| A risk can be defined as a problem that
| |
| | The approach focuses on the evolution of
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| could cause some loss or threaten the
| |
| | services provided, ongoing communication
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| success of of project. The potential risk
| |
| | processes, and overall project
|
| factors may have an adverse impact on the
| |
| | management. Governance activities
|
| cost, schedule, or technical success of
| |
| | pertaining to areas of off shoring can
|
| the project. Thus, risk management is the
| |
| | make or break a project.
|
| process of identifying, determine and
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| | The Ongoing governance involves the
|
| solve the potential problems before they
| |
| | following:
|
| can damage the project.
| |
| | - Project management
|
| Offshore program and project management
| |
| | - Relationship building and management -
|
| involves four critical activities:
| |
| | - Risk management - describes the
|
| 1. Transition Management
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| | processes concerned with identifying,
|
| 2. Governance
| |
| | managing, and correction of outsourcing
|
| 3. Performance Management
| |
| | partnership risks.
|
| 4. Quality Management
| |
| | Performance Management
|
| Transition Management
| |
| | As offshore outsourcing has become an
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| The process of managing assets during a
| |
| | important aspect for multiple business
|
| period of restructuring is defined as
| |
| | processes, the types and complexity of
|
| transition management. The role of the
| |
| | contracts and sourcing alliances are
|
| Transition Manager is to minimize the
| |
| | bound to explode. With organizations
|
| costs and risks thus ensuring that the
| |
| | outsourcing almost every aspect of their
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| process runs smoothly.
| |
| | operations, multiple vendors
|
| The real process starts when the contract
| |
| | participating in sourcing deals, and
|
| is signed. Smooth transition management
| |
| | activities occurring 24x7, it's a nonstop
|
| is the next issue to manage. Transition
| |
| | challenge to coordinate interactions,
|
| management is considered to be a critical
| |
| | manage performance, monitor contract
|
| success factor of offshore activities.
| |
| | terms, track financial metrics, and
|
| Transition management is defined as the
| |
| | maintain alignment.
|
| detailed knowledge of transfer and
| |
| | Ongoing governance involves the
|
| documentation of all relevant tasks,
| |
| | following:
|
| technologies and workflows The transition
| |
| | - Measures outsourcing effectiveness
|
| period is perhaps the most difficult
| |
| | using appropriate metrics
|
| stage of an offshore endeavor, taking
| |
| | - Implementing improvements and
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| anywhere from three months to a year to
| |
| | adjustments
|
| complete.
| |
| | - Evaluating feasibility of additional
|
| Transition management involves the
| |
| | outsourcing
|
| following:
| |
| | Quality Management
|
| - Develop an initial transition plan
| |
| | Quality is a huge concern with offshore
|
| (involving activities such as milestones,
| |
| | outsourcing. Errors are more costly to
|
| assets and benchmarks)
| |
| | fix and debugging becomes essential. A
|
| - Initiation of projects
| |
| | strict quality assurance and control
|
| - Internal procedures and processes
| |
| | program forms an integral part of every
|
| - Manage employees
| |
| | offshore delivery project.
|
| - Document lessons learned to improve
| |
| | Performance management aims at reviewing
|
| vendor management
| |
| | and continuous improvement of software
|
| Governanceafter managing the issue of
| |
| | development and business processes,
|
| transition put the skills into practice
| |
| | validation and verification of work
|
| by governing the offshore relationship -
| |
| | products and customized status reports.
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| client management, third party contract.
| |
| |
|
