TCS-PMO Document V1.0 - Project Implementation

PMO - PROJECT IMPLEMENTATION PROCESS

Nov 2015

Version: 1.0

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Abbreviations

Abbreviation Description

PMO Project Management Office

PM Project Manager

TM Telekom Malaysia Berhad

TCS TATA Consultancy Services

PM Project Manager

PSC Project Steering Committee

AR Accounts Receivable

AP Accounts Payable

CRP Client Retention Program

LOA Letter of Awards

SWON Service Work Order Number

RFQ Request for Quotation

RFP Request for Proposal

RFI Request for Information

SoW Scope of Work

MOM Minutes of Meeting

WBS Work Breakdown Structure

COA Certificate of Acceptance

PO Purchase Order

CFOA Certificate of Final Acceptance

CCB Change Control Board

CR Change Request

SLA Service Level Agreement

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Revision History

Version Revision Description Revision By and Date

1.0 Newly Created Rahmat Hashim - 03-Nov-15

Document Sign Off

Document Approver Sign Off Status Sign off Date

Nadeem Khan

Jawahar Hussain

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Table of Contents

1. Introduction...............................................................................................................

1.1 Roles of PMO.................................................................................................................

1.2 PMO Processes Structure..............................................................................................

1.2.1.Project Implementation..........................................................................................................

1.2.2.Pre-sales and Bidding Management.....................................................................................

1.2.3.Departmental Management...................................................................................................

2. Project Implementation Process (Pre-Delivery)....................................................

2.1 LOA Process Flow..........................................................................................................

2.2 Scope of Work (SoW) Confirmation Process..................................................................

2.3 Contract Preparation Process.......................................................................................

3. Project Implementation Process (Delivery).........................................................

3.1 Project Management Process.......................................................................................

3.1.1.Project Management Process – Initiating............................................................................

3.1.2.Project Management Process – Planning...........................................................................

3.1.3.Project Management Process – Executing..........................................................................

3.1.4.Project Management Process – Monitoring and Controlling (Timeline)..............................

3.1.5.Project Management Process – Monitoring and Controlling (Risks / Issues)......................

3.1.6.Project Management Process – Monitoring and Controlling (Change Request).................

3.1.7.Project Management Process – Monitoring and Controlling (Quality Assurance)...............

3.1.8.Project Management Process – Closing.............................................................................

3.2 Project Financial Management.....................................................................................

3.2.1.Project Financial Management Process – Accounts Receivable (AR)................................

3.2.2.Project Financial Management Process – Accounts Payable (AP).....................................

4. Project Implementation Process (Post-Delivery)................................................

4.1 Post-Delivery (Warranty Support).................................................................................

4.1.1.Post-Delivery – Warranty Support for Corrective Maintenance...........................................

4.1.2.Post-Delivery – Warranty Support for Preventive Maintenance..........................................

4.2 Post-Delivery (Client Retention Program).....................................................................

Annex A – Listing of Documents and Templates.......................................................

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List of Figures

Figure 1 : PMO high-level processes framework.............................................................................1Figure 2 : Detail PMO Components and Processes..........................................................................2Figure 3 : Detail process framework for Project Implementation....................................................4Figure 4 : Detail process framework for Pre-Sales and Bidding Management.................................5Figure 5 : Detail process framework for Departmental Management.............................................6Figure 6 : Process Flow for Letter of Awards (LOA)..........................................................................7Figure 7 : Process flow for Scope of Works (SoW) Confirmation...................................................10Figure 8 : Process flow for Contract Preparation...........................................................................12Figure 9 : Project Management Process Framework.....................................................................15Figure 10 : Process Flow for Project Initiating...............................................................................16Figure 11 : Process flow for Project Planning................................................................................18Figure 12 : Process Flow for Project Executing..............................................................................20Figure 13 : Process Flow for Monitoring and Controlling for Timeline..........................................23Figure 14 : Process Flow for Monitoring and Closing for Risks and Issues.....................................25Figure 15 : Process Flow for Monitoring & Controlling for Change Requests................................28Figure 16 : Process flow for Monitoring & Controlling for Quality Assurance...............................31Figure 17 : Process Flow for Project Closing..................................................................................33Figure 18 : Project Financial Management Process Framework....................................................35Figure 19 : Process Flow for Project Accounts Receivable.............................................................36Figure 20 : Process flow for Project Accounts Payable..................................................................38Figure 21 : Warranty Support Process Framework........................................................................41Figure 22 : Process flow for Warranty Support (Corrective Maintenance)....................................43Figure 23 : Process flow for Warranty Support (Preventive Maintenance)...................................45Figure 24 : Process framework for Client Retention Program.......................................................47Figure 25 : Process flow for Client Retention Program..................................................................48

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List of Tables

Table 1 : PMO Components and Processes.....................................................................................2Table 2 : Process components and standard processes in Project Implementation........................4Table 3 : Process components and standard processes in Departmental Management.................6Table 4 : LOA Process Flow..............................................................................................................7Table 5 : Scope of Works Confirmation Process Flow....................................................................10Table 6 : Contract Preparation Process Flow.................................................................................12Table 7 : Project Initiating Process Flow........................................................................................16Table 8 : Project Planning Process Flow.........................................................................................18Table 9 : Project Executing Process Flow.......................................................................................21Table 10 : Monitoring & Controlling (Timeline) Process Flow........................................................23Table 11 : Monitoring & Controlling (Risks / Issues) Process Flow................................................26Table 12 : Monitoring & Controlling (Change Requests) Process Flow..........................................28Table 13 : Monitoring & Controlling (Quality Assurance) Process Flow.........................................31Table 14 : Project Closing Process Flow.........................................................................................34Table 15 : Project Accounts Receivable Process Flow....................................................................37Table 16 : Project Accounts Payable Process flow.........................................................................39Table 17 : Warranty Support (Corrective Maintenance) Process Flow..........................................43Table 18 : Warranty Support (Preventive Maintenance) Process Flow.........................................45Table 19 : Client Retention Program Process Flow........................................................................48

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1. IntroductionPMO is an organizational unit that centralise and coordinate the management of projects under its domain. Sometimes it’s called Programme Management Office or Programme Office but most of the time it’s known as Project Management Office.

The objectives for establishing PMO are:

To streamline and standardise project processes

To govern rules and procedures in project delivery

To monitor and control project delivery processes

To be the custodian of project Knowledge Base

To develop appropriate skillsets for project team

To advise High-level Management on resources allocation in regards to project

As depicted in Figure 1 below, there are 3 components within the PMO process framework.

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Figure 1 : PMO high-level processes framework


These components are Project Implementation, Pre-Sales & Bidding Management, and Departmental Management. The detail breakdown of each component is shown in Figure 2.

Figure 2 : Detail PMO Components and Processes

Each processes in every component will be monitored and controlled by PMO. The main focus will be the Project Implementation as it involves customers and company’s financial benefit. As mentioned in Table 1 below, the Project Implementation covers processes in the Pre-delivery, Delivery and Post-delivery.

Table 1 : PMO Components and Processes

PMO Component Standard Processes

Project Implementation Pre-delivery process

Delivery process

Post-delivery process

Pre-Sales and Bidding Management

Customer RFI (Request for Information) process



Customer RFQ (Request for Quotation) process

Customer RFP (Request for Proposal) process

Departmental Management

Resource Management

Governance and Reporting

The stakeholders defined in the PMO processes framework are shown below. They will have direct impact in all processes defined within each component of the framework.

− Customer

− Project Manager

− Project Office

− Project team (i.e. Subject-Matter Expert, Team Leads, Technical Team, Documenter, QA/QC, etc.)

− Client Partner

− Sales Director

− Head of ASEAN Delivery & Operations

1.1 Roles of PMOThe roles of PMO comprises of the following:

Manage the interdependencies between projects and have view of all projects.

Provide training, guidance and mentoring to project managers.

Provides the methodology, standards, and policies to be followed by the stakeholders.

Help gather lessons learned, and make them available for reference to other projects.

Help provide resources and standard document templates.

Provide input to higher management for critical decision to proceed or terminate the project.

Provide quantitative methods to continue improving for Project Management processes.

Establish centralized repository and management of shared project documentations and unique project risks.

1.2 PMO Processes StructureAs mentioned earlier, PMO processes are defined based on these critical components:



− Project Implementation

− Pre-sales and Bidding Management

− Departmental Management

1.2.1 Project Implementation

Project implementation involves standard processes in pre-delivery, delivery and post-delivery of a project. This component is critical to project delivery as it involves delivery of business solution to customer and ensuring cash-flow to company.

The following Figure 3, shows the process framework for Project Implementation.

There are 3 components in Project Implementation which are Pre-Delivery Process, Delivery Process and Post Delivery Process.

These components are linked together to ensure effective process management and control. Details of standard processes for each of these components are shown in Table 2 below.

Table 2 : Process components and standard processes in Project Implementation

Process Component Standard Processes

Pre-Delivery Process Letter of Award (LOA) process

Scope of Work (SoW) process

Contract Preparation process


Figure 3 : Detail process framework for Project Implementation


Delivery Process Project Management process

Project Financial Management

Post Delivery Process Warranty Support process

Client Retention Program (CRP)

1.2.2 Pre-sales and Bidding Management

A project normally initiated as a result of business proposal from vendor to customer. It is a normal cycle in resolving business issues faced by the customer. There are 3 processes that commonly used by customer to engage vendor for business solution.

As such, PMO needs to be involved in these processes to advise in term of resources capability, timeline, and potential risks.

These 3 processes are:

− Request for Information (RFI)

− Request for Quotation (RFQ)

− Request for Proposal (RFP)

Normally, PMO will work together with the respective Client Partner or Sales Director who’s responsible for the respective customer’s account. The following Figure 4, shows the process components for Pre-Sales and Bidding Management.

The output from each component will be a proposal document to customer. This document will specifies information required by customer that include business solution proposal, deployment strategy, timeline, solution cost and benefit.


Figure 4 : Detail process framework for Pre-Sales and Bidding Management


1.2.3 Departmental Management

PMO will also handles the routine operation of a business unit. The administration of a business unit or departmental management will be required when managing project operation. A project is considered as business unit since Project Manager is assigned with a group of resources, scope of delivery, timeline, and budget to deliver a successful project.

The important components in Departmental Management are:

− Resource Management

− Governance and Reporting

The following Figure 5, shows the process components for Departmental Management.

PMO needs to ensure projects are delivered successfully to avoid any delay and additional cost to the project. In Governance and Reporting, internal reporting structure has been defined to monitor and control each of the project within PMO purview.

In addition, Knowledge Management and Project Process Auditing are part of Governance and Reporting process component. List of processes in the Departmental Management is shown in Table 3 below.

Table 3 : Process components and standard processes in Departmental Management

Process Component Standard Processes

Governance and Reporting Reporting Management

Project Process Auditing


Figure 5 : Detail process framework for Departmental Management


Knowledge Management

Resource Management Skills Development Program

Tasks Management

Timesheet Management

Resource Requisition and Allocation Management



2. Project Implementation Process (Pre-Delivery)There are 3 components in Project Implementation Process. It starts with Pre-delivery Process, then continue to Delivery Process and ended with Post-delivery Process. We will begin with the Pre-Delivery Process components i.e. the LOA Process Flow.

2.1 LOA Process FlowProject Implementation process starts upon receiving of Letter of Awards (LOA) from the customer, in this case we’ll use Telekom Malaysia (TM) project as the model project. Normally, LOA is the initial step of engaging vendor for services with terms and conditions that need to be fulfilled by vendor prior to the acceptance of service award.

In this topic, detail processes and procedures will be described together with the list of documentation need to be produced from the respective processes. Figure 6 depicts the LOA process flow.

Detail process description for LOA as per Table 4.

Table 4 : LOA Process Flow

No. Process Description Entity Output / Report / Document

1. Procurement produced Letter of Award (LOA) and submitted to the selected vendor i.e. TCS

Customer i.e. TM

Letter of Award (LOA)

2. a. Scan the LOA and upload to Central TCS Client LOA (Scanned Copy).


Figure 6 : Process Flow for Letter of Awards (LOA)



Repository (i.e. Knowledge Center) Partner / Sales Director

Central Repository Server

b. TCS Client Partner / Sales Director will conduct briefing session with Head of ASEAN Delivery & Operations, and PMO Head pertaining to LOA scope and requirements. The output of the briefing will be the Actions List or Minutes of Meeting.

TCS Client Partner / Sales

Director

Minutes of Meeting / Actions List

3. Head of ASEAN Delivery & Operations register the Service Work Order in the system for the respective LOA received from Customer i.e. TM.

Head of ASEAN Delivery & Operations

New Service Work Order No. i.e. SWON no.

4. Head of ASEAN Delivery & Operations prepares :

Supplementary documents as required by LOA.

Letter of Acceptance accepting the project initiative mentioned in the LOA.


Letter of Acceptance

Scope of Works

Insurance policies (i.e. Workman Compensations, Comprehensive General Liability Insurance, Professional Indemnity Insurance),

Declaration of Independency, and

Integrity Agreement – Vendor’s Declaration

Other documents.

5. Client Partner / Sales Director submit the Letter of Acceptance and supplementary documents as required in the LOA.

TCS Client Partner / Sales

Director

6. Head of PMO performs the following :

Assign a Project Manager for the project

Establish a Project Office for the project administrative matters.

Head of Program

Management Office (PMO)

Letter of Assignment to Project Manager

Letter of Assignment to Project Administrator




Establish Internal Project Reporting structure.

7. Project Manager establish Project Organization Structure.

Project Manager

Project Organization Structure

8. Project Manager prepares Project Resource requirements and submit to PMO.

Project Manager

Project Resource Requirement form

Project Resources Plan

9. Head of PMO raises the Project Resource Requisition to Head of ASEAN Delivery and Operations for project resources.

Head of Program

Management Office (PMO)

Project Resource Requisition form

10. Head of ASEAN Delivery & Operations proceed with HR Recruitment process.


List of Resources (i.e. On-Site, Off-shore)

2.2 Scope of Work (SoW) Confirmation ProcessOnce we sent the Letter of Acceptance to Customer (i.e. TM), the next activity is to conduct project scopes confirmation with the Customer. Often, a Requirement Traceability Matrix will be prepared by the Project Manager as term of reference in accordance to the official proposal submitted earlier.

The purpose of this exercise is to baseline the high-level scope of works in regards to the business proposal submitted earlier during the RFQ (Request for Quotation) or RFP (Request for Proposal). The confirmation process is an avenue for Customer to sometime revise the initial Scope of Work in the RFQ or RFP due to requirement changes. Often, the duration of preparing the tender specification and process of awarding to vendor may take more than 6 months. As such, requirements may change due to new technology or may be the requirements may not be applicable anymore. The SoW Confirmation Process is shown in Figure 7.



Figure 7 : Process flow for Scope of Works (SoW) Confirmation

Detail process description for SOW confirmation as per Table 5.

Table 5 : Scope of Works Confirmation Process Flow


1. Project Manager prepares Requirement Traceability Matrix (RTM) based on the submitted proposal.

Project Manager

Requirement Traceability Matrix (RTM)

2. Client Partner/Sales Director conduct meeting session with Customer (i.e. TM) to baseline the high-level scope.

Decision from the meeting can be

− Scope of Work revision, or

− Scope of Work sign-off.

Discussion will be based on Scope of Work document from LOA and RTM document.

Client Partner / Sales Director

Minutes of Meeting

Sign-off Scope of Work document

a. If Customer request changes to scope, formal request will be captured in the Minutes of Meeting.

b. Further assessment will be done by


Minutes of Meeting (MOM)

List of changes to SoW.




Client Partner / Sales Director pertinent to additional cost and other factors.

3. Scope Changes i.e. additional requirements.

a. Client Partner / Sales Director request for other vendors additional cost to include additional requirements from Customer.


Email or formal letter with MOM of SoW confirmation.

b. Partners / 3rd party vendor prepare Propose Cost Revision for inclusion of additional requirements into scope.

Partners / 3rd

Party Vendors Propose Cost Revision

letter or e-mail.

c. Client Partner / Sales Director submit to Customer the propose revised Selling Price inclusive of additional requirements


Revised Bill of Material (BOM) / Bill of Quantity (BQ))

d. Customer accepted the proposed revised Selling Price and provide new LOA to TCS Client Partner / Sales Director.

Customer (i.e. TM)

Revised LOA

4. Client Partner / Sales Director perform

a. Scan related documents into .pdf format,

b. Upload into Central Repository all related document the Official SoW approved by Customer (i.e. TM)


Revised LOA (scanned copy)

SoW Sign-off page (scanned copy).

SoW softcopy


2.3 Contract Preparation ProcessNormally, contract preparation process starts upon SOW Confirmation process. It is considered as legalising the agreement between both parties i.e. the Customer and Vendor. We’ve divided this process into 2 areas i.e. Main Contract and Sub-Contract agreements.

A sub-contract agreement will only be signed-off after the Main Contract is signed between Customer and the selected Vendor i.e. TCS. The sub-contract agreement is linked to the



Main Contract. Often, sub-contract agreement is signed between vendor and its partners or 3rd party vendors providing the service to the Customer. Figure 8 shows the process flow for Contract Preparation.

Figure 8 : Process flow for Contract Preparation

Detail process description for Contract Preparation as per Table 6.

Table 6 : Contract Preparation Process Flow


1. Customer provides the Agreement template to Vendor (i.e. Client Partner / Sales Director) for preparation.

Customer Template Agreement

2. Client Partner / Sales Director prepares draft Contract based on template agreement received from Customer.

Standard Contract Clause will be based on template agreement.

Specific Clause will be based on LOA and


Draft Main Contract Agreement




agreed SOW.

Include Payment Schedule as agreed.

3. Customer reviews draft Main Contract agreement with Client Partner / Sales Director.

If need modification, Client Partner / Sales Director will amend the draft as per requested amendment.

If both parties agreed, then Contract Agreement will be signed-off by the Customer.

Customer Contract Agreement (with Customer authorised signatures)

4. Client Partner / Sales Director submit to Head of ASEAN Delivery & Operations for signed-off and stamping the Contract document.


5. Head of ASEAN Delivery & Operations obtains TCS authorised signatures on the Contract document and send for stamping.


Contract Agreement (with both Customers and TCS authorised signatures, and stamped)

6. Client Partner / Sales Director performs :

Submit stamped Contract document to Customer.

Submit a copy of Contract document to Project Manager for keeping.


Contract Agreement (Stamped).

7. Project Manager scan the Contract document & upload to Central Repository server.

Project Manager

Contract Agreement (scanned copy)

Central Repository server




8. Head of ASEAN Delivery & Operations prepares draft sub-contract agreement and submit the draft to partners / 3rd party vendors for review & sign-off.


Draft Sub-contract Agreement

9. Partners / 3rd party vendors review and sign-off the document.

Partners / 3rd

party vendors Sub-Contract

Agreement (with Partners / 3rd Party vendors signatures)

10. Head of ASEAN Delivery & Operations obtains TCS authorised signatures on the Contract document and send for stamping.


Sub-Contract Agreement (with both Partners/3rd party vendors and TCS authorised signatures, and stamped)

11. Head of ASEAN Delivery & Operations performs :

Submit stamped Sub-Contract document to Partners / 3rd Party vendors.

Submit a copy of Sub-Contract document to Project Manager for keeping.


Sub-Contract Agreement (Stamped).

12. Project Manager scan the Sub-Contract document & upload to Central Repository server.

Project Manager

Contract Agreement (scanned copy)




3. Project Implementation Process (Delivery)As shown in Table 2, there are 2 standard processes for the Delivery component. They are:

Project Management Process

Project Financial Management

Both processes are linked since Project Management Process focus on delivery of end-product to Customer and Project Financial Management involves the financial aspects with regards to project cash-flows.

3.1 Project Management ProcessA standard methodology for Project Management divides delivery processes into 5 group processes which are:

− Initiating

− Planning

− Executing

− Monitoring and Controlling

− Closing

The following Figure 9, highlights the project management process framework.



3.1.1 Project Management Process – Initiating

Project initiating is the commencement of project delivery. The formal project commencement or kick-off is done to formalise the important aspect of a project i.e. project implementation strategy, project organization structure, project timeline, milestones, deliverables and stakeholders’ expectations. Figure 10 shows the process flow for Project Initiating Process.


Figure 9 : Project Management Process Framework

Figure 10 : Process Flow for Project Initiating


Detail process description for Project Initiating as per Table 7.

Table 7 : Project Initiating Process Flow


1. Client Partner / Sales Director organizes project kick-off session with Customer.


Kick-off Slide Presentation

2. Customer performs the following:

Identify the required stakeholders to attend the project kick-off session.

Circulate calendar invite to stakeholders and TCS’s Client Partner / Sales Director.

Customer (Project

Manager)

Calendar Invite

3. Project Office creates respective Project Folders in Central Repository server.

Project office Project Folders


4. Project Manager requests from the following:

Head of ASEAN Delivery & Operations to provide list of available resources for the project.

Partners / 3rd Party vendors to provide their Resource Planning and the available resources for the project.

Project Manager

Resource Planning document

4. Project Manager then prepares the Project Charter document and obtains endorsement from Client Partner / Sales Director.

Project Manager

Draft Project Charter

Resources Planning

High-level project timeline

5. Client Partner / Sales Director submit Project Charter document to Customer for sign-off.


Project Charter document (incl. Resource Planning, High-Level project timeline)

6. Customer produce Certificate of Acceptance to accept and approve the delivery of Project

Customer COA for Project Charter




Charter document. Project Charter document (Signed-off).

7. Project Office perform the following:

Scan Certificate of Acceptance (signed copy) for Project Charter.

Upload the scan copy of COA, and softcopy (final version) Project Charter to Project Folder in Central Repository server

Project Office COA for Project Charter (scanned copy)

Softcopy (final version) Project Charter document.


8. Head of ASEAN Delivery & Operations proceed the arrangement for Off-shore Team that will be stationed On-site.

Accommodation, work permit, work location etc.


Official documents for Off-shore team.

3.1.2 Project Management Process – Planning

At this stage, Project Manager starts the detail planning with all Team Leads and Partners or 3rd Party vendors. During the project kick-off session and acceptance of Project Charter, Customer has endorsed the high-level project timeline.

Based on the agreed milestones and due date, Project Manager defines the start date & end date for each task from the detail timeline provided by Team Leads and Partners / 3 rd Party vendors. Figure 11 shows the process flow for Planning Process.



Figure 11 : Process flow for Project Planning

Detail process description for Project Planning as per Table 8.

Table 8 : Project Planning Process Flow


1. Project Manager prepares WBS based on high-level milestones.

Project Manager

Work Breakdown Structure list

2. Team Leads & 3rd Party Vendors prepares the detail tasks Gantt Chart in accordance to WBS Structure list & submit to Project Manager.

Team Leads,

3rd Party Vendors

Gantt Chart on Detail Tasks

3. Project Manager prepares Project Quality Plan Management document by consolidating the following :

Project Schedule

Resource Plan

Communication Plan

Change Management Plan

Quality Plan

Risk Register

Payment Milestones

Project Manager

Project Quality Plan Management document (Draft)

a. Team Leads prepares project technical document templates.

b. Project Office prepares project document templates

Team Leads, Project Office

Technical document templates

Project document templates

4. Project Manager submit Project Quality Plan Management document to Customer for acceptance sign-off.

Project Manager

Project Quality Plan Management document (Final)

5. Customer produce Certificate of Acceptance to accept and approve the delivery of Project Quality Plan Management document.

Customer COA for Project Quality Plan Management document




Project Quality Plan Management document (Signed-off)


Scan Certificate of Acceptance (signed copy) for Project Quality Plan Management document.

Upload the scan copy of COA, and softcopy (final version) Project Quality Plan Management document to Project Folder in Central Repository server.

Project Office COA for Project Quality Plan Management (Scan copy)

Softcopy (Final version) Project Quality Plan Management.

Central Repository server.

7. Head of ASEAN Delivery & Operations allocates resources according to the Resource Planning.


3.1.3 Project Management Process – Executing

In project execution, Project Manager must manage project activities in accordance to detail plan agreed by the stakeholders that include Customer, Project Team, and Partners/3 rd

Party vendors. At this stage, Project Manager needs to communicate effectively with the stakeholders. Thus, 90% of Project Manager’s effort will be on communication. Figure 12 shows the Project Executing process flow.



During project execution, Project Manager prepares progress status reporting & presented to Customer and Internal PSC. Progress reporting will also include highlighting risks, issues that project team is facing and requires Customer to endorse the mitigation plan to avoid delay in project delivery. Project Manager will invoke the respective Monitoring & Controlling procedures with regards to Risks/Issues Mitigation, Quality Assurance as well as Timeline control.

Figure 12 : Process Flow for Project Executing

Detail process description for Project Executing as per Table 9.

Table 9 : Project Executing Process Flow


1. Project Manager manages project activities according to Project Plan & Timeline & monitor tasks, risks & issues continuously.

Project Manager

2. Project Team executes tasks as per planned start date. The following tasks will be done by the project team:

Project Team Risks form

Issues form




Prepare required deliverables as per project document template.

Reporting tasks progress status to Project Manager.

Highlights on risks & issues to Project Manager

Timesheet

Milestones deliverables

3. Project Manager performs the following :

Prepare Progress Status Report and updates Customer.

Prepare Progress Status Report and updates Internal PSC.

Invoke QA Procedures for all deliverables prepared by the Project Team

Invoke Risks Control procedures for project risks monitoring & control.

Invoke Timeline control procedures for schedule monitoring and control.

Project Manager

Project Status Report

Risk Register

Issues Register

Project Timeline (Actual vs. Planned)

Project Quality Management Plan document (revised).

a. Head of ASEAN Delivery & Operations will resolves issues in regards to Inter-departments and Inter-organisations raised by Project Manager in Internal Project Status Report.


Issues Register

b. Project Office prepares the Minutes of Meeting for all project status meeting sessions with Customer.

Project Office Minutes of Meeting

4. Customer review progress status.

Approve the revised schedule, if any.

Approve risk mitigation plan, if any.

Customer, Project

Manager

Approval Sign-off form

5. Customer raises new requirements due to various reasons.

Project Manager invokes the Change

Customer, Project

Manager, Internal PSC

Change Request form

Change Request Proposal




Request Control procedures

Internal PSC reviews and endorses the additional project costs & revised timeline submitted by Project Manager.

Head of ASEAN Delivery & Operations proceed Variation Order process with Customer.

Change Request Approval

Variation Order

6. Project Office maintains the Project Central Repository for all deliverables submitted to Customer for review and acceptance.

Project Office Scanned documents

Minutes of Meetings


3.1.4 Project Management Process – Monitoring and Controlling (Timeline)

Project Manager must monitor & control project timeline accordingly. Time is one of the component in the Triple Constraints i.e. Scope, Time and Budget. Hence, proper monitoring & controlling procedures must be invoked so that Project Manager can be alerted when there’s a possibilities of slippage in the project schedule.

Various tools can be utilized by Project Manager to detect the slippage, especially in regards to detail tasks that have dependencies and due date. Normally, task dependency is one of the tool that always provide red light to Project Manager whenever a potential slippage is about to happen.

Any delay of project task that have dependency can be screened earlier through Timesheet of each team member since every team members will have to submit their Timesheet at end of week. Based on the Timesheet, Project Manager will be able to determine the completion of each task performed by the team member whether as per planned or otherwise. Hence, Project Manager needs strategy to put project back on-track when the slippage occurs.



The following Figure 13 shows the Monitoring & Controlling Process for Timeline.

Figure 13 : Process Flow for Monitoring and Controlling for Timeline

Detail process description for Monitoring and Controlling for Timeline as per Table 10.

Table 10 : Monitoring & Controlling (Timeline) Process Flow


1. Project Office prepares Timesheet template and circulates to Project Team members to fill-in for weekly planned tasks execution.

Project Office Timesheet template

2. Project Team filled in the Timesheet for weekly activities planned and actual.

Monday morning submission for plan tasks for the week.

Friday evening submission for actual tasks progressing.

Project Team Weekly Timesheet




3. Project Manager reviews Weekly Timesheet with Project Team on Monday morning.

If slippage, Project Manager will cross-check with the Overall Project Plan whether impacted or otherwise.

If Overall Plan impacted, Project Manager revises the Overall Plan and obtain endorsement from Internal PSC prior to Customer endorsement. Cost impact report will be submitted to Internal PSC for review and endorsement.

Project Manager

Project Timeline (Actual vs. Planned)

Issues Register

Risks Register

Cost impact report

4. Project Manager presents the Revised Project Schedule to Customer for approval.

Project Office noted the approval in Minutes of Meeting.

Project Manager,

Project Office

Revised Project Schedule

Minutes of Meeting

5. Customer review and approve the revised schedule.

Often, project schedule revision will be presented in Project Status Meeting.

Customer Approval on Revised Project Schedule

6. Project Team executes mitigation plan to bring project back on track.

Project Team Issues Register

Project Schedule

7. Internal PSC and Head of ASEAN Delivery & Operation approved on the utilisation of Contingency Reserve fund for Revised Schedule that require additional project budget.

Internal PSC, Head of ASEAN

Delivery & Operation

Internal Memo



Minutes of Meetings




3.1.5 Project Management Process – Monitoring and Controlling (Risks / Issues)

Risks & Issues are potential elements that impact to project delivery. Monitoring and Controlling risks and issues are critical tasks that Project Manager needs to perform during project implementation.

Often, frequency of risks & issues monitoring and controlling are done weekly to ensure project healthiness. Risks & issues that have been identified and resolved will be logged in each registers. Whenever identified risks emerge, Project Manager will reviews overall project timeline to assess whether any adverse impact to it. If there is impact, then Project Manager will executes mitigation plan as agreed by Customer.

Sometime, mitigation plan requires additional time to be added into overall project schedule and milestones due date must be revised. If this happens, Project Manager needs to invoke necessary procedures to obtain endorsement from Customer and Internal PSC before the mitigation plan can be logged in the Risks Register. Similar procedure applies to project issues as well. Figure 14 shows the process flow for Monitoring and Closing for Risks

and Issues.

Figure 14 : Process Flow for Monitoring and Closing for Risks and Issues



Detail process description for Monitoring and Controlling for Timeline as per Table 11.

Table 11 : Monitoring & Controlling (Risks / Issues) Process Flow


1. Project Manager reviews risks and issues weekly with Project Team.

Project Office updates both registers for risks and issues that have been closed.

Project Manager,

Project Office

Risks Register

Issues / Action Item Register

a. Project Team raises :

Risks Form when there’s a new risk identified.

Issues Form when there’s a new issue identified.

Project Team Risks / Issues Form

2. Project Manager determines whether Overall Project Schedule will be impacted by the identified risks or issues.

If impact to Overall Schedule, then the mitigation plan will be prepared for the respective risks or issues.

If Overall Plan impacted, Project Manager revises the Overall Plan and obtain endorsement from Internal PSC prior to Customer endorsement. Cost impact report will be submitted to Internal PSC for review and endorsement.

Project Manager presents the Revised Schedule to Customer for approval, after endorsement of Revised Schedule from Internal PSC.

Project Office will logged in both registers for all newly identified risks or issues.

Project Manager,

Project Office

Risks Register

Issues / Action Item Register

Cost impact report




3. Project Manager presents Risks and Issues registers to Customer for endorsement on mitigation plan for new risks and issues.

Project Office noted the endorsement in Minutes of Meeting.

Project Manager,

Project Office

Risks Register

Issues / Action Items Register

Minutes of Meeting

4. Customer reviews and approves the Mitigation Plan inclusive of Revised Project Schedule.

Often, Risks/Issues Mitigation Plan will be presented in Project Status Meeting.

Customer Approval on Risks/Issues Mitigation Plan

5. Internal PSC and Head of ASEAN Delivery & Operation approved on the utilisation of Contingency Reserve fund for Risks / Issues Mitigation Plan that require additional project budget.

Internal PSC, Head of ASEAN

Delivery & Operation

Internal Memo



Minutes of Meetings


3.1.6 Project Management Process – Monitoring and Controlling (Change Request)

Often, there are new requests raised during project implementation. Sometimes, change requests raised by Customer due to policy change and Project Manager needs to handle these new requests accordingly. Sudden change to project tasks may impact to the whole project delivery milestones. Hence, proper change request procedure must be invoked before all new requests can be considered as part of project delivery commitments.

The most important component in the Change Requests Process is the Change Control Board (CCB). A CCB must be formed at earlier stage so that any new requirement raised can be addressed earlier prior to project execution. This will eases the pressure to Project Manager and project team as new critical requirements can be included in the project schedule during planning stage. All change requests raised by users are reviewed by CCB to determine whether these requests can be endorsed for further actions or declined. Figure 15 shows the process flow for Monitoring and Closing for Change Request.



Figure 15 : Process Flow for Monitoring & Controlling for Change Requests

Detail process description for Monitoring & Controlling for Change Requests as per Table 12.

Table 12 : Monitoring & Controlling (Change Requests) Process Flow


1. Customer raised new requirements during meeting sessions, workshop sessions, or UAT sessions.

New requirements will be captured in the standard Change Request form and to be filled in by the Requestor.

Customer Change Request form

2. Project Team evaluates the efforts on new requests based on duration, complexity, impact to other delivery components and number of resources required.

Project Team Timeline (for new requests)

3. Project Office gives a unique ID for each CRs and logged in the Change Requests register.

Project Office Change Request Register




4. Project Manager determines whether Overall Project Schedule will be impacted by the new requirements.

If Overall Plan impacted, Project Manager develops propose revised Overall Project Schedule to include the new requests implementation.

Project Manager

Propose Revised Project Schedule

5. Project Manager conducts the following for the new requirements.

Project Manager estimates the cost for the new requirements and obtain endorsement from Internal PSC prior to Customer endorsement. Cost impact report will be submitted to Internal PSC for review and endorsement.

Project Manager compiles all Change Request forms and presents to CCB for approval.

Project Office updates the Change Requests register for all CR forms submitted for CCB review and endorsement.

Project Manager,

Project Office

Cost impact report

Change Request Register

Compiled Change Requests forms.

6. Change Control Board reviews and endorses each Change Request in CCB Meeting session.

Change Control Board

Approved and Rejected CR forms

Minutes of Meeting

a. Project Office updates the Change Request Register on all CRs (i.e. Approved and Rejected).

Project Office Change Request Register

7. Project Manager obtain sign-off from Customer on revised project schedule for implementation of the approved Change Requests.

Project Manager

Propose Revised Project Schedule

8. Customer signed-off the Revised Project Customer Sign-off document.




Schedule.

a. Project Manager must update the Internal PSC and Head of ASEAN Delivery & Operation in regards to Revised Project Schedule.

b. Project Manager informs the Project Team of the Revised Project Schedule.

Project Manager

Approved Revised Project Schedule



Minutes of Meetings


10. Project Team executes all approved CRs. Project Team

3.1.7 Project Management Process – Monitoring and Controlling (Quality Assurance)

Quality Assurance is part of the activity to ensure all deliverables adhered to the quality standard practiced by the Customer. In Project Management process, Quality Assurance is deployed under the Monitoring and Controlling process. Quality is emphasized in every project as to ensure Customer satisfaction of the delivered product or services. The very minimum is to have all submitted deliverables complied the industry’s standard. As such, standard document templates need to be defined and shared with the Project Team for them to use when preparing the deliverables.

The process starts with Project Office prepares the templates and uploaded into the Central Repository server. Often, these defined templates are endorsed during Project Kick-off Meeting to make known to stakeholders and Project Team that consistencies in project deliverables are important. Furthermore, it is a form of good practice that can be transferred to Customer as well.

Types of deliverables vary as they depend on delivery scope. For example, a software development project is based on the SDLC methodology whereby the standard deliverables are; User Functional Specification, System Design Specification, User Acceptance Testing, Data Migration Specification, Training Manual, User Manual, and Hand-over Document. A part from that, there are generic documents in Project Management processes that include Project Charter, Project Quality Plan Management, Certificate of Acceptance, Risk Profile form, Change Request form, and Minutes of Meeting.



Often, the Project Manager must work together with Project Office to determine what, how and when these documents will be used. Figure 16 shows the process flow for Monitoring and Closing for Quality Assurance.

Figure 16 : Process flow for Monitoring & Controlling for Quality Assurance

Detail process description for Monitoring & Controlling for Quality Assurance as per Table 13.

Table 13 : Monitoring & Controlling (Quality Assurance) Process Flow


1. Project Office defines standardized project document templates and uploads into Central Repository.

Often, standardization of document templates is done at Project Initiating stage.

Project Office Document templates


2. Project Team prepares the document for Customer sign-off upon completion of each project milestone.

Project Team Draft Technical Documents

3. Team Lead reviews contents and endorses the document before releasing to Project

Project Team Draft Technical




Manager for approval. Lead Documents

4. Project Manager reviews and approves documents for submission to Customer.

Often, Project Manager reviews contents in regards to delivery scope compliance and standardised document layout.

Project Manager

Technical Documents

5. Customer circulates the documents to the relevant stakeholders for reviews and verifications. Often, they are :

QA/QC team, and

User team

Customer Technical Documents

Feedback form

6. User Team and QA/QC Team reviews and verifies the documents.

QA/QC team – reviews on document’s Quality.

User team – reviews on user requirements compliance.

User Team and QA/QC Team

Document Sign-off Page (Reviewed Section)

Feedback form

a. If amendments required, User Team and QA/QC Team will list out comments in feedback form.

b. Document & Feedback form are reverted to TCS for further amendments.

User Team and QA/QC Team

Feedback Form

Technical Documents (Modification required)

c. Project Team modify documents as per Feedback form and repeat the internal review process as per processes 3 and 4.

Project Team Revised Technical Documents

7. Customer produce Certificate of Acceptance to accept and approve the deliverables.

Customer COA as per deliverable milestones


Scan Certificate of Acceptance (signed copy) for technical document deliverables.

Project Office COA technical document deliverables (scanned copy)

Softcopy (final version)




Upload the scan copy of COA, and softcopy (final version) of technical document deliverables to Project Folder in Central Repository server.

technical document deliverables.


9. Project Manager informs relevant parties in TCS for project billing process.

Project Manager

Email

3.1.8 Project Management Process – Closing

When project successfully completed, it shows that all delivery commitments have been delivered to Customer. The endorsement in a form of COA indicates Customer satisfaction on quality compliances shown on all submitted deliverables. Hence, a proper project closing procedure should be commenced. Figure 17 shows the process flow for Project Closing.

Often, Project Closing involves the following:

− Final Acceptance process

− Handing over to Operational Support Team

− Starting of Warranty Support period.

− Project Team disbanding.



Figure 17 : Process Flow for Project Closing

Detail process description for Project Closing as per Table 14.

Table 14 : Project Closing Process Flow


1. Project Manager will coordinate with project stakeholders for the Final Acceptance session.

Project Office circulates calendar invite to all stakeholders.

Project Manager,

Project Office

Calendar invite and Final Acceptance Agenda.

2. Project Team prepares technical documents for Final Acceptance & submit these documents to Customer.

Project Team performs Final Acceptance with Customer.

Project Team Documents for Final Acceptance

3. Customer performs Final Acceptance process and sign-off the Certificate of Final Acceptance

Customer CFOA (Signed-off)

4. Project Office performs the following:

Scan Certificate of Final Acceptance (signed copy).

Upload the scan copy of Certificate of Final Acceptance to Project Folder in Central Repository server.

Project Office CFOA (scanned copy)


5. Internal PSC establishes the Support Services Team for Warranty Period.

Internal PSC Support Services Organization structure

a. Head of ASEAN Delivery & Operations allocates people for the Support Services during Warranty Period.


Listing of Resources with Roles & Responsibilities

6. Project Manager conduct the Handover Session with the Customer and Support Team for the Warranty Support.

Project Manager,

Project Office

Handover document

Project File Folder




Project Team disbanded

Warranty Period commences

7. Head of ASEAN Delivery & Operations invoked the Final Billing process.


Final Billing

3.2 Project Financial ManagementOften, project financial management involves managing the monetary aspect of a project. It involves managing Accounts Receivable (AR) and Accounts Payable (AP) with regards to project. Project Manager needs to keep track of project billings/collections as well as 3 rd

party vendor billings and payments.

Figure 18 shows the process framework for both Accounts Receivable and Accounts Payable.

Figure 18 : Project Financial Management Process Framework

This process framework applies to both processes:

− Customer’s Invoicing, and

− Billings from Partners / 3rd party vendors.

In general, the framework shows the sequence of processes that need to be completed before proceeding to the next stage. Invoicing and billing processes can proceed upon signing of contract between both parties, as mentioned earlier in the Contract Preparation Process.



Often, payment milestones are set to trigger the invoicing and billing processes. For example, the payment schedule between Customer and TCS, is formalised in Contract and become Customer’s commitment to pay TCS upon completion of each milestone. Pre-requisite documents need to be submitted together with the invoice to ensure payment can be made to TCS. Hence, Project Manager needs to be aware of these pre-requisite documents.

For example, the following pre-requisite documents are required when invoicing TM:

− TM’s Purchase Order (PO)

− COA (Certificate of Acceptance)

− TCS’s Invoice

Once these documents are prepared, TCS’s Project Manager must obtain sign-off on COA and TCS’s Invoice from the respective TM Project Manager before proceeding to upload the scanned copies of these documents into TM’s Portal. Often, uploading these documents is done by TCS Client Partner or Sales Director since they have the User Login to TM’s Portal.

3.2.1 Project Financial Management Process – Accounts Receivable (AR)

Project cash-flow is important in every project since resources costs are budgeted in the project. It is important for Project Manager to keep track on project invoicing and collections. Hence, a standard tool to track Project Cash-flow need to be used as it helps Project Manager to determine due date for invoicing process.

Often, invoicing Customer is based on the payment schedule agreed in the Contract. Relevant documents to be submitted together with invoice are stated in the Contract as well. The Accounts Receivable process is shown in Figure 19.



Figure 19 : Process Flow for Project Accounts Receivable

Detail process description for Project Accounts Receivable as per Table 15.

Table 15 : Project Accounts Receivable Process Flow


1. Client Partner/Sales Director starts with signing of Contract for the project initiative.


Contract

2. Project Manager prepares the Billing / Collection Milestones Tracking sheet based on Payment Schedule in Contract.

Project Manager shares the Billing/Collection Milestones tracking sheet with Head of ASEAN Delivery & Operations

Project Manager

Project Billing/Collection Milestones Tracking sheet

3. Customer prepares PO after Contract signed-off.

Customer Purchase Order

4. Project Office prepares COA upon completion of delivery milestone.

Project Office COA

5. Project Manager informs Head of ASEAN Delivery & Operations to prepare Invoice based on payment schedule.

Project Manager

Email

a. Head of ASEAN Delivery & Operations prepares Invoice and revert the Invoice document to Project Manager for Customer sign-off.


Invoice

b. Project Manager submit COA and Invoice document to Customer for sign-off together with relevant PO.

Project Manager

Compiled documents (i.e. Invoice, COA, PO)

6. Customer’s PM sign-off Invoice and COA, Customer Invoice (Signed-off)




then revert to Client Partner / Sales Director for submission to Customer’s Finance.

Project Manager

COA (Signed-off)

7. Client Partner / Sales Director submit to Customer Finance all documents (Invoice, COA and PO) for payment process.

In TM, document submission is via TM Portal.


Scanned documents (i.e. Invoice, COA, PO)

8. Project Office updates relevant information in the Billing/Collections Milestones tracking sheet.

Project Office Billing/Collection Milestones tracking sheet

9. Project Office upload to Central Repository the scanned copies of Invoice, COA and PO.

Project Office Scanned documents (i.e. COA, Invoice, PO)


3.2.2 Project Financial Management Process – Accounts Payable (AP)

Often, cash-flow management also involves processing payments to 3rd party vendors or Partners. The process flow is similar to Accounts Receivable except that TCS will be the paymaster. All project payments to 3rd party vendors or Partners should be based on agreed payment terms and schedule.

Normally, the agreement between TCS and 3rd party vendors is signed under sub-contract agreement. Hence, payment terms will always be ‘back-to-back’ i.e. TCS pays 3 rd party vendors after payment made by the Customer. Pre-requisite document to process payment



must be submitted together with vendor’s invoice and these document will be based on TCS internal procedure. The Accounts Payable process is shown in Figure 20.

Figure 20 : Process flow for Project Accounts Payable

Detail process description for Project Accounts Payable as per Table 16.

Table 16 : Project Accounts Payable Process flow


1. Head of ASEAN Delivery & Operations starts with signing of Sub-Contract agreement for the project initiative.


Sub-Contract Agreement

2. Project Manager prepares the Payment Milestones Tracking sheet based on Payment Schedule in Sub-Contract.

Project Manager shares the Payment Milestones tracking sheet with Head of ASEAN Delivery & Operations

Project Manager

Project Payment Milestones Tracking sheet

3. Partners / 3rd Party Vendors delivers tasks as per milestone.

Partners / 3rd Party Vendors obtains endorsement from TCS Project Manager

Partners / 3rd

party vendors Milestone deliverables

4. TCS Project Manager endorses the delivery milestone completion.

Project Manager

Deliverables Sign-off

a. Client Partner / Sales Director produce and sign-off the Delivery Acceptance form & submit to 3rd party vendors / partners.


Delivery Acceptance form (signed)

5. Partners / 3rd party Vendors submit invoice & relevant documents as per Payment Schedule.

Partners / 3rd

party vendors Invoice

Supporting documents

a. TCS Project Manager instruct Head of ASEAN Delivery & Operations to process payment for 3rd party vendors / Partners.

Project Manager,

Project Office

Email

Invoice




b. Project Office updates the Payment Milestone tracking sheet.

Supporting documents

Project Payment Milestones Tracking sheet

6. Head of ASEAN Delivery & Operations proceed with payment process to 3rd Party Vendors / Partners.


Payment Advice

9. Project Office upload to Central Repository the scanned copies of Invoice, and Delivery Acceptance form.

Project Office Scanned documents (i.e. Invoice, Delivery Acceptance form)




4. Project Implementation Process (Post-Delivery)Post-delivery commences upon project closing. It has 2 components:

− Warranty Support Process

− Client Retention Program

Usually, Warranty Support covers Corrective Maintenance on delivered product. Sometime, it also covers Preventive Maintenance depending on terms & conditions agreed between TCS and Customer. The Warranty Support period can be 6 months, 12 months, or even 24 months.

Often, retaining the existing Customer is a challenge to company. Therefore, Client Retention Program should starts immediately i.e. during Post-Delivery. At this stage i.e. Post-Delivery, TCS Support Team can identify room for improvement on areas that were not in previous delivery project. As well, gaps or weaknesses discovered during Preventive Maintenance can triggered business opportunities for TCS to propose ultimate solution. Hence, proper Client Retention Program should be developed to ensure continuous business venture between TCS and the Customer.

4.1 Post-Delivery (Warranty Support)As mentioned earlier, Warranty Support is part of delivery that TCS needs to provide after project completion. We are aware that during project closing, the Project Team has been disbanded. During project, all issues were being attended by the assigned team in the project. But once project has been closed, the responsibility to service the Customer has shifted to the Support Team for the duration agreed in the Contract.

As mentioned earlier, Warranty Support Service covers Corrective Maintenance and Preventive Maintenance. Figure 21 shows the Warranty Support process framework.



Figure 21 : Warranty Support Process Framework

Critical component in Warranty Support Services is the SLA (Service Level Agreement) management. Customer expecting TCS to response fast when problems are logged in. Often, the response time to problem resolution depends on severity of a problem and each problem will be classified into Critical, Major, Medium and Low. Based on these classifications, the SLA will be determined. Often, all critical issues will need fast responses from TCS Support Team and these issues to be resolved within agreed duration since critical issues will disrupt the daily operations.

Apart from SLA Management, there is Preventive Maintenance that TCS must perform for Customer. Normally, frequency for Preventive Maintenance is set as Yearly, Half-Yearly, or Quarterly. The reason for Preventive Maintenance is to identify potential problems before they emerge. As such, risks of operational disruption can be avoided.

In general, TCS Helpdesks will escalate all problems logged by Customer based on severity classification. Routing problem tickets with SLA to the respective Support Team will be done via Helpdesks system. Hence, status of each ticket can be tracked and report can be generated daily, monthly as well as yearly. Furthermore, analysis report on performance can be produced to Customer as evidence of Warranty Support being done in accordance to contract.

On Preventive Maintenance Support, schedule for Preventive Maintenance is shared with TCS Helpdesks by TCS Service Manager. A ticket on Preventive Maintenance will be escalated to TCS Support Team as preventive support tasks. List of tasks will need to be performed during Preventive Maintenance support and once completed, the TCS Support Team obtains endorsement from Customer for work done.



4.1.1 Post-Delivery – Warranty Support for Corrective Maintenance

Warranty Support for Corrective Maintenance involves activities of resolving Customer’s operational problems of the delivered product. These problems will be raised as incident tickets via TCS Helpdesks. The severity of every problems will be determined based on the impact of the problem to operation. Each ticket will have the SLA that needs to be fulfilled by TCS Support Team. Otherwise, TCS will be considered as non-compliance to Contract and having risks of being litigated.

Figure 22 shows the process flow for Corrective Maintenance.

Figure 22 : Process flow for Warranty Support (Corrective Maintenance)

Detail process description for Warranty Support for Corrective Maintenance as per Table 17.

Table 17 : Warranty Support (Corrective Maintenance) Process Flow


1. Customer logged in incident to obtain Incident Ticket via :

Helpdesks Hotline no.

Customer Incident Ticket




Website Portal.

2. Helpdesks Support Consultant will access the Incident tickets and performs the following based on severity:

Resolve issue at 1st Level Support

Escalation to the 2nd Level Support

Escalation to the 3rd Level Support

Helpdesk Incident Ticket

Escalation email

Incident Management Database

a. Helpdesks updates status for 1st Level Support after problem has been resolved.

b. Internal Support Team updates status for 2nd Level Support after problem has been resolved.

c. 3rd party vendor updates status for 3rd

Level Support after problem has been resolved.

Helpdesk,

Internal Support Team,

3rd Party Vendor

Incident Report


3. Customer closed all Incident Tickets that have been resolved.

Customer Incident Ticket status


4. Service Manager produce Monthly Report on Incidents Management and submit to Customer.

Service Manager

Monthly Report Incidents Management

4.1.2 Post-Delivery – Warranty Support for Preventive Maintenance

Preventive Maintenance during Warranty Support is based on agreed frequency of maintenance support required by Customer during warranty period. It involves several critical tasks to avoid operational disruption on the delivered product. As well, potential risks that may cause disruption to the product operation are being identified before they can become operational issues. We can also consider Preventive Maintenance Support as risks identification process on the delivered product.



During Preventive Maintenance Support, a schedule system outage will be invoked. TCS Support Team will performs some critical tasks to detect potential problems that may occur on the delivered product.

Figure 23 shows the process flow for Preventive Maintenance Support.

Figure 23 : Process flow for Warranty Support (Preventive Maintenance)

Detail process description for Warranty Support for Preventive Maintenance as per Table 18.

Table 18 : Warranty Support (Preventive Maintenance) Process Flow


1. Service Manager performs the following:

Prepares Preventive Maintenance Schedule & Maintenance Tasks Checklist.

Obtain endorsement from Customer

Service manager

Preventive Maintenance Schedule

Maintenance Tasks Checklist

2. Customer endorses the following : Customer Preventive Maintenance Schedule





Maintenance Tasks Checklist.

(Sign-off)

Maintenance Tasks Checklist (Sign-off)

3. Service Manager shares the Preventive Maintenance Schedule with Helpdesks.

Service Manager


Maintenance Tasks Checklist

4. Helpdesk Consultant raised Incident Ticket on Preventive Maintenance when it’s due.

Escalation to Internal Support team

Escalation to 3rd party vendors

Helpdesk Incident Tickets

Escalation email

a. Internal Support team perform the Preventive Maintenance as per Tasks Checklist and update status for tasks completion.

b. 3rd party vendors perform Preventive Maintenance as per Tasks Checklist and update status for tasks completion.

Internal Support Team,

3rd Party Vendors

Preventive Maintenance report

5. Service Manager produce Monthly Preventive Maintenance Report and submit to Customer.

Service Manager upload into Central Repository.

Service Manager

Monthly Preventive Maintenance Report


4.2 Post-Delivery (Client Retention Program)It is important to ensure the existing Customer remains in TCS’s Client Database. Often, company assumes that a successful delivered project ensures business continuity with the Customer. At times, it is true but ensuring continuous business with the present Customer must be solidified with a Client Retention Program.



As such, during Post-Delivery period will be the best time to have effective Client Retention Program. TCS will be able to anticipate business opportunities from the business issues emerged during Warranty Support period. Hence, Service Manager will be able to provide input to Client Partner or Sales Director pertaining to opportunity that arise when performing the Preventive Maintenance Support and the Preventive Maintenance report can be the triggering point to initiate a business proposal to Customer.

The following Figure 24 depicts the Client Retention Program process framework for TCS’s benefit.

Figure 24 : Process framework for Client Retention Program

This program starts by Service Manager gathering information from Customer pertinent to operational issues they are facing whether directly from TCS’s delivered product or indirectly from other business support systems. Operational system issues can be related to policy change or may be new requirements raised from business users. Gathering information from Customer can be in a form of Customer Surveys.

Another source of input on business opportunities can be derived as well from the Service Reports shared in the Central Repository. During Warranty Support, it is essential for TCS Support Team to determine areas of opportunity that can be explored by TCS. Hence, information compiled from Service Reports will be the basis for Client Partner or Sales Director to develop a business proposal and submit to Customer for further decision.

The Client Retention Program process flow is shown in Figure 25.



Figure 25 : Process flow for Client Retention Program

Detail process description for Client Retention Program is shown in Table 19.

Table 19 : Client Retention Program Process Flow


1. TCS Service Manager develop Customer Satisfaction Survey form derived from Service Reports in Central Repository.

Submit to Customer the Customer Satisfaction Survey form.

Service Manager

Customer Satisfaction Survey form

2. Customer discusses face-to-face with TCS Service Manager to complete the Customer Satisfaction Survey form.

Customer, Service

Manager

Customer Satisfaction Survey form (filled)

3. TCS Service Manager performs :

Compile data from both sources i.e. Service Report Central Repository and Customer Satisfaction Survey.

Service Manager

Business Opportunity Report




Produce Business Opportunity Report and submit to Client Partner / Sales Director.

4. Client Partner / Sales Director performs :

Review Business Opportunity Report from TCS Service Manager.

Produce a Business Support System Improvement proposal and submit to Customer.

Review the proposal with Customer and obtain feedback.


Business Support System Improvement Proposal

5. Customer decides to proceed :

Request for Information (RFI) initiative.

Request for Quotation (RFQ) initiative.

Request for Proposal (RFP) initiative.

Customer RFI document

RFQ document

RFP document

6. Client Partner / Sales Director invokes the process of :

RFI

RFQ

RFP


Business Proposal document for (RFI, RFQ, or RFP).



Annex A – Listing of Documents and Templates

No. Document Name Process Document Templates

1. a. Standard Document Template

General

b. Certificate of Acceptance User Acceptance Sign-off

c. Invoice document Milestone Billing

d. Induction Manual General

2. Requirement Traceability Matrix SOW Confirmation

3. Project Charter Project Initiating

4. Project Quality Management Plan Project Planning

5. Minutes of Meeting Project Executing



No. Document Name Process Document Templates

6. Project Status Report Project Executing

7. Project Risk Profile Project Monitoring & Controlling

8. Project Risk Register Project Monitoring & Controlling

9. Project Issues Form Project Monitoring & Controlling

10. Change Request Form Project Monitoring & Controlling

11. Change Request Log Project Monitoring & Controlling
