Notes

Current state:
a. #1 & #2 Believe we have been able to change above perception, Step1 was to establish ourself as a team by winning AIA IT teams confidence on delivery assurance.
Step2 we have been able to drive focus/perception away from individual dependency and have succeeded in selling team work by further developing individuals aa specialist in their own assigned areas.
Krishna's PVP is in cooling period, and we are not certian of PVP being granted post 3 months cooling period, inspite of this risk customer has shown willingness to retain and allow him to work remotely [yes we also had to provide assurance we will bill them prorated]
Naveen too there's similar request to retain him, but we have pushed back since Naveen himself has requested for change, we have reasoned we need to build a back up in case PVP's are not processed.
b. #3 We were able to align ourself and accommodate/meet the demands that are called by the change in functioning style due to management change.
c. #4 All agreed items to be delivered as part of Phase 5-6 are in UAT on agreed time lines, that's over 300 man days worth deliverables being managed on time.
d. #5 This is an evolving list and current UAT pending items list stand at close to over 10 items, with over 15 items already closed.
While project planning is one of the import steps that helped achieve above results, but believe we had the edge in handling both Project and BAU/CR's together because of the versatility of skill sets we could build within team apart from our core-compentency.
For testimony i) Naveen today can handle TrueComp related design and development on his own, he helped close TrueComp Project/CR's worth over 70-80MD.
ii) Krishna; could not plan/provision him with significant tasks on DI to enhance his skills, but we could have him work on 15 days of stagehook and informatica development.
iii) Ramesh, though its early to state since newly joined our team, am confident we will be able to groom him to pick up TrueComp along with the functional aspects of the projects.
iv) Myself can handle stored procedure developments apart from my core competency.
e. #8 On swapping of resources believe its obvious we will have lower productivity due to resource being new to AIA, yet we have to ensure customer is isolated and not impacted.
We have been able to achieve this by following one of the below steps. Step1 - Skillfully factor in and plan appropriate tasks for new resource, either initial couple of months plan tasks to have less functional dependency.
For example, Nagarjuna and Ramesh when they were new to team we assigned complete technical tasks like tuning and Agent Bulk Upload.
Step2 - when above step fails, pitch in and stretch ourself by owning new team member tasks and build buffer time to bring new resources up to speed. Have significantly helped in creating these pockets of buffer time, Naveen too has helped by stretching himself over and above.
f. #9 Given AIA IT's reluctance to pick up functional knowledge it has been tough to train their team on Callidus, initial set of KT sessions are marked completed and currently we have hands on session in progress, hopefully we should be able to bring up skills of atleast 2 out of the 4 resource by end of this year.

Open items
a. #6 (Achieved) We have previously handled stand alone new implementations at larger scale than Phase 5-6 at AIA, but as part of Phase 5-6 we have CR's, BAU's and new project implementations; and many of the items woven together with criss-crossing functional impacts/dependency, and till now this has been smoothly handled despite asynchronous go-live schedules.
b. #6 (Planned) This is a evolving process, and we have to fine tune the process, and we have plans to bring in a disciple in managing code promotions, put best practices suitable for Callidus implementations; it's currently WIP and plan to streamline this before handover of the project.
3. #7 We are faced with another wave of visa challenges currently, but with confidence on our delivery assurance and with prorated billing agreed, though 3 of our resources are off site there has been no major concerns raised. Will wish to highlight this calls for higher co-ordination effort at my end but this effort has to be isolated and cannot be reasoned for delays/or for lower productivity.

Customer satisfaction:
Will end with a comment on overall customer satisfaction, believe we have been able to ensure good rating till now at AIA, we have had no major escalations apart from minors ones stated below.
1) Handling expectatiosn with resource being off ground due to visa challenges in Jan 2016.
2) There was a call for streamlining our KT process with AIA IT, this was to bring in more transparency and visibility to higher management at AIA to measure their own teams progress and we quickly accommodated this.
3) TrueProducer being slow.