Last post we started on mitigation of perceived / possible risks. We continue with this today. Getting on to people risks. These are the second set of risks which are critical to the engagement. You run the risk of losing people at the client’s end even before your transition is over, the knowledge is lost and then re-learning becomes a painful process. Also getting the right set of people is critical to your success.
- People
- Loss of key personnel & succession planning
- Retention bonus for key people may be proposed
- Identification of new roles for displaced employees
- Retention of knowledge
- Cross training with other sub-processes
- Documentation of the process details and exceptions
- Recruiting a new team
- Building proper job descriptions
- Putting the project managers and leads in place before recruiting the full team
- Define team size by simulation testing
- Delay in getting right resources
- Augment team with a few critical existing resources
- Plan ahead for recruitment with a reasonable lead time
- Change Management
- Document all needed changes
- Plan meticulously and define dependencies
- Sign off by client on plans
- Insufficient start up training
- Build and get sign-offs on documentation
- Study and document exceptions and fail points
- You can address delay areas as well.
- Non-availability of subject matter experts
- Identify resources with a general understanding of the function
- Pre-train resources on client’s industry and functions
- Non-retention of a few key functional resources to support and review work
- Adhere to change management procedures
- Plan for retention of employees even at client’s end
- Ambiguity on new process for retained staff
- Get your client to clearly define career path for a period of three to five years
