Global sourcing of it implementation at the imf
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Global Sourcing Of IT Implementation At The IMF. Meeting On The Management Of Statistical Information Systems (MSIS), Oslo, May 18-20, 2009 Shri Narayanan, Economic Systems, TGS Jola Stefanska, STA. Background.

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Global sourcing of it implementation at the imf

Global Sourcing Of IT Implementation At The IMF

Meeting On The Management Of Statistical Information Systems (MSIS), Oslo, May 18-20, 2009

Shri Narayanan, Economic Systems, TGS

Jola Stefanska, STA



MSIS 2007 - Paper and presentation "IT Strategic Sourcing at the IMF: the View from the Statistics Department“

  • IMF’s selection of TCS to be the global service delivery partner in 2006

  • IMF’s decision to source application and maintenance support to TCS for 25 critical applications

  • IMF’s decision to use TCS for fixed-price, task order based contracts for some development projects

Key events

Key Events

  • 2004 – Gartner’s Application Development & Support Benchmark and Roadmap for Offshore and Outsourcing

  • 2004-2005 – Review of Fund’s IT Outlay

  • 2005 – Fact finding and information gathering missions

  • 2006 – RFPs and process to select a global service provider

  • 2007 Q1 – Portfolio Analysis, Pilot Projects

  • 2008 Q1 – Transition of Application Maintenance Wave 1 Applications (25)

  • 2008 Q2 – Begin Wave 2 Transition

Processes used for successful sourcing

Processes Used for Successful Sourcing

  • Set up Governance Teams

    • Transition Progress Committee

    • Vendor Relationship Manager

    • Global Sourcing dedicated Project Manager

    • On-Shore TCS management team

  • Establish Schedule and Timeline

    • Divide Applications into Wave 1 and Wave 2

    • Multiple Phases in ‘Waves’

  • Secure necessary budget for the sourcing initiative

Processes used for successful sourcing1

Processes Used for Successful Sourcing

  • Establish Steering Committee, Project working groups

  • Monthly status meeting with IT and Business Stakeholders

  • Timely and periodic communication to Management, Project Teams, and all staff

  • Establish and measure various metrics to judge the success of the transition – revise periodically

  • Missions to TCS Offshore centers for both TGS and Business stakeholders – confidence building

Global sourcing of it implementation at the imf

Knowledge Transition Methodology


Set up

  • Cutover

  • Joint readiness evaluation for transition cutover

  • TCS starts independent service

  • Secondary/ Shadow

  • TCS shadows incumbent contractor/ IMF

  • Parallel problem solving

  • Hands-on sessions for minor, non critical issues

  • Play back sessions

  • Review ongoing enhancements / familiarize

  • Primary

  • TCS takes over primary point of contact

  • Guidance/ review by IMF/ incumbent contractor

  • Incumbent contractor/IMF shadows TCS

  • Roll out Operating Model, processes

  • Knowledge Acquisition

  • Knowledge Transfer- application, business, environment, processes

  • Class room Sessions / self study

  • Maintenance history analysis

  • Documentation / Creation of Knowledge repository

  • Plan/Set up

  • Define Program Goals, Success Criteria

  • Risk Mgmt Plan

  • App Assessment, grouping

  • Transition Planning

  • Resource Model, Competency needs, Team building

  • Accesses

  • Operating Model, processes definition

  • Status reporting needs

Check point

Check point

Check point

Check point

Phased approach, Planned Check points, Comprehensive Risk Management

Imf tcs operational process framework

IMF TCS Operational Process Framework

  • Engagement Framework

  • Development Processes

  • Maintenance Processes

  • Program Management

  • Quality Processes

  • Offshore Delivery Center / Security

Critical success factors

Critical Success Factors

  • Retention of incumbent resources during and for an insurance period after transition

  • Availability of resources (Vacation, mission, etc.) to ensure proper knowledge transfer

  • Cultural Issues

  • Security and access control issues for Offshore teams

  • Budget both during and after transition

  • Management support throughout

  • Constant feedback to TCS to ensure quality and process improvement

  • Retention of transferred knowledge in TCS teams

  • Separation of duties between IMF TGS staff and TCS

  • Buy-in from TGS teams for complex applications

Lessons learnt wave 1 transition

Lessons Learnt – Wave 1 Transition

  • What worked well – Overall

  • Detailed Transition plan

  • Weekly Status Reviews

  • Transition checkpoint Meetings

  • Video Recording of Knowledge Transfer sessions

  • Preparation of Maintenance Reference Manuals (MRM)

  • Playback Sessions

  • Support FAQs for each application as a part of MRM

  • Business Overview sessions by Business team and Technical / Detailed functional sessions by Technical Team.

Lessons learnt wave 1 transition1

Lessons Learnt – Wave 1 Transition

  • Other Lessons Learnt

  • Planning:

  • Schedule Check point meetings immediately after kickoff sessions to ensure stakeholder availability

  • Transition schedule extensions can be avoided by assessing the application complexity upfront and agree on the transition schedule with key stakeholders.

  • Transition sequence and module interdependencies to be identified during detailed transition planning activity.

  • Minimum of 4 weeks of timeframe to be provided for secondary support and primary support (each one) for large applications.

  • Contingency period also should be planned within the overall transition plan.

Lessons learnt wave 1 transition2

Lessons Learnt – Wave 1 Transition

  • Documentation

  • Documentation gaps are identified at the end of transition. Maintenance reference manual reviews should be arranged during knowledge acquisition phase itself to identify the gaps and close them before cut over.

  • QA of documentation for all Maintenance Reference Manuals before submission is necessary.

  • IMF team to forward the details of ongoing enhancements in the application that may have an impact post transition.

  • Review of MRMs to be done as per the schedule by the current team who is handling maintenance and support. TGS and Business can review the MRMs and provide the feedback.

Lessons learnt wave 1 transition3

Lessons Learnt – Wave 1 Transition

  • Experience

  • Absence of live Issues during the Secondary Support or Primary Support limiting team’s practical experience. Use past issues and demonstrate skills and understanding.

  • Reporting / Communication

  • Helpdesk contact list to be updated during primary support phase with TCS contact details, so that the issues are routed to TCS team during the primary support phase itself.

Lessons learnt wave 1 transition4

Lessons Learnt – Wave 1 Transition

  • Other Areas:

  • Knowledge gaps identified at the end of transition. Use playback sessions at different points during transition to identify and address these gaps.

  • Identify and resolve all access issues for the offshore team prior to steady state transition.

  • Backlog management: A clear strategy on the ownership and timelines of work requests created before the transition cutoff date needs to be agreed with the stakeholders.

  • Resources who had undergone transition at onsite should start moving to offshore immediately after the transition in addition to the parallel offshore transition. This will help to improve offshore team’s strength further and helps in the overall day to day support and operations / communication with the stakeholders.

Next steps in sourcing

Next Steps in Sourcing

  • Wave 2 Applications

  • Task Orders of minor enhancements to TCS

  • Sourcing Capital/Major Development efforts

  • Niche skills - Econometric Modeling

  • Leveraging TCS’ process maturity (CMMi 5)

  • Support for IMF developed software provisioned to other IFI’s / Countries

  • Remote Office support (RESREP, etc.)

  • Evaluate Infrastructure sourcing

Global sourcing of it implementation at the imf



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