TCS-PMO Document V1.0 - Project Implementation

PMO - PROJECT IMPLEMENTATION PROCESS
Nov 2015
Version: 1.0
Version: 1.0

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Ver.1.0 TCS Internal Page i
Abbreviations
Abbreviation Description
PMO Project Management Office
PM Project Manager
TM Telekom Malaysia Berhad
TCS TATA Consultancy Services
PM Project Manager
PSC Project Steering Committee
AR Accounts Receivable
AP Accounts Payable
CRP Client Retention Program
LOA Letter of Awards
SWON Service Work Order Number
RFQ Request for Quotation
RFP Request for Proposal
RFI Request for Information
SoW Scope of Work
MOM Minutes of Meeting
WBS Work Breakdown Structure
COA Certificate of Acceptance
PO Purchase Order
CFOA Certificate of Final Acceptance
CCB Change Control Board
CR Change Request
SLA Service Level Agreement

Ver.1.0 TCS Internal Page ii
Revision History
Version Revision Description Revision By and Date
1.0 Newly Created Rahmat Hashim - 03-Nov-15
Document Sign Off
Document Approver Sign Off Status Sign off Date
Nadeem Khan
Jawahar Hussain

Ver.1.0 TCS Internal Page iii
Table of Contents
1. Introduction ................................................................................................................1
1.1 Roles of PMO..........................................................................................................3
1.2 PMO Processes Structure ........................................................................................3
1.2.1.Project Implementation.....................................................................................................................3
1.2.2.Pre-sales and Bidding Management..............................................................................................4
1.2.3.Departmental Management..............................................................................................................5
2. Project Implementation Process (Pre-Delivery).....................................................7
2.1 LOA Process Flow...................................................................................................7
2.2 Scope of Work (SoW) Confirmation Process .............................................................9
2.3 Contract Preparation Process................................................................................. 11
3. Project Implementation Process (Delivery) ..........................................................15
3.1 Project Management Process................................................................................. 15
3.1.1.Project Management Process – Initiating....................................................................................15
3.1.2.Project Management Process – Planning...................................................................................18
3.1.3.Project Management Process – Executing .................................................................................20
3.1.4.Project Management Process – Monitoring and Controlling (Timeline).................................22
3.1.5.Project Management Process – Monitoring and Controlling (Risks / Issues)........................25
3.1.6.Project Management Process – Monitoring and Controlling (Change Request)...................27
3.1.7.Project Management Process – Monitoring and Controlling (Quality Assurance)................30
3.1.8.Project Management Process – Closing......................................................................................33
3.2 Project Financial Management ............................................................................... 35
3.2.1.Project Financial Management Process – Accounts Receivable (AR) ...................................36
3.2.2.Project Financial Management Process – Accounts Payable (AP).........................................38
4. Project Implementation Process (Post-Delivery).................................................41
4.1 Post-Delivery (Warranty Support) ........................................................................... 41
4.1.1.Post-Delivery – Warranty Support for Corrective Maintenance...............................................42
4.1.2.Post-Delivery – Warranty Support for Preventive Maintenance...............................................44
4.2 Post-Delivery (Client Retention Program) ................................................................ 46
Annex A – Listing of Documents and Templates ........................................................50

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List of Figures
Figure 1 : PMO high-level processesframework ........................................................................1
Figure 2 : Detail PMO Components and Processes.....................................................................2
Figure 3 : Detail process framework for Project Implementation ................................................4
Figure 4 : Detail process framework for Pre-Sales and Bidding Management...............................5
Figure 5 : Detail process framework for Departmental Management..........................................6
Figure 6 : Process Flowfor Letter of Awards(LOA).....................................................................7
Figure 7 : Process flow for Scope of Works (SoW) Confirmation................................................10
Figure 8 : Process flow for Contract Preparation......................................................................12
Figure 9 : Project Management Process Framework.................................................................15
Figure 10 : Process Flow for Project Initiating..........................................................................16
Figure 11 : Process flow for Project Planning...........................................................................18
Figure 12 : Process Flow for Project Executing.........................................................................20
Figure 13 : Process Flow for Monitoring and Controlling for Timeline........................................23
Figure 14 : Process Flow for Monitoring and Closing for Risks and Issues...................................25
Figure 15 : Process Flow for Monitoring & Controlling for Change Requests..............................28
Figure 16 : Process flow for Monitoring & Controlling for Quality Assurance .............................31
Figure 17 : Process Flow for Project Closing.............................................................................33
Figure 18 : Project Financial ManagementProcess Framework.................................................35
Figure 19 : Process Flow for Project Accounts Receivable.........................................................36
Figure 20 : Process flow for Project Accounts Payable..............................................................38
Figure 21 : Warranty Support Process Framework ...................................................................41
Figure 22 : Process flow for Warranty Support (Corrective Maintenance)..................................43
Figure 23 : Process flow for Warranty Support (Preventive Maintenance) .................................45
Figure 24 : Process framework for Client Retention Program....................................................47
Figure 25 : Process flow for Client Retention Program..............................................................48

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List of Tables
Table 1 : PMO Components and Processes................................................................................2
Table 2 : Process components and standard processes in Project Implementation ......................4
Table 3 : Process components and standard processes in Departmental Management ................6
Table 4 : LOA Process Flow.......................................................................................................7
Table 5 : Scope of Works Confirmation Process Flow ...............................................................10
Table 6 : Contract Preparation Process Flow............................................................................12
Table 7 : Project InitiatingProcess Flow ..................................................................................16
Table 8 : Project Planning Process Flow...................................................................................18
Table 9 : Project Executing Process Flow.................................................................................21
Table 10 : Monitoring & Controlling (Timeline) Process Flow....................................................23
Table 11 : Monitoring & Controlling (Risks / Issues) Process Flow .............................................26
Table 12 : Monitoring & Controlling (Change Requests) Process Flow.......................................28
Table 13 : Monitoring & Controlling (Quality Assurance) Process Flow......................................31
Table 14 : Project Closing Process Flow...................................................................................34
Table 15 : ProjectAccounts Receivable Process Flow...............................................................37
Table 16 : ProjectAccounts Payable Process flow....................................................................39
Table 17 : Warranty Support (Corrective Maintenance) Process Flow .......................................43
Table 18 : Warranty Support (Preventive Maintenance) Process Flow.......................................45
Table 19 : Client Retention ProgramProcess Flow ...................................................................48

Ver.1.0 TCS Internal Page 1
1. Introduction
PMO is an organizational unit that centralise and coordinate the management of projects
underitsdomain.Sometimesit’scalledProgrammeManagementOfficeorProgrammeOffice
but most of the time it’s known as Project Management Office.
The objectives for establishing PMO are:
 To streamline and standardise project processes
 To govern rules and procedures in project delivery
 To monitor and control project delivery processes
 To be the custodian of project Knowledge Base
 To develop appropriate skillsets for project team
 To advise High-level Management on resources allocation in regards to project
As depictedin Figure 1below,there are 3componentswithinthe PMO process framework.
These components are Project Implementation, Pre-Sales & Bidding Management, and
Departmental Management. The detail breakdownof eachcomponentisshowninFigure 2.
Figure 1 : PMO high-level processes framework

Figure 2 : Detail PMO Components and Processes
Each processesineverycomponentwillbe monitoredandcontrolledbyPMO.The mainfocus
will be the ProjectImplementationasitinvolvescustomersandcompany’sfinancial benefit.
As mentioned in Table 1 below, the Project Implementation covers processesin the Pre-
delivery, Delivery and Post-delivery.
Table 1 : PMO Components and Processes
PMO Component Standard Processes
Project Implementation  Pre-delivery process
 Delivery process
 Post-delivery process
Pre-SalesandBidding
Management
 Customer RFI (Request for Information) process
 Customer RFQ (Request for Quotation) process
 Customer RFP (Request for Proposal) process
Departmental
Management
 Resource Management
 Governance and Reporting

The stakeholdersdefinedinthe PMOprocesses framework are shownbelow.Theywill have
direct impact in all processes defined within each component of the framework.
− Customer
− Project Manager
− Project Office
− Project team (i.e. Subject-Matter Expert, Team Leads, Technical Team,
Documenter, QA/QC, etc.)
− Client Partner
− Sales Director
− Head of ASEAN Delivery & Operations
1.1 Roles of PMO
The roles of PMO comprises of the following:
 Manage the interdependencies between projects and have view of all projects.
 Provide training, guidance and mentoring to project managers.
 Provides the methodology, standards, and policies to be followed by the
stakeholders.
 Helpgatherlessonslearned,andmakethemavailable forreference tootherprojects.
 Help provide resources and standard document templates.
 Provide inputtohighermanagementforcritical decisiontoproceedorterminatethe
project.
 Provide quantitative methods to continue improving for Project Management
processes.
 Establishcentralized repositoryandmanagementof sharedprojectdocumentations
and unique project risks.
1.2 PMO Processes Structure
As mentioned earlier, PMO processes are defined based on these critical components:
− Project Implementation
− Pre-sales and Bidding Management
− Departmental Management
1.2.1 Project Implementation
Project implementation involves standard processes in pre-delivery, delivery and post-
deliveryof a project. This component is critical to project delivery as it involves delivery of
business solution to customer and ensuring cash-flow to company.

The following Figure 3, shows the process framework for Project Implementation.
There are 3 componentsinProjectImplementation whichare Pre-DeliveryProcess,Delivery
Process and Post Delivery Process.
These components are linkedtogethertoensure effectiveprocessmanagementandcontrol.
Details of standard processes for each of these components are shown in Table 2 below.
Table 2 : Process components and standard processes in Project Implementation
Process Component Standard Processes
Pre-Delivery Process  Letter of Award (LOA) process
 Scope of Work (SoW) process
 Contract Preparation process
DeliveryProcess  Project Management process
 Project Financial Management
Post Delivery Process  Warranty Support process
 Client Retention Program (CRP)
1.2.2 Pre-sales and Bidding Management
A projectnormallyinitiatedasa resultof businessproposal fromvendorto customer.It isa
normal cycle in resolving business issues faced by the customer. There are 3 processes that
commonly used by customer to engage vendor for business solution.
Figure 3 : Detail process framework for Project Implementation

As such, PMO needs to be involved in these processes to advise in term of resources
capability, timeline, and potential risks.
These 3 processes are:
− Request for Information (RFI)
− Request for Quotation (RFQ)
− Request for Proposal (RFP)
Normally,PMOwill worktogetherwiththe respective ClientPartnerorSalesDirectorwho’s
responsible forthe respectivecustomer’saccount. The followingFigure4, showsthe process
components for Pre-Sales and Bidding Management.
The outputfrom each componentwill be a proposal documentto customer. Thisdocument
will specifies information required by customer that include business solution proposal,
deployment strategy, timeline, solution cost and benefit.
1.2.3 Departmental Management
PMO will also handles the routine operation of a business unit. The administration of a
business unit or departmental management will be required when managing project
operation. A project is considered as businessunit since Project Manager is assignedwith a
groupof resources,scope of delivery, timeline, and budget to deliver a successful project.
The important components in Departmental Management are:
− Resource Management
− Governance and Reporting
Figure 4 : Detail process framework for Pre-Sales and Bidding Management

The following Figure 5, shows the process components for Departmental Management.
PMO needs to ensure projects are delivered successfully to avoid any delay and additional
cost to the project. In Governance and Reporting, internal reporting structure has been
defined to monitor and control each of the project within PMO purview.
In addition, Knowledge Management and Project Process Auditing are part of Governance
and Reporting process component. List of processes in the Departmental Management is
shown in Table 3 below.
Table 3 : Process components and standard processes in Departmental Management
Process Component Standard Processes
Governance and Reporting  Reporting Management
 Project Process Auditing
 Knowledge Management
Resource Management  Skills Development Program
 Tasks Management
 Timesheet Management
 Resource Requisition and Allocation Management
Figure 5 : Detail process framework for Departmental Management

2. Project Implementation Process (Pre-Delivery)
There are 3 components in Project Implementation Process. It starts with Pre-delivery
Process, then continue to Delivery Process and ended with Post-deliveryProcess. We will
begin with the Pre-Delivery Process components i.e. the LOA Process Flow.
2.1 LOA Process Flow
Project Implementation process starts upon receiving of Letter of Awards (LOA) from the
customer, in this case we’ll use Telekom Malaysia (TM) project as the model project.
Normally, LOA is the initial step of engaging vendor for services with terms and conditions
that need to be fulfilled by vendor prior to the acceptance of service award.
In this topic, detail processes and procedures will be described together with the list of
documentation needtobe producedfromthe respectiveprocesses. Figure 6depictsthe LOA
process flow.
Detail process description for LOA as per Table 4.
Table 4 : LOA Process Flow
No. Process Description Entity Output / Report /
Document
1. ProcurementproducedLetterof Award(LOA)
andsubmittedtothe selectedvendori.e.TCS
Customer i.e.
TM
Letter of Award (LOA)
2. a. Scan the LOA and upload to Central
Repository (i.e. Knowledge Center)
TCS Client
Partner / Sales
Director
 LOA (Scanned Copy).
 Central Repository
Server
Figure 6 : Process Flow for Letter of Awards (LOA)

Document
b. TCS Client Partner / Sales Director will
conduct briefing session with Head of
ASEAN Delivery & Operations, and PMO
Head pertaining to LOA scope and
requirements. The output of the briefing
will be the Actions List or Minutes of
Meeting.
TCS Client
Partner / Sales
Director
 Minutes of Meeting /
Actions List
3. Head of ASEAN Delivery & Operations
registerthe ServiceWorkOrderinthe system
for the respective LOA received from
Customer i.e. TM.
Head of ASEAN
Delivery &
Operations
 New Service Work
Order No. i.e. SWON
no.
prepares :
 Supplementary documents as required
by LOA.
 Letter of Acceptance accepting the
projectinitiative mentionedin the LOA.
Head of ASEAN
Delivery &
Operations
 Letterof Acceptance
 Scope of Works
 Insurance policies(i.e.
Workman
Compensations,
Comprehensive
General Liability
Insurance,
Professional
IndemnityInsurance),
 Declarationof
Independency,and
 IntegrityAgreement –
Vendor’sDeclaration
 Otherdocuments.
5. Client Partner / Sales Director submit the
Letter of Acceptance and supplementary
documents as required in the LOA.
TCS Client
Partner / Sales
Director
6. Head of PMO performs the following :
 Assigna ProjectManagerfor the project
 Establish a Project Office for the project
administrative matters.
 Establish Internal Project Reporting
structure.
Head of
Program
Management
Office (PMO)
 Letterof Assignment
to ProjectManager
 Letterof Assignment
to Project
Administrator

Document
7. Project Manager establish Project
Organization Structure.
Project
Manager
 ProjectOrganization
Structure
8. Project Manager prepares Project Resource
requirements and submit to PMO.
Project
Manager
 ProjectResource
Requirementform
 ProjectResourcesPlan
9. Head of PMO raises the Project Resource
Requisition to Head of ASEAN Delivery and
Operations for project resources.
Head of
Program
Management
Office (PMO)
 ProjectResource
Requisitionform
proceed with HR Recruitment process.
Head of ASEAN
Delivery &
Operations
 List of Resources(i.e.
On-Site,Off-shore)
2.2 Scope of Work (SoW) Confirmation Process
Once we sentthe Letterof Acceptance to Customer(i.e.TM), the nextactivityis to conduct
projectscopes confirmation withtheCustomer.Often,aRequirementTraceabilityMatrix will
be prepared by the Project Manager as term of reference in accordance to the official
proposal submitted earlier.
The purpose of this exercise is to baseline the high-level scope of works in regards to the
businessproposal submittedearlierduringthe RFQ(RequestforQuotation)orRFP (Request
for Proposal). The confirmation process is an avenue for Customer to sometime revise the
initial Scope of Work in the RFQ or RFP due to requirement changes. Often,the durationof
preparingthe tenderspecificationandprocessof awardingto vendormaytake more than 6
months. As such, requirements may change due to new technology or may be the
requirements may not be applicable anymore. The SoW Confirmation Process is shown in
Figure 7.

Figure 7 : Process flow for Scope of Works (SoW) Confirmation
Detail process description for SOW confirmation as per Table 5.
Table 5 : Scope of Works Confirmation Process Flow
Document
1. Project Manager prepares Requirement
Traceability Matrix (RTM) based on the
submitted proposal.
Project
Manager
 Requirement
TraceabilityMatrix
(RTM)
2. Client Partner/Sales Director conduct
meeting session with Customer (i.e. TM) to
baseline the high-level scope.
 Decision from the meeting can be
− Scope of Work revision, or
− Scope of Work sign-off.
 Discussion will be based on Scope of
Work document from LOA and RTM
document.
Client Partner /
Sales Director
 Minutes of Meeting
 Sign-off Scope of Work
document
a. If Customer request changes to scope,
formal request will be captured in the
Minutes of Meeting.
Client Partner /
Sales Director
 Minutes of Meeting
(MOM)
 List of changes to SoW.

Document
b. Furtherassessmentwill be donebyClient
Partner / Sales Director pertinent to
additional cost and other factors.
3. Scope Changesi.e.additional requirements.
a. ClientPartner/SalesDirectorrequestfor
other vendors additional cost to include
additional requirementsfromCustomer.
Client Partner /
Sales Director
 Email or formal letter
with MOM of SoW
confirmation.
b. Partners / 3rd
party vendor prepare
Propose Cost Revision for inclusion of
additional requirements into scope.
Partners / 3rd
Party Vendors
 Propose Cost Revision
letter or e-mail.
c. Client Partner / Sales Director submit to
Customer the propose revised Selling
Price inclusive of additionalrequirements
Client Partner /
Sales Director
 Revised Bill of Material
(BOM) / Bill of Quantity
(BQ))
d. Customeracceptedthe proposedrevised
SellingPrice andprovide newLOA to TCS
Client Partner / Sales Director.
Customer
(i.e. TM)
 Revised LOA
4. Client Partner / Sales Director perform
a. Scan relateddocumentsinto.pdf format,
b. UploadintoCentral Repository all related
document the Official SoW approved by
Customer (i.e. TM)
Client Partner /
Sales Director
 RevisedLOA (scanned
copy)
 SoW Sign-off page
(scannedcopy).
 SoW softcopy
Server
2.3 Contract Preparation Process
Normally, contract preparation process starts upon SOW Confirmation process. It is
consideredaslegalisingthe agreementbetweenbothpartiesi.e.the CustomerandVendor.
We’ve divided this process into 2 areas i.e. Main Contract and Sub-Contract agreements.
A sub-contractagreementwill onlybe signed-off afterthe Main Contract is signedbetween
Customerand the selectedVendori.e. TCS.The sub-contractagreementislinkedtothe Main
Contract. Often, sub-contract agreement is signed betweenvendor and its partners or 3rd
party vendors providing the service to the Customer. Figure 8 shows the process flow for
Contract Preparation.

Figure 8 : Process flow for Contract Preparation
Detail process description for Contract Preparation as per Table 6.
Table 6 : Contract Preparation Process Flow
Document
1. Customer provides the Agreement template
to Vendor(i.e.ClientPartner/SalesDirector)
for preparation.
Customer  Template Agreement
2. Client Partner / Sales Director prepares draft
Contract based on template agreement
received from Customer.
 Standard Contract Clause will be based
on template agreement.
 Specific Clause will be based on LOA and
agreed SOW.
 Include Payment Schedule as agreed.
Client Partner /
Sales Director
 Draft Main Contract
Agreement

Document
3. Customer reviews draft Main Contract
agreement with Client Partner / Sales
Director.
 If need modification, Client Partner /
SalesDirectorwill amendthe draftasper
requested amendment.
 If both parties agreed, then Contract
Agreement will be signed-off by the
Customer.
Customer  Contract Agreement
(withCustomer
authorisedsignatures)
4. ClientPartner/SalesDirectorsubmittoHead
of ASEAN Delivery & Operations for signed-
off and stamping the Contract document.
Client Partner /
Sales Director
5. Headof ASEAN Delivery&Operationsobtains
TCS authorised signatures on the Contract
document and send for stamping.
Head of ASEAN
Delivery &
Operations
 Contract Agreement
(withbothCustomers
and TCS authorised
signatures, and
stamped)
6. Client Partner / Sales Director performs :
 Submit stamped Contract document to
Customer.
 Submit a copy of Contract document to
Project Manager for keeping.
Client Partner /
Sales Director
(Stamped).
7. ProjectManagerscanthe Contractdocument
& upload to Central Repository server.
Project
Manager
(scannedcopy)
server
prepares draft sub-contract agreement and
submit the draft to partners / 3rd
party
vendors for review & sign-off.
Head of ASEAN
Delivery &
Operations
 Draft Sub-contract
Agreement
9. Partners / 3rd
party vendors review and sign-
off the document.
Partners / 3rd
party vendors
 Sub-Contract
Agreement(with
Partners/ 3rd
Party
vendorssignatures)

Document
10. Headof ASEAN Delivery&Operationsobtains
TCS authorised signatures on the Contract
document and send for stamping.
Head of ASEAN
Delivery &
Operations
 Sub-Contract
Agreement(withboth
Partners/3rd
party
vendorsandTCS
authorisedsignatures,
and stamped)
performs :
 Submit stamped Sub-Contract document
to Partners / 3rd
Party vendors.
 Submita copyof Sub-Contractdocument
to Project Manager for keeping.
Head of ASEAN
Delivery &
Operations
 Sub-Contract
Agreement(Stamped).
12. Project Manager scan the Sub-Contract
document & upload to Central Repository
server.
Project
Manager
(scannedcopy)
server

3. Project Implementation Process (Delivery)
As showninTable 2, there are 2 standard processes for the Delivery component. They are:
 Project Management Process
 Project Financial Management
Both processes are linked since Project Management Process focus on delivery of end-
product to Customer and Project Financial Management involves the financial aspects with
regards to project cash-flows.
3.1 Project Management Process
A standard methodology for Project Management divides delivery processes into 5 group
processes which are:
− Initiating
− Planning
− Executing
− Monitoring and Controlling
− Closing
The following Figure 9, highlights the project management process framework.
3.1.1 Project Management Process – Initiating
Project initiating is the commencement of project delivery. The formal project
commencementorkick-offisdone toformalise the importantaspectof a projecti.e. project
implementation strategy, project organization structure, project timeline, milestones,
deliverables and stakeholders’ expectations. Figure 10 shows the process flow for Project
Initiating Process.
Figure 9 : Project Management Process Framework

Detail process description for Project Initiating as per Table 7.
Table 7 : Project Initiating Process Flow
Document
1. Client Partner / Sales Director organizes
project kick-off session with Customer.
Client Partner /
Sales Director
 Kick-off Slide
Presentation
2. Customer performs the following:
 Identify the required stakeholders to
attend the project kick-off session.
 Circulate calendar invite to stakeholders
and TCS’sClientPartner/ Sales Director.
Customer
(Project
Manager)
 CalendarInvite
3. Project Office creates respective Project
Folders in Central Repository server.
Project office  ProjectFolders
server
4. ProjectManagerrequestsfromthefollowing: Project
Manager
 Resource Planning
document
Figure 10 : Process Flow for Project Initiating

Document
 Head of ASEAN Delivery& Operations to
provide listof available resourcesforthe
project.
 Partners / 3rd
Party vendors to provide
theirResource Planningandthe available
resources for the project.
4. Project Manager then prepares the Project
Charter document and obtains endorsement
from Client Partner / Sales Director.
Project
Manager
 Draft ProjectCharter
 ResourcesPlanning
 High-level project
timeline
5. ClientPartner/ SalesDirectorsubmitProject
Charter document to Customer for sign-off.
Client Partner /
Sales Director
 ProjectCharter
document(incl.
Resource Planning,
High-Level project
timeline)
6. Customer produce Certificate of Acceptance
to accept and approve the deliveryof Project
Charter document.
Customer  COA for ProjectCharter
 ProjectCharter
document(Signed-off).
7. Project Office perform the following:
 Scan Certificate of Acceptance (signed
copy) for Project Charter.
 Upload the scan copy of COA, and
softcopy(final version) ProjectCharterto
Project Folder in Central Repository
server
Project Office  COA for ProjectCharter
(scannedcopy)
 Softcopy(final version)
ProjectCharter
document.
server
proceedthe arrangementforOff-shoreTeam
that will be stationed On-site.
 Accommodation, work permit, work
location etc.
Head of ASEAN
Delivery &
Operations
 Official documentsfor
Off-shore team.

3.1.2 Project Management Process – Planning
At thisstage,ProjectManager starts the detail planningwithall TeamLeadsand Partners or
3rd
Party vendors. During the project kick-off session and acceptance of Project Charter,
Customer has endorsed the high-level project timeline.
Basedon the agreedmilestonesanddue date,ProjectManagerdefinesthe startdate & end
date for each task from the detail timeline provided by Team Leads and Partners / 3rd
Party
vendors. Figure 11 shows the process flow for Planning Process.
Figure 11 : Process flow for Project Planning
Detail process description for Project Planning as per Table 8.
Table 8 : Project Planning Process Flow
Document
1. Project Manager prepares WBS based on
high-level milestones.
Project
Manager
 Work Breakdown
Structure list
2. TeamLeads & 3rd
PartyVendorspreparesthe
detail tasks GanttChartinaccordance to WBS
Structure list & submit to Project Manager.
Team Leads,
3rd
Party
Vendors
 Gantt Chart on Detail
Tasks

Document
3. Project Manager prepares Project Quality
Plan Management document by
consolidating the following :
 Project Schedule
 Resource Plan
 Communication Plan
 Change Management Plan
 Quality Plan
 Risk Register
 Payment Milestones
Project
Manager
 ProjectQualityPlan
Management
document(Draft)
a. Team Leads prepares project technical
document templates.
b. ProjectOffice preparesprojectdocument
templates
Team Leads,
Project Office
 Technical document
templates
 Projectdocument
templates
4. Project Manager submit Project Quality Plan
Management document to Customer for
acceptance sign-off.
Project
Manager
Management
document(Final)
to accept and approve the deliveryof Project
Quality Plan Management document.
Customer  COA for ProjectQuality
PlanManagement
document
Management
document(Signed-off)
copy) for Project Quality Plan
Management document.
softcopy (final version) Project Quality
Plan Management document to Project
Folder in Central Repository server.
Project Office  COA for ProjectQuality
PlanManagement
(Scancopy)
 Softcopy(Final version)
ProjectQualityPlan
Management.
server.

Document
allocatesresourcesaccordingtothe Resource
Planning.
Head of ASEAN
Delivery &
Operations
3.1.3 Project Management Process – Executing
In projectexecution,ProjectManager mustmanage projectactivitiesinaccordance todetail
planagreedby the stakeholdersthatincludeCustomer,ProjectTeam,andPartners/3rd
Party
vendors. At this stage, Project Manager needs to communicate effectively with the
stakeholders. Thus, 90% of Project Manager’s effort will be on communication. Figure 12
shows the Project Executing process flow.
During project execution, Project Manager prepares progress status reporting & presented
to Customer and Internal PSC. Progress reporting will also include highlighting risks, issues
that project team is facing and requires Customer to endorse the mitigation plan to avoid
delayinprojectdelivery.ProjectManagerwillinvokethe respectiveMonitoring&Controlling
procedures with regards to Risks/Issues Mitigation, Quality Assurance as well as Timeline
control.
Figure 12 : Process Flow for Project Executing

Detail process description for Project Executing as per Table 9.
Table 9 : Project Executing Process Flow
Document
1. Project Manager manages project activities
according to Project Plan & Timeline &
monitor tasks, risks & issues continuously.
Project
Manager
2. Project Team executes tasks as per planned
start date.The followingtaskswill be doneby
the project team:
 Prepare required deliverables as per
project document template.
 Reportingtasksprogressstatusto Project
Manager.
 Highlights on risks & issues to Project
Manager
Project Team  Risksform
 Issuesform
 Timesheet
 Milestonesdeliverables
3. Project Manager performs the following :
 Prepare Progress Status Report and
updates Customer.
 Prepare Progress Status Report and
updates Internal PSC.
 Invoke QA Proceduresforall deliverables
prepared by the Project Team
 Invoke Risks Control procedures for
project risks monitoring & control.
 Invoke Timeline control procedures for
schedule monitoring and control.
Project
Manager
 ProjectStatusReport
 RiskRegister
 IssuesRegister
 ProjectTimeline
(Actual vs.Planned)
 ProjectQuality
ManagementPlan
document(revised).
a. Headof ASEAN Delivery&Operationswill
resolves issues in regards to Inter-
departments and Inter-organisations
raised by Project Manager in Internal
Project Status Report.
Head of ASEAN
Delivery &
Operations
 IssuesRegister

Document
b. Project Office prepares the Minutes of
Meeting for all project status meeting
sessions with Customer.
Project Office  Minutes of Meeting
4. Customer review progress status.
 Approve the revised schedule, if any.
 Approve risk mitigation plan, if any.
Customer,
Project
Manager
 Approval Sign-offform
5. Customer raises new requirements due to
various reasons.
 Project Manager invokes the Change
Request Control procedures
 Internal PSC reviews and endorses the
additional project costs & revised
timeline submitted by Project Manager.
 Head of ASEAN Delivery & Operations
proceed Variation Order process with
Customer.
Customer,
Project
Manager,
Internal PSC
 Change Requestform
 Change Request
Proposal
 Change Request
Approval
 VariationOrder
6. Project Office maintains the Project Central
Repository for all deliverables submitted to
Customer for review and acceptance.
Project Office  Scanneddocuments
 Minutesof Meetings
server
3.1.4 Project Management Process – Monitoring and Controlling (Timeline)
Project Manager must monitor & control project timeline accordingly.Time is one of the
componentinthe Triple Constraintsi.e.Scope,Time and Budget.Hence,propermonitoring
& controlling procedures must be invoked so that Project Manager can be alerted when
there’s a possibilities of slippage in the project schedule.
Varioustoolscan be utilizedbyProjectManagerto detectthe slippage,especiallyinregards
todetail tasksthathave dependenciesanddue date.Normally,taskdependencyisone of the
tool that alwaysprovide red lighttoProjectManager wheneverapotential slippage isabout
to happen.
Any delay of project task that have dependency can be screened earlier through Timesheet
of each teammembersince everyteammemberswill have tosubmittheirTimesheetatend
of week.Basedonthe Timesheet,ProjectManagerwill be able todetermine the completion

of each task performed by the team member whether as per planned or otherwise. Hence,
Project Manager needs strategy to put project back on-track when the slippage occurs.
The following Figure 13 shows the Monitoring & Controlling Process for Timeline.
Figure 13 : Process Flow for Monitoring and Controlling for Timeline
Detail process description for Monitoring and Controlling for Timeline as per Table 10.
Table 10 : Monitoring & Controlling (Timeline) Process Flow
Document
1. Project Office prepares Timesheet template
and circulates to Project Team members to
fill-in for weekly planned tasks execution.
Project Office  Timesheettemplate
2. Project Team filled in the Timesheet for
weekly activities planned and actual.
 Monday morning submission for plan
tasks for the week.
Project Team  Weekly Timesheet

Document
 Friday evening submission for actual
tasks progressing.
3. Project Manager reviews Weekly Timesheet
with Project Team on Monday morning.
 If slippage, Project Manager will cross-
check with the Overall Project Plan
whether impacted or otherwise.
 If Overall Planimpacted,ProjectManager
revises the Overall Plan and obtain
endorsement from Internal PSC prior to
Customer endorsement. Cost impact
report will be submitted to Internal PSC
for review and endorsement.
Project
Manager
 ProjectTimeline
(Actual vs.Planned)
 IssuesRegister
 RisksRegister
 Cost impactreport
4. ProjectManagerpresentsthe RevisedProject
Schedule to Customer for approval.
Project Office noted the approval in Minutes
of Meeting.
Project
Manager,
Project Office
 RevisedProject
Schedule
 Minutesof Meeting
5. Customer review and approve the revised
schedule.
Often, project schedule revision will be
presented in Project Status Meeting.
Customer  Approval on Revised
ProjectSchedule
6. Project Team executes mitigation plan to
bring project back on track.
Project Team  IssuesRegister
 ProjectSchedule
7. Internal PSC and Head of ASEAN Delivery &
Operation approved on the utilisation of
Contingency Reserve fund for Revised
Schedule that require additional project
budget.
Internal PSC,
Head of ASEAN
Delivery &
Operation
 Internal Memo
server

3.1.5 Project Management Process – Monitoring and Controlling (Risks / Issues)
Risks & Issues are potential elements that impact to project delivery. Monitoring and
Controlling risks and issues are critical tasks that Project Manager needs to perform during
project implementation.
Often, frequency of risks & issues monitoring and controlling are done weekly to ensure
project healthiness. Risks & issues that have been identified and resolved will be logged in
each registers. Whenever identified risks emerge, Project Manager will reviews overall
project timeline to assess whether any adverse impact to it. If there is impact, then Project
Manager will executes mitigation plan as agreed by Customer.
Sometime,mitigationplanrequiresadditionaltime tobe addedintooverall projectschedule
and milestonesdue date must be revised.If thishappens,ProjectManager needsto invoke
necessary procedures to obtain endorsement from Customer and Internal PSC before the
mitigationplancanbe loggedinthe RisksRegister. Similarprocedureappliestoprojectissues
as well. Figure 14 shows the process flow for Monitoring and Closing for Risks and Issues.
Figure 14 : Process Flow for Monitoring and Closing for Risks and Issues

Detail process description for Monitoring and Controlling for Timeline as per Table 11.
Table 11 : Monitoring & Controlling (Risks / Issues) Process Flow
Document
1. Project Manager reviews risks and issues
weekly with Project Team.
ProjectOffice updatesbothregistersforrisks
and issues that have been closed.
Project
Manager,
Project Office
 RisksRegister
 Issues /ActionItem
Register
a. Project Team raises :
 Risks Form when there’s a new risk
identified.
 IssuesFormwhenthere’sanew issue
identified.
Project Team  Risks/ IssuesForm
2. ProjectManagerdetermineswhetherOverall
Project Schedule will be impacted by the
identified risks or issues.
 If impact to Overall Schedule, then the
mitigation plan will be prepared for the
respective risks or issues.
revises the Overall Plan and obtain
 Project Manager presents the Revised
Schedule toCustomerfor approval,after
endorsement of Revised Schedule from
Internal PSC.
 ProjectOffice willloggedinbothregisters
for all newly identified risks or issues.
Project
Manager,
Project Office
 RisksRegister
 Issues/ActionItem
Register
3. Project Manager presents Risks and Issues
registers to Customer for endorsement on
mitigation plan for new risks and issues.
Project Office noted the endorsement in
Minutes of Meeting.
Project
Manager,
Project Office
 RisksRegister
 Issues/ActionItems
Register

Document
4. Customer reviews and approves the
Mitigation Plan inclusive of Revised Project
Schedule.
Often, Risks/Issues Mitigation Plan will be
presented in Project Status Meeting.
Customer  Approval on
Risks/Issues Mitigation
Plan
5. Internal PSC and Head of ASEAN Delivery &
Operation approved on the utilisation of
Contingency Reserve fund for Risks / Issues
Mitigation Plan that require additional
project budget.
Internal PSC,
Head of ASEAN
Delivery &
Operation
 Internal Memo
server
3.1.6 Project Management Process – Monitoring and Controlling (Change
Request)
Often, there are new requests raised during project implementation. Sometimes, change
requestsraisedbyCustomerduetopolicychange andProjectManagerneedstohandlethese
new requests accordingly. Suddenchange to project tasks may impact to the whole project
deliverymilestones.Hence,properchangerequestproceduremustbeinvokedbeforeallnew
requests can be considered as part of project delivery commitments.
The mostimportantcomponentinthe Change RequestsProcessisthe ChangeControl Board
(CCB). A CCB must be formed at earlier stage so that any new requirement raised can be
addressedearlierpriorto projectexecution.Thiswill easesthe pressure to ProjectManager
and projectteamasnewcritical requirementscanbe includedinthe projectscheduleduring
planning stage. All change requests raised by users are reviewed by CCB to determine
whetherthese requestscanbe endorsedfor furtheractionsordeclined. Figure 15showsthe
process flow for Monitoring and Closing for Change Request.

Figure 15 : Process Flow for Monitoring & Controlling for Change Requests
Detail processdescriptionforMonitoring&ControllingforChange RequestsasperTable 12.
Table 12 : Monitoring & Controlling (Change Requests) Process Flow
Document
1. Customer raised new requirements during
meetingsessions,workshopsessions,orUAT
sessions.
 Newrequirementswillbe capturedinthe
standardChange Requestformandto be
filled in by the Requestor.
Customer  Change Requestform
2. Project Team evaluates the efforts on new
requests based on duration, complexity,
impact to other delivery components and
number of resources required.
Project Team  Timeline (fornew
requests)
3. Project Office gives a unique ID for each CRs
and loggedin the Change Requests register.
Project Office  Change Request
Register

Document
4. ProjectManagerdetermineswhetherOverall
ProjectSchedule willbe impactedbythe new
requirements.
developspropose revisedOverall Project
Schedule to include the new requests
implementation.
Project
Manager
 Propose Revised
ProjectSchedule
5. Project Manager conducts the following for
the new requirements.
 Project Manager estimates the cost for
the new requirements and obtain
 Project Manager compiles all Change
Request forms and presents to CCB for
approval.
 Project Office updates the Change
Requests register for all CR forms
submitted for CCB review and
endorsement.
Project
Manager,
Project Office
 Change Request
Register
 CompiledChange
Requestsforms.
6. Change Control Board reviews and endorses
eachChange RequestinCCBMeetingsession.
Change Control
Board
 ApprovedandRejected
CR forms
a. Project Office updates the Change
RequestRegisteronall CRs(i.e.Approved
and Rejected).
Project Office  Change Request
Register
7. Project Manager obtain sign-off from
Customer on revised project schedule for
implementation of the approved Change
Requests.
Project
Manager
 Propose Revised
ProjectSchedule
8. Customer signed-off the Revised Project
Schedule.
Customer  Sign-off document.

Document
a. Project Manager must update the
Internal PSCand Head of ASEAN Delivery
& OperationinregardstoRevisedProject
Schedule.
b. Project Manager informs the Project
Team of the Revised Project Schedule.
Project
Manager
 ApprovedRevised
ProjectSchedule
server
10. Project Team executes all approved CRs. Project Team
3.1.7 Project Management Process – Monitoring and Controlling (Quality
Assurance)
Quality Assurance is part of the activity to ensure all deliverables adhered to the quality
standard practiced by the Customer. In Project Management process, Quality Assurance is
deployed under the Monitoring and Controlling process. Quality is emphasized in every
project as to ensure Customer satisfaction of the delivered product or services. The very
minimum is to have all submitted deliverables complied the industry’s standard. As such,
standarddocumenttemplatesneedtobe definedandsharedwiththe ProjectTeamforthem
to use when preparing the deliverables.
The processstarts withProjectOffice preparesthe templatesanduploadedintothe Central
Repository server. Often, these defined templates are endorsed during Project Kick-off
Meeting to make known to stakeholders and Project Team that consistencies in project
deliverablesare important.Furthermore,itisaformof goodpractice that can be transferred
to Customer as well.
Types of deliverables vary as they depend on delivery scope. For example, a software
development project is based on the SDLC methodology whereby the standard deliverables
are; User Functional Specification, System Design Specification, User Acceptance Testing,
Data Migration Specification, Training Manual, User Manual, and Hand-over Document. A
part from that, there are generic documentsin Project Managementprocesses that include
Project Charter, Project Quality Plan Management, Certificate of Acceptance, Risk Profile
form, Change Request form, and Minutes of Meeting.
Often,the ProjectManager mustwork togetherwithProjectOffice todetermine what,how
and when these documents will be used. Figure 16 shows the process flow for Monitoring
and Closing for Quality Assurance.

Figure 16 : Process flow for Monitoring & Controlling for Quality Assurance
Detail processdescriptionforMonitoring&Controllingfor QualityAssurance asperTable 13.
Table 13 : Monitoring & Controlling (Quality Assurance) Process Flow
Document
1. Project Office defines standardized project
document templates and uploads into
Central Repository.
Often, standardization of document
templatesisdone at Project Initiating stage.
Project Office  Documenttemplates
server
2. Project Team prepares the document for
Customer sign-off upon completion of each
project milestone.
Project Team  Draft Technical
Documents
3. Team Lead reviews contents and endorses
the document before releasing to Project
Manager for approval.
Project Team
Lead
 Draft Technical
Documents
4. Project Manager reviews and approves
documents for submission to Customer.
Project
Manager
 Technical Documents

Document
Often, Project Manager reviews contents in
regards to delivery scope compliance and
standardised document layout.
5. Customer circulates the documents to the
relevant stakeholders for reviews and
verifications. Often, they are :
 QA/QC team, and
 User team
Customer  Technical Documents
 Feedbackform
6. User Team and QA/QC Team reviews and
verifies the documents.
 QA/QC team – reviews on document’s
Quality.
 User team – reviews on user
requirements compliance.
User Team and
QA/QC Team
 DocumentSign-off
Page
(ReviewedSection)
 Feedbackform
a. If amendments required, User Team and
QA/QC Team will list out comments in
feedback form.
b. Document& Feedbackformare reverted
to TCS for further amendments.
User Team and
QA/QC Team
 FeedbackForm
 Technical Documents
(Modificationrequired)
c. Project Team modify documents as per
Feedback form and repeat the internal
reviewprocessas per processes 3 and 4.
Project Team  RevisedTechnical
Documents
to accept and approve the deliverables.
Customer  COA as per deliverable
milestones
copy) for technical document
deliverables.
softcopy (final version) of technical
document deliverables to Project Folder
in Central Repository server.
Project Office  COA technical
documentdeliverables
(scannedcopy)
 Softcopy(final version)
technical document
deliverables.
server

Document
9. Project Manager informs relevant parties in
TCS for project billing process.
Project
Manager
 Email
3.1.8 Project Management Process – Closing
When project successfully completed, it shows that all delivery commitments have been
deliveredtoCustomer.The endorsementinaformof COA indicatesCustomersatisfactionon
quality compliances shown on all submitted deliverables. Hence, a proper project closing
procedure should be commenced. Figure 17 shows the process flow for Project Closing.
Often, Project Closing involves the following:
− Final Acceptance process
− Handing over to Operational Support Team
− Starting of Warranty Support period.
− Project Team disbanding.
Figure 17 : Process Flow for Project Closing

Detail process description for Project Closing as per Table 14.
Table 14 : Project Closing Process Flow
Document
1. ProjectManager will coordinate withproject
stakeholders for the Final Acceptance
session.
 ProjectOffice circulatescalendarinviteto
all stakeholders.
Project
Manager,
Project Office
 Calendarinvite and
Final Acceptance
Agenda.
2. Project Team prepares technical documents
for Final Acceptance & submit these
documents to Customer.
 Project Team performs Final Acceptance
with Customer.
Project Team  DocumentsforFinal
Acceptance
3. CustomerperformsFinal Acceptance process
and sign-off the Certificate of Final
Acceptance
Customer  CFOA (Signed-off)
4. Project Office performs the following:
 Scan Certificate of Final Acceptance
(signed copy).
 Upload the scan copy of Certificate of
Final Acceptance to Project Folder in
Central Repository server.
Project Office  CFOA (scannedcopy)
server
5. Internal PSCestablishesthe SupportServices
Team for Warranty Period.
Internal PSC  SupportServices
Organizationstructure
a. Head of ASEAN Delivery & Operations
allocatespeople forthe SupportServices
during Warranty Period.
Head of ASEAN
Delivery &
Operations
 Listingof Resources
withRoles&
Responsibilities
6. Project Manager conduct the Handover
SessionwiththeCustomerandSupportTeam
for the Warranty Support.
 Project Team disbanded
 Warranty Period commences
Project
Manager,
Project Office
 Handoverdocument
 ProjectFile Folder

Document
invoked the Final Billing process.
Head of ASEAN
Delivery &
Operations
 Final Billing
3.2 Project Financial Management
Often,projectfinancial managementinvolvesmanagingthe monetaryaspectof a project.It
involves managing Accounts Receivable (AR) and Accounts Payable (AP) with regards to
project.ProjectManagerneedstokeeptrackof project billings/collectionsas wellas3rd
party
vendor billings and payments.
Figure 18 showsthe processframeworkforbothAccountsReceivable andAccountsPayable.
Figure 18 : Project Financial Management Process Framework
This process framework applies to both processes:
− Customer’s Invoicing, and
− Billings from Partners / 3rd
party vendors.
In general, the framework shows the sequence of processes that need to be completed
before proceedingtothe nextstage.Invoicingandbillingprocessescanproceeduponsigning
of contract betweenbothparties,asmentionedearlierinthe ContractPreparationProcess.
Often,paymentmilestonesare settotriggerthe invoicingandbillingprocesses. Forexample,
the payment schedule between Customer and TCS, is formalisedin Contract and become
Customer’s commitment to pay TCS upon completion of each milestone. Pre-requisite
documentsneedtobe submittedtogetherwiththe invoice toensure paymentcanbe made
to TCS. Hence, Project Manager needs to be aware of these pre-requisite documents.

For example, the following pre-requisite documents are required when invoicing TM:
− TM’s Purchase Order (PO)
− COA (Certificate of Acceptance)
− TCS’s Invoice
Once these documentsare prepared,TCS’s ProjectManagermustobtainsign-off onCOA and
TCS’s Invoice from the respective TM Project Manager before proceeding to upload the
scanned copies of these documents into TM’s Portal. Often, uploading these documents is
done by TCS Client Partner or Sales Director since they have the User Login to TM’s Portal.
3.2.1 Project Financial Management Process – Accounts Receivable (AR)
Project cash-flow is important in every project since resources costs are budgeted in the
project.ItisimportantforProjectManagertokeeptrack onprojectinvoicingandcollections.
Hence,astandardtool totrack ProjectCash-flowneedtobe usedasithelpsProjectManager
to determine due date for invoicing process.
Often,invoicingCustomerisbasedonthe paymentscheduleagreedinthe Contract. Relevant
documents to be submitted together with invoice are stated in the Contract as well. The
Accounts Receivable process is shown in Figure 19.
Figure 19 : Process Flow for Project Accounts Receivable
Detail process description for Project Accounts Receivable as per Table 15.

Table 15 : Project Accounts Receivable Process Flow
Document
1. Client Partner/Sales Director starts with
signingof Contract for the project initiative.
Client Partner /
Sales Director
 Contract
2. Project Manager prepares the Billing /
Collection Milestones Tracking sheet based
on Payment Schedule in Contract.
 Project Manager shares the
Billing/Collection Milestones tracking
sheet with Head of ASEAN Delivery &
Operations
Project
Manager
 Project
Billing/Collection
MilestonesTracking
sheet
3. Customerprepares POafterContract signed-
off.
Customer  Purchase Order
4. ProjectOffice preparesCOA upon completion
of delivery milestone.
Project Office  COA
5. Project Manager informs Head of ASEAN
Delivery & Operations to prepare Invoice
based on payment schedule.
Project
Manager
 Email
a. Head of ASEAN Delivery & Operations
prepares Invoice and revert the Invoice
document to Project Manager for
Customer sign-off.
Head of ASEAN
Delivery &
Operations
 Invoice
b. ProjectManager submit COA and Invoice
document to Customer for sign-off
together with relevant PO.
Project
Manager
 Compileddocuments
(i.e.Invoice,COA,PO)
6. Customer’s PM sign-off Invoice and COA,
then revert to Client Partner / Sales Director
for submission to Customer’s Finance.
Customer
Project
Manager
 Invoice (Signed-off)
 COA (Signed-off)
7. Client Partner / Sales Director submit to
Customer Finance all documents (Invoice,
COA and PO) for payment process.
In TM, documentsubmissionis viaTMPortal.
Client Partner /
Sales Director
 Scanneddocuments
(i.e.Invoice,COA,PO)

Document
8. Project Office updates relevant information
in the Billing/Collections Milestones tracking
sheet.
Project Office  Billing/Collection
Milestonestracking
sheet
9. Project Office upload to Central Repository
the scanned copies of Invoice, COA and PO.
(i.e.COA,Invoice,PO)
server.
3.2.2 Project Financial Management Process – Accounts Payable (AP)
Often, cash-flow management also involves processing payments to 3rd
party vendors or
Partners. The process flow is similar to Accounts Receivable except that TCS will be the
paymaster. All projectpaymentsto3rd
partyvendorsor Partnersshouldbe basedon agreed
payment terms and schedule.
Normally, the agreement between TCS and 3rd
party vendors is signed under sub-contract
agreement. Hence, payment terms will always be ‘back-to-back’ i.e. TCS pays 3rd
party
vendorsafterpaymentmade by the Customer.Pre-requisite documenttoprocesspayment
mustbe submittedtogetherwithvendor’sinvoice andthese documentwill be basedonTCS
internal procedure. The Accounts Payable process is shown in Figure 20.
Figure 20 : Process flow for Project Accounts Payable

Detail process description for Project Accounts Payable as per Table 16.
Table 16 : Project Accounts Payable Process flow
Document
1. Head of ASEAN Delivery & Operations starts
with signing of Sub-Contract agreement for
the project initiative.
Head of ASEAN
Delivery &
Operations
 Sub-Contract
Agreement
2. Project Manager prepares the Payment
MilestonesTrackingsheetbasedonPayment
Schedule in Sub-Contract.
 Project Manager shares the Payment
Milestones tracking sheet with Head of
ASEAN Delivery & Operations
Project
Manager
 ProjectPayment
MilestonesTracking
sheet
3. Partners / 3rd
Party Vendors delivers tasks as
per milestone.
 Partners / 3rd
Party Vendors obtains
endorsement from TCS Project Manager
Partners / 3rd
party vendors
 Milestone deliverables
4. TCS Project Manager endorses the delivery
milestone completion.
Project
Manager
 DeliverablesSign-off
a. Client Partner / Sales Director produce
and sign-off the Delivery Acceptance
form & submit to 3rd
party vendors /
partners.
Client Partner /
Sales Director
 DeliveryAcceptance
form(signed)
5. Partners/ 3rd
partyVendorssubmitinvoice &
relevant documents as per Payment
Schedule.
Partners / 3rd
party vendors
 Invoice
 Supportingdocuments
a. TCS Project Manager instruct Head of
ASEAN Delivery & Operations to process
paymentfor3rd
party vendors/Partners.
b. Project Office updates the Payment
Milestone tracking sheet.
Project
Manager,
Project Office
 Email
 Invoice
 Supportingdocuments
 ProjectPayment
MilestonesTracking
sheet

Document
proceed with payment process to 3rd
Party
Vendors / Partners.
Head of ASEAN
Delivery &
Operations
 PaymentAdvice
9. Project Office upload to Central Repository
the scanned copies of Invoice, and Delivery
Acceptance form.
(i.e.Invoice,Delivery
Acceptance form)
server.

4. Project Implementation Process (Post-Delivery)
Post-delivery commences upon project closing. It has 2 components:
− Warranty Support Process
− Client Retention Program
Usually,Warranty Supportcovers Corrective Maintenance ondeliveredproduct.Sometime,
italsocoversPreventive Maintenancedependingonterms&conditionsagreedbetweenTCS
andCustomer. The WarrantySupportperiodcanbe 6months,12months,oreven24months.
Often,retainingthe existingCustomerisa challengetocompany.Therefore,ClientRetention
Program should starts immediately i.e. during Post-Delivery. At this stage i.e. Post-Delivery,
TCS Support Team can identify room for improvement on areas that were not in previous
deliveryproject.Aswell,gapsorweaknessesdiscovered duringPreventiveMaintenancecan
triggered business opportunities for TCS to propose ultimate solution. Hence,proper Client
RetentionProgramshouldbedevelopedtoensurecontinuousbusinessventure betweenTCS
and the Customer.
4.1 Post-Delivery (Warranty Support)
As mentioned earlier, Warranty Support is part of delivery that TCS needs to provide after
project completion. We are aware that during project closing, the Project Team has been
disbanded.Duringproject,all issueswere beingattendedbytheassignedteaminthe project.
But once project has been closed, the responsibility to service the Customer has shifted to
the Support Team for the duration agreed in the Contract.
As mentioned earlier, Warranty Support Service covers Corrective Maintenance and
Preventive Maintenance. Figure 21 shows the Warranty Support process framework.
Figure 21 : Warranty Support Process Framework

Critical component in Warranty Support Services is the SLA (Service Level Agreement)
management. CustomerexpectingTCStoresponse fastwhenproblemsare loggedin.Often,
the response timetoproblemresolutiondependsonseverityof aproblemandeachproblem
will be classifiedintoCritical,Major,MediumandLow.Basedontheseclassifications, the SLA
will be determined.Often,all critical issueswill needfastresponsesfromTCSSupportTeam
and these issues to be resolved within agreed duration since critical issues will disrupt the
daily operations.
Apart from SLA Management, there is Preventive Maintenance that TCS must perform for
Customer. Normally, frequency for Preventive Maintenance is set as Yearly, Half-Yearly,or
Quarterly. The reason for Preventive Maintenance is to identify potential problems before
they emerge. As such, risks of operational disruption can be avoided.
In general, TCS Helpdesks will escalate all problems logged by Customer based on severity
classification.Routingproblem ticketswithSLA tothe respective SupportTeamwill be done
via Helpdesks system. Hence, status of each ticket can be tracked and report can be
generateddaily,monthlyaswell asyearly.Furthermore,analysisreportonperformancecan
be produced to Customer as evidence of Warranty Support being done in accordance to
contract.
OnPreventiveMaintenanceSupport,schedule forPreventiveMaintenanceissharedwithTCS
Helpdesks byTCS Service Manager. A ticketon Preventive Maintenance will be escalatedto
TCS SupportTeamas preventivesupporttasks.Listof taskswillneedtobe performedduring
Preventive Maintenance support and once completed, the TCS Support Team obtains
endorsement from Customer for work done.
4.1.1 Post-Delivery – Warranty Support for Corrective Maintenance
Warranty Support for Corrective Maintenance involves activities of resolving Customer’s
operational problems of the delivered product. These problems will be raised as incident
tickets via TCS Helpdesks. The severity of every problems will be determined based on the
impactof the problemtooperation.Eachticketwillhave the SLA thatneedstobe fulfilledby
TCS Support Team. Otherwise, TCS will be considered as non-compliance to Contract and
having risks of being litigated.
Figure 22 shows the process flow for Corrective Maintenance.

Figure 22 : Process flow for Warranty Support (Corrective Maintenance)
Detail processdescriptionforWarrantySupportfor Corrective MaintenanceasperTable 17.
Table 17 : Warranty Support (Corrective Maintenance) Process Flow
Document
1. Customer logged in incident to obtain
Incident Ticket via :
 Helpdesks Hotline no.
 Website Portal.
Customer  IncidentTicket
2. HelpdesksSupportConsultantwill accessthe
Incident tickets and performs the following
based on severity:
 Resolve issue at 1st
Level Support
 Escalation to the 2nd
Level Support
Helpdesk  IncidentTicket
 Escalationemail
 IncidentManagement
Database

Document
 Escalation to the 3rd
Level Support
a. Helpdesks updates status for 1st
Level
Supportafterproblemhasbeenresolved.
b. Internal SupportTeamupdatesstatusfor
2nd
Level Supportafterproblemhasbeen
resolved.
c. 3rd
party vendor updates status for 3rd
Level Support after problem has been
resolved.
Helpdesk,
Internal Support
Team,
3rd
Party Vendor
 IncidentReport
Database
3. CustomerclosedallIncidentTicketsthathave
been resolved.
Customer  IncidentTicketstatus
Database
4. Service Managerproduce MonthlyReporton
Incidents Management and submit to
Customer.
Service
Manager
 MonthlyReport
IncidentsManagement
4.1.2 Post-Delivery – Warranty Support for Preventive Maintenance
Preventive Maintenance during Warranty Support is based on agreed frequency of
maintenance supportrequiredbyCustomerduringwarrantyperiod.Itinvolvesseveralcritical
tasks to avoid operational disruption on the delivered product. As well, potential risks that
may cause disruptiontothe product operationare beingidentifiedbefore theycanbecome
operational issues. We can also consider Preventive Maintenance Support as risks
identification process on the delivered product.
During Preventive Maintenance Support, a schedule system outage will be invoked. TCS
SupportTeam will performs some critical tasksto detectpotential problemsthatmayoccur
on the delivered product.
Figure 23 shows the process flow for Preventive Maintenance Support.

Figure 23 : Process flow for Warranty Support (Preventive Maintenance)
Detail processdescriptionforWarrantySupportforPreventiveMaintenance asperTable 18.
Table 18 : Warranty Support (Preventive Maintenance) Process Flow
Document
1. Service Manager performs the following:
 Prepares Preventive Maintenance
Schedule &Maintenance TasksChecklist.
 Obtain endorsement from Customer
Service
manager
 Preventive
Maintenance Schedule
 Maintenance Tasks
Checklist
2. Customer endorses the following :
 Preventive Maintenance Schedule
 Maintenance Tasks Checklist.
Customer  Preventive
(Sign-off)
Checklist(Sign-off)

Document
3. Service Manager shares the Preventive
Maintenance Schedule with Helpdesks.
Service
Manager
 Preventive
Checklist
4. HelpdeskConsultantraisedIncidentTicketon
Preventive Maintenance when it’s due.
 Escalation to Internal Support team
 Escalation to 3rd
party vendors
Helpdesk  IncidentTickets
 Escalationemail
a. Internal Support team perform the
Preventive Maintenance as per Tasks
Checklist and update status for tasks
completion.
b. 3rd
party vendors perform Preventive
Maintenance as per Tasks Checklist and
update status for tasks completion.
Internal Support
Team,
3rd
Party
Vendors
 Preventive
Maintenance report
5. Service Manager produce Monthly
Preventive Maintenance Report and submit
to Customer.
 Service Manager upload into Central
Repository.
Service
Manager
 Monthly Preventive
Maintenance Report
Server
4.2 Post-Delivery (Client Retention Program)
It is important to ensure the existing Customer remains in TCS’s Client Database. Often,
company assumes that a successful delivered project ensures business continuity with the
Customer. At times, it is true but ensuring continuous business with the present Customer
must be solidified with a Client Retention Program.
As such, duringPost-Deliveryperiod will be the besttime to have effective ClientRetention
Program. TCS will be able to anticipate business opportunities from the business issues
emerged during Warranty Support period. Hence, Service Manager will be able to provide
inputtoClientPartnerorSalesDirectorpertainingtoopportunitythatarisewhenperforming
the Preventive Maintenance Support and the Preventive Maintenance report can be the
triggering point to initiate a business proposal to Customer.
The following Figure 24 depicts the Client Retention Program process framework for TCS’s
benefit.

Figure 24 : Process framework for Client Retention Program
This program starts by Service Manager gathering information from Customer pertinent to
operational issuestheyare facingwhetherdirectlyfromTCS’sdeliveredproductorindirectly
from other business support systems. Operational system issues can be related to policy
change or maybe newrequirements raisedfrombusinessusers. Gatheringinformationfrom
Customer can be in a form of Customer Surveys.
Another source of input on business opportunities can be derived as well from the Service
Reports shared in the Central Repository. During Warranty Support, it is essential for TCS
Support Team to determine areas of opportunity that can be explored by TCS. Hence,
information compiled from Service Reports will be the basis for Client Partner or Sales
Director to develop a business proposal and submit to Customer for further decision.
The Client Retention Program process flow is shown in Figure 25.

Figure 25 : Process flow for Client Retention Program
Detail process description for Client Retention Program is shown in Table 19.
Table 19 : Client Retention Program Process Flow
Document
1. TCS Service Manager develop Customer
SatisfactionSurveyformderivedfromService
Reports in Central Repository.
 Submit to Customer the Customer
Satisfaction Survey form.
Service
Manager
 CustomerSatisfaction
Surveyform
2. Customer discusses face-to-face with TCS
Service Manager to complete the Customer
Satisfaction Survey form.
Customer,
Service
Manager
 CustomerSatisfaction
Surveyform(filled)
3. TCS Service Manager performs :
 Compile data from both sources i.e.
Service Report Central Repository and
Customer Satisfaction Survey.
Service
Manager
 BusinessOpportunity
Report

Document
 Produce Business Opportunity Report
and submit to Client Partner / Sales
Director.
4. Client Partner / Sales Director performs :
 Review Business Opportunity Report
from TCS Service Manager.
 Produce a Business Support System
Improvement proposal and submit to
Customer.
 Review the proposal with Customer and
obtain feedback.
Client Partner /
Sales Director
 BusinessSupport
SystemImprovement
Proposal
5. Customer decides to proceed :
 Request for Information (RFI) initiative.
 Request for Quotation (RFQ) initiative.
 Request for Proposal (RFP) initiative.
Customer  RFI document
 RFQ document
 RFP document
6. Client Partner / Sales Director invokes the
process of :
 RFI
 RFQ
 RFP
Client Partner /
Sales Director
 Business Proposal
documentfor(RFI,
RFQ, or RFP).

Annex A – Listing of Documents and Templates
No. Document Name Process Document Templates
1. a. StandardDocumentTemplate General
TCS-TM
Document-Template.docx
b. Certificate of Acceptance User Acceptance Sign-off
COA
TEMPLATE.docx
c. Invoice document Milestone Billing
Invoice_Template.d
ocx
d. Induction Manual General
Induction
Manual.doc
2. Requirement Traceability Matrix SOW Confirmation
Requirements
Traceability Matrix.doc
3. Project Charter Project Initiating
Project Charter.doc
4. ProjectQualityManagementPlan Project Planning
TM Project Plan -
Template.docx
5. Minutes of Meeting Project Executing
MOM_Project
Status_Template.docx
6. ProjectStatusReport Project Executing
Project Performance
Report.doc

No. Document Name Process Document Templates
7. ProjectRiskProfile Project Monitoring &
Controlling
Risk Data Sheet.doc
8. ProjectRiskRegister Project Monitoring &
Controlling
Risk Register.doc
9. ProjectIssuesForm Project Monitoring &
Controlling
Issue Log.doc
10. Change RequestForm Project Monitoring &
Controlling
Change
Request.doc
11. Change RequestLog Project Monitoring &
Controlling
Change Log.doc

TCS-PMO Document V1.0 - Project Implementation

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