Phase: 07 Work In Progress

“The Work In Progress stream manages the transfer of the active work load.

Fundamentally this takes two forms:

Active or on-going service related work (problems, incidents, service requests, IMACs, enhancements etc.) and associated tickets.
These are referred to as “Support WIP and Tickets” during transition.
The open items that transfer to Capgemini at cutover then become Capgemini “On-going Services”.
WIP or planned projects. These could be projects that are in-flight at transition commencement or projects which start up during the transition period.
These will include projects that are in-scope for Capgemini to take over and manage, projects that must be managed by other providers and projects that the incumbent or client needs to complete.
These are referred to as “WIP Projects” during transition.
The projects that transfer to Capgemini at cutover then become Capgemini “In-flight projects”.

Setting up the organisation and processes and procedures for in-scope project work is the responsibility of the Service Delivery Processes and the Service Management Initiation streams.

The objectives of the Work In Progress stream are to:

Manage the transfer of the active workload to minimise the impact on the ongoing service,
Agree clear ownership and responsibilities for each category of active service and project - in whole or in part dependent on whether the engagement is to be a multi supplier or client shared model,
Agree the take-on process, governance and tracking for active service related work volumes from the end of the due diligence to the point of service handover and handle any variations (e.g. where a backlog has built up, where volumes are in excess of expectations, where insufficient data exists in the service management tool set),
Agree the take-on process, governance and tracking for in flight projects and projects initiated during the Transition and to handle variations to agreed plans,
Assess the impact on the Run service of in flight projects and projects initiated during the Transition,

Track the forward schedule of change (gates, releases etc.)

Confirm operational readiness

Confirm commercial arrangements for each project

Handover to the on-going Service Delivery Run organisation.

It is important to track Work In Progress (WIP) as we need to understand what ‘normal’ levels and volumes are, along with their trends. If a backlog is building up during transition, we must ensure that correct actions are put in place to deal with this and are agreed before service commencement.

For active service items we need to ensure that we don’t just take on the backlog and commit to fixing / completing within SLA without change control to obtain some sort of SLA amnesty or additional fees.

For projects, we need to ensure that we have assessed their pending scope, put the correct commercial agreements in place and raised change controls for any variance to agreed plans and workload.

During Due Diligence, we should have identified any projects that might impact transition and this will need to be verified by this stream. In addition we need to understand any cross project dependencies and which projects may be dependent on transition.

Where Capgemini is not the sole service provider

If this is a Service Integration, multi supplier or client shared model, the work may need to further be categorized into Towers, and individual active service WIP and / or WIP Projects may need to be shared across service providers. In this situation you need to ensure who has the overall responsibility for determining WIP ‘ownership’ so that we do not undertake activities or responsibilities for which we have not contracted or costed.