In recent work with a client and major IT sourcing provider, I discovered how important organization really is! Getting organized to begin a transition with multiple towers is critical to your success, and perhaps more importantly, to reducing transition management efforts.
In this particular case, it was clear the transition planning was aligned by tower rather than for an overall transition effort. The provider, with good intentions, created a transition reporting structure with leads for each tower. The leads in turn created their transition plan, in some cases a Word document rather than a MS Project plan. This would no doubt add challenges to the transition manager’s responsibilities because the plans were not integrated into a single plan. Additionally, the provider did not include the client in developing the plans – the client’s detailed tasks, efforts and interdependencies were only estimated.
Here are some thoughts surrounding setting up a TMO, Transition Management Office, with an integrated project plan in mind:
1. Begin with a TMO structure that outlines the areas of responsibility and identifies individuals who will be held accountable. Include representatives from all parties, at a minimum the client’s organization as well as the provider. There may be multiple providers and outside advisors too. Starting at the top, the TMO structure will include a TMO Steering Committee with IT executives responsible to the stakeholders affected by the transition with an executive from the provider. I recommend a “2 in the box” TMO structure for daily management activities with the top level being the overall transition manager from the client and provider. The “2 in the box” approach should have a transition lead from the client as well as the provider for each area of responsibility – doing so tower by tower is a good example.
2. In our writing classes, we learned to start with an outline. In project work, start with a Work Breakdown Structure, or WBS. Now that we have a TMO, outline in a WBS the highest level deliverables in a collaborative effort with all the parties. From there, drill down to the next level prerequisite deliverables. Once you have organized your deliverables, tasks and interdependencies will be well-organized in your project plan.
3. Development of an integrated plan is best practice. Interdependencies and prerequisites, especially with multi-tower transitions, will be easier to manage as well. As discussed above, organizing your deliverables first in a WBS will support the creation of a well-organized and complete integrated plan. The management and report of this plan will be simplified, which will allow more effort and time to focus on the fulfillment of the transition.
A mentor of mine shared this with me: “Plan your work, work your plan.” With this front effort, or planning, you should be organized to deliver a successful transition by working your plan.
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