Service Transition
Support the introduction of new IT services or the migration of existing IT services between the IT supplier and the organization, considering all pertinent aspects (for example, staffing the project team, preparing technical interfaces, migrating data, security protocols, and defining access rights).
Improvement Planning
Practices-Outcomes-Metrics (POM)
Representative POMs are described for Service Transition at each level of maturity.
- 1Initial
- Practice
- Best endeavours of available personnel.
- 2Basic
- Practice
- Define and document the most important interfaces between the organization and the supplier.
- Outcome
- Through basic collaboration between the organization and the supplier, formal identification of transition needs is documented.
- Metric
- % of staff satisfied with the supplier# of transition problems that are escalated due to a lack of collaboration between the supplier and the organization
- Practice
- Define the most important communication structures for a sourcing transition project.
- Outcome
- Basic progress tracking of projects is possible.
- Metric
- % of supplier transition projects finished on time
- 3Intermediate
- Practice
- Prepare a transition project for all major areas (e.g. project team staffing, identifying and informing affected staff, preparing technical infrastructure interfaces, ensuring access rights availability).
- Outcome
- Most transition projects are expected to start on time with all relevant preparation being already completed.
- Metric
- % of new supplier projects starting on time% of new supplier projects that failed or were delayed
- Practice
- Manage all transitions as projects with a basic set of project management tools (e.g., PMO, project plan, organizational chart, and timeline).
- Outcome
- Transition projects have the toolkit to succeed, albeit not tracked permanently.
- Metric
- % of projects succeeding% of supplier transition projects finished on time
- 4Advanced
- Practice
- Prepare a transition project based on a detailed requirements analysis including e.g. service Integration and legacy system displacement.
- Outcome
- Transition projects can start on the basis of a tailored preparation, avoiding e.g., being left with multiple systems and increased operating costs.
- Metric
- % of new supplier transition projects that deliver against their objectives
- Practice
- Establish a full set of KPIs for transition projects and track them on an ongoing basis.
- Outcome
- Timely and reliable completion of a transition project is ensured.
- Metric
- % of supplier transition projects that deliver against their objectives/KPIs
- 5Optimized
- Practice
- Conduct preparation activities in advance of a supplier partnership and optimize ongoing partnerships.
- Outcome
- Learnings for next preparation activities can be generated.
- Metric
- % of repeat issues arising related to supplier transition% of actions completed arising from a review of the transition process
- Practice
- Consistently review and optimize project management tools and key performance indicators (KPIs); and introduce new techniques for their use in the transition context.
- Outcome
- Each project uses the most appropriate management tools to deliver the expected project sourcing transition outcomes.
- Metric
- # of new KPIs introduced# of reviews of current techniques % of completion of actions arising from a review of transition process support tools