Service Integration and Maintenance (SIAM) Outsourcing

Save this PDF as:
 WORD  PNG  TXT  JPG

Size: px
Start display at page:

Download "Service Integration and Maintenance (SIAM) Outsourcing"

Transcription

1 Service Integration and Maintenance (SIAM) Outsourcing An AccessISG Market Tutorial

2 INTRODUCTION What is SIAM? In addition to being the former name of the modern day Kingdom of Thailand, it is also an acronym for Service Integration and Management. SIAM is a management approach for companies that have multiple service providers (outsourced and/or in-house). It provides structure, consistency and efficiency to the process of managing a service provider s performance and delivery of goods and services Select a Section 2 The concept of service integration is not new; what has changed is the type of service provider that companies need to manage. In the past, many companies outsourced multiple towers to large system integrators, and it required some coordination to ensure those service providers were well integrated into the technology area of the company, most often on the infrastructure side of the house. In today s environment, it s common to see multiple service providers, both large and small, and they are no longer just in the infrastructure space but also in Application Development and Maintenance (ADM), Business Process Outsourcing (BPO) and in nontraditional spaces such as Finance, Marketing and Legal. The advent of cloud (as a service IaaS, PaaS, SaaS) providers in the marketplace and trends to insourcing/repatriating are further driving the need for SIAM. The challenge facing customers today is the integration between their company and each of these service providers and between the service providers themselves. In order for this type of service integration to be effective, the rules of engagement must be very well defined, communicated and understood. There should be very clear roles and responsibilities for both the service providers and the company s retained organization. Some core components of an effective SIAM strategy are: An operating model to establish how all the entities will interact A process framework to cover the service integration activities, in which all service providers participate A performance-based approach that tracks contractual obligations and deliverables for all parties Resources with the right skills to transition work to more efficient models such as Managed Services, Consumption-based Services, Outcome-based Delivery and Milestone-based Projects Clear Service Level Agreements (SLAs) that distinguish between core and non-core services to ensure customers are getting their most critical needs met for the dollars they spend Common SLAs and OLAs (Operational Level Agreements) that allow for a more openness and interoperability between service providers and internal company groups SIAM Outsourcing Market Tutorial 2

3 The depth and breadth of the integration will vary based on the maturity of the customer and the service provider. It also will differ based on the criticality and complexity of the service being delivered. But regardless of the maturity or the complexity, it must begin with the basic understanding that the various service levels need to be managed in a holistic fashion and no longer at the individual relationship level. It is rare that a one-to-one dependency still exists; it is now a one-to-many service provider dependency. SIAM Outsourcing Market Tutorial 3

4 SOURCING SUITABILITY 6 1 Many companies are choosing to outsource only certain roles within the SIAM framework. There are various reasons that this approach has been adopted, including constraints due to lack of bandwidth within the company, lack of qualified resources, trigger-event timing (e.g. sourcing event) and labor costs. In the 4 3 following chart, the roles are divided into categories ranging from strong retained Select a Section candidates to strong sourcing candidates. The general rule of thumb is that processes and roles that are more strategic in nature are usually the best processes to retain within the company, and those that are more operational in nature are more often outsourced/out-tasked. Processes that are more tactical have sourcing potential, but that decision is strongly influenced by the maturity of both the customer and the provider. FUNCTIONAL PERSPECTIVE ON SOURCING SUITABILITY 5 2 SIAM Outsourcing Market Tutorial 4

5 SOURCING PREVALENCE 6 1 The uptake of SIAM as a practice is continuing. In a recent survey that ISG conducted jointly with the International Association of Outsourcing Professionals (IAOP), we observed that 53 PERCENT OF BUYING CUSTOMERS INDICATE THAT THEY HAVE ADOPTED A SIAM STRATEGY IN THE MANAGEMENT OF THEIR SUPPLIER RELATIONSHIPS due to the multisourcing approach they ve taken in outsourcing Select a Section 2 For a large percent of buying customers, the lack of integration across their providers leads to Value Leakage delays, unmet expectations and increased costs. Adoption of SIAM is a common way to improve that integration. Additionally, many customers feel caught in the middle of all their suppliers and are spending too much time resolving disputes, facilitating collaboration and relaying information. These issues are mitigated more easily with the basic components of SIAM. SIAM Outsourcing Market Tutorial 5

6 GO-TO-MARKET 6 1 KEY INDUSTRY TRENDS IN SIAM MODELS 5 2 Historically four main models have been found in the industry to establish a service integration function ranging between out-tasking to third parties and retaining all functions. 4 3 Select a Section A fifth model has emerged recently that is a hybrid of the Independent (Model 3 above) and the In-house (Model 4 above). The scope of service integration is divided between areas to be insourced and outsourced/out-tasked. The client retains responsibility for ensuring that the separate SIAM functions integrate their services effectively. SIAM Outsourcing Market Tutorial 6

7 SIAM PROCESS LANDSCAPE The relationship between the services being delivered by the providers and business consumption of those services is essentially a relationship between supply and demand. It s about how the supply can be optimized best and delivered in a way that is consumed best by demanding business units. We break down service integration into 10 main components within our SIAM Process Landscape. More information about the terms used in the preceding graphic Strategy Defining strategy, service portfolio, architecture and aligning resources Governance & Management Systems Ecosystem of management controls aligning strategy and business approach Performance Management Analyzing, managing and improving service performance and quality Information Management Managing knowledge and data Risk & Compliance Management Managing risk, audits and compliance Sourcing Management Managing the service delivery framework Business Value Management Aligning services to business needs and managing demand Project Management Managing project portfolio, programs and projects Provider Management Overseeing internal and external providers and assurance of supply Service Design, Transition and Operation Coordinating end-to-end services to optimize business value SIAM Outsourcing Market Tutorial 7

8 ISG PROCESS FRAMEWORK The SIAM framework can be broken down further from the 10 categories into 58 processes. Each process should have a specific definition and set of core activities that have a foundation in the ITIL processes but are tailored to the environment of the company. Those activities are defined further in terms of roles and responsibilities, workflows and expected inputs and outputs. NOTE: The SIAM process framework is not intended to cover all the operational processes of a company, only those processes to perform the service integration (e.g., Solution Design is a Supply process performed by the provider). SIAM Outsourcing Market Tutorial 8

9 KEY METRICS 6 1 Similar to other sourced services, pricing and service levels are key metrics for relationships. SIAM pricing varies by the model chosen, and service levels are fundamental for SIAM providers to use to manage service providers as the client s agent, as well as for the client to manage the SIAM provider Select a Section 2 PRICING RESOURCE UNITS SIAM services can be priced in many ways, and it varies by the model chosen. In some cases, the client may elect to supplement in-house staff with a staff augmentation on a time-and-materials basis, usually tied to a labor rate. SIAM services also can be priced as a unit (per supplier contract managed, per invoice validated, per project managed in the portfolio, etc.). Another approach is to price the SIAM services per tower, based on the defined scope, with usage volumetric ranges. SIAM services are not as standardized as other outsourced services, which makes benchmarking and comparisons a more involved effort than for other services. SERVICE LEVELS Many clients use SLA-type metrics, which are still important in contracted services but have often experienced Watermelon SLAs green on the outside and red on the inside or Banana SLAs green now, but turning yellow. SIAM services tend to have a multitude of Service Level-type agreements. The SIAM function often manages the Service Levels that a client contracted with a service provider (SIAM function acts as client agent) and is subject to Service Levels themselves. Depending on the model used, the Service Levels may be penalty bearing SLAs or contractual Key Measures. In addition, there can be Service Level Objectives between internal (non-sourced) delivery groups that the SIAM team must manage and report upon. SIAM functions often introduce OLAs that are noncontractual agreements used to document how the multiple providers will work among themselves. The figure below shows the relationships between clients, the SIAM function and other service providers. SIAM Outsourcing Market Tutorial 9

10 1. Component Service Level Agreements (SLAs) between client and every supplier 2. Operating Level Agreements (OLAs) for hand-offs between suppliers typically agreed by service integrator 3. Collaborative Service Levels for shared Governance across all suppliers 4. End-to-End Service Levels between client and the business parts to be fulfilled by service integrator SIAM SPECIFIC SLA EXAMPLES The SIAM functions can be performed by one or many providers, usually in an out-tasking or staff augmentation arrangement and can be subject to SLAs as a service provider themselves. Some typical measures are: Reports delivered on time Major Incident response and/or resolution time Invoice Audit accuracy SLA reconciliation and reporting Timely and accurate demand forecasting SIAM Outsourcing Market Tutorial 10

11 KEY PERFORMANCE INDICATORS (KPIS) The ISG SIAM process framework establishes Key Performance Indicators (KPIs) for the SIAM processes. Leveraging these KPIs is very important to ensure SIAM is optimized. SIAM addresses the overall customer experience by managing the services through a holistic process framework with KPIs to indicate performance. Process KPIs are key indicators of whether processes are under control and how the process is trending. SIAM monitors and manages this to ensure governance is leveraged to determine where to invest and how to improve performance. SIAM Outsourcing Market Tutorial 11

12 MARKET OUTLOOK 6 1 MARKET DEMAND INCREASING 5 2 SIAM is not a passing fad. ISG expects an increasing market demand for SIAM services for the following reasons. Client realization their experiences in multisourcing have exposed the operational maturity gaps they ve experienced trying to provide services Continued increase in demand from clients in the SIAM advisory space including: Assistance with maturity assessments to inform SIAM design and sourcing strategies Support in creating successful contract structures Establishment of successful operating models, process frameworks and governance models In-house SIAM implementations, including organization design with roles and responsibilities A focus by providers on their service management toolsets and the continued rise of cloud / As-A- Service solutions easing the exit/on-boarding of providers (increasingly important due to decreasing T&Cs) More new entrants in the SIAM marketplace More data available to create stronger business cases for SIAM (costs introduced vs. costs avoided) Extension of the scope of SIAM Once the SIAM function has matured, clients will extend scope beyond initial services, e.g., into business specific services, and the creation of SIAM functions specifically for non-it services Continued evolution of service management practices to accommodate multisourced and SIAM models (e.g., further iterations of ITIL incorporating multisourcing) Continued increase in the availability of appropriately skilled and experienced resources 4 3 Select a Section Copyright 2015, Information Services Group, Inc. All Rights Reserved. Reproduction prohibited without express written consent from ISG. This report is made available to the recipient as an Information Product subject to the Terms of Use at SIAM Outsourcing Market Tutorial 12

An example ITIL -based model for effective Service Integration and Management. Kevin Holland. AXELOS.com

An example ITIL -based model for effective Service Integration and Management. Kevin Holland. AXELOS.com An example ITIL -based model for effective Service Integration and Management Kevin Holland AXELOS.com White Paper April 2015 Contents Introduction to Service Integration and Management 4 An example SIAM

More information

Contract management roles and responsibilities

Contract management roles and responsibilities Contract management roles and responsibilities This White Paper describes the formal arrangements for managing the relationship with the provider through a demand and supply organization. This is a governance

More information

Service management integration (SMI)

Service management integration (SMI) www.iaop.org Sean Harapko, Principal, Ernst & Young LLP Aristide Toundzi, Sr. Manager, Ernst & Young LLP Steven Decker, Manager of Technical Services, PSEG Agenda What is service integration (SMI)? Building

More information

Vendor Management Program Office Onshore or offshore?

Vendor Management Program Office Onshore or offshore? Vendor Management Program Office Onshore or offshore? Deloitte s previous article 1 discusses the five most common challenges which have prohibited clients from optimizing their Vendor Management (VM)

More information

EUROPA OJ THE OUTSOURCING JOURNAL. Outsourcing - division of labour gives competitive edge by Deutsche Bank Research

EUROPA OJ THE OUTSOURCING JOURNAL. Outsourcing - division of labour gives competitive edge by Deutsche Bank Research www.outsourcing-journal.org Q2/3-2012 - Deutsch / English OJ THE OUTSOURCING JOURNAL EUROPA Outsourcing von IT-Services und Geschäftsprozessen in Europa - Ein unabhängiges Informationsangebot für Deutschland,

More information

INSIGHTS. Are some services too important to outsource? Service Integration & Management (SIAM)

INSIGHTS. Are some services too important to outsource? Service Integration & Management (SIAM) INSIGHTS Are some services too important to outsource? Service Integration & Management (SIAM) Summer 2014 Introduction The awareness and presence of Service Integration and Management (SIAM) has grown

More information

An introduction to Service Integration and Management and ITIL Kevin Holland. AXELOS.com

An introduction to Service Integration and Management and ITIL Kevin Holland. AXELOS.com An introduction to Service Integration and Management and ITIL Kevin Holland AXELOS.com White Paper January 2015 Contents Foreword 3 Introduction 4 Models for SIAM 7 Principles and considerations 9 The

More information

CLOUD COMPUTING. A Key Enabler in the Upstream Source-to-Pay Process

CLOUD COMPUTING. A Key Enabler in the Upstream Source-to-Pay Process CLOUD COMPUTING A Key Enabler in the Upstream Source-to-Pay Process Bill Huber, Partner, ISG; Mani Mangalathumadam, SCM BPO Practice Leader, Wipro BPO; and Mike Pithawalla, Vice President and Head of BPO

More information

Service Catalog and Configuration Management Database as the Foundation of SIAM. Eija Hallikainen

Service Catalog and Configuration Management Database as the Foundation of SIAM. Eija Hallikainen Service Catalog and Configuration Management Database as the Foundation of SIAM Eija Hallikainen Master s Thesis Degree Programme in Information Systems Management 2015 Abstract 25.9.2015 Author(s) Eija

More information

An ITIL Perspective for Storage Resource Management

An ITIL Perspective for Storage Resource Management An ITIL Perspective for Storage Resource Management BJ Klingenberg, IBM Greg Van Hise, IBM Abstract Providing an ITIL perspective to storage resource management supports the consistent integration of storage

More information

Service Portfolio Management PinkVERIFY

Service Portfolio Management PinkVERIFY -11-G-001 General Criteria Does the tool use ITIL 2011 Edition process terms and align to ITIL 2011 Edition workflows and process integrations? -11-G-002 Does the tool have security controls in place to

More information

Specialist Cloud Services Lot 4 Cloud EDRM Consultancy Services

Specialist Cloud Services Lot 4 Cloud EDRM Consultancy Services Specialist Cloud Services Lot 4 Cloud EDRM Consultancy Services Page 1 1 Contents 1 Contents... 2 2 Transcend360 Introduction... 3 3 Service overview... 4 3.1 Service introduction... 4 3.2 Service description...

More information

1 Why should monitoring and measuring be used when trying to improve services?

1 Why should monitoring and measuring be used when trying to improve services? 1 Why should monitoring and measuring be used when trying to improve services? a) To validate, direct, justify and intervene b) To validate, measure, monitor and change c) To validate, plan, act and improve

More information

PM Services. Transition Program Management

PM Services. Transition Program Management PM Services Transition Program Management Transition Program Management The PM Services team brings strong PM knowledge, years of program management experience, and a proven PM tool set to assure successful

More information

Cloud Service Rollout. Chapter 9

Cloud Service Rollout. Chapter 9 Cloud Service Rollout Chapter 9 Cloud Service Topics Cloud service rollout plans vary depending on the type of cloud service SaaS, PaaS, or IaaS and the vendor. Unit Topics Identifying vendor roles and

More information

WHY GOOD DATA IS A MUST

WHY GOOD DATA IS A MUST WHY GOOD DATA IS A MUST Asset Management Oversight is Essential to Effective Governance By Terri Hart-Sears www.isg-one.com INTRODUCTION Asset Management is a set of business practices that join financial,

More information

WHITE PAPER Making Cloud an Integral Part of Your Enterprise Storage and Data Protection Strategy

WHITE PAPER Making Cloud an Integral Part of Your Enterprise Storage and Data Protection Strategy WHITE PAPER Making Cloud an Integral Part of Your Enterprise Storage and Data Protection Strategy Sponsored by: Riverbed Technology Brad Nisbet December 2010 Richard L. Villars Global Headquarters: 5 Speen

More information

The ITIL Foundation Examination

The ITIL Foundation Examination The ITIL Foundation Examination Sample Paper A, version 4.1 Multiple Choice Instructions 1. All 40 questions should be attempted. 2. All answers are to be marked on the answer grid provided. 3. You have

More information

ITSM in the Cloud. An Overview of Why IT Service Management is Critical to The Cloud. Presented By: Rick Leopoldi RL Information Consulting LLC

ITSM in the Cloud. An Overview of Why IT Service Management is Critical to The Cloud. Presented By: Rick Leopoldi RL Information Consulting LLC ITSM in the Cloud An Overview of Why IT Service Management is Critical to The Cloud Presented By: Rick Leopoldi RL Information Consulting LLC What s Driving the Move to Cloud Computing Greater than 70%

More information

BUSINESS SERVICES & THE CLOUD

BUSINESS SERVICES & THE CLOUD BUSINESS SERVICES & THE CLOUD A Winning Combination for BPO and Captive Shared Services for Non-IT Functions? Dr. Stefan Meixner, Director DACH, ISG www.isg-one.com INTRODUCTION The seismic technological

More information

Supplier Performance Management. Eliot Madow CPSM VP Client Services - Hiperos Director - PMAB

Supplier Performance Management. Eliot Madow CPSM VP Client Services - Hiperos Director - PMAB Supplier Performance Management Eliot Madow CPSM VP Client Services - Hiperos Director - PMAB Agenda Different Approaches Service Level Agreement (SLA) Approach Balanced Scorecard Approach Best-in-Class

More information

The Service Catalog: drivers and challenges of enabling IT as a Service Broker

The Service Catalog: drivers and challenges of enabling IT as a Service Broker The Service Catalog: drivers and challenges of enabling IT as a Service Broker Felix Fernandez / June, 2014 @ffromero New Style of IT - Core Qualities Service Centric Operate Securely Connected IT Intelligence

More information

Using Metrics in Outsourcing

Using Metrics in Outsourcing Using Metrics in Outsourcing Using Metrics In Outsourcing- What Works/What Doesn t Barbara Beech AT&T Services, Inc. Group Manager IT Sourcing Vendor Management 908-824-9018 bbeech@att.com Topics What

More information

Going Seamless with SIAM. Why you need a platform-based approach for Service Integration and Management WWW.WIPRO.COM

Going Seamless with SIAM. Why you need a platform-based approach for Service Integration and Management WWW.WIPRO.COM WWW.WIPRO.COM Going Seamless with SIAM Why you need a platform-based approach for Service Integration and Management Ramesh Dorairaj, Principal Consultant, Application Support and Maintenance Table of

More information

Global Strategic Sourcing Services

Global Strategic Sourcing Services where experience counts Global Strategic Sourcing Services Capabilities Overview Prepared For: Our Current and Future Valued Clients Our Strategic Sourcing Capabilities Sourcing Strategy Deciding whether

More information

Service Level Management

Service Level Management Process Guide Service Level Management Company ABC Service Improvement Program (SIP) Process Guide Service Level Management Table of Contents Document Information... 3 Approval... 4 Section 1: Process

More information

Solution brief. HP solutions for IT service management. Integration, automation, and the power of self-service IT

Solution brief. HP solutions for IT service management. Integration, automation, and the power of self-service IT Solution brief HP solutions for IT service management Integration, automation, and the power of self-service IT Make IT indispensable to the business. Turn IT staff into efficient, cost-cutting rock stars.

More information

1 What does the 'Service V model' represent? a) A strategy for the successful completion of all service management projects

1 What does the 'Service V model' represent? a) A strategy for the successful completion of all service management projects 1 What does the 'Service V model' represent? a) A strategy for the successful completion of all service management projects b) The path to Service Delivery and Service Support for efficient and effective

More information

Please give me your feedback

Please give me your feedback Please give me your feedback Session DF3117 Speaker Felix Fernandez Use the mobile app to complete a session survey 1. Access My schedule 2. Click on this session 3. Go to Rate & review If the session

More information

Outsourcing Models: Aligning Sourcing Strategy to Business Objectives

Outsourcing Models: Aligning Sourcing Strategy to Business Objectives Outsourcing Models: Aligning Sourcing Strategy to Business Objectives - Manish Subramanian, Rohini Williams An Introduction The term offshore outsourcing brings to mind images of work flowing from large

More information

OBLIGATION MANAGEMENT

OBLIGATION MANAGEMENT OBLIGATION MANAGEMENT TRACK & TRACE: CONTRACTUAL OBLIGATIONS Better Visibility. Better Outcomes RAMESH SOMASUNDARAM DIRECTOR, IT VENDOR MANAGEMENT SERVICES MARCH 2012 E N E R G I C A Governance Matter

More information

Project Management and ITIL Transitions

Project Management and ITIL Transitions Project Management and ITIL Transitions April 30 th 2012 Linda Budiman Director CSC 1 Agenda Thought Leadership: Linda Budiman What is ITIL & Project Management: Applied to Transitions Challenges & Successes:

More information

Contents. viii. 4 Service Design processes 57. List of figures. List of tables. OGC s foreword. Chief Architect s foreword. Preface.

Contents. viii. 4 Service Design processes 57. List of figures. List of tables. OGC s foreword. Chief Architect s foreword. Preface. iii Contents List of figures List of tables OGC s foreword Chief Architect s foreword Preface Acknowledgements v vii viii 1 Introduction 1 1.1 Overview 4 1.2 Context 4 1.3 Purpose 8 1.4 Usage 8 2 Management

More information

Adding Value In Finance And Accounting Outsourcing

Adding Value In Finance And Accounting Outsourcing Portfolio Media. Inc. 860 Broadway, 6th Floor New York, NY 10003 www.law360.com Phone: +1 646 783 7100 Fax: +1 646 783 7161 customerservice@law360.com Adding Value In Finance And Accounting Outsourcing

More information

Service Catalogue. Practical, Real-World Guidance For Embarking On The Service Catalogue Journey

Service Catalogue. Practical, Real-World Guidance For Embarking On The Service Catalogue Journey Service Catalogue Practical, Real-World Guidance For Embarking On The Service Catalogue Journey Agenda Objectives and Vision What Is A Service? What Is A Service Catalogue? Service Catalogue Road Map Sample

More information

Specialist Cloud Services Lot 4 Cloud Printing and Imaging Consultancy Services

Specialist Cloud Services Lot 4 Cloud Printing and Imaging Consultancy Services Specialist Cloud Services Lot 4 Cloud Printing and Imaging Consultancy Services Page 1 1 Contents 1 Contents... 2 2 Transcend360 Introduction... 3 3 Service overview... 4 3.1 Service introduction... 4

More information

can I consolidate vendors, align performance with company objectives and build trusted relationships?

can I consolidate vendors, align performance with company objectives and build trusted relationships? SOLUTION BRIEF Vendor Performance Management can I consolidate vendors, align performance with company objectives and build trusted relationships? agility made possible CA Business Service Insight helps

More information

Service Integration and Management:

Service Integration and Management: Service Integration and Management: SIAM ebonding with Kinetic Data Solutions This document outlines how service providers can develop and execute an effective SIAM strategy by leveraging Kinetic Data

More information

NEW YORK STATE-WIDE PAYROLL CONFERENCE. Presented to:

NEW YORK STATE-WIDE PAYROLL CONFERENCE. Presented to: NEW YORK STATE-WIDE PAYROLL CONFERENCE Presented to: Felicia Cheek, Practice Leader Global Time to Pay Advisory 15 September 2014 Statement of Confidentiality and Usage Restrictions This document contains

More information

IAOP: Creating Sustainable value in Outsourcing Klaus Koefoed

IAOP: Creating Sustainable value in Outsourcing Klaus Koefoed IAOP: Creating Sustainable value in Outsourcing Klaus Koefoed April 28 th 2010 Copyright 2009 Accenture All Rights Reserved. Accenture, its logo, and High Performance Delivered are trademarks of Accenture.

More information

PM Services. Portfolio Strategy, Design and Build

PM Services. Portfolio Strategy, Design and Build PM Services Portfolio Strategy, Design and Build Portfolio Strategy, Design and Build PM Services consultants will design an effective portfolio management system and works closely with client management

More information

TELECOMS Expense management. Considerations for Large Enterprises Operating in South Africa

TELECOMS Expense management. Considerations for Large Enterprises Operating in South Africa TELECOMS Expense Considerations for Large Enterprises Operating in South Africa JANUARY 2013 CONTACT NEBULA SOUTH AFRICA WESTERN CAPE Tel: +27 (0)21 555 3227 Fax: +27 (0)21 551 0676 Address: 1 Ceres Road

More information

CA Business Service Insight

CA Business Service Insight DATA SHEET CA Business Service Insight With CA Business Service Insight, you can know what services are being used within your business, improve service performance while helping to reduce operating costs,

More information

WHAT TO LET GO, WHAT TO HOLD ON TO

WHAT TO LET GO, WHAT TO HOLD ON TO WHAT TO LET GO, WHAT TO HOLD ON TO Defining and Managing an Optimal Sourcing Mix By Lawrence Kane, Senior IT Leader, Boeing & John Lytle, Director, ISG www.isg-one.com INTRODUCTION Executives responsible

More information

Ensuring Optimal Governance and Relationship Management Between Parties

Ensuring Optimal Governance and Relationship Management Between Parties Ensuring Optimal Governance and Relationship Management Between Parties 16 th October 2012 Noel Cullen Head of Sourcing, Financial Services Who KPMG Financial Services sourcing are The FS sourcing team

More information

THE UH OH MOMENT. Financial Services Enterprises Focus on Governance, Transparency and Supply Chain Risk

THE UH OH MOMENT. Financial Services Enterprises Focus on Governance, Transparency and Supply Chain Risk THE UH OH MOMENT Financial Services Enterprises Focus on Governance, Transparency and Supply Chain Risk By Lois Coatney, Chuck Walker and Joseph Yacura, ISG Directors www.isg-one.com INTRODUCTION A top

More information

Determining Best Fit. for ITIL Implementations

Determining Best Fit. for ITIL Implementations Determining Best Fit for ITIL Implementations Michael Harris President David Consulting Group Agenda Why ITIL? The Evolution of IT Metrics Towards the Business What do businesses need from IT Introduction

More information

UoD IT Job Description

UoD IT Job Description UoD IT Job Description Role: Projects Portfolio Manager HERA Grade: 8 Responsible to: Director of IT Accountable for: Day to day leadership of team members and assigned workload Key Relationships: Management

More information

451 s Procurement and Vendor Management Capability Development Program

451 s Procurement and Vendor Management Capability Development Program The case for improved Procurement and Vendor Management The current market environment is calling for increased operational efficiency and effectiveness, where value for money and market contestability

More information

Get Started on your Journey to the Cloud Retail Industry

Get Started on your Journey to the Cloud Retail Industry Get Started on your Journey to the Cloud Retail Industry Written in collaboration by: Vic Miles Microsoft Retail Solutions Keith Champeau Fujitsu Center of Excellence Published: December 17, 2012 2012

More information

Growth Through Excellence

Growth Through Excellence Growth Through Excellence Public/Private Cloud Services Service Definition Document G- Cloud 5 REFERENCE NUMBER RM1557v Table of Contents Table of Contents... 3 Executive Summary... 4 About the Company...

More information

10 Best Practices for IT Vendor Financial Management

10 Best Practices for IT Vendor Financial Management 10 Best Practices for IT Vendor Financial Management July 2010... Corporate Headquarters: 951 Mariner s Island Boulevard Suite 665 San Mateo, CA 94404 USA Tel: 650-524-2520 Fax: 650-571-8439 http://www.digitalfuel.com

More information

Veramark White Paper: Reducing Telecom Costs Why Invoice Management is the Best Place to Start. WhitePaper. We innovate. You benefit.

Veramark White Paper: Reducing Telecom Costs Why Invoice Management is the Best Place to Start. WhitePaper. We innovate. You benefit. Veramark White Paper: Reducing Telecom Costs Why Invoice Management is the Best Place to Start WhitePaper We innovate. You benefit. Veramark White Paper: Reducing Telecom Costs Why Invoice Management is

More information

Cloud Leader Report. A Comparison of Cloud Vendors in Germany. Executive Summary of the Cloud Vendor Benchmark 2013 for TREND MICRO Deutschland GmbH

Cloud Leader Report. A Comparison of Cloud Vendors in Germany. Executive Summary of the Cloud Vendor Benchmark 2013 for TREND MICRO Deutschland GmbH Cloud Vendor Benchmark 2011 A Comparison of Cloud Vendors in Germany Cloud Leader Report Executive Summary of the Cloud Vendor Benchmark 2013 for TREND MICRO Deutschland GmbH Authors: Dr. Carlo Velten,

More information

Perspective: Cloud Solutions and Deployment for Healthcare Payers in 2014

Perspective: Cloud Solutions and Deployment for Healthcare Payers in 2014 Perspective Perspective: Cloud Solutions and Deployment for Healthcare Payers in 2014 Lynne A. Dunbrack Judy Hanover IN THIS PERSPECTIVE This IDC Health Insights Perspective examines the current status

More information

Capacity & Demand Management Processes within the ITIL 2011 Update

Capacity & Demand Management Processes within the ITIL 2011 Update Capacity & Demand Management Processes within the ITIL 2011 Update Andy Bolton CEO Abstract The 2011 Edition of ITIL, released in July, is billed as resolving errors and inconsistency that were in the

More information

Project Management Office Best Practices

Project Management Office Best Practices Project Management Office Best Practices Agenda Maturity Models (Industry & PMO) PMO Areas of Expertise (Scale & Scope) Project Management Office Process Model Project Management Framework PMO Implementation

More information

Considerations for firms thinking of using third-party technology (off-the-shelf) banking solutions

Considerations for firms thinking of using third-party technology (off-the-shelf) banking solutions Financial Conduct Authority Considerations for firms thinking of using third-party technology (off-the-shelf) banking solutions Introduction 1. A firm has many choices when designing its operating model

More information

The Cloud-Enabled Enterprise Developing a Blueprint and Addressing Key Challenges

The Cloud-Enabled Enterprise Developing a Blueprint and Addressing Key Challenges WHITE PAPER The Cloud-Enabled Enterprise Developing a Blueprint and Addressing Key Challenges Cloud computing offers a significant opportunity for improved business outcomes through the delivery of innovative

More information

The Cadence Partnership Service Definition

The Cadence Partnership Service Definition The Cadence Partnership Service Definition About Cadence The Cadence Partnership is an independent management consultancy, specialising in working with a wide range of organisations, solving complex issues

More information

OUTSOURCING CENTERS OF EXCELLENCE

OUTSOURCING CENTERS OF EXCELLENCE OUTSOURCING CENTERS OF EXCELLENCE Observations on the Current Market Practice for Outsourcing CoEs An ISG Research Report Cynthia Hollandsworth Batty, Director, ISG, and Dianne Smock, Partner, ISG www.isg-one.com

More information

The ITIL Foundation Examination

The ITIL Foundation Examination The ITIL Foundation Examination Sample Paper A, version 4.2 Multiple Choice Instructions 1. All 40 questions should be attempted. 2. All answers are to be marked on the answer grid provided. 3. You have

More information

Global Headquarters: 5 Speen Street Framingham, MA 01701 USA P.508.872.8200 F.508.935.4015 www.idc.com

Global Headquarters: 5 Speen Street Framingham, MA 01701 USA P.508.872.8200 F.508.935.4015 www.idc.com WHITE PAPER Monetizing the Cloud: XaaS Opportunities for Service Providers Sponsored by: EMC Brad Nisbet March 2011 Global Headquarters: 5 Speen Street Framingham, MA 01701 USA P.508.872.8200 F.508.935.4015

More information

The ITIL Foundation Examination

The ITIL Foundation Examination The ITIL Foundation Examination Sample Paper A, version 5.1 Multiple Choice Instructions 1. All 40 questions should be attempted. 2. All answers are to be marked on the answer grid provided. 3. You have

More information

(a) the kind of data and the harm that could result if any of those things should occur;

(a) the kind of data and the harm that could result if any of those things should occur; Cloud Computing This information leaflet aims to advise organisations on the factors they should take into account in considering engaging cloud computing. It explains the relevance of the Personal Data

More information

WHITE PAPER IN THIS WHITE PAPER EXECUTIVE SUMMARY. Sponsored by: Salesforce. August 2015

WHITE PAPER IN THIS WHITE PAPER EXECUTIVE SUMMARY. Sponsored by: Salesforce. August 2015 WHITE PAPER The Salesforce Economy: How Salesforce, Its Ecosystem of Partners, and Its Customers Will Create More Than 1 Million Jobs and Add $272 Billion to Local Economies in the Next Four Years Sponsored

More information

Realizing the Full Value of GHX. A GHX Education Paper for Healthcare Supply Chain Professionals

Realizing the Full Value of GHX. A GHX Education Paper for Healthcare Supply Chain Professionals Realizing the Full Value of GHX A GHX Education Paper for Healthcare Supply Chain Professionals Realizing the Full Value Realizing the Full of GHX of GHX A GHX Education Paper for Healthcare Supply Chain

More information

View Point. Lifting the Fog on Cloud

View Point. Lifting the Fog on Cloud View Point Lifting the Fog on Cloud There s a massive Cloud build-up on the horizon and the forecast promises a rain of benefits for the enterprise. Cloud is no more a buzzword. The enabling power of the

More information

Managed Services Computing

Managed Services Computing Managed Services Computing FTA Technology Conference August 12, 2014 Tim Blevins, CGI CGI Group Inc. Agenda Managed Services Cloud Computing Security and Disaster Recovery Questions 2 Managed services

More information

ADDING CLOUD TO THE SERVICE DELIVERY MIX

ADDING CLOUD TO THE SERVICE DELIVERY MIX ADDING CLOUD TO THE SERVICE DELIVERY MIX Business Drivers and Organizational Considerations By Stanton Jones, ISG, and Kalyan Kumar, HCL www.isg-one.com INTRODUCTION Large global organizations today are

More information

The ITIL Foundation Examination Sample Paper A, version 5.1

The ITIL Foundation Examination Sample Paper A, version 5.1 The ITIL Foundation Examination Sample Paper A, version 51 Multiple Choice Instructions 1 All 40 questions should be attempted 2 All answers are to be marked on the answer grid provided 3 You have 60 minutes

More information

Module 1 Study Guide Introduction to PPO. ITIL Capability Courses - Planning, Protection and Optimization

Module 1 Study Guide Introduction to PPO. ITIL Capability Courses - Planning, Protection and Optimization Module 1 Study Guide Introduction to PPO ITIL Capability Courses - Planning, Protection and Optimization Introducing PPO Welcome to your Study Guide. This document is supplementary to the information available

More information

Maximize potential with services Efficient managed reconciliation service

Maximize potential with services Efficient managed reconciliation service RECONCILIATION IntelliMatch Operational Control services Optimize. PRODUCT SHEET Maximize potential with services Efficient managed reconciliation service Overview At its best, technology provides financial

More information

The Importance of Data Quality for Intelligent Data Analytics:

The Importance of Data Quality for Intelligent Data Analytics: The Importance of Data Quality for Intelligent Data Analytics: Optimizing the Financial and Operational Performance of IT White Paper IT decisions are only as good as the data they re based on. And that

More information

White Paper. The Hidden Benefits of Human Resource Business Process Outsourcing (HR BPO) SOURCING ANALYTICS

White Paper. The Hidden Benefits of Human Resource Business Process Outsourcing (HR BPO) SOURCING ANALYTICS Helping Companies Optimize Their HR/ Benefits/Payroll Service Partnerships White Paper The Hidden Benefits of Human Resource Business Process Outsourcing (HR BPO) Contents Executive Overview 3 About the

More information

Service Strategy and Design

Service Strategy and Design Strategy and Design Traditionally, IT departments have been managed through technology silos like infrastructure, applications, etc. With the introduction of the latest edition of the Information Technology

More information

TRANSFORMING THROUGH OUTSOURCING: MANAGED SERVICES AS A STRATEGIC TOOL FOR COMMUNICATION SERVICE PROVIDERS

TRANSFORMING THROUGH OUTSOURCING: MANAGED SERVICES AS A STRATEGIC TOOL FOR COMMUNICATION SERVICE PROVIDERS TRANSFORMING THROUGH OUTSOURCING: MANAGED SERVICES AS A STRATEGIC TOOL FOR COMMUNICATION SERVICE PROVIDERS CONTENTS EXECUTIVE SUMMARY 1 KEY DRIVERS FOR OUTSOURCING 1 OUTSOURCING AS A STRATEGY: KEY BENEFITS

More information

IT Governance. What is it and how to audit it. 21 April 2009

IT Governance. What is it and how to audit it. 21 April 2009 What is it and how to audit it 21 April 2009 Agenda Can you define What are the key objectives of How should be structured Roles and responsibilities Key challenges and barriers Auditing Scope Test procedures

More information

White Paper. SmartStart : Outsourcing 2.0 in Action

White Paper. SmartStart : Outsourcing 2.0 in Action SmartStart : Outsourcing 2.0 in Action Process Tools People By Robert E. Gelinas, Technology Executive, Author, and Novelist. 2009 Evolution of Outsourcing IT outsourcing has come a long way from the time

More information

THE ITO GOVERNANCE CHALLENGE

THE ITO GOVERNANCE CHALLENGE THE ITO GOVERNANCE CHALLENGE Overcoming Barriers to Achieve Operational and Financial Transparency By Terri Hart-Sears, Director, ISG; and Greg Weaver, Vice President, Blazent www.isg-one.com INTRODUCTION

More information

ORDER-TO-CASH OUTSOURCING

ORDER-TO-CASH OUTSOURCING ORDER-TO-CASH OUTSOURCING Finance and Accounting BPO Buyers Moving Toward Process-Based OTC Outsourcing Kerrie Freeman, Director, ISG www.isg-one.com INTRODUCTION To date, the majority of order-to-cash

More information

ICTEC. IT Services Issues 3.4.2008. HELSINKI UNIVERSITY OF TECHNOLOGY 2007 Kari Hiekkanen

ICTEC. IT Services Issues 3.4.2008. HELSINKI UNIVERSITY OF TECHNOLOGY 2007 Kari Hiekkanen ICTEC IT Services Issues 3.4.2008 IT Services? IT Services include (for example) Consulting, IT Strategy, IT Architecture, Process, Software Software development, deployment, maintenance, operation, Custom

More information

Evolving Technology Issues: Cloud Computing

Evolving Technology Issues: Cloud Computing Evolving Technology Issues: Cloud Computing Michael Bennett October 16, 2011 2011 Edwards Wildman Palmer LLP & Edwards Wildman Palmer UK LLP Cloud Computing Does compliance with applicable laws fall to

More information

IT Outsourcing. Third Time Lucky? Winter 2014/15 INSIGHTS

IT Outsourcing. Third Time Lucky? Winter 2014/15 INSIGHTS INSIGHTS IT Outsourcing Third Time Lucky? Coeus Consulting looks at whether the emerging third generation sourcing models are the end of the journey or is a fourth generation on the way? Winter 2014/15

More information

Cloud Enabled Business Transformation. Carl Rönnerstam March 14 th 2012

Cloud Enabled Business Transformation. Carl Rönnerstam March 14 th 2012 Cloud Enabled Business Transformation Carl Rönnerstam March 14 th 2012 Carl Rönnerstam Head of IT Strategy & Transformation KPMG Advisory Sweden Management Consulting Telephone +46 766 312 590 carl.ronnerstam@kpmg.se

More information

Public Cloud Service Agreements: What to Expect & What to Negotiate. April 2013

Public Cloud Service Agreements: What to Expect & What to Negotiate. April 2013 Public Cloud Service Agreements: What to Expect & What to Negotiate April 2013 The Cloud Standards Customer Council THE Customer s Voice for Cloud Standards! Provide customer-led guidance to the multiple

More information

ITIL V3 Application Support Volume 1

ITIL V3 Application Support Volume 1 ITIL V3 Application Support Volume 1 Service Management For Application Support ITIL is a Registered Trade Mark and Community Trademark of the Office of Government and Commerce. This document may contain

More information

Secure Your Cloud and Outsourced Business with Privileged Identity Management

Secure Your Cloud and Outsourced Business with Privileged Identity Management Secure Your Cloud and Outsourced Business with Privileged Identity Management Table of Contents Executive Summary... 3 Understanding Privilege... 3 Do All Service Providers Get It?... 5 Managing Privilege

More information

Establishing Trust in the Cloud: Trusted Multi-Tenant Infrastructure

Establishing Trust in the Cloud: Trusted Multi-Tenant Infrastructure Establishing Trust in the Cloud: Trusted Multi-Tenant Infrastructure Market Observations Multi-Tenant security is an end-to-end configuration requirement, while most of the products and standards address

More information

Sonata Managed Application Lifecycle Services

Sonata Managed Application Lifecycle Services Sonata Managed Application Lifecycle Services Leveraging IT to Deliver Growth-Centric Business Transformation Make IT an Enabler of Your Business with the Right Partner In today s complex and ever-changing

More information

The ITIL v.3. Foundation Examination

The ITIL v.3. Foundation Examination The ITIL v.3. Foundation Examination ITIL v. 3 Foundation Examination: Sample Paper 4, version 3.0 Multiple Choice Instructions 1. All 40 questions should be attempted. 2. There are no trick questions.

More information

What s New In ITIL V3?

What s New In ITIL V3? What s New In ITIL V3? George Spalding VP, Global Events Pink Elephant Pink Elephant Leading The Way In IT Management Best Practices The ITIL Books (V2) T h e B u s i n e s s Planning To Implement Service

More information

White Paper: AlfaPeople ITSM 2013. This whitepaper discusses how ITIL 3.0 can benefit your business.

White Paper: AlfaPeople ITSM 2013. This whitepaper discusses how ITIL 3.0 can benefit your business. White Paper: AlfaPeople ITSM 2013 This whitepaper discusses how ITIL 3.0 can benefit your business. Executive Summary Imagine trying to run a manufacturing business without a comprehensive and detailed

More information

FIXING PROJECT MANAGEMENT: A MUST-HAVE

FIXING PROJECT MANAGEMENT: A MUST-HAVE FIXING PROJECT MANAGEMENT: A MUST-HAVE Consistent Standards are Key to Multi-Vendor Operating Models By Michelle Mack, Principal Consultant www.isg-one.com INTRODUCTION Today s complex multi-source operating

More information

WHITE PAPER December, 2008

WHITE PAPER December, 2008 INTRODUCTION Key to most IT organization s ongoing success is the leadership team s ability to anticipate, plan for, and adapt to change. With ever changing business/mission requirements, customer/user

More information

6 Cloud strategy formation. 6.1 Towards cloud solutions

6 Cloud strategy formation. 6.1 Towards cloud solutions 6 Cloud strategy formation 6.1 Towards cloud solutions Based on the comprehensive set of information, collected and analysed during the strategic analysis process, the next step in cloud strategy formation

More information

White Paper. Managed Services. Part 2: True Value Creation Partnership. February 2013. ISO 9001 No. FS 28117

White Paper. Managed Services. Part 2: True Value Creation Partnership. February 2013. ISO 9001 No. FS 28117 White Paper Managed Services Part 2: True Value Creation Partnership February 2013 ISO 9001 No. FS 28117 Managed Services Preface 01 Introduction 01 Transition to Managed Services 05 Telecom domain knowhow

More information

SESSION 709 Wednesday, November 4, 9:00am - 10:00am Track: Strategic View

SESSION 709 Wednesday, November 4, 9:00am - 10:00am Track: Strategic View SESSION 709 Wednesday, November 4, 9:00am - 10:00am Track: Strategic View The Business of IT Provisioning Bill Irvine Transformation Strategist, Accelerate Innovation, VMware billirvine@comcast.net Session

More information