ODC Migrations are always complex and problematic. With people dynamic and emotions involved, the process becomes quite complex and painful.
Sharing below the story of an ODC migration which was indeed very painful,complex with lots of history and people issues involved.
The issues of Leadership team made the migration more painful. We have to take over a product,recruit a team at another location and migrate within 4 months.
The story below shows how the target was achieved and what pains have to be gone through.[embeddoc url=”https://startuppitamah.com/wp-content/uploads/2019/12/Hyd_Dev_last_4_months.pptx” download=”all” viewer=”microsoft”]
A Sample Plan to migrate an ODC in 3 months
Following the plan below we can transfer multiple products development work done by an Onsite team to Offshore or from one Vendor to the another Vendor.
The Onsite team may be involving developers,leads,architects business analytics etc. Have followed the 3 month plan outlined below for successful migrations. You have to recruit and build a good team in parallel to take over the transition.[embeddoc url=”https://startuppitamah.com/wp-content/uploads/2019/11/iHealth_KT_Plan.xlsx” download=”all” viewer=”microsoft”]
Effort wise break-up of the ODC Migration
There were three broad components in the program that had to be transferred over. These were:
- Working Code
- Engineering: Includes build and deployment systems, hardware, and infrastructure
- Process: Includes aspects around project delivery, quality assurance and release management. The core tenet for the exercise was “learn by doing”.
Practices followed during the ownership transfer period
- Scope: We identified the Elements, which comprised about 70% of the units that needed transfer. Separate stories with story points were created for the transfer. This helped in arranging the finance too.
- Pairing: Every story on enhancing the application was consciously planned and delivered by pairing with a target team member. The Target team became familiar with the ecosystem around the enhancement.
- Continuous Delivery: Typical knowledge transfer programs would require business projects to be put on hold until the transfer is complete. In Contrast we paired the teams on commercial projects. This ensured that new business initiatives continued to be delivered even as ownership was transferred.
- Time Frame: The timeline for the transfer was set over 4 months. This timeline ensured internalising of the transferred elements.
Production Support tasks speeds up the Hand-Over
We continued to make regular releases into production. This ensured that all commitments made by the client to its customers and users were not compromised at any point.
The knowledge/ownership transfer exercise helped the smaller team to continue to service the business organisation with the same efficiency