Wherever new resources are being hired, they do need the normal working facilities like a badge, a desk, a laptop or desktop, management-LAN access and maybe a VPN-token. If one or two resources are added to a team this is business as usual for the responsible Delivery (people) Manager. For an outsourcing contract we however easily might face adding 50 to 250 new resources for infrastructure, application or business services in different locations in different countries. Then it is no longer business as usual but becomes a transition program activity. Service Commencement can easily be jeopardized by not having the facilities in place in time.

Furthermore, in the case of a staff transfer on Service Commencement date these items might be needed earlier than on the date these people actually become Capgemini employees, to ensure service delivery at that first day.

Preparing the work environment and facilities for a large group of resources might be a subproject in itself, involving hiring additional office space at several locations, implementing Capgemini and Client specific security measures, buying special laptops etc. The Service Engagement Staff work stream team needs to find all facility requirements and needs to find all processes to apply to arrange for these facilities so that the needed facilities can be made available in time.

Both the Knowledge Exchange work stream and the Information Security And Compliance work stream can give input to what facilities are required.

Important questions to ask are:

• Do the resources need to receive a (special) badge, a Capgemini user-id and email-address, a Capgemini and/or a Client laptop, a VPN-token, management-LAN-access?
• Do the resources need special facilities to do their work like ‘security dongles’, ‘encryption equipment’ or to be able to execute 7x24 services or ‘stand-by’ service etc.?

Do the resources need to receive a (special) badge, a Capgemini user-id and email-address, a Capgemini and/or a Client laptop, a VPN-token, management-LAN-access?

A Capgemini badge, user-id and email-address are part of the normal procedure when a new employee enters Capgemini, initiated by the responsible Delivery (people) Manager. This might in a transition program be needed earlier than on the date they become Capgemini employee. In some countries a Capgemini laptop, VPN-token and management-LAN access are extra and need additional procedures, sometimes initiated by other managers (please be aware what might look pretty standard in one country is not standard elsewhere, for instance in the Right shore countries).

Do the resources need special facilities to do their work like ‘special software’, ‘security dongles’, ‘encryption equipment’ or to be able to execute 7x24 service or ‘stand-by’ service etc.?

Look into the requirements for security to find what special facilities are needed, it might be needed that the Client delivers the security dongles or other encryption equipment, that without having that equipment it is not possible to read emails, to verify Client’s signatures or to look into the code of the Client’s application. It might be Capgemini is responsible to ensure a certain security classification and that for that Capgemini needs to design and implement something that we do not have at this moment. Examples are ‘fingerprint identification’, ‘screen protection’, transporting data using special disks and specialized, certified couriers, a ‘cage’ around the team, a ‘cage’ around the environments in the data centre, ‘encryption’ on the network, a decided network etc.

In the Service Engagement Staff work stream you have to make inventory of all ‘personal’ facilities needed for the resources to be able to execute the services as contracted and decide on what to order, what to take over from the Client and what to replace by Capgemini standard. This is especially true for taking over staff from the Client, the incumbent or a service related third party. The licenses for the software they are used to use, Capgemini might not want to pay for. This could mean Capgemini would want to negotiate taking over the licenses. This could also mean investigating what software can be replaced by Capgemini standard software and what software currently used is really needed to do the job. It might need a separate team of technical resources to make this investigation. Additional knowledge exchange and/or formal training might be needed in using the software and tools of Capgemini or using ‘open source’ alternatives. Trainings like these can be planned by either the respective Delivery Managers or by the Knowledge Exchange work stream. In some cases Capgemini has to buy the necessary licenses that are not part of the standard Capgemini facilities. An estimate of these costs should have been planned for in ‘other’ costs in the calculation model (for example the Capgemini ADMT). The Service Engagement Staff work stream needs to make sure all the facilities are in place.

The facility requirements are logged in the artifact Facility Tracker.