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Program Management Gate Transition Process:
TASL's Program Management structure has imbibed a methodical gate transition process. This toll gate methodology helps TASL ensure programs are managed differently during various stages of its lifecycle. The gated process ensures that various risks associated with the program are duly managed by involving appropriate stakeholders including the management and the customer. The Program Management Gate transition process starts with the transition from the business development gate to the gate-0 of the program management major work transition and then matures up to gate 5 based on its maturity.

Program Management Gate Transition Process:
TASL's approach has customer as the central focus in everything we do. The Program Management team works closely with the customer in resolving critical program concerns. Program Management Reviews ("PMR's") are done with customer at regular intervals where program status is transparently discussed. The same forum is also used to project the key program risks and the customer along with the TASL team jointly does the program risk rating using the program rating tool.
It is also crucial to measure the progress of a project over time and to ensure risks are being identified & managed in a collaborative manner with customers/suppliers. The PMR Rating Tool (PRT) is the tool used to carry this out. Following a PMR, both parties agree on the rating for each aspect of the program and identify risks, plan to closure, owner, and timelines. The PRT has proved to be an effective tool across all programs and helps ensure alignment between both parties on critical issues and action plans

Robust Project Tracking System:
TTASL Program Management team follows a set of pre-defined metrics that we have developed overtime to track progress in all programs. These metrics are circulated at multiple levels including senior management and customer to update on progress and concerns on the program. Robust tracking of metrics is complimented with a regular maintenance and updating the Program Health Chart along with the Recurring Action Item Log ("RAIL"). These tools ensure there is visibility of the program across levels and cascades the common goal of the program.

Program Operating Rhythm
The Program Manager and the implementation has a series of set reviews both internally and with customer/suppliers to review and assess These reviews form part of the discipline in the program and spell out the daily, weekly, monthly, quarterly and yearly interactions between the teams. The interactions could be reviews, calls, reports, metrics etc.

Risk Cube- Risk Identification and Mitigation
The Program Management team follows a transparent and comprehensive process of risk identification. Risk is measured in terms of consequences and likelihood. The Program team proactively identifies risk related to various aspects of the program and uses a risk chart and risk cube to measure the same. The chart identifies the risk related to an activity and then plots the overall trajectory of risk related to the activity. This also helps in identifying the possible areas of exposure to risk in undertaking a certain task.The Customer is engaged at every level and reviews in the risk identification and the mitigation process. Any existing and potential risk is shared with the Customer and mitigation plans are jointly developed. The risks and the mitigation plans are then tracked jointly to ensure the Program IMS is met.

Program Directives & Letters
The Program Manager communicates any major changes to program either driven by the customer or due to the series of events in the industrialization process in form of a Program Directive. The Program Directive helps everybody involved internally with the program get aligned with the program expectations and performance. The program review letters are used as a tool for the Senior TASL leadership to send out program performance summary to customer after PMR's.