Evaluation of Project feasibility: During this stage we do an analysis of the feasibility of outsourcing as well as Phuoc Minh Co.,Ltd business competency to handle the process. Regulatory and compliance issues are looked at and risk analysis conducted.

Process Mapping: A process mapping exercise is conducted to analyze the current process as it exists at the customer site. We gauge the relative importance of the process in the overall workflow. Our transition manager evaluates:

• Strategic importance of the process
• Level of complexity of the process
• Domain knowledge required for executing it
• Impact of outsourcing on existing employees at the donor organization
• Technology or system changes that may impact the process

These steps help to further assess risks related to outsourcing the function and the do-ability of the project.

Design the Outsourcing Solution: Once the above evaluations have been completed and the outcomes are favorable to going ahead with the project, Phuoc Minh Co.,Ltd designs an outsourcing solution in collaboration with the customer. The process work flow, volume analysis, costs and cyclical trends are taken into consideration while designing a solution. Our team makes sure that we leverage the best practices from previous transitions and arrive at an optimized solution from both business and IT perspectives, which is discussed in detail with the customer for final implementation

Planning the Process Transition: After the contract has been signed and the solution designed, we get into the nitty-gritty of planning how the process transition should take place. Giving enough thought on process transition helps us to keep to project schedules and minimal downtime during the transition period.

At Phuoc Minh Co.,Ltd detailed process transition plans determine the operating model and the final process workflow to be followed at Phuoc Minh Co.,Ltd site.

Determining the operating model: This involves finalizing all aspects such as the composition of a new team, reporting hierarchy, shift timing details, performance evaluation measures, timelines, escalation procedures in case of disputes or issues and communication and interaction protocols.

Designing the process workflow: This involves detailing each step of the process as it is to occur at Phuoc Minh Co.,Ltd development center. This ensures that the process transition to our environment takes place with maximum attention to outcomes, turnaround times and optimization of people and resources.

Implementation of Enterprise Transition Plan: The project is now rolled out for implementation. First-time projects require a lot of communication between Phuoc Minh Co.,Ltd and the customer location. The transition manager’s role is very crucial at this stage and goes a long way to enhance mutual understanding and partnering between the customer and Phuoc Minh Co.,Ltd team.

The project manager co-ordinates between facilities, IT, infrastructure, technology, HR, legal, donor teams and the offshore team to ensure that each is performing the tasks assigned to them.

Performance and Quality Monitoring: At Phuoc Minh Co.,Ltd, we use the latest project measurement tools to track key project related metrics. Microsoft Project or Excel are used for tracking smaller sized projects and for more complex and high volume projects, our teams use Six Sigma, PMI and RPPS. Regular status-update meetings attended by both our managers and the customer help to fine-tune and drive the project forward.

Follow-up and Process Improvements: Inputs from the customer and our Quality teams are fed back into the process to fine-tune the functions and add value to the solution that we offer our customers.

Customers across the globe have gained from Phuoc Minh Co.,Ltd detailed well-planned transition strategy for all offshoring projects. With a lot of attention to detail, some of the benefits of Phuoc Minh Co.,Ltd transition planning are: