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WNS has developed and refined an effective and robust
transition methodology that uses a Program Management approach for the end-to-end
transition of business processes. WNS' transition methodology also
has adopted the best practices of various project-management approaches
such as Prince, Prism and Six-Sigma/DMAIC. The focus is on the efficient
transfer of processes to WNS without compromising productivity or quality.
Program Initiation and Planning
The success of any transition hinges on how well progress is reviewed
and monitored. To this end, WNS works closely with the client to monitor, review
and conduct status checks throughout the transition.
WNS establishes a Steering
Committee, which is responsible for setting strategic direction and providing
overall relationship governance. The committee typically consists of four senior
management team members:
- Project Sponsor, one of the WNS Management Committee members
- Director, Solution Design and Technology
- Account Director
- Head of Service Delivery
WNS forms a dedicated Project Management Office (PMO)
reporting to the WNS Steering Committee responsible for all client-related activities.
The PMO is responsible for coordinating with all other WNS entities for project
execution. The PMO team is a natural working team of senior professionals, with
experience in transition projects, representing the functions that contribute
to the successful execution of the program.
In addition to representatives from
Business Continuity Planning and Finance, the PMO comprises representatives from:
- Information Technology
- Human Resources
- Operations
- Quality Management
- Risk and Compliance
Process Assessment, Documentation and Base Lining
WNS
develops detailed (Level 3) process maps to facilitate knowledge transfer and
standardize activities in the offshore environment. Ideally, we dispatch a
team of experienced process experts to our client's sites to develop
an understanding of, and document, each in-scope service, as well as the exceptions
and existing service level agreements. Concurrently, the technology requirements
of these designated processes are mapped so the process can be run in the offshore
environment. These requirements form a part of the technology requirements
documentation.
Our technology program management cycle consists of four phases,
which run parallel to the overall program cycle, and are governed by overall
program timelines and business needs. These phases are as follows:
- Initiate
- Design
- Implement
- Run [Operations Hand-off]
Knowledge Transfer and Transition
It is important for the success of
any transition to hire the right people at the right time. WNS' HR
team liaises with our client's
human resources representatives to understand specific hiring criteria and
profiles for the in-scope processes and approve these profiles prior to recruitment.
WNS adheres to the criteria and profile agreed upon by the client for all project
hiring. WNS trainers prepare the team in India with support from the client.
Project Launch (Shadow and Go Live)
WNS uses a phased approach to make operational its client processes. Phases
include:
- Shadow Production: WNS employees "go live
in a controlled
environment. During the limited live production, WNS associates are monitored
by client trainers and coaches. Client offshore trainers partner with
WNS employees to evaluate the quality of production and take corrective
action if required.
- Live Production: After completing training, and receiving certification
by client trainers, WNS employees move to a live production environment.
The employees start working independently. Usually, a road map is built
for achieving the service level agreement target.
Voice of Transition
WNS measures the effectiveness of a transition by using the Voice of Transition
(VOT) process, in which a transition scorecard is sent to the client for its
evaluation. Client personnel rate the transition based on the parameters contained
in the scorecard. WNS sends the scorecard to our clients at the end of the
transition process. |
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