TCS-PMO Document V1.0 - Project Implementation

1. PMO - PROJECT IMPLEMENTATION PROCESS




Nov 2015
Version: 1.0

Version: 1.0

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3. PMO - PROJECT IMPLEMENTATION PROCESS

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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

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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

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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 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

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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 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

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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.


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


Figure 1 : PMO high-level processes framework

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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
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

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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.

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

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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.
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


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

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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

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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.

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)
and submitted to the selected vendor i.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)

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No. Process Description Entity Output / Report /
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
register the Service Work Order in the 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.
4. Head of ASEAN Delivery & Operations
prepares :
 Supplementary documents as required
by LOA.
 Letter of Acceptance accepting the
project initiative mentioned in the LOA.

Head of ASEAN
Delivery &
Operations
 Letter of Acceptance
 Scope of Works
 Insurance policies (i.e.
Workman
Compensations,
Comprehensive
General Liability
Insurance,
Professional
Indemnity Insurance),
 Declaration of
Independency, and
 Integrity Agreement –
Vendor’s Declaration
 Other documents.
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 :
 Assign a Project Manager for the project
 Establish a Project Office for the project
administrative matters.
 Establish Internal Project Reporting
structure.
Head of
Program
Management
Office (PMO)
 Letter of Assignment
to Project Manager
 Letter of Assignment
to Project
Administrator

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No. Process Description Entity Output / Report /
Document
7. Project Manager establish Project
Organization Structure.
Project
Manager
 Project Organization
Structure
8. Project Manager prepares Project Resource
requirements and submit to PMO.
Project
Manager
 Project Resource
Requirement form
 Project Resources Plan
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)
 Project Resource
Requisition form
10. Head of ASEAN Delivery & Operations
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 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.

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

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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
other vendors additional cost to include
additional requirements from Customer.

Client Partner /
Sales Director

 Email or formal letter
with MOM of SoW
confirmation.
b. Partners / 3
rd
party vendor prepare
Propose Cost Revision for inclusion of
additional requirements into scope.
Partners / 3
rd

Party Vendors
 Propose Cost Revision
letter or e-mail.
c. Client Partner / Sales Director submit to
Customer the propose revised Selling
Price inclusive of additional requirements
Client Partner /
Sales Director
 Revised Bill of Material
(BOM) / Bill of Quantity
(BQ))
d. Customer accepted the proposed revised
Selling Price and provide new LOA to TCS
Client Partner / Sales Director.
Customer
(i.e. TM)
 Revised LOA
4. Client Partner / Sales Director perform
a. Scan related documents into .pdf format,
b. Upload into Central Repository all related
document the Official SoW approved by
Customer (i.e. TM)
Client Partner /
Sales Director
 Revised LOA (scanned
copy)
 SoW Sign-off page
(scanned copy).
 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.

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

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No. Process Description Entity Output / Report /
Document
3. Customer reviews draft Main Contract
agreement with Client Partner / Sales
Director.
 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.
Customer  Contract Agreement
(with Customer
authorised signatures)
4. Client Partner / Sales Director submit to Head
of ASEAN Delivery & Operations for signed-
off and stamping the Contract document.
Client Partner /
Sales Director

5. Head of ASEAN Delivery & Operations obtains
TCS authorised signatures on the Contract
document and send for stamping.
Head of ASEAN
Delivery &
Operations
 Contract Agreement
(with both Customers
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
 Contract Agreement
(Stamped).
7. Project Manager scan the Contract document
& upload to Central Repository server.
Project
Manager
 Contract Agreement
(scanned copy)
 Central Repository
server
8. Head of ASEAN Delivery & Operations
prepares draft sub-contract agreement and
submit the draft to partners / 3
rd
party
vendors for review & sign-off.
Head of ASEAN
Delivery &
Operations
 Draft Sub-contract
Agreement
9. Partners / 3
rd
party vendors review and sign-
off the document.
Partners / 3
rd

party vendors
 Sub-Contract
Agreement (with
Partners / 3
rd
Party
vendors signatures)

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No. Process Description Entity Output / Report /
Document
10. Head of ASEAN Delivery & Operations obtains
TCS authorised signatures on the Contract
document and send for stamping.
Head of ASEAN
Delivery &
Operations
 Sub-Contract
Agreement (with both
Partners/3
rd
party
vendors and TCS
authorised signatures,
and stamped)
11. Head of ASEAN Delivery & Operations
performs :
 Submit stamped Sub-Contract document
to Partners / 3
rd
Party vendors.
 Submit a copy of Sub-Contract document
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
 Contract Agreement
(scanned copy)
 Central Repository
server

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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.
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.


Figure 9 : Project Management Process Framework

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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
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’s Client Partner / Sales Director.
Customer
(Project
Manager)
 Calendar Invite
3. Project Office creates respective Project
Folders in Central Repository server.
Project office  Project Folders
 Central Repository
server
4. Project Manager requests from the following: Project
Manager
 Resource Planning
document
Figure 10 : Process Flow for Project Initiating

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No. Process Description Entity Output / Report /
Document
 Head of ASEAN Delivery & Operations to
provide list of available resources for the
project.
 Partners / 3
rd
Party vendors to provide
their Resource Planning and the 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 Project Charter
 Resources Planning
 High-level project
timeline
5. Client Partner / Sales Director submit Project
Charter document to Customer for sign-off.
Client Partner /
Sales Director
 Project Charter
document (incl.
Resource Planning,
High-Level project
timeline)
6. Customer produce Certificate of Acceptance
to accept and approve the delivery of Project
Charter document.
Customer  COA for Project Charter
 Project Charter
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) Project Charter to
Project Folder in Central Repository
server
Project Office  COA for Project Charter
(scanned copy)
 Softcopy (final version)
Project Charter
document.
 Central Repository
server
8. Head of ASEAN Delivery & Operations
proceed the arrangement for Off-shore Team
that will be stationed On-site.
 Accommodation, work permit, work
location etc.
Head of ASEAN
Delivery &
Operations
 Official documents for
Off-shore team.

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3.1.2 Project Management Process – Planning
At this stage, Project Manager starts the detail planning with all Team Leads and Partners or
3
rd
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 / 3
rd
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
high-level milestones.
Project
Manager
 Work Breakdown
Structure list
2. Team Leads & 3
rd
Party Vendors prepares the
detail tasks Gantt Chart in accordance to WBS
Structure list & submit to Project Manager.
Team Leads,
3
rd
Party
Vendors
 Gantt Chart on Detail
Tasks

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No. Process Description Entity Output / Report /
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
 Project Quality Plan
Management
document (Draft)

a. Team Leads prepares project technical
document templates.
b. Project Office prepares project document
templates
Team Leads,
Project Office
 Technical document
templates
 Project document
templates
4. Project Manager submit Project Quality Plan
Management document to Customer for
acceptance sign-off.
Project
Manager
 Project Quality Plan
Management
document (Final)
5. Customer produce Certificate of Acceptance
to accept and approve the delivery of Project
Quality Plan Management document.
Customer  COA for Project Quality
Plan Management
document
 Project Quality Plan
Management
document (Signed-off)
6. Project Office perform the following:
 Scan Certificate of Acceptance (signed
copy) for Project Quality Plan
Management document.
 Upload the scan copy of COA, and
softcopy (final version) Project Quality
Plan Management document to Project
Folder in Central Repository server.
Project Office  COA for Project Quality
Plan Management
(Scan copy)
 Softcopy (Final version)
Project Quality Plan
Management.
 Central Repository
server.

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No. Process Description Entity Output / Report /
Document
7. Head of ASEAN Delivery & Operations
allocates resources according to the Resource
Planning.
Head of ASEAN
Delivery &
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/3
rd
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 Monitoring & Controlling
procedures with regards to Risks/Issues Mitigation, Quality Assurance as well as Timeline
control.

Figure 12 : Process Flow for Project Executing

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

2. Project Team executes tasks as per planned
start date. The following tasks will be done by
the project team:
 Prepare required deliverables as per
project document template.
 Reporting tasks progress status to Project
Manager.
 Highlights on risks & issues to Project
Manager
Project Team  Risks form
 Issues form
 Timesheet
 Milestones deliverables
3. Project Manager performs the following :
 Prepare Progress Status Report and
updates Customer.
 Prepare Progress Status Report and
updates Internal PSC.
 Invoke QA Procedures for all 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
 Project Status Report
 Risk Register
 Issues Register
 Project Timeline
(Actual vs. Planned)
 Project Quality
Management Plan
document (revised).
a. Head of ASEAN Delivery & Operations will
resolves issues in regards to Inter-
departments and Inter-organisations
raised by Project Manager in Internal
Project Status Report.
Head of ASEAN
Delivery &
Operations
 Issues Register

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No. Process Description Entity Output / Report /
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-off form
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 Request form
 Change Request
Proposal
 Change Request
Approval
 Variation Order
6. Project Office maintains the Project Central
Repository for all deliverables submitted to
Customer for review and acceptance.
Project Office  Scanned documents
 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

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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
and circulates to Project Team members to
fill-in for weekly planned tasks execution.
Project Office  Timesheet template
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

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No. Process Description Entity Output / Report /
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 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
 Project Timeline
(Actual vs. Planned)
 Issues Register
 Risks Register
 Cost impact report
4. Project Manager presents the Revised Project
Schedule to Customer for approval.
Project Office noted the approval in Minutes
of Meeting.
Project
Manager,
Project Office
 Revised Project
Schedule
 Minutes of Meeting
5. Customer review and approve the revised
schedule.
Often, project schedule revision will be
presented in Project Status Meeting.
Customer  Approval on Revised
Project Schedule

6. Project Team executes mitigation plan to
bring project back on track.
Project Team  Issues Register
 Project Schedule
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
8. Project Office maintains the Project Central
Repository for all deliverables submitted to
Customer for review and acceptance.
Project Office  Scanned documents
 Minutes of Meetings
 Central Repository
server

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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

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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
weekly with Project Team.
Project Office updates both registers for risks
and issues that have been closed.
Project
Manager,
Project Office
 Risks Register
 Issues / Action Item
Register
a. Project Team raises :
 Risks Form when there’s a new risk
identified.
 Issues Form when there’s a new issue
identified.
Project Team  Risks / Issues Form

2. Project Manager determines whether Overall
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.
 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.
Project
Manager,
Project Office
 Risks Register
 Issues / Action Item
Register
 Cost impact report
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
 Risks Register
 Issues / Action Items
Register
 Minutes of Meeting

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No. Process Description Entity Output / Report /
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
6. Project Office maintains the Project Central
Repository for all deliverables submitted to
Customer for review and acceptance.
Project Office  Scanned documents
 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.

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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
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.
Customer  Change Request form

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

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No. Process Description Entity Output / Report /
Document
4. Project Manager determines whether Overall
Project Schedule will be impacted by the new
requirements.
 If Overall Plan impacted, Project Manager
develops propose revised Overall Project
Schedule to include the new requests
implementation.
Project
Manager
 Propose Revised
Project Schedule
5. Project Manager conducts the following for
the new requirements.
 Project Manager estimates the cost for
the new requirements 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 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
 Cost impact report
 Change Request
Register
 Compiled Change
Requests forms.
6. Change Control Board reviews and endorses
each Change Request in CCB Meeting session.

Change Control
Board
 Approved and Rejected
CR forms
 Minutes of Meeting
a. Project Office updates the Change
Request Register on all 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
Project Schedule
8. Customer signed-off the Revised Project
Schedule.
Customer  Sign-off document.

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No. Process Description Entity Output / Report /
Document
a. Project Manager must update the
Internal PSC and Head of ASEAN Delivery
& Operation in regards to Revised Project
Schedule.
b. Project Manager informs the Project
Team of the Revised Project Schedule.
Project
Manager
 Approved Revised
Project Schedule
9. Project Office maintains the Project Central
Repository for all deliverables submitted to
Customer for review and acceptance.
Project Office  Scanned documents
 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.

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

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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
relevant stakeholders for reviews and
verifications. Often, they are :
 QA/QC team, and
 User team
Customer  Technical Documents
 Feedback form
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
 Document Sign-off
Page
(Reviewed Section)
 Feedback form
a. If amendments required, User Team and
QA/QC Team will list out comments in
feedback form.
b. Document & Feedback form are reverted
to TCS for further amendments.
User Team and
QA/QC Team
 Feedback Form
 Technical Documents
(Modification required)
c. Project Team modify documents as per
Feedback form and repeat the internal
review process as per processes 3 and 4.
Project Team  Revised Technical
Documents
7. Customer produce Certificate of Acceptance
to accept and approve the deliverables.
Customer  COA as per deliverable
milestones
8. Project Office perform the following:
 Scan Certificate of Acceptance (signed
copy) for technical document
deliverables.
 Upload the scan copy of COA, and
softcopy (final version) of technical
document deliverables to Project Folder
in Central Repository server.
Project Office  COA technical
document deliverables
(scanned copy)
 Softcopy (final version)
technical document
deliverables.
 Central Repository
server

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No. Process Description Entity Output / Report /
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
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

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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
stakeholders for the Final Acceptance
session.
 Project Office circulates calendar invite to
all stakeholders.
Project
Manager,
Project Office
 Calendar invite 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  Documents for Final
Acceptance
3. Customer performs Final 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 (scanned copy)
 Central Repository
server
5. Internal PSC establishes the Support Services
Team for Warranty Period.
Internal PSC  Support Services
Organization structure
a. Head of ASEAN Delivery & Operations
allocates people for the Support Services
during Warranty Period.
Head of ASEAN
Delivery &
Operations
 Listing of Resources
with Roles &
Responsibilities
6. Project Manager conduct the Handover
Session with the Customer and Support Team
for the Warranty Support.
 Project Team disbanded
 Warranty Period commences
Project
Manager,
Project Office
 Handover document
 Project File Folder

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No. Process Description Entity Output / Report /
Document
7. Head of ASEAN Delivery & Operations
invoked the Final Billing process.
Head of ASEAN
Delivery &
Operations
 Final Billing

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 3
rd
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 / 3
rd
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.

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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.

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Table 15 : Project Accounts Receivable Process Flow
No. Process Description Entity Output / Report /
Document
1. Client Partner/Sales Director starts with
signing of 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
Milestones Tracking
sheet
3. Customer prepares PO after Contract signed-
off.
Customer  Purchase Order
4. Project Office prepares COA 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. Project Manager submit COA and Invoice
document to Customer for sign-off
together with relevant PO.
Project
Manager
 Compiled documents
(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, document submission is via TM Portal.
Client Partner /
Sales Director
 Scanned documents
(i.e. Invoice, COA, PO)

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No. Process Description Entity Output / Report /
Document
8. Project Office updates relevant information
in the Billing/Collections Milestones tracking
sheet.
Project Office  Billing/Collection
Milestones tracking
sheet
9. Project Office upload to Central Repository
the scanned copies of Invoice, COA and PO.
Project Office  Scanned documents
(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 3
rd
party vendors or
Partners. The process flow is similar to Accounts Receivable except that TCS will be the
paymaster. All project payments to 3
rd
party vendors or Partners should be based on agreed
payment terms and schedule.
Normally, the agreement between TCS and 3
rd
party vendors is signed under sub-contract
agreement. Hence, payment terms will always be ‘back-to-back’ i.e. TCS pays 3
rd
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

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

2. Project Manager prepares the Payment
Milestones Tracking sheet based on Payment
Schedule in Sub-Contract.
 Project Manager shares the Payment
Milestones tracking sheet with Head of
ASEAN Delivery & Operations
Project
Manager
 Project Payment
Milestones Tracking
sheet
3. Partners / 3
rd
Party Vendors delivers tasks as
per milestone.
 Partners / 3
rd
Party Vendors obtains
endorsement from TCS Project Manager
Partners / 3
rd

party vendors
 Milestone deliverables
4. TCS Project Manager endorses the delivery
milestone completion.
Project
Manager
 Deliverables Sign-off
a. Client Partner / Sales Director produce
and sign-off the Delivery Acceptance
form & submit to 3
rd
party vendors /
partners.
Client Partner /
Sales Director
 Delivery Acceptance
form (signed)
5. Partners / 3
rd
party Vendors submit invoice &
relevant documents as per Payment
Schedule.
Partners / 3
rd

party vendors
 Invoice
 Supporting documents
a. TCS Project Manager instruct Head of
ASEAN Delivery & Operations to process
payment for 3
rd
party vendors / Partners.
b. Project Office updates the Payment
Milestone tracking sheet.
Project
Manager,
Project Office
 Email
 Invoice
 Supporting documents
 Project Payment
Milestones Tracking
sheet

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No. Process Description Entity Output / Report /
Document
6. Head of ASEAN Delivery & Operations
proceed with payment process to 3
rd
Party
Vendors / Partners.
Head of ASEAN
Delivery &
Operations
 Payment Advice
9. Project Office upload to Central Repository
the scanned copies of Invoice, and Delivery
Acceptance form.
Project Office  Scanned documents
(i.e. Invoice, Delivery
Acceptance form)
 Central Repository
server.

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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

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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 problem
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 will 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.

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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
Incident Ticket via :
 Helpdesks Hotline no.
 Website Portal.
Customer  Incident Ticket

2. Helpdesks Support Consultant will access the
Incident tickets and performs the following
based on severity:
 Resolve issue at 1
st
Level Support
 Escalation to the 2
nd
Level Support
Helpdesk  Incident Ticket
 Escalation email
 Incident Management
Database

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No. Process Description Entity Output / Report /
Document
 Escalation to the 3
rd
Level Support
a. Helpdesks updates status for 1
st
Level
Support after problem has been resolved.
b. Internal Support Team updates status for
2
nd
Level Support after problem has been
resolved.
c. 3
rd
party vendor updates status for 3
rd

Level Support after problem has been
resolved.
Helpdesk,
Internal Support
Team,
3
rd
Party Vendor
 Incident Report
 Incident Management
Database

3. Customer closed all Incident Tickets that have
been resolved.
Customer  Incident Ticket status
 Incident Management
Database
4. Service Manager produce Monthly Report on
Incidents Management and submit to
Customer.
Service
Manager
 Monthly Report
Incidents Management

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.

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

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No. Process Description Entity Output / Report /
Document
3. Service Manager shares the Preventive
Maintenance Schedule with Helpdesks.
Service
Manager
 Preventive
Maintenance Schedule
 Maintenance Tasks
Checklist
4. Helpdesk Consultant raised Incident Ticket on
Preventive Maintenance when it’s due.
 Escalation to Internal Support team
 Escalation to 3
rd
party vendors
Helpdesk

 Incident Tickets
 Escalation email

a. Internal Support team perform the
Preventive Maintenance as per Tasks
Checklist and update status for tasks
completion.
b. 3
rd
party vendors perform Preventive
Maintenance as per Tasks Checklist and
update status for tasks completion.
Internal Support
Team,
3
rd
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
 Central Repository
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, 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.

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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.

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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
Satisfaction Survey form derived from Service
Reports in Central Repository.
 Submit to Customer the Customer
Satisfaction Survey form.
Service
Manager
 Customer Satisfaction
Survey form
2. Customer discusses face-to-face with TCS
Service Manager to complete the Customer
Satisfaction Survey form.
Customer,
Service
Manager
 Customer Satisfaction
Survey form (filled)
3. TCS Service Manager performs :
 Compile data from both sources i.e.
Service Report Central Repository and
Customer Satisfaction Survey.
Service
Manager
 Business Opportunity
Report

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No. Process Description Entity Output / 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
 Business Support
System Improvement
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
document for (RFI,
RFQ, or RFP).

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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

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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