All projects need to be identified, including applications, training, consulting and infrastructure. This work establishes the number of projects and their current progress or position within the development lifecycle, together with their relative scale and scope. Those projects that are then identified as in scope for assessment must be agreed according to the overall scope of the engagement. Identify any key resources in terms of people, environments and infrastructure, and feed the information into the other work streams.
Ensure that you understand the scope of the service by reading the contract summary and sales / bid documents and the relevant areas of the contract if it is available. Also read the Service Engagement Risk Logand Issues Logs to determine if there are any specific areas that you need to focus on.
The required information can be gathered from a number of sources including:
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Service and project reports from the Client and/or incumbent
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Client and/or incumbent’s PMO
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Project governance plans / project initiation documents
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Project plans and progress against plans
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Release plans
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Upgrade plans
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Information gathered from meetings/interviews.
It can be quite difficult to get accurate information from incumbents on second / third etc generation outsourcing deals. Incumbents may cite IPR or commercial issues. It is important to set expectations and confirm obligations early (preferably in the contract) and discuss the importance of the availability of this information with the Client.
Projects that should start post transition also need to be identified to feed requirements into staffing and demand planning.
Populate the WIP Projects Inventory (artifact) with all of the relevant information gathered. This artifact may need to be modified according to the specific scope of the deal. Gather as much information as is available and update this log throughout the transition.
Update the Service Engagement Risk Log and Service Engagement Issue Log as appropriate.
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