The OS Distributed Delivery Rule Book Appendices v1.1

The OS Distributed Delivery Rule Book Version 1.
1
The OS Distributed Delivery Rule Book V1.1 - Appendices
Confidential document strictly for internal use 1
The OS Distributed Delivery Rule Book Version 1.1
A - Mandatory Service Delivery Deliverables
The followin deliverables are e!"ected to be "roduced for every Distributed Service Delivery enaement.
1. 1. 1 SALES & SALES SUPPORT RELATED
Contract
Service #evel $reement
%nterCom"any Sales $reement
Deal summary and&or 'rinci"les
Budet and (ilestone 'lan
Bid Oranisation based on the Bi Deal Team Structure
Sales 'lan and Sales Closure 'lan
)ualification documentation
BCS or %nternal View "lus $ssum"tions
Risk reister *commercial risk section+, and mitiation stratey
1. 1. 2 DUE DI LI GENCE & TRANSI TI ON RELATED
Client Sined %nstruction to 'roceed
$""lication and&or %nfrastructure (a" $nalysis
'riorities for -nowlede Transfer
.!istin Documentation Re"ository
Transferred Staff Skills (atri!
$nalysis of the Client/s strateies and business directions, key success factors, and information system needs
Statements of work
Service level assessment and solution
0inancial&value assessment for both the Client/s current environment and Ca"emini/s solution
Subcontracts assessment
Client contracts with their current su""liers
Ca"emini vendors&su""liers
1uman resources assessment and solution
'ricin schedule
$sset $c2uisition&#easin 'lan
Transition and O"erational 'lan
Su""ort documentation and information for the 3eotiation Team
4"dated Sales (aterial
1. 1. 3 SERVI CE DELI VERY RELATED
O"erational #evel $reements between deliverin entities includin sub5contractor manaement "rocess and escalation mechanism
Service )uality 'lan
Tailored Service Delivery and Service (anaement "rocess for 0ront and Back Office*s+
OT$C. $""roach
Definition of 0ront Office and Back Office interfaces *if not contained within .naement 1and5Off $""roach+
(onthly .naement -'% Re"ort
(onthly Service #evel Re"ort
Risk (anaement *delivery risk section+ and associated $ction 'lan
B Roles and Responsibilities De!nition
The followin res"onsibilities must be assined within the (B4 orani6ation to ensure there is an a""ro"riate focus and overnance around enaement delivery. %m"ortant considerations when
assinin res"onsibilities within the orani6ation are7
1. $n individual can have more than one role and the role title itself may vary from (B4 to (B48
9. $n (B4 can have more than 1 role from 'rime, 0ront Office, Back Office combination
5 in reality the most likely combination is for 1 (B4 to "erform both the 'rime and 0ront Office functions, but this is not necessarily the case
:. The res"onsibilities shown are the minimum mandatory res"onsibilities necessary for the successful delivery of our OS enaements8
;. Distributed Service (odel Su""ort activities could be undertaken by e!istin su""ort rou"s, s"ecific additional su""ort functions do not necessarily need to be created7
Business Development
Prime Front Office Back Office
Contracting the Engagement and
extensions through the BCS/IV
Designing the overall engagement
delivery solution
Ensuring that what Capgemini
delivers brings value to the Client
Instigating the development of the
Intercompany greement !IC and
ICS"
#ollow$up of commercial ris%s
Engagement revenue target is
achieved
Client Invoice recovery
Escalation of client issues
&eferences and Client Visits
Escalation and resolution of client issues
#ollow$up engagement pull$through
opportunities
Invoice recovery from 'rime
Invoice recovery from 'rime/#ront ()ce
&esolution of any escalated client issues

Delivery Governance/Client Engagement Management
(verall delivery pro*tability and
productivity for all aspects of the
engagement
pproval of the BCS/IV
Development and pproval of the IC
pproval of Distributed Service
Delivery Statement of +or%
Deployment of core delivery
processes
o OT$C.&Client Satisfaction achievement
o Delivery risk manaement
o )uality system
o Certification of delivery staff * where a""ro"riate+
o (onthly re"ortin
'rovision of delivery support
Issue &esolution 'lan follow$up and
execution
Escalation point for delivery issues
Instigating ris%/,uality reviews for
overall engagement including
Software -uality ssurance processes
Delegation of 'rime responsibilities as
agreed with #(/B(
(verall delivery pro*tability and productivity for
all #ront ()ce aspects of the engagement
greement of the BCS/IV
Input to and approval Distributed Service
Delivery Statement of +or% and in particular
the #ront ()ce / Bac% ()ce handsha%e tas%s
Deployment of core delivery processes within
the #ront ()ce
o OT$C.&Client Satisfaction achievement
o Standard 1andoff "rocesses to Back Office and to "rime
*where re2uired+
o )uality system includin relevant certification if a""ro"riate for
the front office
o Certification of delivery staff
o (onthly re"ortin
'rovision of #ront ()ce delivery support
Development of client contact map for delivery
Issue &esolution 'lan follow$up and execution
Escalation point for delivery issues
Instigating ris%/,uality reviews for overall
engagement including Software -uality
ssurance processes for #ront o)ce and Bac%
()ce activities
Coaching for #ront ()ce Engagement .anager
(verall accountability for Bac% ()ce e
delivery tas%s including pro*tability and
productivity
Deployment of Bac% ()ce delivery
approach
Deployment of standard collaborative
architecture/ infrastructure and tools within
the Bac% ()ce
pproval Distributed Service Delivery
Statement of +or%
Deployment of core delivery processes
within the Bac% ()ce0
o OT$C.&Client Satisfaction
o Standard 1andoff "rocesses to 0ront Office
o )uality system includin relevent certification "roramme
for that Back Office
o Certification of delivery staff
o (onthly re"ortin
'rovision of delivery support
Issue &esolution 'lan follow$up and
execution
Escalation point for bac% o)ce delivery
issues
Instigating ris%/,uality reviews for overall
engagement incl1 Software -uality
ssurance mechanisms
Coaching for Bac% ()ce Engagement
.anager
Due Diligence
Prime: Due Diligence Manager Front Office / Due Diligence Lea Back Office Due Diligence Lea
Delivery of the Due Diligence phase to
Contract and to Capgemini and Client
satisfaction
'roduction of the Distributed Service Delivery
Statement of +or% for the due diligence
phase including Critical Success #actors and
Scope of &esponsibility
.anagement of the overall due diligence cost
and budget according to the BCS/IV !includes
costs at both #ront and Bac% ()ces"
'roviding visible and clear leadership of the
due diligence activities both internally and to
the Client1
De*ning and agreeing due diligence scope
and schedule and producing 2erms of
&eference
.onitoring commercial implications of
additional due diligence activity and ensuring
compliance with contractual arrangements
(rgani3ing and steering the Due Diligence
team0
o $""roves overall staffin "lan at both 0ront and Back
Offices.
o 1el"s motivate team members
o %s res"onsible for reularly assessin the "erformance of
due dilience staff aainst the ob<ectives set for the 0ront
Office and Back Office teams
o $ccountable for develo"in team members/ skills and
em"owerment across the distributed service model
o 'rovidin team members with the re2uisite su""ort from the
'rime (B4.
'roviding accurate due diligence information
!e1g10 4'I5s report" to the 'rime engagement
organisation
Establishing Distributed Service model
collaborative rchitecture/ 'rocesses and
tools for due diligence within the #ront ()ce
ad bac% o)ces1
.anaging the overall due diligence ris%s and
issues and corresponding action plans1
.anagement / review / approval of Capgemini
due diligence deliverables
ppropriate escalation of pro6ect issues and
decisions
Delivery of the #ront ()ce based functions of the Due
Diligence to the agreed IC and to the satisfaction of
the 'rime Due Diligence .anager and the Client
Compliance to Engagement Delivery .andatory
&e,uirements
Support the production of the Distributed Service
Delivery Statement of +or% for due diligence
activities
.anagement of the #ront ()ce due diligence costs
budget according to the BCS/IV
#orecasting Estimated Costs 2o Complete and the
Estimated Completion Date for #ront ()ce activities
Deployment of appropriate productivity tools/methods
etc1
(rgani3ing and steering the #ront ()ce due diligence
team0
o S"ecifies and "lans staffin at 0ront Office and a""roves overall staffin
"lan at both 0ront and Back Offices.
o 1el"s motivate team members at the 0ront Offices
o %s res"onsible for reularly assessin the "erformance of enaement
staff aainst the due dilience ob<ectives s&he has set at the 0ront Office
o %s in chare of develo"in team members/ skills and em"owerment at
the 0ront Offices
o Res"onsible for liaisin with the Back Office due dilience team via the
Back Office Due Dilience lead
o 'rovidin team members with the re2uisite su""ort at the 0ront Office.
'roviding accurate engagement information !e1g10
4'I5s report" to the #ront ()ce and 'rime Delivery
and business development organi3ation
Establishing Distributed Service .odel collaborative
rchitecture/ 'rocesses and tools for due diligence
within the #ront ()ce !in con6unction with Bac% ()ce
infrastructure standards"1
.anaging the #ront ()ce due diligence ris%s and
Ensuring the capture of due diligence best practices at
#ront ()ce1
Delivery of the Bac% ()ce based functions of the Due
Diligence to the agreed IC and to the satisfaction of
the 'rime Due Diligence .anager and the Client
&e,uirements
Supports the production of the Distributed Service
Delivery Statement of +or% for due diligence
activities
.anagement of the &emote 7ocation due diligence
costs budget according to the IC
Estimated Completion Date for the Bac% ()ce due
diligence activities
Deployment of appropriate productivity
tools/methods etc1
(rgani3ing and steering the Bac% ()ce due diligence
team!s"0
o S"ecifies and "lans team staffin at Back Office
o 1el"s motivate team members at the Back Office
o %s res"onsible for reularly assessin the "erformance of his staff
aainst the due dilience ob<ectives s&he has set at the Back Office
o %s in chare of develo"in team members/ skills and em"owerment at
the Back Office.
o 'rovidin team members with the re2uisite su""ort at the Back Office.
'roviding accurate engagement information !e1g10
4'I5s report" to Due Diligence .anager and #ront and
Bac% ()ce Delivery organi3ation
.anaging the Bac% ()ce pro6ect!s" due diligence
ris%s and issues and corresponding action plans1
Ensuring the capture of due diligence best practices
at Bac% o)ce
Ensuring a complete and timely due diligence
sign o8
!ransition Management
Prime: !ransition Manager Lea Front Office / !ransition Manager Back Office/ !ransition Manager
Delivery of the transition phase to Contract
and to Capgemini and Client satisfaction
Statement of +or% for the transition phase
including Critical Success #actors and Scope
of &esponsibility
.anagement of the overall transition phase
and its cost and budget according to the
BCS/IV !includes costs at both #ront and Bac%
()ces" including timely sign o8 of the
transition phase
Specifying the actions/ responsibilities and
ris% sharing of all parties in the event of
transition overrun
De*ning and agreeing transition scope/ plan
and schedule and producing 2erms of
&eference
(onitorin commercial im"lications of e!tended transition
activity and ensure com"liance with contractual arranements
'roviding visible and clear leadership of the
transition activities both internally and to the
Client1
(rgani3ing and steering the transition team0
Offices.
transition staff aainst the ob<ectives set for the 0ront Office
and Back Office teams
'rime (B4.
o S"ecifies the cultural trainin re2uired for all transition staff
Specifying the remote %nowledge transfer
strategy and approach
'roviding accurate transition information
organisation
Establishing the Distributed Service model
collaborative rchitecture/ 'rocesses and
tools for transition within the #ront ()ce and
bac% o)ces1
.anaging the overall transition ris%s and
Delivery of the #ront ()ce based functions of the
transition to the agreed IC and to the satisfaction of the
'rime 2ransition .anager and the Client
&e,uirements and transition delivery standards
Support the production of Distributed Service Delivery
Statement of +or% for transition activities
.anagement of the #ront ()ce transition costs budget
according to the BCS/IV #orecasting Estimated Costs 2o
Complete and the Estimated Completion Date for #ront
()ce activities
Deployment of appropriate productivity tools/methods
etc1
greeing any Bac% ()ce resources who are re,uired to
wor% on the client site$ or #ront o)ce during transition
(rgani3ing and steering the transition team0
o S"ecifies and "lans staffin at 0ront Office and a""roves overall staffin "lan
at both 0ront and Back Offices.
o %s res"onsible for reularly assessin the "erformance of enaement staff
aainst the transition ob<ectives s&he has set at the 0ront Office
o %s in chare of develo"in team members/ skills and knowlede transfer at
the 0ront Offices
o Res"onsible for liaisin with the Back Office delivery team via the Back Office
Transition #ead
'roviding accurate transition information !e1g10 4'I5s
report" to the #ront ()ce and 'rime Delivery and
business development organi3ation
rchitecture/ 'rocesses and tools for transition within the
#ront ()ce
.anaging the #ront ()ce transition ris%s and issues and
corresponding action plans1
Ensuring the capture of transition best practices at #ront
()ce1
Delivery of the Bac% ()ce based functions of the
transition .anager to the agreed IC and to the
satisfaction of the 'rime 2ransition .anager and
the Client
&e,uirements and transition delivery standards
Supports the production of the Distributed Service
Delivery Statement of +or% for transition
.anagement of the &emote 7ocation transition
Estimated Completion Date for the Bac% ()ce
transition activities
tools/methods etc1
greeing the strategy for remote %nowledge
transfer
(rgani3ing and steering the Bac% ()ce transition
team!s"0
o %s res"onsible for reularly assessin the "erformance of his staff
aainst the transition ob<ectives s&he has set at the Back Office
o %s in chare of develo"in team members/ skills and knowlede
transfer and manaement at the Back Office.
o 'rovidin team members with the re2uisite su""ort at the Back
Office.
'roviding accurate transition information !e1g10
4'I5s report" to the 'rime 2ransition .anager and
#ront and Bac% ()ce Delivery organi3ation
.anaging the Bac% ()ce pro6ect!s" transition
ris%s and issues and corresponding action plans1
Ensuring the capture of transition best practices
at Bac% ()ce
.anagement / review / approval of Capgemini
transition deliverables
ppropriate escalation of pro6ect issues and
decisions
Engagement Delivery: Engagement Management
Prime "ervice Delivery Manager Front Office / "ervice Delivery Manager Back Office "ervice Delivery Manager
Delivery of the Engagement to Contract and
to Client satisfaction
Compliance to Engagement Delivery
.andatory &e,uirements
Statement of +or% including Critical Success
#actors and Scope of &esponsibility
.anagement of the overall Engagement costs
budget according to the BCS/IV !includes
costs at both #ront and Bac% ()ces"
Development of the Distribution 'lan !within
the Distributed Service .odel Statement of
+or%"
Creation and amendment of the Engagement
transition 'lan
ppointment of the overall Engagement
2ransition .anager
#orecasting Estimated Costs 2o Complete and
the Estimated Completion Date for the overall
engagement
tools/methods etc1
(rgani3ing and steering the engagement
team0
Offices.
enaement staff aainst the ob<ectives set for the 0ront
Office and Back Office teams
'rime (B4.
'roviding accurate engagement information
organisation
Establishing Distributed Service model
collaborative rchitecture/ and by using the
Common (S 'rocesses and tools for this
engagement within the #ront ()ce !in
con6unction with Bac% ()ce infrastructure
standards"1
.anaging the overall engagement ris%s and
Delivery of the #ront ()ce based functions of the
Engagement to the agreed IC and to the satisfaction of he
'rime Engagement .anager and the Client
&e,uirements
Support the production of the Distributed Service Delivery
Statement of +or%
.anagement of the #ront ()ce Engagement costs budget
according to the BCS/IV
Development of the Distribution 'lan !within the Distributed
Delivery Statement of +or%"
#orecasting Estimated Costs 2o Complete and the Estimated
Completion Date for #ront ()ce activities
Deployment of appropriate productivity tools/methods etc1
(rgani3ing and steering the engagement delivery team0
o S"ecifies and "lans staffin at 0ront Office and a""roves overall staffin "lan at
both 0ront and Back Offices.
o %s res"onsible for reularly assessin the "erformance of enaement staff
aainst the ob<ectives s&he has set at the 0ront Office
o %s in chare of develo"in team members/ skills and em"owerment at the 0ront
Offices
o Res"onsible for liaisin with the Back Office delivery team via the Back Office
Service Delivery (aner
'roviding accurate engagement information !e1g10 4'I5s
report" to the #ront ()ce and 'rime DE7IVE&9 and business
development organi3ation
rchitecture/ / and by using the common (S 'rocesses and
tools for this engagement within the #ront ()ce !in
con6unction with Bac% ()ce infrastructure standards"1
.anaging the #ront ()ce engagement ris%s and issues and
corresponding action plans1
Ensuring the capture of engagement best practices at #ront
()ce1
Delivery of the Bac% ()ce based functions to
the agreed IC and to 'rime Engagement
.anager satisfaction
Compliance to Engagement Delivery
.andatory &e,uirements
Supports the production of the Distributed
Service Delivery Statement of +or%
.anagement of the &emote 7ocation service
#orecasting Estimated Costs 2o Complete and
the Estimated Completion Date for the Bac%
()ce activities
tools/methods etc1
(rgani3ing and steering the Bac% ()ce
pro6ect team!s"0
o %s res"onsible for reularly assessin the "erformance of his
staff aainst the ob<ectives s&he has set at the Back Office
o %s in chare of develo"in team members/ skills and
em"owerment at the Back Office.
o 'rovidin team members with the re2uisite su""ort at the
Back Office.
'roviding accurate engagement information
!e1g10 4'I5s report" to the #ront ()ce
Engagement .anager and Bac% ()ce
DE7IVE&9 organi3ation
.anaging the Bac% ()ce pro6ect!s" ris%s and
Ensuring the capture of pro6ect best practices
at Bac% ()ce
Ensuring the capture of engagement best
practices at 'rime .B:1
Engagement Delivery: "olution #rc$itect
2he expectation for Distributed Service .odel
engagements is that Solution rchitect input will
be almost entirely focussed on the initial solution
crafting re,uired to create the necessary system
connectivity to deliver the distributed service
model1 2he technical architecture for this
infrastructure will be determined during the
proposing phase of the engagement$ and should
be fully de*ned prior to the transition
commencing1
(verall design !from business through to
technical infrastructure" of the connectivity
solution being proposed to the Client
+or%s closely with the Client on design of the
connectivity solution
'rovides guidance on the feasibility of the
solution and the technical ris%s associated
with delivery
'rovides guidance on design of the distributed
plan !within Distributed Service Delivery
Statement of +or%"
'rovides estimates and costs for the technical
solution delivery
+or%s closely with Distributed Delivery
Support to ensure that the solution can
technically be delivered and that the resource
capability is available
+or%s closely with Engagement .anager to
advise on technical delivery ris%s in the
engagement and propose mitigation
strategies
+or%s with the 'rime rchitect to design the technical
infrastructure and connectivity re,uired to provide the service
+or%s closely with the 'rime and Bac% ()ce sta8 on the
design of the connectivity solution
'rovides guidance on the feasibility of the solution and the
technical ris%s associated with delivery
'rovides guidance on design of the distributed plan !within
Distributed Service Delivery Statement of +or%"
'rovides guidance on estimates and costs of the solution
delivery
+or%s closely with Distributed Delivery Support to ensure that
the solution can technically be delivered and that the
resource capability is available
+or%s closely with Engagement .anager to advise on
technical delivery ris%s in the engagement and propose
mitigation strategies
+or%s closely with the 'rime and #ront ()ce
on design of the solution
'rovides guidance on the feasibility of the
solution and the technical ris%s associated
with delivery
'rovides guidance on design of the distributed
plan !within Distributed Service Delivery
Statement of +or%"
'rovides guidance on estimates and costs of
the solution delivery from the bac% o)ce
+or%s closely with 'rime and #ront ()ce
architects to ensure that the solution can
technically be delivered and that the resource
capability is available
+or%s closely with Bac% ()ce Engagement
.anager to advise on technical delivery ris%s
in the engagement and propose mitigation
strategies
Distri%ute "ervice Moel "upport &O! ME&!'O&ED '& (OLE" '& !)E M#'& "EC!'O& *
Engagement Support
Supplies or has access all sales dec%s for
the engagement1
'rovides standard activity distribution
mapping1
'rovides guidance in customi3ing
mapping to pro6ect speci*cs1
'rovides rate card and connectivity costs1
Determines appropriate Distributed
Service .odel strategy1
Serves as liaison between the account
teams and distributed service model
networ%1
;elps to plan the capacity and demand
for the #ront and Bac% ()ces1
&eports on Distributed Service .odel
pro6ect activity/ onshore sta)ng/ and
progress1
Determines with the 'rime Engagement
.anager the necessary wor% pac%age
division
&ecommends on #ront and Bac% ()ce
sta)ng and costs
Supports the resource sta)ng visa and
immigration process
Legal and Immigration
pproves visa application for resources
traveling outside of the country1
2rac%s out$of$country resources wor%ing
on onshore pro6ects1
re %ept informed of people
coming/leaving the country for speci*c
pro6ects1
+or%s closely with the Bac% ()ce
Sta)ng Coordinator related to visa
application1
Distributed Delivery Touchpoint/Distributed Delivery
Centre of Excellence
;as access to the Bac% ()ce Sales Dec% from the Bac%
()ce1
'rovides standard activity distribution mapping1
'rovides input to customi3ing mapping to pro6ect speci*cs1
'rovides input to rate card and connectivity cost1
ssists in selection of appropriate Bac% ()ce and appropriate
distribution strategy1
;elps to plan the capacity and demand for the Bac% ()ces1
.onitors Distributed Service .odel activity/ onshore sta)ng/
and progress1
Validates the types of wor% visas re,uired of potential
onshore candidates for the wor% prescribed1
'rovides guidance to the 'rime Engagement .anager on
wor% pac%age division
dvises on #ront o)ce and Bac% ()ce sta)ng and costs
:nderstand center capacity <roupwide and can advise on
most appropriate remote facility for speci*c engagement
re,uirements1
Supports the resource sta)ng visa and immigration process
OnSite Service Coordinator (Note that for large engagements, to avoid this
role being a bottleneck, peer to peer relationships should be established for each functional
module)
+or%s for the Bac% ()ce 'ro6ect .anager and originates from
the Bac% o)ce location/ but reports to the 'rime Engagement
.anager when wor%ing onsite1
7iaises between the Bac% ()ce 'ro6ect .anager/ the B(
team/ and the #ront ()ce pro6ect team1
Senior pro6ect team member with analysis/ design/
development/ and good technical communications s%ills1
;otline to Bac% ()ce Centre leader/ Bac% ()ce Delivery
.anager/ Bac% ()ce 'ro6ect .anager and team1
Signs o8 pro6ect estimates on behalf of Bac% ()ce team1
!ac" O#ce Sta#ng Coordinator
Supports the #ront ()ce for visa application
for resources traveling outside of the country1
rranges legal and immigration support for
#ront ()ce resources traveling to Bac% ()ce
2rac%s out$of$country resources wor%ing on
onshore pro6ects1
re %ept informed of people coming/leaving
the country for speci*c pro6ects1
+or%s closely with the #ront ()ce Sta)ng
Coordinator related to visa application.

" - Standard Distributed Service ToolSet
"tanar Distri%ute "ervice !oolset
P$ase Function !ools
Manatory #visa%le Conte+t epenant
"#LE" Bid (anaement TB&TS&TD = Bid Control Sheet
Collaborative >orkin Tools for 'ro"osal
Develo"ment
Share"oint
'ricin Tools Costin tool $R(
Risk $ssessment Tools Bid Control Sheet
Standard 'ro"osal Boiler"late
D,E D'L'GE&CE -nowlede (anaement PRIMUS Share"oint
%ssue and Chane #os .$RS V?
!(#&"'!'O& #&D
DEL'-E(.
Chane @ 'roblem (anaement .$RS V?
Risk (anaement D.#%V.R
Collaborative >orkin Tools for Service
Delivery
0ramework .!7 Collab3et, A
Confiuration (anaement and others s"ecifics tools .!7 Cast, .ndevor, A
Service Delivery (anaement *resource
and financial "lannin, schedulin,
trackin+
D.#%V.R Bamma suite, '(> , (S5'ro<ect
D "o##ercial Approach $uidelines
Commercial #pproac$ /$at is it0 /$en is it suita%le0
0ramework $reement The framework to enable Ca"emini and our client to aree in
outline the "rinci"les for the lon5term enaement and the
key terms and conditions that a""ly to all work
>hen fle!ibility is key and diverse services are re2uired by the client
0i!ed 'rice with 0i!ed Service #evels Service levels relatin to areas such as "roblem res"onse
and resolution rates, fault clearance rates and 2uality
im"rovement will define the service. This will be within fi!ed
"arameters *e.. sco"e of service and volume+
>hen the client/s business and systems re2uirements are "redictable = but not
necessarily static throuhout the "rocessin cycle.
Variable 'ricin with 0le!ible S#$s Throuh fle!ible S#$s tied to business re2uirements we can
"rovide faster resolution tarets for systems that are critical,
or critical only at month end, balanced 5 with less strinent
tarets on other systems or durin less critical "eriods.
>here the client/s business and systems re2uirements are less "redictable *e..
where their market is not mature or their business is "rone to merers @ ac2uisitions
and divestments+
Service Credits and Bonuses incl.
Risk&reward schemes
>e commit to "ayin Service Credits if we fail on certain key
as"ects of the contracted S#$. The Client commits to "ayin
Ca"emini a bonus for over "erformance.
>here the client re2uires additional confidence that we will meet our S#$. Service
credits that are iven as a time credit are most effective for Ca"emini.
Resource Based The client wants to buy a number of resources or skills as
o""osed to a level of service. These deals do not have a
contractually areed S#$, but "rovide Service (anaement
includin Service Re"ortin.
Often favoured by clients who have reservations about outsourcin and view it as a
loss of control. Can be very successful but reduces our o""ortunities to ain
economies of scale or to share resources across clients. Service based deals are
therefore our "referred o"tion as we can add more value and share economies of
scale and efficiencies with our clients.
Transaction Based 'ricin The u" front infrastructure, software and hostin costs are
borne by the service "rovider and clients are chared on an
Cas used/ basis.
This o"tion is obviously very attractive to clients as the u"5front costs and risks are
borne by the service "rovider, but Ca"emini must have downside "rotection e..
cover all base costs
'ayments #inked to Business Benefit 'ricin models that reward the "rovider based on their
contribution to the com"anyDs success.
Seek advice from your business unit/s Risk Director that such a deal is acce"table to
Ca"emini as it is better to understand the com"anyDs "osition and other o"tions
before res"ondin to the client.
Cost reduction commitment .lements of the "ricin arranements are linked to year on
year decreased o"eratin and structural costs delivered
throuh innovative a""roaches to systems o"eration and
develo"ment.
>here the client re2uires additional confidence that we will im"rove "roductivity
Outsourcin to 0und 3ew Develo"ments >e can use our outsourcin services as a way to fund new
develo"ments and s"read the ca"ital cost of that
develo"ment over the life of the contract.
>here client/s business re2uires new systems, but budet constraints are an issue.
>here the client wants to transfer C$'.E into O'.E.
% - Service Transition &rocess
' Dia(ra#s Re)erence
3ote that althouh this lifecycle de"icts a larely linear based a""roach, in may cases an iterative a""roach will be ado"ted, for e!am"le durin Due Dilience, sales activity will be on5oin and
durin Transition, Service Delivery tasks are likely to be undertaken .
Figure 1 - Distributed Service Sales and Delivery Lifecycle
Sales
Due
Diligence
Service
Delivery
Firm Service
Deli very Cost
Firm
Contract Price
Final BCS
& Deal
Signoff
3 4 5 6 7 9 10 8
Sales
Siebel
Identification
GO!O"GO
Decision
Draft
BCS I#
Due Diligence
Signoff
Due Diligence
Pro$osal
Final
Service
Pro$osal
Service
Solution
%evie&
S'( &
O'(
%evie&
Contract
Signed
Contract
%evie&
Service
Delivery
%is)
%egister
Service
Delivery
*anager
'ead
($$ointed
Client
+ngagement
*anager
'ead
($$ointed
On"going
Service Deli very
Deli verables
*a,or service en-ancements
and non"cont racted
C-ange %e.uests
Deal
%evie&
S'( &
O'(
Signoff
S/P
Signoff
0ransition
Sales 'ead
($$ointed
Bid *anager
'ead
($$ointed
0ransition
Signoff Due Diligence
'ead
($$ointed
0ransition
'ead
($$ointed
Draft
Solution
%evie&
Draft
IC(
Signed
ICS(
Draft
ICS(
IC(
Signed
Draft
DSDSO1
Signed
DSDSO1
Solution
(rc-itect
($$ointed
Sales
Due
Diligence
Service
Delivery
Firm Service
Deli very Cost
Firm
Contract Price
Final BCS
& Deal
Signoff
3 4 5 6 7 9 10 8
Sales
Siebel
Identification
GO!O"GO
Decision
Draft
BCS I#
Due Diligence
Signoff
Due Diligence
Pro$osal
Final
Service
Pro$osal
Service
Solution
%evie&
S'( &
O'(
%evie&
Contract
Signed
Contract
%evie&
Service
Delivery
%is)
%egister
Service
Delivery
*anager
'ead
($$ointed
Client
+ngagement
*anager
'ead
($$ointed
On"going
Service Deli very
Deli verables
*a,or service en-ancements
and non"cont racted
C-ange %e.uests
Deal
%evie&
S'( &
O'(
Signoff
S/P
Signoff
0ransition
Sales 'ead
($$ointed
Bid *anager
'ead
($$ointed
0ransition
Signoff Due Diligence
'ead
($$ointed
0ransition
'ead
($$ointed
Draft
Solution
%evie&
Draft
IC(
Signed
ICS(
Draft
ICS(
IC(
Signed
Draft
DSDSO1
Signed
DSDSO1
Solution
(rc-itect
($$ointed
Sectors &
Acct Teams
+SP & Stage 2
Potential 'eads
Stages 3 & 45
Finali6e Solution
and Pro$osing
Stage 75
Formali6e t-e
(greement
Stage 85
%elations-i$ Building
9 Off"site Su$$ort
9 Provide Collateral
9 Pre"/ualification 0ools
9 Prioriti6ed %esources Based
on /ualification
9 :ey Client Presentations
9 Customi6e Collateral
9 Initial Pricing & Solution
9 %is) (ssessment
9 Crafting Solution
9 %efining Pricing
9 Delivery ($$roac-
9 (ssist in /(
%un
9 On"site Su$$ort
9 Contract !egations
'egal (greements
9 0ransition & 'aunc- Plans
9 Deliver
9 Post 1in'ose %evie&
Sectors &
Acct Teams
+SP & Stage 2
Potential 'eads
Stages 3 & 45
Finali6e Solution
and Pro$osing
Stage 75
Formali6e t-e
(greement
Stage 85
%elations-i$ Building
9 Off"site Su$$ort
9 Provide Collateral
9 Pre"/ualification 0ools
9 Prioriti6ed %esources Based
on /ualification
9 :ey Client Presentations
9 Customi6e Collateral
9 Initial Pricing & Solution
9 %is) (ssessment
9 Crafting Solution
9 %efining Pricing
9 Delivery ($$roac-
9 (ssist in /(
%un
9 On"site Su$$ort
9 Contract !egations
'egal (greements
9 0ransition & 'aunc- Plans
9 Deliver
9 Post 1in'ose %evie&
Figure 2 - Sales Cycle and Sales Support Activities
Counselling
Transition Delivery
Enti ty
Specific
Staff focus
groups
Enti ty
Specific
Staff focus
groups
Enti ty
Specific
Staff focus
groups
Terms and conditions validation
Pensions
roadshow
Letters of
employment
distributed
Individual
sessions
oll out
communication
Agree guiding
principles
!fair process"
Initial changes
to organisation
oles
defined
Assume
new roles
Inductions
Personal
development
plans
Agree
development
and priorities
S#ills
re$uirements
%rganisation solution
&To 'e(
)nion forum* +or#s Council* discussions
Programme management by Central , Team
Communications !including oadshows- Info. Pac#s- and counselling"
Due Diligence
Entity Specific , Support
Initial eview
of Client s#ills
Loo# for redeployment
opportunities for
unallocated staff within
entity
Letters of
employment
distributed
Initiate
Staff
Transfer
Identify redundancy
candidates
edundancy
Letters
/anagement
,
0oint
Counselling
Transition Delivery
Enti ty
Specific
Staff focus
groups
Enti ty
Specific
Staff focus
groups
Enti ty
Specific
Staff focus
groups
Enti ty
Specific
Staff focus
groups
Enti ty
Specific
Staff focus
groups
Enti ty
Specific
Staff focus
groups
Terms and conditions validation
Pensions
roadshow
Letters of
employment
distributed
Individual
sessions
oll out
communication
Agree guiding
principles
!fair process"
Initial changes
to organisation
oles
defined
Assume
new roles
Inductions
Personal
development
plans
Agree
development
and priorities
S#ills
re$uirements
%rganisation solution
&To 'e(
)nion forum* +or#s Council* discussions
Programme management by Central , Team Programme management by Central , Team
Communications !including oadshows- Info. Pac#s- and counselling" Communications !including oadshows- Info. Pac#s- and counselling"
Due Diligence
Entity Specific , Support Entity Specific , Support
Initial eview
of Client s#ills
Loo# for redeployment
opportunities for
unallocated staff within
entity
Letters of
employment
distributed
Initiate
Staff
Transfer
Identify redundancy
candidates
edundancy
Letters
/anagement
,
0oint
Figure 3 - HR Activities rocess Flo!
Figure " - #eneric Distributed Service Delivery $odel

)ser
Communi
ty
Front
Office
Capgemini / Customer
Back
Office
Capgemini AMSC/ IMSC
1nd and 2rd Level Support
Front Office
Functional
%es$onsibilities
Bac) Office
Functional
%es$onsibilities
Common
tool
3 sets and
Process
3 4ELI5E

T/
6nowledge
'ase
Service
/anagement
7uality
/anagement
Technical
Infrastructure
2
rd
Partie
s
1st evel !elp"esk
)ser
Community
1nd and 2rd Level Support
Front Office
Functional
%es$onsibilities
Bac) Office
Functional
%es$onsibilities
Common tool3sets and Process 3 3 4ELI5E
T/
6nowledge 'ase
Service /anagement
7uality /anagement
Technical Infrastructure
2
rd
Parties
Figure % - &id Deal 'ea( Structure

Lead
$egociator
Sales

%anager
!id
%anager
Delivery
%anager
Commercial

%anager
Solution
Design
!id
&roduction
!id
Director
!igDeal

Champion
'ccount
Director
%entor/

Coach
(is" %gmt/

Corp Devt
4eal eview 'oard
Big Deal Bid
Team Structure
)inance*

Legal

Service Line+s, Sales Support

-uman (esources

(is" %gmt*

CorpDevt Other

Capgemini

(egions Third
&arties

$

Sector )ocus

$

Sales

Campaign
$

Stage %anagement
$

T!/TS Sales

&rocess

$

&rincing
$

Service

$

(esources

$

Internal Costs

$

Transition/DD

$

&roposal

$

!idCompliance

BI G DEAL ROLE DEFI NI TI ONS
Deal (evie1 Boar = take overall res"onsibility for the o""ortunity review, bid direction and
investment, and further o&no o decisions. %t also "rovides the forum for Reional sin off.
The core membershi" should be limited to a few "eo"le. Other "eo"le can be added
de"endin on the stae of the deal. The Deal Review Board should not be confused with bid
team briefins or formal risk assessment.
Deal C$ampion = res"onsible for ensurin that the riht team in "lace to bid, win and
neotiate the deal, and that it is acce"ted and a""roved be a""roved by the Reion,
Cor"orate and any other re2uired a""rovers.
2#/(isk #ssessment = de"endin on the si6e of the deals this could involve "eo"le
res"onsible for Service #ine&Reion&Cor"orate risk assessment.
#ccount Director 5 the account e!ecutive res"onsible for the manaement of the overall
relationshi" with the account. This "erson woks closely with the Bid Director and the Sales
(anaer for the Deal.
Bi Director = accountable for the successful manaement of the o""ortunity e!ternally and
internally throuh all its staes.
"ales Manager = res"onsible for the TB&TS&TD "rocess, sales cam"ain, stae
manaement and Sector s"in.
Bi Manager = res"onsible for the solution desin, the bid "rocess and co5ordinatin all the
resources used to "re"are the bid, undertake Fdue dilienceG and "lan the transition.
Mentor/Coac$ = ty"ically someone who has well res"ected e!"erience in Bi Deal
structurin, sellin and neotiatin, and all that entails in the Brou" includin the sin
off&a""roval "rocess.
The followin functions are not re2uired until the later staes of the deal, but early
identification of the "eo"le involved can hel" sinificantly with the sellin, neotiatin,
transition and delivery 7
#ead 3eotiator 3 responsi%le for t$e commercial an legal negociations 1orking 1it$
our lea la1yer4
Delivery Manager = res"onsible for the transition and delivery, often one "erson for each.
Commercial Manager = res"onsible for contract and commercial manaement.
$ Build to Run Approach
%*a#ple

)pdate Pro8ect
plans*
Control pro8ect
&contract
scope
Service
4elivery 4esign
!/odel- 4elivery
%rganisation"
)pdate Service 4elivery Infrastructure
4esign*'uild*Test
)pdate SLAs*
SL%s*%LAs
Environment
Setup
!Connectivity*
tools"
Service
4elivery
Procedures
!Tailor "
Application
6nowledge
Transfer
Planning
)pdate
6nowledge
epositories
Acceptance9
E:ecute
Application
Acceptance
'aseline SLAs
;inal
Acceptance 3
Accept the
SLAs*SL%s
E:ecute
Application
6nowledge
Transfer
0oint Activity
SI*A% Tas#
!,andover"
A% Tas# %nly
!Service
Center"
Legend
Application
,andover
Planning
Post Transition Application Stabilisation
Application 6nowledge Transfer
Tailor
Application
Acceptance
Criteria
'uild Tas#
%nly
SI 'uild Cycle
A% un Tas#s
%nly
Service
Cut3over*
Transition End
un
Launch
Support 4es#s
Post
4eployment
Support
Services Transfer
un
A/ Services
under un Team
control
Initial Transition Start3)p
4iscovery & Assessment
Initial
Transition Plan
Tailor Center
eadiness
Criteria
Application
Technical
4iscovery &
Assessment
Establish ICAs*
L%)s
!Account
Setup"
Service
/anagement
!%TACE-
Contract"
Account Setup
!;inance- P&L-
T&E"
Application
4ocumentation
4iscovery &
Assessment
%rgani<ation
4iscovery &
Assessment
Process
4iscovery &
Assessment
Agree to
%utstanding
+or#
Pro8ect Close
!Internal-
E:ternal"
Acceptance9
E:ecute Center
eadiness
Pro8ect 6ic#off
!Internal-
E:ternal"
Initiate Capgemini
7A
!Account
Setup"
Agree to
Application
Acceptance
Criteria
Agree to
Center
eadiness
Criteria
Sales*Contact
Turn %ver
'uild Planning
=ather
e$uirements
4esign
Solution
'uild Test 4eploy
Application =o
Live
Provide 4eliverables
Client
Participation
Tas#
;any bo< &it- a bolded line=

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