plan
• Weekly Status Reviews
• Transition checkpoint Meetings
• Video Recording of Knowledge Transfer sessions
• Preparation of Maintenance Reference Manuals (MRM)
• Playback Sessions
• Support FAQs for each application as a part of MRM
• Business Overview sessions by Business team and Technical / Detailed functional sessions by Technical Team.
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Other Lessons Learnt
Planning:
• Schedule Check point meetings immediately after kickoff sessions to ensure stakeholder
availability
• Transition schedule extensions can be avoided by assessing the application complexity
upfront and agree on the transition schedule with key stakeholders.
• Transition sequence and module interdependencies to be identified during detailed
transition planning activity.
• Minimum of 4 weeks of timeframe to be provided for secondary support and primary
support (each one) for large applications.
• Contingency period also should be planned within the overall transition plan.
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Documentation
• Documentation gaps are identified at the end of transition. Maintenance reference
manual reviews should be arranged during knowledge acquisition phase itself to identify
the gaps and close them before cut over.
• QA of documentation for all Maintenance Reference Manuals before submission is
necessary.
• IMF team to forward the details of ongoing enhancements in the application that may
have an impact post transition.
• Review of MRMs to be done as per the schedule by the current team who is handling
maintenance and support. TGS and Business can review the MRMs and provide the
feedback.
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Experience
• Absence of live Issues during the Secondary Support or Primary Support
limiting team’s practical experience. Use past issues and demonstrate skills
and understanding.
Reporting / Communication
• Helpdesk contact list to be updated during primary support phase with TCS contact details, so that the issues are routed to TCS team during the primary support phase itself.
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Other Areas:
• Knowledge gaps identified at the end of transition. Use playback sessions at different
points during transition to identify and address these gaps.
• Identify and resolve all access issues for the offshore team prior to steady state
transition.
• Backlog management: A clear strategy on the ownership and timelines of work requests
created before the transition cutoff date needs to be agreed with the stakeholders.
• Resources who had undergone transition at onsite should start moving to offshore
immediately after the transition in addition to the parallel offshore transition. This will
help to improve offshore team’s strength further and helps in the overall day to day
support and operations / communication with the stakeholders.
Wave 2 Applications Task Orders of minor enhancements to TCS Sourcing Capital/Major Development
efforts Niche skills - Econometric Modeling Leveraging TCS’ process maturity (CMMi 5) Support for IMF developed software
provisioned to other IFI’s / Countries Remote Office support (RESREP, etc.) Evaluate Infrastructure sourcing
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