Attention points are:

• Do we plan to have service delivery As-Is and To-Be in parallel?
• Which team is going to deliver what service for this customer?

Do we plan to have service delivery As-Is and To-Be in parallel?

If Capgemini takes over the service delivery As-Is and builds the To-Be and transforms or migrates to that, special attention should be given to resourcing all teams separately and building in enough capacity. It should be very clear who is doing what and who hands over to whom at what moment in time. Resources involved in services As-Is often do not have the time to build up the services To-Be. You might want separate teams to make sure daily operation does not affect the timelines of building up the To-Be and even a separate team executing the migration from As-Is to To-Be as planned. In case resources doing the As-Is service delivery need to continue the services once the To-Be is in place, they need a proper handover with a separate Knowledge Exchange, To-Be documentation etc. before they can do that. This might temporary cost more resources in both the As-Is and the To-Be teams. The Knowledge Exchange work stream will plan all necessary knowledge effort, this is however time that cannot be used twice. Please make sure in the Service Engagement Staff work stream that there is enough resource capacity to execute all activities.

Which team is going to deliver what service for this customer?

The Delivery Managers need to agree on who is going to deliver what services, who will be responsible for incident management, change management, problem management and any of the other applicable processes per ITIL, ASL and BiSL as contracted with the Client. These resources need to be appointed at the start of the transition program. For the costing of the transition need to know when these resources come on board, how many and of what level.