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