Nirvana BPO India Offshore Outsourcing Services

CASE STUDY

Technical/Customer Support

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Process transition for a large networking company

Client Profile
The client is a leader in the enterprise networking technology space.

Campaign Requirement

Evaluating and migrating processes from the client to Nirvana.
The complexity and lack of documentation about the processes and the supporting technology infrastructure made transition difficult.
Lack of performance benchmarks resulted in the absence of data for comparison of the ‘before’ and ‘after’ situation.
The challenge lay in documenting the “in-person” knowledge of the processes and technology and leverages this to set up and manage the off-shored process.
A standard performance measurement system and benchmarks for critical parameters had to be defined to be able to evaluate the performance of the process.

Nirvana Solution

Using its proprietary ValID™ toolkit, Nirvana conducted a detailed feasibility exercise to evaluate the costs vis-à-vis the benefits.
The process transition was undertaken using Nirvana’s proprietary transition toolkit. The Transition Toolkit is a detailed, template driven, step-by-step approach which enables Nirvana to replicate the client process onshore in exactly the same manner as it is done onsite with minimum disruption in the operational process.
The transition spanning 8 weeks, involved moving 30 FTE’s for a complex high-end technology support process, executed by a dedicated transition team of 2 FTE’s through a mix of onsite and offsite activities. The 8 weeks of transition was split as 1 week of planning, 3 weeks for resourcing for Design Verification, 1 week for Design Verification and 3 weeks for the Ramp Up from ‘Design Verification’ to the ’Business As Usual’ (BAU)
A transition manager led this overall transition process and project management from Nirvana side. The transition involved a mix of onsite (client side) and offsite (Nirvana side) activities. Nirvana has a dedicated team of consultants in the ‘visa ready’ state who can be deployed onsite at short notice.
A detailed transition plan was defined and client commitment taken. The plan detailed the activities/ sub activities for transition, associated timelines, resources (client/ Nirvana), dependents, etc.
A member of the transition team was deployed onsite to aid the client change management process and drive the transition related onsite activities like collating process information and developing detailed level 2/ 3 process and technology maps for the ‘As Is’ and ‘To Be’ Scenario, process performance benchmarks, and FTE analysis. The onsite transition resource also aided interface activities from the client side.
Another member of the transition team was based offsite to drive the offsite transition activities like process set up, resource deployment (recruitment, training, setting up quality, MIS & reporting procedures, technology, FMEA & Risk Mitigation measures).
The offsite and onsite transition resources worked in close coordination to ensure activity and deliverable timelines were met. Proactive identification & tracking of critical activities (onsite & offsite) ensured a seamless transition. For the process, recruitment of specialized resources within the defined timeline was a challenge. The team ensured that this was handled by a combination of methods like deploying additional resources for recruitment, tapping unconventional areas of similar talent pool.
A weeks’ pilot for the design verification stage flowing into the ramp up and BAU mode.

Results

The process was successfully transitioned and into BAU (Business As Usual) within the defined timeline of 8 weeks.
Tollgates with deliverables met at various stages.
Detailed process documented moving from a person centric to a process centric scenario.
Process and technology documentation aided in training and performance improvement initiatives.
Actual people and process performance compared against benchmarks and improvement initiatives identified on a continuous basis.