Pragmatic and Actionable
|
|
- Christopher Montgomery
- 8 years ago
- Views:
Transcription
1 Pragmatic and Actionable Implementing Successful Strategic Sourcing & Outsourcing Initiatives Using Project Management Skills and Disciplines Lessons Learned and Critical Success Factors Presented at: PMI NY Monthly Dinner Meeting Seminar December 15, 2010 New York, New York Dr. Gad J. Selig, PMP, COP Managing Partner, GPS Group, Inc. & Associate Dean for Business Development and Outreach Graduate Studies and Research Division University of Bridgeport Cell: (203)
2 Why Should PM Best Practices be Integrated with Strategic Sourcing and Outsourcing Current/ Emerging g Best Practices? Define scope, requirements and major risks (Focus early) Establish clear and unambiguous accountability (Roles and Responsibilities) [RACI] Improve project performance (through KPI s such as time, scope, cost, customer satisfaction, quality, risk) & take corrective actions, when necessary Manage sourcing vendors more effectively and consistently both domestically and internationally Improve the transition, execution and on-going performance of sourcing initiatives through project management disciplines for both the client and service provider: - Well defined roles and responsibilities High performance collaborative teams Consistent governance, control and escalation processes & techniques Enabling technologies Realistic, meaningful and pragmatic performance metrics and KPIs Honest and frequent communications Solid relationship management principles 2
3 What is Strategic Sourcing and Tactical Outsourcing? A Working Definition: Outsourcing is a long-term, results-oriented business relationship with a specialized 3 rd party services provider. - Strategic Sourcing or Transformational assets and processes are transferred to vendor and/or core competencies are supplemented by vendor centers of excellence (e.g. R & D, Product Design/Development, IT, Manufacturing, BPO, etc.) - Tactical Outsourcing staff supplementation; no asset transfer; usually linked to specific problems in a company Outsourcing is one of the greatest organizational and industry structure shifts of the 21 st century. James Brian Quinn (Dartmouth College) 3
4 The Changing Nature of Work Co - located Culturally Similar Face to Face Same time - zone Same organization becoming Traditional Industrial-Age Workplace Demographically similar Virtual Work / Meetings Distributed Multiple time zones Digital-Age Workplace Multi-cultural / dissimilar Networked organizations Demographically distant 4
5 Outsourcing Major Outsourcing Trends & Challenges Growing market approaching $2 trillion and increasing at 10 15% per year I.T. and Non I.T. (Engineering, Architecture, Medical Transcription, Manufacturing, Supply Chain, etc.) Slowing offshore growth: Major Countries India, China, Ireland, Israel Emerging Countries Philippines, Brazil, Russia & Eastern Europe, Egypt Growing near shore Canada and Rural Shore (USA rural states) Performance Metrics used: Financial, Quality, Schedule, Customer Satisfaction, SLAs, Mean Time to Repair, Up Time, Redundancy, Availability, Project Deliverables, Cost, etc. Penalties for Non Performance & Rewards for Extra Ordinary Performance Contingency& Backup Provisions Varying Models & Contract Durations Multi vendor Strategies Growing Tier 1 providers are growing larger, but there is room for growth for Tier 2, 3 and niche players New Approaches to Sourcing Alignment Align benefit with transaction costs (Buyer) Encourage innovation (Buyer) Leverage standardization (Service Provider) Focus on value for everyone Strategic Sourcing and PM Copyright., GPS Group, Inc., All Rights Reserved 5
6 Drivers for Outsourcing Cost, capacity, andcapabilities are and remain the main reasons for outsourcing. New drivers are Innovation & Transformation. Whatever the motive, the Service Delivery vision must support the key value drivers inherent at both the functional and corporate levels. Cost To reduce & control operational costs To make capital funds available To gain flexibility To turn fixed costs into variable costs Capacity To improve company focus To free internal resources for other purposes (Opportunity Cost Theory) To reduce cycle times (speed to market) Desire to globalize business operations in a more consistent and uniform way Add periodic bench strength Capability To improve quality of delivery To access capabilities not otherwise available To reduce or share risks To stabilize an unstable situation To transform the function/process/ organization Source: Modified from TPI (Technology Partners International, Inc) 6
7 Key Strategic Sourcing and Outsourcing Drivers Factors impacting the desire to outsource and/or offshore Financial Savings (Cost Reduction, Containment and/or Avoidance) Operating Model Flexibility and Innovation Talent Management Process Transformation Regulatory Advantages and Compliance Wage Arbitrage Utilizing off shore resources with materially identical skill sets and a lower wage base CAPEX Conversion Reducing investment and converting previous and planned capital expenses into operating expenses through an outsourcing contract Tax Optimization Taking advantage of tax regulations (such as those that favor foreign direct investment or, in some cases, local investment in certain industries or types of activities) Bench Optimization Utilizing a service provider organization s excess work force to deal with potential peaks and valleys in demand for highly cyclical resource roles (short term flexibility) Modular Reconfiguration /Scalability Enabling rapid reconfiguration of resource deployments to deal with changing market conditions and specialty resource requirements (long term flexibility) Innovation Enablement Exposure to new incremental/radical innovative process, technology and talent Talent Acquisition Seeking skilled, qualified resources in sourcing locations to fulfill immediate requirements through a contractual sourcing or captive arrangement Talent Focus Freeing up human resources and executive management to focus on core competencies Leading Best Practice Adoption & Business Transformation Adopting vendor developed process, product or technology leading practices Technology Transformation Adopting a vendor platform to further advance available technologies for use in either intra company processes or new product development or inter company initiatives (supply chain) Quality Assurance ( QA ) QA) Implementing more rigorous QA processes and standards as a result of entering into a contractual services arrangement, often lead by the vendor project team Cultural Proficiency Leveraging a vendor s local knowledge to gain competitive access to new markets Documentation Quality Especially in government regulated industries, high quality documentation is essential to passing regular inspections and facilitating compliance with regulation often vendors perform this activity at an enterprise level Regulatory Knowledge Leveraging vendor knowledge of specific regulatory requirements (e.g. customs, tax incentives) Source: Deloitte Consulting, 2009 with modifications 7
8 The Modular Corporation Requires Sourcing PM (SCM) Disciplines and Processes to Succeed in a Virtual Corporate Environment of the Future Strategic Sourcing and PM Copyright., GPS Group, Inc., All Rights Reserved Strategic Sourcing and PM 4/1/10 Copyrighted, GPS Group, Inc., All Rights Reserved 8
9 Global IT and Business Services Outsourcing Market Global IT and Business Process Managed Services Market, 2008 Total Market: $828 Billion Finance & Accounting $32 Bn HR $63 Bn Procurement $1.5 Bn Customer Care $62 Bn Industry specific BPO $40 Bn Knowledge Process Outsourcing $0.9 Bn IT Outsourcing services $ 616 Bn Other BPO services $13 Bn Source: AMR Research Inc.,2009 9
10 Location of Clients of Global 100 Providers,
11 Superior & Effective Strategic Sourcing and PM are Not Easy Resistance to Change Control & Governing the Processes Overcome Political Fiefdoms Realistic Formal Governance Process Define Metrics Create Customer/Vendor Collaboration Assemble right skills/bench strength Manage Change & Risk Create Innovation & Transformation Negotiate Ownership Form a team Determine Needs Obtain Multi-Level Approvals No Easy Task Formal Procurement/RFP Process Assign Project Manager Define Objectives & Scope Assign Roles & Responsibilities Empower Develop Business Case and Plan Select & Manage Vendor (s) Manage Constitute Expectations Obtain Consensus Establish Base Line & Project Future Scenarios Issues Resolution Multi-Cultural Sensitivity and Work Habits Back-Up, Recovery & Security Negotiate a flexible contract Executive Sponsorship & Commitment Establish a win/win environment and a partnership relationship management environment & process 11
12 Project Management, like Strategic Sourcing, is Complex & Requires Multiple Competencies Knowledge Management (Intellectual Capital) Scope/Requirements Management Issues Management Time Management Cost Management Integration Management Change Management Governance & Monitoring Vendor/Procurement/Sourcing Management Program/Project Management Planning, Scheduling & Estimating Quality Management Resource/People Management/ Soft Skills/Team Mgt. PM Tools Life Cycle Management Risk Management Communication Management 12
13 Strategic Questions Sourcing Isthe sourcing strategy in line with our business vision and strategy and competitive differentiation? Do we understand the risks? Financial, Operational, Security, Privacy, Intellectual Property, Other? Do we have adequate provisions in place for disaster prevention, recovery and contingencies? Do we understand regulatory compliance requirements that apply to the outsourcing work and subsequently to the provider? Can outsourcing add strategic value? Can this sourcing opportunity be created as a revenue source for the company alone or through a joint venture? revenue growth;costreduction/containment/ reduction/containment/ avoidance;reduce speed to market; businessprocesstransformation;etc etc.? How can we measure the value of global sourcing? key performance measures Impact on the business/function/department/process What organizational resources are required to support global sourcing? Skills Budget Competencies Certifications What governance, controls and consistent process should be institutionalized for effective sourcing? What experienced/qualified teams can we put in place? For example: functional head, executive sponsor, auditor, accountant, lawyer, project manager and procurement Are there known providers for this service? Do we understand their capabilities, capacity and scale to provide this service? 13
14 Value Questions Sourcing Will we reap benefits? Clear accountability for achieving the benefits Linking benefits to MBO s and incentive compensation schemes An effective benefits realization ation process and sign off within the company Do we have a clear current as is profile Covering affected assets, people and processes Understanding di licenses, costs, equipment, facilities i etc. Do we have the capability of effectively working with outsourcing providers? What industry frameworks, standards and models should we use? Should we hire a consultant? to assist in developing, review and/or validate our sourcing strategy and approach? As an advisory firm to help choose the provider(s) Is this process or operation scalable? Can it be leveraged with more volume, more customers, etc.? Isthe cost of the operation competitive with what could be obtained in the market? Would de skilling (loss of in house expertise) have a negative impact? 14
15 Delivery and Execution Questions Sourcing Have we done in house benchmarking to determine: Are we deploying well and effectively: Scalable, disciplined and consistent management, governance and delivery processes capabilities and attitudes? Appropriate and sufficient resources available with the right competencies, capabilities and attitudes at the right ihttime Would loss of data or content of this service/product hurt the firm? How? What would be the impact? Financial? Business Disruption? Overview of provider questions: Is the provider certified vis à vis an industry standard (e.g. ISO, CMMI, PMI, ITsqc, etc.)? Does the provider have local and international presence and capability? Has the firm had previous experience with the provider? Does the provider have a superior reputation for delivering quality services at a reasonable cost? Is the provider financially stable? What processes (e.g. transition management, project management, quality management, performance management, etc.) are being used by the vendor??are they acceptable? bl? Is the provider undertaking sustainable practices? What is the optimum relationship management model to be established between the company and the service provider? 15
16 Pressures for Change What can be done? What should be done? How to do it? Why bother? 16
17 Project Management Life Cycle Phases and Key Components INITIATING PLANNING EXECUTING CLOSING & TERMINATION Business Need/Case Feasibility Authorization Funding Project Charter Project Organization Project Management Office (PMO) Critical Success Factors Project Metrics & Vital Signs Go/No Go Gate Enterprises must develop consistent, but scalable & flexible PM processes to fit different types & sizes of programs and projects, including sourcing. Requirements & Scope Objectives Deliverables Work Breakdown Structure Stakeholders Assumptions & Constraints Estimates-Costs, Resources, Effort & Time Sequence Tasks Schedule Resources Roles, Responsibilities & Staffing Plan Quality Management Plan Risk/Contingency Management Plan Disaster Recovery Plan Change Management Plan Communications Management Plan Acceptance Management tplan Integrated Project Plan (of multiple inter-related projects) Vendor/Outsourcing Plan Executing the Plan & Delivery (e.g. SDLC; PMLC) Governance Structure & Escalation Developing the Team (separate module) Progress Reporting, Communications & Meeting Management Comparison of Metrics & Vital Sign Baseline to Actuals Education & Training Vendor/Outsourcing Management Change Control Risk Control Quality Control Go/No Go gate Project Acceptance & Approval Final Documentation Lessons Learned Finalize Project File Administrative & Contract Closure Post Implementation Review & Follow-Up (1 month, 3 months, 6 months) Governance & Control Go/No Go gate Spans all Phases 17
18 Strategic Sourcing Lifecycle Roadmap Overview Phase 0: Strategy Formulation Phase 1: Feasibility Phase 2: Preparation Phase 3: Evaluation Phase 4: Commitment Phase 5: Transition Phase 6: On going Management Provider Selection & Governance 18
19 Objectives Deliverables & Decisions Phase 0: Strategy Formulation Determine business need Align with business strategy Develop sourcing strategy and identify areas of opportunity Identify key drivers High level sourcing strategy Validate strategy - Internal - External Secure sponsor and management team Inform executive team Identify sourcing areas of opportunities and priorities Examine sourcing geographic alternatives - on, off, best shore Strategic Sourcing Lifecycle Roadmap Phase 1: Feasibility Develop business case Develop base case (as is state before sourcing) and future scenarios (future state after sourcing) Decompose into discrete components Perform risk assessment: - Function - Country - Culture - Security -Etc Business case Identify PM and Macro Plan Outsourcing market overview Determine core vs. non-core functions, processes, technologies, etc. Risk k assessment and mitigation plan Consulting contract (optional) External Counsel agreement (optional) Review and approve at appropriate levels: - Functional head / Business unit -CEO - Board of Directors Phase 2: Phase 3: Preparation Evaluation Provider Selection Develop detailed requirements/scope Finalize/issue RFP Formulate provider selection criteria and weights RFP Identify resource requirements Form pre-transition team Identify providers (Could use RFI to eliminate unqualified providers) Evaluate contract & provider pricing Evaluate providers Internal Audit review for controls Score vendors Conduct due diligence - benchmark - site visits - references Short list providers Draft Master Service Agreement (MSA) and Statement of Work (SOW) Approve budget Change Management process and authorization Phase 4: Commitment Select and negotiate provider proposals Develop transition program Finalize organization plan Sign contract External and internal communications Manage organizational change Finalize and sign contract MSA and SOWs (Statement of Work) Transition plan Pre and post checklist Form post transition team Risk mitigation, backup and contingency plan Develop human resources and asset transfer and retention plan Finalize governance plan, process, metrics and roles Finalize training plan Finalize pilot testing and/or validation plan Phase 5: Transition Implement phased transition plan 30/60/90 day phases Establish relationship management strategy Execution of transition plan Implement relationship management plan Assess results of initial transition and fix issues Knowledge transfer and finalize documentation Clear hand-offs who, what, when, how, where and dfinalize documentation go/no go go/no go go/no go go/no go go/no go go/no go Phase 6: On going Management & Governance Manage to contract Manage scope and changes Monitor business value of engagement via business case Issues management Reorient retained organization Governance - schedule of activities and process Change control process Escalation process and roles Management and Performance reporting Updated business case Renew, expand or disengage contract Build client/provider high performance teams Institutionalize: - Sourcing process and continuously improve - Improve governance process - Lessons learned - Critical success factors Enabling Checklists, Tools and Technologies Template - Business plan - Sourcing plan Business case template Risk assessment Vendor evaluation scorecard and criteria RFI/RFQ/RFP Table Criteria for vendor due diligence template Transition plan template Communication and Transition Checklists - Pre-transition - Post-transitiontransition Governance framework The end game - Sourcing business template and of Contents Master Service governance plan Relationship checklist case framework Agreement (MSA) - Metrics management (See chapters 1, 2, 12) (See chapters 3, 12) - Framework practices (See chapters 2, 4, 12) (See chapters 4, 5, 12) - Escalation Source: Bullen, Lefave and Selig (See chapters 7, 8, 9, (See chapters 6, 10, 12) 12) 19 (See chapters 4, 6, 8, 9, 11, 12)
20 Portfolio Selection, Project Management and Deployment Triangle C Suite User Executive Sponsor Customer Sales Business Plan Vision, goals objectives, strategies and financials Evaluation, selection, prioritization and funding of imperatives and initiatives High visibility, large funding, complex, strategic, >6 months, high risk, etc. (Examples: enterprise wide ERP; e Business; complex new product or solution delivery; enterprise architecture; M and A; Standalone, limited scope projects or projects which are interrelated and part of a program CRM NPD Sourcing ERP Portfolio Management Asset Classes: Strategic Infrastructure Transactional Informational Program/Project Management (Key Metrics Time, Cost, Risks, etc) n Initiatio Planning Executio on Strategic initiatives (From Business Plan) Key selection metrics: new/incremental revenues, reduce/contain/avoid costs, share of customer $, ROI, NPV, ROA, strategic fit, intellectual capital, barriers to entry (patent), degree of risk Vsreward, customer satisfaction, laws and regulations Systems/Infrastructure/Sourcing and Product Life Cycles (Vary by type of initiative) Plan Design Develop Termina ation Implement t Ongoing Processes, Operations and Governance (Key Customer, Process and Service Metrics) Quality Legal/Contract Administration Purchasing Customer service Vendor Management Information Technology Continuous process improvement Sales/marketing Build/Buy Test/Pilot Document Flexible and scalable processes, templates and tools required to effectively manage multiple, interrelated projects which range from fast track to full risk mitigation Train Manage Flexible processes, tools and disciplines are used for development, but life cycle tasks will vary by project type (e.g. IT, ebusiness, new product, M and A etc.) Finance/accounting Transportation Training/Human Resources Select Build or Buy Control Deploy/ Evaluate/ Improve 20
21 Vendor Selection, Evaluation, Contract Negotiations and Award Process Flow Research RFI RFQ RFP RFS RFP/RFS Follow Up Selection/ Evaluation Scorecard Due Diligence Contract Negotiation Award Rollout Transition Governance and Ongoing Support Internal/external research; requirements definition Evaluation criteria and formation of team RFI/RFQ/RFP/RFS focused on services, infrastructure, technology skills, processes, HR policies, governance and metrics Vendor presentations; reference checks; site visits; due diligence Debrief sessions for providers Weighted scorecard Contract strategy, type & negotiations Transition planning and transition Governance and metrics Operating model/roles/escalation Disengagement Consideration Contractual triggers 21
22 Managing/Reviewing/Escalating Sourcing Performance Client and Provider Clearly Defined Roles and Responsibilities Customer Meeting Frequency Monthly/ Quarterly Exec. Sponsor Vendor Last Possible Option Approves Major Initiatives Resolves R l Citi Critical lissues Approves Major Changes Prioritizes resource allocations Manages performance/corrective actions Semi Monthly/ Monthly Weekly/ 80 Hours Daily/ Weekly Executive Steering Committee VP/Director Project Manager Project Team Resolves issues escalated from PM Supports the PM Cross project impacts and priorities Change control Board Manages performance/corrective actions Communicates status and actions Escalates issues and conflicts not resolvable; Assigns and monitors resources Manages performance/corrective Action Do work per project baseline Do work per authorized change form 22
23 PM and Sourcing Performance Management What Key Performance Indicators Should be Tracked? Costs Price/performance Workload/Availability/Capacity Quality Agility and speed Deliverables Schedule, Quality, etc Customer satisfaction Sourcing Process Outcomes Program/Project Process Outcomes Service levels (SLA s) Innovation and Transformation Customer Satisfaction You get what you measure, so it is critical to measure the right things. You get what you pay for. If you demand rock bottom pricing, do not expect world class SLAs. There are no free lunches. 23
24 Select Key Performance Measures Business and Sourcing Key Performance Measures link Critical Success Factors (CSFs) to Key Performance Indicators (KPIs) for Sourcing (Illustrative Example) Business: Critical Success Factors + Key Performance Indicators Financial (Including Compliance) Revenue, Profit Growth, Cost Management, ROA, ROI, NPV, Compliance Strategic/Customer New product/services development, Intellectual property, asset management, customer satisfaction, share of customer wallet Internal/external processes process transformation, process optimization, process automation Learning/growth people development, education, training, certification, mentoring, R&D Sourcing Engagement: Critical Success Factors + Key Performance Indicators Financial ROI, NPV, Cost Management, Value delivery Strategic Competitive positioning, new market opportunities, differentiation, alignment, growth, innovation and/or transformation Customer (User) Satisfaction Ownership, commitment, product delivery, level of service Employee Satisfaction People development, training, certification, productivity Program/Project Management time/schedule, governance, budget/cost, deliverables, scope, monitoring Service/Operations Process Service levels, availability, timeliness, controls, scalability, reliability, security, privacy, redundancy, backup and recovery, 24
25 Transition Checklist Sourcing Phase Design Execution Validation Go live Key Objectives Establish PMO and conduct program kickoff Establish transition control process Prepare detailed transition plan Prepare Day 1 readiness Establish process readiness Establish site and systems readiness Conduct knowledge transfer Validate and test knowledge Test the production environment Conduct SLA dry run Prepare for go-live Pilot/simulation Monitor the operations Deliver first SLA report Activate the governance model Close out transition phase Key Deliverables Fully staffed transition team Joint program kickoff Reporting process Change control process Issue/Escalation process Integrated transition plan Control plan for project execution Communication plans Risk analysis/mitigation Training and production ramp-up plans SLA reporting process Acceptance criteria Governance process Process flows Documentation Policies and procedures framework Knowledge transfer Site infrastructure/security Support plan Daily performance reports Process documentation signed off Operational risk review To-be process solution tested and operational SLA verified prior to day one Policies and procedures manual completed Day 1 readiness signed off Daily performance reports First production SLA reporting Governance model deployeded Voice of the Customer in place Transition close-out is signed off Program execution and control 25
26 Summary Checklist for Managing Successful Outsourcing Initiatives: From Plans to Deals Develop a Plan and Build a Business Case Baseline model Requirements & scope Costs(realistic)/savings Contingency Plan Assumptions/Constraint Obstacles Metrics OLAs, SLAs, Cost, Schedule, Other Go/No Go Communicate decision to stakeholders RFP Preparation Narrow the field RFI, RFQ Invitation to Vendors Vendor briefings Site visits Vendor proposals Evaluation & Selection Multidisciplinary team Qualitative & quantitative evaluation criteria Cultural match/bench strength Due Diligence Final selection Contract Negotiation/Signing It takes two to tango Contract types Fixed price (well defined) Time& material (not well defined) Cost& fixed fee Cost & variable fee Unit price contract Terms& Conditions Change and Risk Management Governance, Metrics and Escalation Contingency and Disaster Recovery Options Disengagement Options & Responsibilities Triggers and Conditions Ownership Transition Roles/Responsibilities Transition Management, Contract Management & Performance Monitoring Transition Planning, Roles, Pilot, Training & Readiness Validation Assure compliance with project or service objectives, scope, schedule, & deliverables Measure and evaluate delivered work Vendor governance and reporting Integrate vendor tasks and deliverables into Project Plan Assign Senior Manager/Director/VP to manage vendor 26 relationship with clout
27 Case Study Global Manufacturing Organization Environment Annual Revenue Range $ Billion Number of Employees Range 30 40,000 Number of Major Locations 10+ Management Philosophy Conservative and Risk Averse Sourcing Organization: Centralized Around 2003 Number of Employees Approximately 150 Head of Sourcing Organization Chief Procurement Officer. Direct reports are: Direct Sourcing of Manufacturing Indirect Supplies, etc Strategic Alliance and Outsourcing Approach tosourcing Top down decision from executive leadership to align costs to today s business environment Established a Steering Committee Framework : Outsourcing Steering Committee Members Corporate Outsourcing and SBU Representatives. Roles include: o Develop/Execute Outsourcing Strategy o Monitor Outsourcing Performance / Benefits o Approve Cross Functional Outsourcing o Approve Preferred Vendors Functional Outsourcing PMO(s) Governance: o Track Functional SLA s o Conduct monthly operations reviews with Vendors o Provide dashboard rollups on vendor performance to internal sponsors Project PMO Governance: o Define Business Process Requirements o Manage Vendor to Project Requirements o Provide metrics and project status to sponsors Issues, Challenges and Drivers Sourcing Process Drivers Developed and documented following processes Cost Reduction covering Outsourcing: Improve Operating Flexibility Issues Steering and Governance Committee Framework Centralizing the procurement/outsourcing function in a Risk Assessment and Mitigation de centralized environment is complex Create/ Enforce Outsourcing Standards d / Policies/ i Challenges/ Obstacles Guidelines Strategic business unit independence New Sourcing Requirements to Contract Process Developing a uniform business case format and process Requisition to Pay Process for sourcing and enforcing its adoption by business units is difficult Supplier Relationship Management Process Dispute and Escalation Process Contract Management Process 27
28 Case Study Global Manufacturing Organization (Cont d) Vendor Characteristics Results Transition Number of Vendors Two(2) Vendors for each major category (IT, Call Center, Mfg., etc.) Types of Contracts Vary(E.g.: Fixed Price; Cost+; etc) Duration of Contracts 3 to 5 year for MSA (Master Service Agreement) with SOW ( Statement of Work) for each initiative linked to annual budget process Foreign currency fluctuations are not permitted by company in Vendor contracts Monthly/ Quarterly Strategic Calibration of Work Performance is conducted Results The Deal(s) Executive Sponsorship Varies by Strategic Business Unit Types of Work Varies and includes Staff Augmentation, Total Project, Captive Center (in India), etc. Select Multiple Vendors are used and qualified to be listed on a preferred Vendor list Communicating the Deal Limited intentionally by Management People Impacted and Treatment Very Well Approximate ROI for Deal 20% on average Value of Deals Varies Pre and Post Transition Checklists used as guidelines Business Case monitored and controlled Functional and Project Outsourcing PMOs used to monitor transition and vendor performance based on multiple SLA s and dashboards (which are dependent on specific work being done) Results Governance, Performanceand and Key Metrics There are formal processes and mechanisms established to manage and monitor Vendor performance such as: Multi Disciplinary Steering and PMO Committees, Escalation, Contracting, Payment Authorization, Metrics, etc. 28
29 Case Study Global Manufacturing Organization (Cont d) Results Future of Sourcing Critical Success Factors Sourcing will continue to grow as a % of business as long as there is a balance of : Cost Reduction Prudent risk taking Solid vendor relationship management Executive Sponsorship Multi unit project PMOs to select and monitor results are essential Formal, consistent but flexible outsourcing processes Establish clear outsourcing objectives and manage expectations of constituents Solid project management skills are a strong asset for superior outsourcing Lessons Learned What Worked? Centralization of Outsourcing has been very beneficial to the company, but difficult to achieve What did not work? Developing business cases for all of the outsourcing initiatives and implementing the benefits has been difficult 29
30 Outsourcing Steering Committee (Illustrative Example Global Manufacturing Company) To serve as the governing body for outsourcing activity across the enterprise. Execute governance per outlined processes with active roles in the approval of outsourcing strategy, vendor selection, vendor consolidation, business structuring, project management, outsourcing standards, and monitoring of benefit realization. Outsourcing Steering Committee & Governance Execute Enterprise Outsourcing Strategy Monitor Outsourcing Performance / Benefits Approve Cross Functional Outsourcing Approve Vendor Consolidation Approve Outsourcing Business Structures Create/ Enforce Outsourcing Standards / Policies Monitor Business Factors (Ex. Acquisitions) Outreach to New Areas for Outsourcing Opportunities SPMO(s) Governance Monitor Industry Trends Risk Assessment Track Functional Projects, Reporting Conduct Monthly Operations Reviews with Vendors, Continuous Improvement Provide Strategic Alliances, Best Practices, Cross Development Define Business Project Requirements Manage Vendor to Project Requirements Provide Functional PMO: metrics, issues, project status 30
31 Lesson Learned and Critical Success Factors Project Management is a complementary process to other structured t business and sourcing policies, methodologies and metrics. Executive sponsorship is essential. A formal project management process integrated with a sourcing policy and process increases visibility and tracking of potential impacts of sourcing initiatives on the business initiatives and help to minimize disruptions. Need a formalized way to integrate and capture positive lessons learned from past project management and sourcing experiences and build on them. Continuously improve the project management and sourcing policies, processes, tools and practices based on current and emerging g best practices. Certification in PM and Outsourcing is becoming more important and valuable. 31
32 References Brown, Doug and Wilson, Scott, The Black Book of Outsourcing, John Wiley & Sons, Business Week, Special Report on Outsourcing, January 30, Carmel, Erran & Tjia, Paul, Offshoring Information Technology, Cambridge University Press, Casale, Frank, Darwin and Outsourcing, Outsourcing Essentials,Vol.2, No. 3 Winter 2004, The Outsourcing Institute. Crawford, Ken, Project Management Maturity Model, Marcel Decker, Inc., Gary, Clifford F. and Larson, Erik W., Project Management, 4 th Edition, McGraw Hill, Irwin, NY, IAOP : ITsqc at Carnegie Mellon University: cs cmu Kerzner, H., Project Management A Systems Approach to Planning, Scheduling and Controlling, 10 th Edition, J Wiley & Sons, Palvia, Shailendra, Off Shore Outsourcing Creating a World of Difference, Proceeding of the Second Annual International Outsourcing Conference, Center for Global Outsourcing, New York, July, Project Management Institute, A Guide to the Project Management Book of Knowledge, 4th Edition, PMI, Newtown Square, PA, Selig, Gad J., Implementing IT Governance: A Practical Guide toglobal Best Practices in IT Management. Van Haren Publishing, Zaltbommel, Holland, Software Engineering Institute, Capabilities Maturity Model Integrated Staged and Continuous Model Version 1.l, Documet Numbers CMU/SEI 2005-TR-011, CMU?SEI-2002-TR-028, CMU/SEI 2002-TR- 029SEI, Carnegie Mellon University, 2002 and
33 Thank You! Dr. Gad J. Selig, PMP, COP Managing Partner, GPS Group, Inc, & Associate Dean, Business Development and Outreach Graduate Studies and Research Division University of Bridgeport Cell: (203)
Dr. Gad J. Selig, PMP, COP
The Critical Role of the Project Manager in Executing Successful Strategic Sourcing and Outsourcing Initiatives: Major Trends, Critical Success Factors and Lessons Learned Abstract: Dr. Gad J. Selig, PMP,
More informationProgram Management Professional (PgMP) Examination Content Outline
Program Management Professional (PgMP) Examination Content Outline Project Management Institute Program Management Professional (PgMP ) Examination Content Outline April 2011 Published by: Project Management
More informationDr. Gad J. Selig, PMP, COP Managing Partner, GPS Group, Inc., Director, Technology Management & Dual Graduate Business Degree Programs & Associate
Panel Discussion Sharing Industry Knowledge Successful Business/IT Alignment, Execution & Governance Best Practices: Why, What and How? Society for Information Management March 15, 2006 SIM March 15, 2007
More informationVendor 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 informationProject 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 informationAnatomy of an IT Outsourcing Deal. Bruce Laco Deloitte John Pickett IT World Canada Barry Sookman McCarthy Tetrault
Anatomy of an IT Outsourcing Deal Bruce Laco Deloitte John Pickett IT World Canada Barry Sookman McCarthy Tetrault 3656867 Agenda Key Considerations for IT Outsourcing Decision Anatomy of an Outsourcing
More informationROI Building The Business Case For Professional Services Automation
ROI Building The Business Case For Professional Services Automation Robert D. Anderson, CPA Director Specialized Services Hitachi Consulting Kimberly McDonald Baker Vice-President, Sales and Marketing
More informationProgram Lifecycle Methodology Version 1.7
Version 1.7 March 30, 2011 REVISION HISTORY VERSION NO. DATE DESCRIPTION AUTHOR 1.0 Initial Draft Hkelley 1.2 10/22/08 Updated with feedback Hkelley 1.3 1/7/2009 Copy edited Kevans 1.4 4/22/2010 Updated
More informationIT Governance An Integrated Framework and Roadmap: How to Plan, Deploy and Sustain for Competitive Advantage
White Paper IT Governance An Integrated Framework and Roadmap: How to Plan, Deploy and Sustain for Competitive Advantage Dr. Gad J. Selig, PMP, Managing Partner, GPS Group, Inc & Associate Professor, Management
More informationLeveraging CMMI framework for Engineering Services
Leveraging CMMI framework for Engineering Services Regu Ayyaswamy, Mala Murugappan Tata Consultancy Services Ltd. Introduction In response to Global market demand, several OEMs adopt Global Engineering
More informationAssessing the Appropriate Level of Project, Program, and PMO Structure
PMI Virtual Library 2011 Daniel D. Magruder Assessing the Appropriate Level of Project, Program, and PMO Structure By Daniel D. Magruder, PMP Executive Summary Does your organization have in-flight projects
More informationBased on 2008 Survey of 255 Non-IT CEOs/Executives
Based on 2008 Survey of 255 Non-IT CEOs/Executives > 50% Ranked ITG as very important > 75% of businesses consider ITG to be an integral part of enterprise governance, but the overall maturity level is
More informationGlobal 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 informationWHY DO I NEED A PROGRAM MANAGEMENT OFFICE (AND HOW DO I GET ONE)?
WHY DO I NEED A PROGRAM MANAGEMENT OFFICE (AND HOW DO I GET ONE)? Due to the often complex and risky nature of projects, many organizations experience pressure for consistency in strategy, communication,
More informationManaging Multiple Vendors: Getting the Most from a Complex Team. November 16, 2012
Managing Multiple Vendors: Getting the Most from a Complex Team November 16, 2012 1 Contents About the presenters Context: working with multiple SIs is the norm Benefits and challenges of working with
More informationThe Keys to Successful Service Level Agreements Effectively Meeting Enterprise Demands
A P P L I C A T I O N S A WHITE PAPER SERIES SYNTEL, A U.S.-BASED IT SERVICE PROVIDER WITH AN EXTENSIVE GLOBAL DELIVERY SERVICE, SUGGESTS SPECIFIC BEST PRACTICES FOR REDUCING COSTS AND IMPROVING BUSINESS
More informationBest-in-Class Vendor Management Office
Drive Your Business Strategy Brief IT Best-in-Class Vendor Management Office Vendor Management Should be a Core Competency of the IT Function With the role of key vendors evolving and with more vendors
More informationDomain 1 The Process of Auditing Information Systems
Certified Information Systems Auditor (CISA ) Certification Course Description Our 5-day ISACA Certified Information Systems Auditor (CISA) training course equips information professionals with the knowledge
More informationInformation Governance Workshop. David Zanotta, Ph.D. Vice President, Global Data Management & Governance - PMO
Information Governance Workshop David Zanotta, Ph.D. Vice President, Global Data Management & Governance - PMO Recognition of Information Governance in Industry Research firms have begun to recognize the
More informationPM Services. Our Corporate Profile and Credentials
PM Services Our Corporate Profile and Credentials The Power of One: ISG-One ISG Services Tools ISG is a leading technology insights, market intelligence and advisory services company, offering clients
More informationITSM Process Maturity Assessment
ITSM Process Maturity Assessment April 2011 Prepared by: Brian Newcomb TABLE OF CONTENTS Executive Summary... 3 Detailed Assessment Results and Recommendations... 5 Advisory Group Survey Results (External
More informationBusiness Analyst Position Description
Analyst Position Description September 4, 2015 Analysis Position Description September 4, 2015 Page i Table of Contents General Characteristics... 1 Career Path... 2 Explanation of Proficiency Level Definitions...
More informationTHIRD PARTY. T i m L i e t z R e g i o n a l P r a c t i c e L e a d e r R i s k A d v i s o r y S e r v i c e s
MANAGING THIRD PARTY RISK T i m L i e t z R e g i o n a l P r a c t i c e L e a d e r R i s k A d v i s o r y S e r v i c e s Experis -- a different kind of talent company. Experis Tuesday, January 08,
More informationHKITPC Competency Definition
HKITPC Competency Definition for the Certification copyright 2011 HKITPC HKITPC Competency Definition Document Number: HKCS-CD-L1L2 Version: 1.0 Date: June 2011 Prepared by Hong Kong IT Professional Certification
More information[project.headway] Integrating Project HEADWAY And CMMI
[project.headway] I N T E G R A T I O N S E R I E S Integrating Project HEADWAY And CMMI P R O J E C T H E A D W A Y W H I T E P A P E R Integrating Project HEADWAY And CMMI Introduction This white paper
More informationSmartShore Offerings. Your Gateway to Knowledge Process Outsourcing and Remote Infrastructure Mgmt.
DISCUSSION DOCUMENT SmartShore Offerings Your Gateway to Knowledge Process Outsourcing and Remote Infrastructure Mgmt. SmartShore Services, Inc. sales@smartshore.us Tel 203-653-7235 Sep 9, 2009 Overview
More informationBusiness Logistics Specialist Position Description
Specialist Position Description March 23, 2015 MIT Specialist Position Description March 23, 2015 Page i Table of Contents General Characteristics... 1 Career Path... 2 Explanation of Proficiency Level
More informationBlend Approach of IT Service Management and PMBOK for Application Support Project
Blend Approach of IT Service and PMBOK for Application Support Project Introduction: This paper addresses the process area, phases and documentation to be done for Support Project using Project and ITSM
More informationProject Knowledge Areas
From Houston S: The Project Manager s Guide to Health Information Technology Implementation. Chicago: HIMSS; 2011; pp 27 39. This book is available on the HIMSS online bookstore at www. himss.org/store.
More informationASSAM POWER GENERATION CORPORATION LIMITED
ASSAM POWER GENERATION CORPORATION LIMITED Notice Inviting Expression of Interest for Consultancy in connection of Assam Power Sector Investment Program financed by ADB NIT No. NIT/PMU/05 of 2014-15 Director
More informationHow Technology Supports Project, Program and Portfolio Management
WHITE PAPER: HOW TECHNOLOGY SUPPORTS PROJECT, PROGRAM AND PORTFOLIO MANAGEMENT SERIES 4 OF 4 How Technology Supports Project, Program and Portfolio Management SEPTEMBER 2007 Enrico Boverino CA CLARITY
More informationBeyond Mandates: Getting to Sustainable IT Governance Best Practices. Steve Romero PMP, CISSP, CPM IT Governance Evangelist
Beyond Mandates: Getting to Sustainable IT Governance Best Practices Steve Romero PMP, CISSP, CPM IT Governance Evangelist Agenda > IT Governance Definition > IT Governance Principles > IT Governance Decisions
More informationIT Governance isn t one thing, it s everything. Steve Romero PMP, CISSP, CCP
IT Governance isn t one thing, it s everything. Steve Romero PMP, CISSP, CCP 1 An executive view of governance Based on 2009 Survey of 255 Non-IT CEOs/Executives 50% Ranked ITG as very important 75% of
More information3 rd Party Vendor Risk Management
3 rd Party Vendor Risk Management Session 402 Tuesday, June 9, 2015 (11 to 12pm) Session Objectives The need for enhanced reporting on vendor risk management Current outsourcing environment Key risks faced
More informationManaged Services Partnering
Managed Services Partnering 001001001001001 00100010000 100100 1001001001 00 100 Presented by: Declan Kavanagh, DipEng, CDipAF, MBA Declan Kavanagh is Managing Director of Insight Test Services & Insight
More informationPMO Starter Kit. White Paper
PMO Starter Kit White Paper January 2011 TABLE OF CONTENTS 1. ABOUT THE PMO STARTER KIT...3 2. INTRODUCTION TO THE PMO STARTER KIT WHITE PAPER...3 3. PMO DEVELOPMENT ROADMAP...4 4. PLAN PHASE...5 4.1 CREATE
More informationThe Fast Track Project Glossary is organized into four sections for ease of use:
The Fast Track Management Glossary provides a handy reference guide to the fast track management model, encompassing the concepts, steps and strategies used to manage successful projects even in the face
More informationServices globalization has created new
Offshore Insights Market Report Series February 2007 Volume 5, Issue 2 www.neoit.com RESEARCH SUMMARY: Transitioning from a Staff Augmentation Model to a Managed Services Model Services globalization has
More informationConsulting Services Portfolio IT SERVICES PROVIDER
Consulting Services Portfolio IT SERVICES PROVIDER IT SERVICES PROVIDER Not so long ago, presence at a low cost delivery location was good enough for a company to penetrate and succeed in the IT outsourcing
More informationPractical Approaches to Achieving Sustainable IT Governance
Practical Approaches to Achieving Sustainable IT Governance Beyond Mandates: Getting to Sustainable IT Governance Best Practices Agenda IT Governance Definition IT Governance Principles IT Governance Decisions
More informationManag. Roles. Novemb. ber 20122
Information Technology Manag gement Framework Roles and Respo onsibilities Version 1.2 Novemb ber 20122 ITM Roles and Version History Version ed By Revision Date Approved By Approval Date Description of
More information<name of project> Software Project Management Plan
The document in this file is adapted from the IEEE standards for Software Project Management Plans, 1058-1998, which conforms to the requirements of ISO standard 12207 Software Life Cycle Processes. Tailor
More informationQA Engagement Models. Managed / Integrated Test Center A Case Study
1 QA Engagement Models Managed / Integrated Test Center A Case Study 2 Today s Agenda» Background» Overview of QA Engagement Models MTC & ITC» The Journey to Steady State» Transition Approach» Challenges
More informationPresented By: Leah R. Smith, PMP. Ju ly, 2 011
Presented By: Leah R. Smith, PMP Ju ly, 2 011 Business Intelligence is commonly defined as "the process of analyzing large amounts of corporate data, usually stored in large scale databases (such as a
More informationIAOP: 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 informationAuditing Outsourcing Arrangements
Auditing Outsourcing Arrangements Eileen Healy Enterprise Risk Services Director 16 April 2015 Contact Details: - Email: - ehealy@deloitte.ie Mobile: - 086 164 3082 Session Objectives To provide an understanding
More informationVisual Enterprise Architecture
Business Process Management & Enterprise Architecture Services and Solutions October 2012 VEA: Click About to edit Us Master title style Global Presence Service and Solution Delivery in 22 Countries and
More informationSupply Chain Maturity and Business Performance: Assessment and Impact
Supply Chain Maturity and Business Performance: Assessment and Impact Abstract When evaluating your supply chain, no gap should exist between where your suppliers capabilities end and your capabilities
More informationOPTIMUS SBR. Optimizing Results with Business Intelligence Governance CHOICE TOOLS. PRECISION AIM. BOLD ATTITUDE.
OPTIMUS SBR CHOICE TOOLS. PRECISION AIM. BOLD ATTITUDE. Optimizing Results with Business Intelligence Governance This paper investigates the importance of establishing a robust Business Intelligence (BI)
More informationCredit Union Liability with Third-Party Processors
World Council of Credit Unions Annual Conference Credit Union Liability with Third-Party Processors Andrew (Andy) Poprawa CEO, Deposit Insurance Corporation of Ontario Canada 1 Credit Union Liability with
More informationWhite Paper. PPP Governance
PPP Governance The Governance of Projects, Programs and Portfolios (PPP) (sometimes called project governance for convenience) is the sub-set of corporate and organisational governance 1 focused on assisting
More informationFrank P.Saladis PMP, PMI Fellow
Frank P.Saladis PMP, PMI Fellow Success factors for Project Portfolio Management The Purpose of Portfolio Management Organizational Assessment Planning a Portfolio Management Strategy The Portfolio Management
More informationIT 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 informationCisco Unified Communications and Collaboration technology is changing the way we go about the business of the University.
Data Sheet Cisco Optimization s Optimize Your Solution using Cisco Expertise and Leading Practices Optimizing Your Business Architecture Today, enabling business innovation and agility is about being able
More informationCERTIFICATION PROGRAM. For more information www.staffingindustry.com/certification memberservices@staffingindustry.com 800.950.
CERTIFICATION PROGRAM For more information www.staffingindustry.com/certification memberservices@staffingindustry.com 800.950.9496 PROGRAM DESCRIPTION PROGRAM DESCRIPTION Staffing Industry Analysts Certified
More information2014 Vendor Risk Management Benchmark Study
2014 Vendor Risk Management Benchmark Study Introduction/Executive Summary You can have all the security in the world inside your company s four walls, but all it takes is a compromise at one third-party
More informationProject Management for Implementing the Smart Grid By Power System Engineering, Inc. Abstract PM Methodology Using a Repeatable Project Management
Project Management for Implementing the Smart Grid By Power System Engineering, Inc. Abstract PM Methodology Using a Repeatable Project Management Approach Project management solutions for the Smart Grid
More informationBest Practices Statement Project Management. Best Practices for Managing State Information Technology Projects
State of Arkansas Office of Information Technology 124 W. Capitol Ave. Suite 990 Little Rock, AR 72201 501.682.4300 Voice 501.682.4020 Fax http://www.cio.arkansas.gov/techarch Best Practices Statement
More informationSDLC- Key Areas to Audit in IT Projects ISACA Geek Week 2013 8/21/2013. PwC
SDLC- Key Areas to Audit in IT Projects ISACA Geek Week 2013 8/21/2013 1 Introductions and Projects Overview Presenters Charlie Miller and Andrew Gerndt The Coca-Cola Company Principal IT Auditors Atlanta,
More informationMNLARS Project Audit Checklist
Audit Checklist The following provides a detailed checklist to assist the audit team in reviewing the health of a project. Relevance (at this time) How relevant is this attribute to this project or audit?
More informationInterpreting the Management Process in IEEE/EIA 12207 with the Help of PMBOK
Interpreting the Management Process in IEEE/EIA 12207 with the Help of PMBOK Lewis Gray, Ph.D., PMP Abelia Fairfax, Virginia USA www.abelia.com Copyright 2002 by Abelia Corporation. All rights reserved
More informationBenefits and Challenges of Sourcing Strategies in the Insurance Industry
Benefits and Challenges of Sourcing Strategies in the Insurance Industry White Paper Sourcing Strategies In this White Paper What are the Different Sourcing Strategies?...4 European Sourcing Trends in
More informationCost Reduction and Cost Containment Initiatives: Not an All or Nothing Value Proposition By Gary Friedman, President, Cost Containment Specialists
1 Cost Reduction and Cost Containment Initiatives: Not an All or Nothing Value Proposition By Gary Friedman, President, Cost Containment Specialists Troubling economic times require attention to the basics:
More informationOutsourcing and Offshoring A Case Study: Zurich Financial Services
Group IT Outsourcing and Offshoring A Case Study: Zurich Financial Services Sechster Schweizer Ökonomentag Michael Paravicini Chief Information Technology Officer Zurich, 4 March, 2005 Agenda 1. Zurich
More informationProject Management Certificate (IT Professionals)
Project Management Certificate (IT Professionals) Whether your field is architecture or information technology, successful planning involves a carefully crafted set of steps to planned and measurable goals.
More informationOctober 7, 2011. Presented to. The PMI Washington DC Chapter. Pedro Agosto. Director of Client Services, XA Systems, LLC. pedro.agosto@xasystems.
October 7, 2011 Presented to The PMI Washington DC Chapter By Pedro Agosto Director of Client Services, XA Systems, LLC pedro.agosto@xasystems.com Introduction Re-evaluating IT Services Today s Challenges
More informationEXTENDING YOUR REACH GLOBALLY THROUGH OUTSOURCING
WELCOME EXTENDING YOUR REACH GLOBALLY THROUGH OUTSOURCING Realizing benefits An Insight by: Dr. Madhu Singh, PMP VP Telecom Group Global Consultants Inc. (GCI) Outsourcing (i.e., Global Sourcing) A Mantra
More informationYour Software Quality is Our Business. INDEPENDENT VERIFICATION AND VALIDATION (IV&V) WHITE PAPER Prepared by Adnet, Inc.
INDEPENDENT VERIFICATION AND VALIDATION (IV&V) WHITE PAPER Prepared by Adnet, Inc. February 2013 1 Executive Summary Adnet is pleased to provide this white paper, describing our approach to performing
More informationCPM -100: Principles of Project Management
CPM -100: Principles of Project Management Lesson E: Risk and Procurement Management Presented by Sam Lane samlane@aol.com Ph: 703-883-7149 Presented at the IPM 2002 Fall Conference Prepared by the Washington,
More informationMaking project management indispensable for business results. Project Management 101
Making project management indispensable for business results. Project Management 101 Donald E. Moore, MBA, PMP, President of PMI NB Kelly Barter, Chapter Manager of PMI NB AGM April 28, 2011 Topics of
More informationTreasury Board of Canada Secretariat (TBS) IT Project Manager s Handbook. Version 1.1
Treasury Board of Canada Secretariat (TBS) IT Project Manager s Handbook Version 1.1 December 12, 1997 Table of Contents Navigating the Handbook Content...1 Introduction...4 About the Handbook...9 Adaptability
More informationIT 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 informationRetail. White Paper. Driving Strategic Sourcing Effectively with Supply Market Intelligence
Retail White Paper Driving Strategic Sourcing Effectively with Supply Market Intelligence About the Author Devaraj Chithur Devaraj is part of the Supply Chain group within Tata Consultancy Services (TCS)
More informationDoes Your Outsourcing Strategy Give You the Resiliency to Thrive in a Down Economy? May 6, 2009
Does Your Outsourcing Strategy Give You the Resiliency to Thrive in a Down Economy? May 6, 2009 Agenda Positioning Your Company for Future Growth with a Flexible Back Office - Archstone Consulting Ensuring
More informationATTACHMENT 3 SPS PROJECT SENIOR PROGRAM MANAGER (SPM) DUTIES & RESPONSIBILITIES
1. ROLE DEFINITIONS ATTACHMENT 3 SPS PROJECT SENIOR PROGRAM MANAGER (SPM) DUTIES & RESPONSIBILITIES The purpose of this section is to distinguish among the roles interacting with the SPM obtained through
More informationProject Management Professional (PMP) Examination Content Outline
Project Management Professional (PMP) Examination Content Outline Project Management Institute Project Management Professional (PMP) Examination Content Outline June 2015 Published by: Project Management
More informationManaged Services - Driving Business Value in Banking
White Paper Managed services for credit solutions: Driving business value in banking Business solutions through information technology Entire contents 2005 by CGI Group Inc. All rights reserved. Reproduction
More informationBusiness Innovation & Transformation Enablement (BITE) Method
Business Innovation & Transformation Enablement (BITE) Method Henrik von Scheel LEAD Developer, responsible for BITE Method LEAD the Way Copyright note on Intellectual Capital: ALL RIGHTS RESERVED LEADing
More informationThe growing importance of EPMO (Enterprise Project Management Office) in today s organizations
The growing importance of EPMO (Enterprise Project Management Office) in today s organizations Abstract: This paper discusses the growing importance of Enterprise PMO in organizations. The paper highlights
More informationThe Final Quality Gate: Software Release Readiness. Nancy Kastl, CSQA Kaslen Group, Inc. (630) 910-0589 nkastl@kaslen.com
The Final Quality Gate: Software Release Readiness Nancy Kastl, CSQA Kaslen Group, Inc. (630) 910-0589 nkastl@kaslen.com Aligning Capabilities with Business Priorities Kaslen Group is a Chicago-based consulting
More informationProject Management Office (PMO) Charter
Project Management Office (PMO) Charter Information & Communication Technologies 10 January 2008 Information & Communication Technologies Enterprise Application DISCLAIMER Services Project Management Office
More informationBetter Data is Everyone s Job! Using Data Governance to Accelerate the Data Driven Organization
Better Data is Everyone s Job! Using Data Governance to Accelerate the Data Driven Organization Intros - Name - Interest / Challenge - Role Data Governance is a Business Function Data governance should
More informationOutsourcing A Fact Based Decision?
Outsourcing A Fact Based Decision? Pierre Almén & Frank Mazzucco pierre.almen@compassmc.com & frank.mazzucco@compassamerica.com www.compassmc.com ISMA Conference, September 2006, San Diego Agenda Who are
More informationEssential Elements for Any Successful Project
In this chapter Learn what comprises a successful project Understand the common characteristics of troubled projects Review the common characteristics of successful projects Learn which tools are indispensable
More information451 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 informationProject Management Office Best Practices
An Oracle White Paper April 2009 Project Management Office Best Practices A step-by-step plan to build and improve your PMO Step by Step The first step to establishing a PMO is to determine your organisation
More informationThe Future of Project Management: Preparing The Next Generation Project Manager
1 The Future of Project Management: Preparing The Next Generation Project Manager By Harold Kerzner, Ph.D. 10/9/2010 2010 International Institute for Learning, Inc. 1 Best Practices in Project Management
More informationPositive Train Control (PTC) Program Management Plan
Positive Train Control (PTC) Program Management Plan Proposed Framework This document is considered an uncontrolled copy unless it is viewed online in the organization s Program Management Information
More informationPMAP. Project Management At Penn PMAP
Project Management At Penn 1 Fundamentals Course Objective To provide you with an overview of Topics Project Management at Penn () Project Governance Phases & Project Management Activities Project Management
More informationCritical Success Factors in Selecting an IT Infrastructure Provider
white paper: IT solutions Critical Success Factors in Selecting an IT Infrastructure Provider Start by Doing Your Homework....................................... 2 One Last Thing to Consider...................................................
More informationIT Governance Regulatory. P.K.Patel AGM, MoF
IT Governance Regulatory Perspective P.K.Patel AGM, MoF Agenda What is IT Governance? Aspects of IT Governance What banks should consider before implementing these aspects? What banks should do for implementation
More informationHow Winners Sell Outsourcing Services: Proven Best Practices
, LLC Application Outsourcing: Consulting and Sales Training Services How Winners Sell Outsourcing Services: Proven Best Practices David J. Smith Principal, LLC djsmith@conscientiallc.com, LLC 2007 All
More informationRecruiting Recovery Finding Hidden Budget Dollars in Optimized Recruiting Practices
Recruiting Recovery Finding Hidden Budget Dollars in Optimized Recruiting Practices HRsmart October 3, 2012 2 Introduction Carl Kutsmode Partner Talent Acquisition Management Consultant with over 18 years
More informationEnterprise Data Governance
DATA GOVERNANCE Enterprise Data Governance Strategies and Approaches for Implementing a Multi-Domain Data Governance Model Mark Allen Sr. Consultant, Enterprise Data Governance WellPoint, Inc. 1 Introduction:
More informationProject Management Professional (PMP) Examination Content Outline
Project Management Professional (PMP) Examination Content Outline Project Management Institute Project Management Professional (PMP ) Examination Content Outline Revised August 2011 Published by: Project
More informationCompetency Requirements for Executive Director Candidates
Competency Requirements for Executive Director Candidates There are nine (9) domains of competency for association executives, based on research conducted by the American Society for Association Executives
More informationIntegrating Project Management and Service Management
Integrating Project and Integrating Project and By Reg Lo with contributions from Michael Robinson. 1 Introduction Project has become a well recognized management discipline within IT. is also becoming
More informationEffectively Managing EHR Projects: Guidelines for Successful Implementation
Phoenix Health Systems Effectively Managing EHR Projects: Guidelines for Successful Implementation Introduction Effectively managing any EHR (Electronic Health Record) implementation can be challenging.
More informationWhite Paper. Business Analysis meets Business Information Management
White Paper BABOK v2 & BiSL Business Analysis meets Business Information Management Business Analysis (BA) and Business Information Management (BIM) are two highly-interconnected fields that contribute
More information