Outsourcing Process During Migration

On January 6, 2012, in Outsourcing, by Business Development Group
If the onshore site is being set from the ground up, the planning and time horizons may change. Also given, the dynamics in a foreign country, contingencies and delays have to be taken into account. Once again, it is important to have someone who understands the business environment and how to manage resources in such an environment.

If the onshore site is being set from the ground up, the planning and time horizons may change. Also given, the dynamics in a foreign country, contingencies and delays have to be taken into account. Once again, it is important to have someone who understands the business environment and how to manage resources in such an environment.

The foundation for a successful migration effort is strong project management. The organization should establish a project management office to oversea the migration and set up a cross functional team consisting of project managers, subject matter and technical experts. There should also be a project executive who is responsible for overseeing the strategic and tactical detail of the migration process. The onshore project manager should also have a counterpart who serves as a project manager at the offshore site. Both project managers would need to make multiple trips to the onshore and offshore locations to share information, progress reports and better understand each other’s perspectives. In some cases there is only one project manager who plays both roles.

The offshore project manager is responsible for maintaining close contact with onshore managers and transmitting a sense of urgency to the implementation . Ideally, he or she should develop a sense of shared ownership and responsibility for the project between the client and the vendor. It is particularly important that the offshore project manager be experienced in handling the administrative and cultural challenges involved in the business environment of the offshore site.

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Another value-added service provided by the offshore manager is to transcend cultural differences. US businesses have certain expectations about how projects should progress, how priorities should be established , and the vital importance of communicating potential obstacles on a timely basis. Many countries in the developing world do not necessarily manage projects according to western styles and standards. The practice of locating managers who can bring an understanding of the onshore and offshore environment and one who is knowledgeable in business, technical, and cultural issues ensures that the migration is implemented in the most efficient manner possible.

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While the onshore site is planning and getting ready to hand over the business function, the team at the offshore site needs to analyze the current telecom infrastructure and monitor progress for ramping up the client’s requirements. It will need to plan the telecommunications network and analyze  its broadband capacity and take into account load balancing, disaster recovery, etc. Depending on the business function and volume, the offshore site will also need to plan for adequate human resources and build in flexibility to scale up if these change in the future.

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If the onshore site is being set from the ground up, the planning and time horizons may change. Also given, the dynamics in a foreign country, contingencies and delays have to be taken into account. Once again, it is important to have someone who understands the business environment and how to manage resources in such an environment. Before the process can “go live”, several simulations and process runs will also need to be done. These would involve different scenarios, different stress levels and also testing for exceptions.   (Conclusion: Outsourcing Process During Post-Migration) 

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3 Responses to “Outsourcing Process During Migration”

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