PMO - PROJECT IMPLEMENTATION PROCESS

Nov 2015
Version: 1.0

Version: 1.0
Tata Consultancy Services requires that all of its employees adhere to a strict set of ethical guidelines
(“Tata Code of Conduct” http://www.tata.com/aboutus/articles/inside.aspx?artid=NyGNnLHkaAc=).
We request your support in helping us maintain our Code of Conduct. Should you note any violation,
or potential violation, by a Tata employee, please promptly report it to your TCS contact or to the
CEO of TCS. All reports will be kept strictly confidential and will help us ensure a corporate culture of
high standards.
PMO - PROJECT IMPLEMENTATION PROCESS

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 i

PMO - PROJECT IMPLEMENTATION PROCESS

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 ii

PMO - PROJECT IMPLEMENTATION PROCESS

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 Cont ract 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 Preventi ve Maintenance............................................... 44
4.2 Post-Delivery (Client Retention Program) ................................................................ 46
Annex A – Listing of Documents and Templates ........................................................50

Ver.1.0 TCS Internal Page iii

PMO - PROJECT IMPLEMENTATION PROCESS

List of Figures
Figure 1 : PMO high-level processes framework ........................................................................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 Flow for 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 Management Process 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

Ver.1.0 TCS Internal Page iv

PMO - PROJECT IMPLEMENTATION PROCESS

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 Initiating Process 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 : Project Accounts Receivable Process Flow ............................................................... 37
Table 16 : Project Accounts 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 Program Process Flow ................................................................... 48

Ver.1.0 TCS Internal Page v

PMO - PROJECT IMPLEMENTATION PROCESS

1. Introduction
PMO is an organizational unit that centralise and coordinate the management of projects
under its domain. Sometimes it’s called Programme Management Office or Programme Office
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 depicted in Figure 1 below, there are 3 components within the PMO process framework.

Figure 1 : PMO high-level processes framework

These components are Project Implementation, Pre-Sales & Bidding Management, and
Departmental Management. The detail breakdown of each component is shown in Figure 2.

Ver.1.0 TCS Internal Page 1

PMO - PROJECT IMPLEMENTATION PROCESS

Figure 2 : Detail PMO Components and Processes

Each processes in every component will be monitored and controlled by PMO. The main focus
will be the Project Implementation as it involves customers and company’s financial benefit.
As mentioned in Table 1 below, the Project Implementation covers processes in 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-Sales and Bidding  Customer RFI (Request for Information) process
Management
 Customer RFQ (Request for Quotation) process
 Customer RFP (Request for Proposal) process
Departmental  Resource Management
Management
 Governance and Reporting

Ver.1.0 TCS Internal Page 2

PMO - PROJECT IMPLEMENTATION PROCESS

The stakeholders defined in the PMO processes framework are shown below. They will 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.
 Help gather lessons learned, and make them available for reference to other projects.
 Help provide resources and standard document templates.
 Provide input to higher management for critical decision to proceed or terminate the
project.
 Provide quantitative methods to continue improving for Project Management
processes.
 Establish centralized repository and management of shared project documentations
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-
delivery of a project. This component is critical to project delivery as it involves delivery of
business solution to customer and ensuring cash-flow to company.

Ver.1.0 TCS Internal Page 3

PMO - PROJECT IMPLEMENTATION PROCESS

The following Figure 3, shows the process framework for Project Implementation.

Figure 3 : Detail process framework for Project Implementation

There are 3 components in Project Implementation which are Pre-Delivery Process, Delivery
Process and Post Delivery Process.

These components are linked together to ensure effective process management and control.
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
Delivery Process  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 project normally initiated as a result of business proposal from vendor to customer. It is a
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.

Ver.1.0 TCS Internal Page 4

PMO - PROJECT IMPLEMENTATION PROCESS

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, PMO will work together with the respective Client Partner or Sales Director who’s
responsible for the respective customer’s account. The following Figure 4, shows the process
components for Pre-Sales and Bidding Management.

Figure 4 : Detail process framework for Pre-Sales and Bidding Management

The output from each component will be a proposal document to customer. This document
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 business unit since Project Manager is assigned with a
group of resources, scope of delivery, timeline, and budget to deliver a successful project.

The important components in Departmental Management are:

− Resource Management
− Governance and Reporting

Ver.1.0 TCS Internal Page 5

PMO - PROJECT IMPLEMENTATION PROCESS

The following Figure 5, shows the process components for Departmental Management.

Figure 5 : Detail process framework 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

Ver.1.0 TCS Internal Page 6

PMO - PROJECT IMPLEMENTATION PROCESS

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-delivery Process. 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 need to be produced from the respective processes. Figure 6 depicts the LOA
process flow.

Figure 6 : Process Flow for Letter of Awards (LOA)

Detail process description for LOA as per Table 4.

Table 4 : LOA Process Flow

No. Process Description Entity Output / Report /

Document

1. Procurement produced Letter of Award (LOA) Customer i.e. Letter of Award (LOA)
and submitted to the selected vendor i.e. TCS TM

2. a. Scan the LOA and upload to Central TCS Client  LOA (Scanned Copy).
Repository (i.e. Knowledge Center) Partner / Sales  Central Repository
Director Server

Ver.1.0 TCS Internal Page 7

PMO - PROJECT IMPLEMENTATION PROCESS

No. Process Description Entity Output / Report /

Document

b. TCS Client Partner / Sales Director will TCS Client  Minutes of Meeting /
conduct briefing session with Head of Partner / Sales Actions List
ASEAN Delivery & Operations, and PMO Director
Head pertaining to LOA scope and
requirements. The output of the briefing
will be the Actions List or Minutes of
Meeting.

3. Head of ASEAN Delivery & Operations Head of ASEAN  New Service Work
register the Service Work Order in the system Delivery & Order No. i.e. SWON
for the respective LOA received from Operations no.
Customer i.e. TM.

4. Head of ASEAN Delivery & Operations Head of ASEAN  Letter of Acceptance

prepares : Delivery &  Scope of Works
Operations
 Supplementary documents as required  Insurance policies (i.e.
by LOA. Workman
Compensations,
 Letter of Acceptance accepting the Comprehensive
project initiative mentioned in the LOA. General Liability
Insurance,
Professional
Indemnity Insurance),
 Declaration of
Independency, and
 Integrity Agreement –
Vendor’s Declaration
 Other documents.

5. Client Partner / Sales Director submit the TCS Client

Letter of Acceptance and supplementary Partner / Sales
documents as required in the LOA. Director

6. Head of PMO performs the following : Head of  Letter of Assignment

Program to Project Manager
 Assign a Project Manager for the project Management  Letter of Assignment
Office (PMO) to Project
 Establish a Project Office for the project
administrative matters. Administrator

 Establish Internal Project Reporting

structure.

Ver.1.0 TCS Internal Page 8

PMO - PROJECT IMPLEMENTATION PROCESS

No. Process Description Entity Output / Report /

Document

7. Project Manager establish Project Project  Project Organization

Organization Structure. Manager Structure

8. Project Manager prepares Project Resource Project  Project Resource

requirements and submit to PMO. Manager Requirement form
 Project Resources Plan

9. Head of PMO raises the Project Resource Head of  Project Resource

Requisition to Head of ASEAN Delivery and Program Requisition form
Operations for project resources. Management
Office (PMO)

10. Head of ASEAN Delivery & Operations Head of ASEAN  List of Resources (i.e.
proceed with HR Recruitment process. Delivery & On-Site, Off-shore)
Operations

2.2 Scope of Work (SoW) Confirmation Process

Once we sent the Letter of Acceptance to Customer (i.e. TM), the next activity is to conduct
project scopes confirmation with the Customer. Often, a Requirement Traceability Matrix 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
business proposal submitted earlier during the RFQ (Request for Quotation) or RFP (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 duration of
preparing the tender specification and process of awarding to vendor may take 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.

Ver.1.0 TCS Internal Page 9

PMO - PROJECT IMPLEMENTATION PROCESS

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

No. Process Description Entity Output / Report /

Document

1. Project Manager prepares Requirement Project  Requirement

Traceability Matrix (RTM) based on the Manager Traceability Matrix
submitted proposal. (RTM)

2. Client Partner/Sales Director conduct Client Partner /  Minutes of Meeting

meeting session with Customer (i.e. TM) to Sales Director
baseline the high-level scope.  Sign-off Scope of Work
document
 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.

a. If Customer request changes to scope, Client Partner /  Minutes of Meeting

formal request will be captured in the Sales Director (MOM)
Minutes of Meeting.
 List of changes to SoW.

Ver.1.0 TCS Internal Page 10

PMO - PROJECT IMPLEMENTATION PROCESS

No. Process Description Entity Output / Report /

Document

b. Further assessment will be done by Client

Partner / Sales Director pertinent to
additional cost and other factors.

3. Scope Changes i.e. additional requirements.

a. Client Partner / Sales Director request for Client Partner /  Email or formal letter
other vendors additional cost to include Sales Director with MOM of SoW
additional requirements from Customer. confirmation.

b. Partners / 3rd party vendor prepare Partners / 3rd  Propose Cost Revision
Propose Cost Revision for inclusion of Party Vendors letter or e-mail.
additional requirements into scope.

c. Client Partner / Sales Director submit to Client Partner /  Revised Bill of Material
Customer the propose revised Selling Sales Director (BOM) / Bill of Quantity
Price inclusive of additional requirements (BQ))

d. Customer accepted the proposed revised Customer  Revised LOA

Selling Price and provide new LOA to TCS (i.e. TM)
Client Partner / Sales Director.

4. Client Partner / Sales Director perform Client Partner /  Revised LOA (scanned
Sales Director copy)
a. Scan related documents into .pdf format,
 SoW Sign-off page
b. Upload into Central Repository all related (scanned copy).
document the Official SoW approved by
Customer (i.e. TM)  SoW softcopy

 Central Repository
Server

2.3 Contract Preparation Process

Normally, contract preparation process starts upon SOW Confirmation process. It is
considered as legalising the agreement between both parties i.e. the Customer and Vendor.
We’ve divided this process into 2 areas i.e. Main Contract and Sub-Contract agreements.

A sub-contract agreement will only be signed-off after the Main Contract is signed between
Customer and the selected Vendor i.e. TCS. The sub-contract agreement is linked to the Main
Contract. Often, sub-contract agreement is signed between vendor and its partners or 3 rd
party vendors providing the service to the Customer. Figure 8 shows the process flow for
Contract Preparation.

Ver.1.0 TCS Internal Page 11

PMO - PROJECT IMPLEMENTATION PROCESS

Figure 8 : Process flow for Contract Preparation

Detail process description for Contract Preparation as per Table 6.

Table 6 : Contract Preparation Process Flow

No. Process Description Entity Output / Report /

Document

1. Customer provides the Agreement template Customer  Template Agreement

to Vendor (i.e. Client Partner / Sales Director)
for preparation.

2. Client Partner / Sales Director prepares draft Client Partner /  Draft Main Contract
Contract based on template agreement Sales Director 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.

Ver.1.0 TCS Internal Page 12

PMO - PROJECT IMPLEMENTATION PROCESS

No. Process Description Entity Output / Report /

Document

3. Customer reviews draft Main Contract Customer  Contract Agreement

agreement with Client Partner / Sales (with Customer
Director. authorised signatures)

 If need modification, Client Partner /

Sales Director will amend the draft as per
requested amendment.

 If both parties agreed, then Contract

Agreement will be signed-off by the
Customer.

4. Client Partner / Sales Director submit to Head Client Partner /

of ASEAN Delivery & Operations for signed- Sales Director
off and stamping the Contract document.

5. Head of ASEAN Delivery & Operations obtains Head of ASEAN  Contract Agreement
TCS authorised signatures on the Contract Delivery & (with both Customers
document and send for stamping. Operations and TCS authorised
signatures, and
stamped)

6. Client Partner / Sales Director performs : Client Partner /  Contract Agreement

Sales Director (Stamped).
 Submit stamped Contract document to
Customer.

 Submit a copy of Contract document to

Project Manager for keeping.

7. Project Manager scan the Contract document Project  Contract Agreement

& upload to Central Repository server. Manager (scanned copy)

 Central Repository
server

8. Head of ASEAN Delivery & Operations Head of ASEAN  Draft Sub-contract

prepares draft sub-contract agreement and Delivery & Agreement
submit the draft to partners / 3rd party Operations
vendors for review & sign-off.

9. Partners / 3rd party vendors review and sign- Partners / 3rd  Sub-Contract
off the document. party vendors Agreement (with
Partners / 3rd Party
vendors signatures)

Ver.1.0 TCS Internal Page 13

PMO - PROJECT IMPLEMENTATION PROCESS

No. Process Description Entity Output / Report /

Document

10. Head of ASEAN Delivery & Operations obtains Head of ASEAN  Sub-Contract
TCS authorised signatures on the Contract Delivery & Agreement (with both
document and send for stamping. Operations Partners/3rd party
vendors and TCS
authorised signatures,
and stamped)

11. Head of ASEAN Delivery & Operations Head of ASEAN  Sub-Contract

performs : Delivery & Agreement (Stamped).
Operations
 Submit stamped Sub-Contract document
to Partners / 3rd Party vendors.

 Submit a copy of Sub-Contract document

to Project Manager for keeping.

12. Project Manager scan the Sub-Contract Project  Contract Agreement

document & upload to Central Repository Manager (scanned copy)
server.
 Central Repository
server

Ver.1.0 TCS Internal Page 14

PMO - PROJECT IMPLEMENTATION PROCESS

3. Project Implementation Process (Delivery)

As shown in Table 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.

Figure 9 : Project Management Process Framework

3.1.1 Project Management Process – Initiating

Project initiating is the commencement of project delivery. The formal project
commencement or kick-off is done to formalise the important aspect of a project i.e. project
implementation strategy, project organization structure, project timeline, milestones,
deliverables and stakeholders’ expectations. Figure 10 shows the process flow for Project
Initiating Process.

Ver.1.0 TCS Internal Page 15

PMO - PROJECT IMPLEMENTATION PROCESS

Figure 10 : Process Flow for Project Initiating

Detail process description for Project Initiating as per Table 7.

Table 7 : Project Initiating Process Flow

No. Process Description Entity Output / Report /

Document

1. Client Partner / Sales Director organizes Client Partner /  Kick-off Slide

project kick-off session with Customer. Sales Director Presentation

2. Customer performs the following: Customer  Calendar Invite

(Project
 Identify the required stakeholders to Manager)
attend the project kick-off session.

 Circulate calendar invite to stakeholders

and TCS’s Client Partner / Sales Director.

3. Project Office creates respective Project Project office  Project Folders

Folders in Central Repository server.
 Central Repository
server

4. Project Manager requests from the following: Project  Resource Planning

Manager document

Ver.1.0 TCS Internal Page 16

PMO - PROJECT IMPLEMENTATION PROCESS

No. Process Description Entity Output / Report /

Document

 Head of ASEAN Delivery & Operations to

provide list of available resources for the
project.

 Partners / 3rd Party vendors to provide

their Resource Planning and the available
resources for the project.

4. Project Manager then prepares the Project Project  Draft Project Charter
Charter document and obtains endorsement Manager
from Client Partner / Sales Director.  Resources Planning

 High-level project
timeline

5. Client Partner / Sales Director submit Project Client Partner /  Project Charter
Charter document to Customer for sign-off. Sales Director document (incl.
Resource Planning,
High-Level project
timeline)

6. Customer produce Certificate of Acceptance Customer  COA for Project Charter

to accept and approve the delivery of Project
Charter document.  Project Charter
document (Signed-off).

7. Project Office perform the following: Project Office  COA for Project Charter
(scanned copy)
 Scan Certificate of Acceptance (signed
copy) for Project Charter.  Softcopy (final version)
Project Charter
 Upload the scan copy of COA, and document.
softcopy (final version) Project Charter to
Project Folder in Central Repository  Central Repository
server server

8. Head of ASEAN Delivery & Operations Head of ASEAN  Official documents for
proceed the arrangement for Off-shore Team Delivery & Off-shore team.
that will be stationed On-site. Operations

 Accommodation, work permit, work

location etc.

Ver.1.0 TCS Internal Page 17

PMO - PROJECT IMPLEMENTATION PROCESS

3.1.2 Project Management Process – Planning

At this stage, Project Manager starts the detail planning with all Team Leads and Partners or
3rd Party vendors. During the project kick-off session and acceptance of Project Charter,
Customer has endorsed the high-level project timeline.

Based on the agreed milestones and due date, Project Manager defines the start date & 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

No. Process Description Entity Output / Report /

Document

1. Project Manager prepares WBS based on Project  Work Breakdown

high-level milestones. Manager Structure list

2. Team Leads & 3rd Party Vendors prepares the Team Leads,  Gantt Chart on Detail
detail tasks Gantt Chart in accordance to WBS Tasks
Structure list & submit to Project Manager. 3rd Party
Vendors

Ver.1.0 TCS Internal Page 18

PMO - PROJECT IMPLEMENTATION PROCESS

No. Process Description Entity Output / Report /

Document

3. Project Manager prepares Project Quality Project  Project Quality Plan

Plan Management document by Manager Management
consolidating the following : document (Draft)

 Project Schedule
 Resource Plan
 Communication Plan
 Change Management Plan
 Quality Plan
 Risk Register
 Payment Milestones

a. Team Leads prepares project technical Team Leads,  Technical document

document templates. Project Office templates
b. Project Office prepares project document  Project document
templates templates

4. Project Manager submit Project Quality Plan Project  Project Quality Plan
Management document to Customer for Manager Management
acceptance sign-off. document (Final)

5. Customer produce Certificate of Acceptance Customer  COA for Project Quality

to accept and approve the delivery of Project Plan Management
Quality Plan Management document. document

 Project Quality Plan

Management
document (Signed-off)

6. Project Office perform the following: Project Office  COA for Project Quality
Plan Management
 Scan Certificate of Acceptance (signed (Scan copy)
copy) for Project Quality Plan
Management document.  Softcopy (Final version)
Project Quality Plan
 Upload the scan copy of COA, and Management.
softcopy (final version) Project Quality
Plan Management document to Project  Central Repository
Folder in Central Repository server. server.

Ver.1.0 TCS Internal Page 19

PMO - PROJECT IMPLEMENTATION PROCESS

No. Process Description Entity Output / Report /

Document

7. Head of ASEAN Delivery & Operations Head of ASEAN

allocates resources according to the Resource Delivery &
Planning. Operations

3.1.3 Project Management Process – Executing

In project execution, Project Manager must manage project activities in accordance to detail
plan agreed by the stakeholders that include Customer, Project Team, and Partners/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
delay in project delivery. Project Manager will invoke the respective Moni toring & Controlling
procedures with regards to Risks/Issues Mitigation, Quality Assurance as well as Timeline
control.

Figure 12 : Process Flow for Project Executing

Ver.1.0 TCS Internal Page 20

PMO - PROJECT IMPLEMENTATION PROCESS

Detail process description for Project Executing as per Table 9.

Table 9 : Project Executing Process Flow

No. Process Description Entity Output / Report /

Document

1. Project Manager manages project activities Project

according to Project Plan & Timeline & Manager
monitor tasks, risks & issues continuously.

2. Project Team executes tasks as per planned Project Team  Risks form
start date. The following tasks will be done by
the project team:  Issues form

 Prepare required deliverables as per  Timesheet

project document template.
 Milestones deliverables
 Reporting tasks progress status to Project
Manager.

 Highlights on risks & issues to Project

Manager

3. Project Manager performs the following : Project  Project Status Report

Manager
 Prepare Progress Status Report and  Risk Register
updates Customer.
 Issues Register
 Prepare Progress Status Report and
updates Internal PSC.  Project Timeline
(Actual vs. Planned)
 Invoke QA Procedures for all deliverables
prepared by the Project Team  Project Quality
Management Plan
 Invoke Risks Control procedures for document (revised).
project risks monitoring & control.

 Invoke Timeline control procedures for

schedule monitoring and control.

a. Head of ASEAN Delivery & Operations will Head of ASEAN  Issues Register
resolves issues in regards to Inter- Delivery &
departments and Inter-organisations Operations
raised by Project Manager in Internal
Project Status Report.

Ver.1.0 TCS Internal Page 21

PMO - PROJECT IMPLEMENTATION PROCESS

No. Process Description Entity Output / Report /

Document

b. Project Office prepares the Minutes of Project Office  Minutes of Meeting

Meeting for all project status meeting
sessions with Customer.

4. Customer review progress status. Customer,  Approval Sign-off form

Project
 Approve the revised schedule, if any. Manager
 Approve risk mitigation plan, if any.

5. Customer raises new requirements due to Customer,  Change Request form

various reasons. Project
Manager,  Change Request
 Project Manager invokes the Change Internal PSC Proposal
Request Control procedures
 Change Request
 Internal PSC reviews and endorses the Approval
additional project costs & revised
timeline submitted by Project Manager.  Variation Order

 Head of ASEAN Delivery & Operations

proceed Variation Order process with
Customer.

6. Project Office maintains the Project Central Project Office  Scanned documents
Repository for all deliverables submitted to
Customer for review and acceptance.  Minutes of Meetings

 Central Repository
server

3.1.4 Project Management Process – Monitoring and Controlling (Timeline)

Project Manager must monitor & control project timeline accordingly. Time is one of the
component in the Triple Constraints i.e. Scope, Time and Budget. Hence, proper monitoring
& controlling procedures must be invoked so that Project Manager can be alerted when
there’s a possibilities of slippage in the project schedule.

Various tools can be utilized by Project Manager to detect the slippage, especially in regards
to detail tasks that have dependencies and due date. Normally, task dependency is one of the
tool that always provide red light to Project Manager whenever a potential slippage is about
to happen.

Any delay of project task that have dependency can be screened earlier through Timesheet
of each team member since every team members will have to submit their Timesheet at end
of week. Based on the Timesheet, Project Manager will be able to determine the completion

Ver.1.0 TCS Internal Page 22

PMO - PROJECT IMPLEMENTATION PROCESS

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

No. Process Description Entity Output / Report /

Document

1. Project Office prepares Timesheet template Project Office  Timesheet template

and circulates to Project Team members to
fill-in for weekly planned tasks execution.

2. Project Team filled in the Timesheet for Project Team  Weekly Timesheet
weekly activities planned and actual.

 Monday morning submission for plan

tasks for the week.

Ver.1.0 TCS Internal Page 23

PMO - PROJECT IMPLEMENTATION PROCESS

No. Process Description Entity Output / Report /

Document

 Friday evening submission for actual

tasks progressing.

3. Project Manager reviews Weekly Timesheet Project  Project Timeline

with Project Team on Monday morning. Manager (Actual vs. Planned)

 If slippage, Project Manager will cross-  Issues Register

check with the Overall Project Plan
whether impacted or otherwise.  Risks Register

 If Overall Plan impacted, Project Manager  Cost impact report

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.

4. Project Manager presents the Revised Project Project  Revised Project

Schedule to Customer for approval. Manager, Schedule
Project Office
Project Office noted the approval in Minutes  Minutes of Meeting
of Meeting.

5. Customer review and approve the revised Customer  Approval on Revised

schedule. Project Schedule

Often, project schedule revision will be

presented in Project Status Meeting.

6. Project Team executes mitigation plan to Project Team  Issues Register

bring project back on track.
 Project Schedule

7. Internal PSC and Head of ASEAN Delivery & Internal PSC,  Internal Memo
Operation approved on the utilisation of Head of ASEAN
Contingency Reserve fund for Revised Delivery &
Schedule that require additional project Operation
budget.

8. Project Office maintains the Project Central Project Office  Scanned documents
Repository for all deliverables submitted to
Customer for review and acceptance.  Minutes of Meetings

 Central Repository
server

Ver.1.0 TCS Internal Page 24

PMO - PROJECT IMPLEMENTATION PROCESS

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, mitigation plan requires additional time to be added into overall project schedule
and milestones due date must be revised. If this happens, Project Manager needs to invoke
necessary procedures to obtain endorsement from Customer and Internal PSC before the
mitigation plan can be logged in the Risks Register. Similar procedure applies to project issues
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

Ver.1.0 TCS Internal Page 25

PMO - PROJECT IMPLEMENTATION PROCESS

Detail process description for Monitoring and Controlling for Timeline as per Table 11.

Table 11 : Monitoring & Controlling (Risks / Issues) Process Flow

No. Process Description Entity Output / Report /

Document

1. Project Manager reviews risks and issues Project  Risks Register

weekly with Project Team. Manager,
Project Office  Issues / Action Item
Project Office updates both registers for risks Register
and issues that have been closed.

a. Project Team raises : Project Team  Risks / Issues Form

 Risks Form when there’s a new risk

identified.

 Issues Form when there’s a new issue

identified.

2. Project Manager determines whether Overall Project  Risks Register

Project Schedule will be impacted by the Manager,
identified risks or issues. Project Office  Issues / Action Item
Register
 If impact to Overall Schedule, then the
mitigation plan will be prepared for the  Cost impact report
respective risks or issues.

 If Overall Plan impacted, Project Manager

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 presents the Revised

Schedule to Customer for approval, after
endorsement of Revised Schedule from
Internal PSC.

 Project Office will logged in both registers

for all newly identified risks or issues.

3. Project Manager presents Risks and Issues Project  Risks Register

registers to Customer for endorsement on Manager,
mitigation plan for new risks and issues. Project Office  Issues / Action Items
Register
Project Office noted the endorsement in
Minutes of Meeting.  Minutes of Meeting

Ver.1.0 TCS Internal Page 26

PMO - PROJECT IMPLEMENTATION PROCESS

No. Process Description Entity Output / Report /

Document

4. Customer reviews and approves the Customer  Approval on

Mitigation Plan inclusive of Revised Project Risks/Issues Mitigation
Schedule. Plan

Often, Risks/Issues Mitigation Plan will be

presented in Project Status Meeting.

5. Internal PSC and Head of ASEAN Delivery & Internal PSC,  Internal Memo
Operation approved on the utilisation of Head of ASEAN
Contingency Reserve fund for Risks / Issues Delivery &
Mitigation Plan that require additional Operation
project budget.

6. Project Office maintains the Project Central Project Office  Scanned documents
Repository for all deliverables submitted to
Customer for review and acceptance.  Minutes of Meetings

 Central Repository
server

3.1.6 Project Management Process – Monitoring and Controlling (Change

Request)
Often, there are new requests raised during project implementation. Sometimes, change
requests raised by Customer due to policy change and Project Manager needs to handle these
new requests accordingly. Sudden change to project tasks may impact to the whole project
delivery milestones. Hence, proper change request procedure must be invoked before all new
requests can be considered as part of project delivery commitments.

The most important component in the Change Requests Process is the Change Control Board
(CCB). A CCB must be formed at earlier stage so that any new requirement raised can be
addressed earlier prior to project execution. This will eases the pressure to Project Manager
and project team as new critical requirements can be included in the project schedule during
planning stage. All change requests raised by users are reviewed by CCB to determine
whether these requests can be endorsed for further actions or declined. Figure 15 shows the
process flow for Monitoring and Closing for Change Request.

Ver.1.0 TCS Internal Page 27

PMO - PROJECT IMPLEMENTATION PROCESS

Figure 15 : Process Flow for Monitoring & Controlling for Change Requests

Detail process description for Monitoring & Controlling for Change Requests as per Table 12.

Table 12 : Monitoring & Controlling (Change Requests) Process Flow

No. Process Description Entity Output / Report /

Document

1. Customer raised new requirements during Customer  Change Request form

meeting sessions, workshop sessions, or UAT
sessions.

 New requirements will be captured in the

standard Change Request form and to be
filled in by the Requestor.

2. Project Team evaluates the efforts on new Project Team  Timeline (for new
requests based on duration, complexity, requests)
impact to other delivery components and
number of resources required.

3. Project Office gives a unique ID for each CRs Project Office  Change Request
and logged in the Change Requests register. Register

Ver.1.0 TCS Internal Page 28

PMO - PROJECT IMPLEMENTATION PROCESS

No. Process Description Entity Output / Report /

Document

4. Project Manager determines whether Overall Project  Propose Revised

Project Schedule will be impacted by the new Manager Project Schedule
requirements.

 If Overall Plan impacted, Project Manager

develops propose revised Overall Project
Schedule to include the new requests
implementation.

5. Project Manager conducts the following for Project  Cost impact report
the new requirements. Manager,
Project Office  Change Request
 Project Manager estimates the cost for Register
the new requirements and obtain
endorsement from Internal PSC prior to  Compiled Change
Customer endorsement. Cost impact Requests forms.
report will be submitted to Internal PSC
for review and endorsement.

 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.

6. Change Control Board reviews and endorses Change Control  Approved and Rejected
each Change Request in CCB Meeting session. Board CR forms

 Minutes of Meeting

a. Project Office updates the Change Project Office  Change Request

Request Register on all CRs (i.e. Approved Register
and Rejected).

7. Project Manager obtain sign-off from Project  Propose Revised

Customer on revised project schedule for Manager Project Schedule
implementation of the approved Change
Requests.

8. Customer signed-off the Revised Project Customer  Sign-off document.

Schedule.

Ver.1.0 TCS Internal Page 29

PMO - PROJECT IMPLEMENTATION PROCESS

No. Process Description Entity Output / Report /

Document

a. Project Manager must update the Project  Approved Revised

Internal PSC and Head of ASEAN Delivery Manager Project Schedule
& Operation in regards to Revised Project
Schedule.

b. Project Manager informs the Project

Team of the Revised Project Schedule.

9. Project Office maintains the Project Central Project Office  Scanned documents
Repository for all deliverables submitted to
Customer for review and acceptance.  Minutes of Meetings

 Central Repository
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,
standard document templates need to be defined and shared with the Project Team for them
to use when preparing the deliverables.

The process starts with Project Office prepares the templates and uploaded into the 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
deliverables are important. Furthermore, it is a form of good practice 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 documents in Project Management processes that include
Project Charter, Project Quality Plan Management, Certificate of Acceptance, Risk Profile
form, Change Request form, and Minutes of Meeting.

Often, the Project Manager must work together with Project Office to determine what, how
and when these documents will be used. Figure 16 shows the process flow for Monitoring
and Closing for Quality Assurance.

Ver.1.0 TCS Internal Page 30

PMO - PROJECT IMPLEMENTATION PROCESS

Figure 16 : Process flow for Monitoring & Controlling for Quality Assurance

Detail process description for Monitoring & Controlling for Quality Assurance as per Table 13.

Table 13 : Monitoring & Controlling (Quality Assurance) Process Flow

No. Process Description Entity Output / Report /

Document

1. Project Office defines standardized project Project Office  Document templates

document templates and uploads into
Central Repository.  Central Repository
server
Often, standardization of document
templates is done at Project Initiating stage.

2. Project Team prepares the document for Project Team  Draft Technical
Customer sign-off upon completion of each Documents
project milestone.

3. Team Lead reviews contents and endorses Project Team  Draft Technical
the document before releasing to Project Lead Documents
Manager for approval.

4. Project Manager reviews and approves Project  Technical Documents

documents for submission to Customer. Manager

Ver.1.0 TCS Internal Page 31

PMO - PROJECT IMPLEMENTATION PROCESS

No. Process Description Entity Output / Report /

Document

Often, Project Manager reviews contents in

regards to delivery scope compliance and
standardised document layout.

5. Customer circulates the documents to the Customer  Technical Documents

relevant stakeholders for reviews and
verifications. Often, they are :  Feedback form

 QA/QC team, and

 User team

6. User Team and QA/QC Team reviews and User Team and  Document Sign-off
verifies the documents. QA/QC Team Page
(Reviewed Section)
 QA/QC team – reviews on document’s
Quality.  Feedback form

 User team – reviews on user

requirements compliance.

a. If amendments required, User Team and User Team and  Feedback Form
QA/QC Team will list out comments in QA/QC Team
feedback form.  Technical Documents
(Modification required)
b. Document & Feedback form are reverted
to TCS for further amendments.

c. Project Team modify documents as per Project Team  Revised Technical

Feedback form and repeat the internal Documents
review process as per processes 3 and 4.

7. Customer produce Certificate of Acceptance Customer  COA as per deliverable

to accept and approve the deliverables. milestones

8. Project Office perform the following: Project Office  COA technical

document deliverables
 Scan Certificate of Acceptance (signed (scanned copy)
copy) for technical document
deliverables.  Softcopy (final version)
technical document
 Upload the scan copy of COA, and deliverables.
softcopy (final version) of technical
document deliverables to Project Folder  Central Repository
in Central Repository server. server

Ver.1.0 TCS Internal Page 32

PMO - PROJECT IMPLEMENTATION PROCESS

No. Process Description Entity Output / Report /

Document

9. Project Manager informs relevant parties in Project  Email

TCS for project billing process. Manager

3.1.8 Project Management Process – Closing

When project successfully completed, it shows that all delivery commitments have been
delivered to Customer. The endorsement in a form of COA indicates Customer satisfaction on
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

Ver.1.0 TCS Internal Page 33

PMO - PROJECT IMPLEMENTATION PROCESS

Detail process description for Project Closing as per Table 14.

Table 14 : Project Closing Process Flow

No. Process Description Entity Output / Report /

Document

1. Project Manager will coordinate with project Project  Calendar invite and
stakeholders for the Final Acceptance Manager, Final Acceptance
session. Project Office Agenda.

 Project Office circulates calendar invite to

all stakeholders.

2. Project Team prepares technical documents Project Team  Documents for Final
for Final Acceptance & submit these Acceptance
documents to Customer.

 Project Team performs Final Acceptance

with Customer.

3. Customer performs Final Acceptance process Customer  CFOA (Signed-off)

and sign-off the Certificate of Final
Acceptance

4. Project Office performs the following: Project Office  CFOA (scanned copy)

 Scan Certificate of Final Acceptance  Central Repository

(signed copy). server

 Upload the scan copy of Certificate of

Final Acceptance to Project Folder in
Central Repository server.

5. Internal PSC establishes the Support Services Internal PSC  Support Services
Team for Warranty Period. Organization structure

a. Head of ASEAN Delivery & Operations Head of ASEAN  Listing of Resources

allocates people for the Support Services Delivery & with Roles &
during Warranty Period. Operations Responsibilities

6. Project Manager conduct the Handover Project  Handover document

Session with the Customer and Support Team Manager,
for the Warranty Support. Project Office  Project File Folder

 Project Team disbanded

 Warranty Period commences

Ver.1.0 TCS Internal Page 34

PMO - PROJECT IMPLEMENTATION PROCESS

No. Process Description Entity Output / Report /

Document

7. Head of ASEAN Delivery & Operations Head of ASEAN  Final Billing

invoked the Final Billing process. Delivery &
Operations

3.2 Project Financial Management

Often, project financial management involves managing the monetary aspect of a project. It
involves managing Accounts Receivable (AR) and Accounts Payable (AP) with regards to
project. Project Manager needs to keep track of project billings/collections as well as 3rd party
vendor billings and payments.

Figure 18 shows the process framework for both Accounts Receivable and Accounts Payable.

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 proceeding to the next stage. Invoicing and billing processes can proceed upon signing
of contract between both parties, as mentioned earlier in the Contract Preparation Process.

Often, payment milestones are set to trigger the invoicing and billing processes. For example,
the payment schedule between Customer and TCS, is formalised in Contract and become
Customer’s commitment to pay TCS upon completion of each milestone. Pre-requisite
documents need to be submitted together with the invoice to ensure payment can be made
to TCS. Hence, Project Manager needs to be aware of these pre-requisite documents.

Ver.1.0 TCS Internal Page 35

PMO - PROJECT IMPLEMENTATION PROCESS

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 documents are prepared, TCS’s Project Manager must obtain sign-off on COA 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. It is important for Project Manager to keep track on project invoicing and collections.
Hence, a standard tool to track Project Cash-flow need to be used as it helps Project Manager
to determine due date for invoicing process.

Often, invoicing Customer is based on the payment schedule agreed in the 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.

Ver.1.0 TCS Internal Page 36

PMO - PROJECT IMPLEMENTATION PROCESS

Table 15 : Project Accounts Receivable Process Flow

No. Process Description Entity Output / Report /

Document

1. Client Partner/Sales Director starts with Client Partner /  Contract

signing of Contract for the project initiative. Sales Director

2. Project Manager prepares the Billing / Project  Project

Collection Milestones Tracking sheet based Manager Billing/Collection
on Payment Schedule in Contract. Milestones Tracking
sheet
 Project Manager shares the
Billing/Collection Milestones tracking
sheet with Head of ASEAN Delivery &
Operations

3. Customer prepares PO after Contract signed- Customer  Purchase Order

off.

4. Project Office prepares COA upon completion Project Office  COA

of delivery milestone.

5. Project Manager informs Head of ASEAN Project  Email

Delivery & Operations to prepare Invoice Manager
based on payment schedule.

a. Head of ASEAN Delivery & Operations Head of ASEAN  Invoice

prepares Invoice and revert the Invoice Delivery &
document to Project Manager for Operations
Customer sign-off.

b. Project Manager submit COA and Invoice Project  Compiled documents

document to Customer for sign-off Manager (i.e. Invoice, COA, PO)
together with relevant PO.

6. Customer’s PM sign-off Invoice and COA, Customer  Invoice (Signed-off)

then revert to Client Partner / Sales Director Project
for submission to Customer’s Finance. Manager  COA (Signed-off)

7. Client Partner / Sales Director submit to Client Partner /  Scanned documents

Customer Finance all documents (Invoice, Sales Director (i.e. Invoice, COA, PO)
COA and PO) for payment process.

In TM, document submission is via TM Portal.

Ver.1.0 TCS Internal Page 37

PMO - PROJECT IMPLEMENTATION PROCESS

No. Process Description Entity Output / Report /

Document

8. Project Office updates relevant information Project Office  Billing/Collection

in the Billing/Collections Milestones tracking Milestones tracking
sheet. sheet

9. Project Office upload to Central Repository Project Office  Scanned documents

the scanned copies of Invoice, COA and PO. (i.e. COA, Invoice, PO)

 Central Repository
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 wil l be the
paymaster. All project payments to 3rd party vendors or Partners should be based on 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
vendors after payment made by the Customer. Pre-requisite document to process payment
must be submitted together with vendor’s invoice and these document will be based on TCS
internal procedure. The Accounts Payable process is shown in Figure 20.

Figure 20 : Process flow for Project Accounts Payable

Ver.1.0 TCS Internal Page 38

PMO - PROJECT IMPLEMENTATION PROCESS

Detail process description for Project Accounts Payable as per Table 16.

Table 16 : Project Accounts Payable Process flow

No. Process Description Entity Output / Report /

Document

1. Head of ASEAN Delivery & Operations starts Head of ASEAN  Sub-Contract

with signing of Sub-Contract agreement for Delivery & Agreement
the project initiative. Operations

2. Project Manager prepares the Payment Project  Project Payment

Milestones Tracking sheet based on Payment Manager Milestones Tracking
Schedule in Sub-Contract. sheet

 Project Manager shares the Payment

Milestones tracking sheet with Head of
ASEAN Delivery & Operations

3. Partners / 3rd Party Vendors delivers tasks as Partners / 3rd  Milestone deliverables
per milestone. party vendors

 Partners / 3rd Party Vendors obtains

endorsement from TCS Project Manager

4. TCS Project Manager endorses the delivery Project  Deliverables Sign-off

milestone completion. Manager

a. Client Partner / Sales Director produce Client Partner /  Delivery Acceptance

and sign-off the Delivery Acceptance Sales Director form (signed)
form & submit to 3rd party vendors /
partners.

5. Partners / 3rd party Vendors submit invoice & Partners / 3rd  Invoice
relevant documents as per Payment party vendors
Schedule.  Supporting documents

a. TCS Project Manager instruct Head of Project  Email

ASEAN Delivery & Operations to process Manager,
payment for 3rd party vendors / Partners. Project Office  Invoice

b. Project Office updates the Payment  Supporting documents

Milestone tracking sheet.
 Project Payment
Milestones Tracking
sheet

Ver.1.0 TCS Internal Page 39

PMO - PROJECT IMPLEMENTATION PROCESS

No. Process Description Entity Output / Report /

Document

6. Head of ASEAN Delivery & Operations Head of ASEAN  Payment Advice

proceed with payment process to 3rd Party Delivery &
Vendors / Partners. Operations

9. Project Office upload to Central Repository Project Office  Scanned documents

the scanned copies of Invoice, and Delivery (i.e. Invoice, Delivery
Acceptance form. Acceptance form)

 Central Repository
server.

Ver.1.0 TCS Internal Page 40

PMO - PROJECT IMPLEMENTATION PROCESS

4. Project Implementation Process (Post-Delivery)

Post-delivery commences upon project closing. It has 2 components:

− Warranty Support Process

− Client Retention Program
Usually, Warranty Support covers Corrective Maintenance on delivered product. Sometime,
it also covers Preventive Maintenance depending on terms & conditions agreed between TCS
and Customer. The Warranty Support period can be 6 months, 12 months, or even 24 months.

Often, retaining the existing Customer is a challenge to company. Therefore, Client Retention
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
delivery project. As well, gaps or weaknesses discovered during Preventive Maintenance can
triggered business opportunities for TCS to propose ultimate solution. Hence, proper Client
Retention Program should be developed to ensure continuous business venture between TCS
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. During project, all issues were being attended by the assigned team in the 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

Ver.1.0 TCS Internal Page 41

PMO - PROJECT IMPLEMENTATION PROCESS

Critical component in Warranty Support Services is the SLA (Service Level Agreement)
management. Customer expecting TCS to response fast when problems are logged in. Often,
the response time to problem resolution depends on severity of a problem and each p roblem
will be classified into Critical, Major, Medium and Low. Based on these classifications, the SLA
will be determined. Often, all critical issues will need fast responses from TCS Support Team
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. Routing problem tickets with SLA to the respective Support Team will be done
via Helpdesks system. Hence, status of each ticket can be tracked and report can be
generated daily, monthly as well as yearly. Furthermore, analysis report on performance can
be produced to Customer as evidence of Warranty Support being done in accordance to
contract.

On Preventive Maintenance Support, schedule for Preventive Maintenance is shared with TCS
Helpdesks by TCS Service Manager. A ticket on Preventive Maintenance will be escalated to
TCS Support Team as preventive support tasks. List of tasks will need to be performed during
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 wi ll be determined based on the
impact of the problem to operation. Each ticket will have the SLA that needs to be fulfilled by
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.

Ver.1.0 TCS Internal Page 42

PMO - PROJECT IMPLEMENTATION PROCESS

Figure 22 : Process flow for Warranty Support (Corrective Maintenance)

Detail process description for Warranty Support for Corrective Maintenance as per Table 17.

Table 17 : Warranty Support (Corrective Maintenance) Process Flow

No. Process Description Entity Output / Report /

Document

1. Customer logged in incident to obtain Customer  Incident Ticket

Incident Ticket via :

 Helpdesks Hotline no.

 Website Portal.

2. Helpdesks Support Consultant will access the Helpdesk  Incident Ticket

Incident tickets and performs the following
based on severity:  Escalation email

 Resolve issue at 1st Level Support  Incident Management

Database
 Escalation to the 2nd Level Support

Ver.1.0 TCS Internal Page 43

PMO - PROJECT IMPLEMENTATION PROCESS

No. Process Description Entity Output / Report /

Document

 Escalation to the 3rd Level Support

a. Helpdesks updates status for 1st Level Helpdesk,  Incident Report

Support after problem has been resolved.
Internal Support  Incident Management
b. Internal Support Team updates status for Team, Database
2nd Level Support after problem has been
resolved. 3rd Party Vendor

c. 3rd party vendor updates status for 3rd

Level Support after problem has been
resolved.

3. Customer closed all Incident Tickets that have Customer  Incident Ticket status
been resolved.
 Incident Management
Database

4. Service Manager produce Monthly Report on Service  Monthly Report

Incidents Management and submit to Manager Incidents Management
Customer.

4.1.2 Post-Delivery – Warranty Support for Preventive Maintenance

Preventive Maintenance during Warranty Support is based on agreed frequency of
maintenance support required by Customer during warranty period. It involves several critical
tasks to avoid operational disruption on the delivered product. As well, potential risks that
may cause disruption to the product operation are being identified before they can become
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
Support Team will performs some critical tasks to detect potential problems that may occur
on the delivered product.

Figure 23 shows the process flow for Preventive Maintenance Support.

Ver.1.0 TCS Internal Page 44

PMO - PROJECT IMPLEMENTATION PROCESS

Figure 23 : Process flow for Warranty Support (Preventive Maintenance)

Detail process description for Warranty Support for Preventive Maintenance as per Table 18.

Table 18 : Warranty Support (Preventive Maintenance) Process Flow

No. Process Description Entity Output / Report /

Document

1. Service Manager performs the following: Service  Preventive

manager Maintenance Schedule
 Prepares Preventive Maintenance
Schedule & Maintenance Tasks Checklist.  Maintenance Tasks
Checklist
 Obtain endorsement from Customer

2. Customer endorses the following : Customer  Preventive

Maintenance Schedule
 Preventive Maintenance Schedule (Sign-off)
 Maintenance Tasks Checklist.  Maintenance Tasks
Checklist (Sign-off)

Ver.1.0 TCS Internal Page 45

PMO - PROJECT IMPLEMENTATION PROCESS

No. Process Description Entity Output / Report /

Document

3. Service Manager shares the Preventive Service  Preventive

Maintenance Schedule with Helpdesks. Manager Maintenance Schedule

 Maintenance Tasks
Checklist

4. Helpdesk Consultant raised Incident Ticket on Helpdesk  Incident Tickets

Preventive Maintenance when it’s due.
 Escalation email
 Escalation to Internal Support team

 Escalation to 3rd party vendors

a. Internal Support team perform the Internal Support  Preventive

Preventive Maintenance as per Tasks Team, Maintenance report
Checklist and update status for tasks
completion. 3rd Party
Vendors
b. 3rd party vendors perform Preventive
Maintenance as per Tasks Checklist and
update status for tasks completion.

5. Service Manager produce Monthly Service  Monthly Preventive

Preventive Maintenance Report and submit Manager Maintenance Report
to Customer.
 Central Repository
 Service Manager upload into Central Server
Repository.

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, during Post-Delivery period will be the best time to have effective Client Retention
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
input to Client Partner or Sales Director pertaining to opportunity that arise when performing
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.

Ver.1.0 TCS Internal Page 46

PMO - PROJECT IMPLEMENTATION PROCESS

Figure 24 : Process framework for Client Retention Program

This program starts by Service Manager gathering information from Customer pertinent to
operational issues they are facing whether directly from TCS’s delivered product or indirectly
from other business support systems. Operational system issues can be related to policy
change or may be new requirements raised from business users. Gathering information from
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.

Ver.1.0 TCS Internal Page 47

PMO - PROJECT IMPLEMENTATION PROCESS

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

No. Process Description Entity Output / Report /

Document

1. TCS Service Manager develop Customer Service  Customer Satisfaction

Satisfaction Survey form derived from Service Manager Survey form
Reports in Central Repository.

 Submit to Customer the Customer

Satisfaction Survey form.

2. Customer discusses face-to-face with TCS Customer,  Customer Satisfaction

Service Manager to complete the Customer Service Survey form (filled)
Satisfaction Survey form. Manager

3. TCS Service Manager performs : Service  Business Opportunity

Manager Report
 Compile data from both sources i.e.
Service Report Central Repository and
Customer Satisfaction Survey.

Ver.1.0 TCS Internal Page 48

PMO - PROJECT IMPLEMENTATION PROCESS

No. Process Description Entity Output / Report /

Document

 Produce Business Opportunity Report

and submit to Client Partner / Sales
Director.

4. Client Partner / Sales Director performs : Client Partner /  Business Support

Sales Director System Improvement
 Review Business Opportunity Report Proposal
from TCS Service Manager.

 Produce a Business Support System

Improvement proposal and submit to
Customer.

 Review the proposal with Customer and

obtain feedback.

5. Customer decides to proceed : Customer  RFI document

 Request for Information (RFI) initiative.  RFQ document

 Request for Quotation (RFQ) initiative.  RFP document

 Request for Proposal (RFP) initiative.

6. Client Partner / Sales Director invokes the Client Partner /  Business Proposal
process of : Sales Director document for (RFI,
RFQ, or RFP).
 RFI

 RFQ

 RFP

Ver.1.0 TCS Internal Page 49

PMO - PROJECT IMPLEMENTATION PROCESS

Annex A – Listing of Documents and Templates

No. Document Name Process Document Templates

1. a. Standard Document Template 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. Project Quality Management Plan Project Planning

TM Project Plan -
Template.docx

5. Minutes of Meeting Project Executing

MOM_Project
Status_Template.docx

6. Project Status Report Project Executing

Project Performance
Report.doc

Ver.1.0 TCS Internal Page 50

PMO - PROJECT IMPLEMENTATION PROCESS

No. Document Name Process Document Templates

7. Project Risk Profile Project Monitoring &

Controlling
Risk Data Sheet.doc

8. Project Risk Register Project Monitoring &

Controlling
Risk Register.doc

9. Project Issues Form Project Monitoring &

Controlling
Issue Log.doc

10. Change Request Form Project Monitoring &

Controlling
Change
Request.doc

11. Change Request Log Project Monitoring &

Controlling
Change Log.doc

Ver.1.0 TCS Internal Page 51