DIPLOMA IN GLOBAL BUSINESS SERVICES SYLLABUS OVERVIEW

Transcription

1 IPLOM IN GLOBL BUSINESS SERVIES SYLLBUS OVERVIEW

2 Introduction Leading on from the ertificate in Global Business Services, this new qualification is aimed at centre managers with team lead responsibilities. It is grounded in the expert knowledge of The Hackett Group and the hartered Institute of Management ccountants and will provide in-depth training on the key activities and skills required to run single or multi-functional teams within a shared services/gbs environment. Syllabus overview The syllabus is grouped into four key areas. Overview of the qualification Strategy and information B GBS operations in the context of business strategy, GBS models and best practices GBS objectives, developing SLs & KPIs and explaining requirements for GBS reporting 20% Placement of services (corporate, shared services, business units, etc.) Placement and process Strategy for captive vs. outsourced sourcing, location selection and site build-out 35% E Process designs, SOPs, process & technology migration and improvements F GBS staffing, developing teams and people capabilities Organisation and governance G eveloping organisation models and detailed organisation charts 20% H Governance models and accountability Service and transformation management I J Service management, pricing, managing supply & demand, talent management, continuity management and continuous improvement Transformation management strategy, stakeholder management and transformation projects 25% Over the following pages, the learning outcomes for each module will be outlined in greater detail.

3 . Strategic alignment Explain GBS operations in the context of the business strategy Explain GBS operations in the context of the business strategy Explain the use of best practice in specific functions of the GBS B Explain how vision, goals and objectives for GBS are set Explain how the vision and mission for GBS are developed efine the scope of specific functions within GBS nalyse the use of offshoring and BPOs B. Information emonstrate how to set objectives for a specific area of GBS emonstrate how to set goals and objectives for a specific GBS B evelop KPIs for specific areas of GBS Explain how to align SLs, OLs and KPIs for specific areas of GBS Explain design approach for dashboards and supporting data processes and systems in specific areas of GBS evelop and set targets for KPIs of specific areas of GBS Explain implementation requirements for information reporting in specific areas of GBS Explain the use of reporting and dashboards to manage performance in specific areas of GBS Explain how to use relevant metrics to develop continuous improvement targets in specific areas of GBS

4 . Service placement nalyse how process activities are allocated to specific areas of GBS escribe how the process scope for specific areas of GBS is determined nalyse options for specific areas of GBS considering process and technology readiness and change management considerations e.g. lift and shift vs. transform & shift Explain models of service placement criteria and best practices for specific areas of GBS B Explain best practice service placement for GBS services Explain models of service placement criteria and best practices for specific areas of GBS emonstrate how to ensure the achievement of service placement targets Explain trends in service placement in specific areas of GBS emonstrate how to monitor achievement of service placement targets Explain different issue resolution approaches and how they can be applied to ensure achievement of target Explain trends in service placement in specific areas of GBS

5 . Process sourcing Explain strategy for captive vs. outsourced sourcing Explain advantages and disadvantages of captive and BPO solutions B pply a methodology for location selection escribe trends on location selection pply methodology for selection of locations pply best practice for facilities design pply best practice for facilities design in selected area E. Process design and enabling technology Explain high-level process designs in the context of best practices for functional area Explain how to create best practices process design for functional area Explain key legal and statutory considerations and the approaches to accommodate them including work-arounds B evelop standard operating procedures (SOPs) and controls framework evelop SOPs and control frameworks onduct lift-and-shift process transition onduct process migration and technology testing/migration onduct process migration using best practice techniques pply to support technology testing and migration evelop priorities to improve process and technology in a specific functional area emonstrate how to stabilise process and technology escribe how to assess process and technology maturity evelop priorities to improve process and technology in the context of a specific functional area

6 F. Skills and talent emonstrate how to prepare staffing requirements for a business case emonstrate how to translate process scope into staffing requirements for a business case B evelop staffing plan for a service team efine functional role descriptions evelop a staffing plan for a service team Explain best practice for recruitment and people management in GBS environment Explain how to develop teams in GBS environment Explain how to start up and develop teams in GBS environment escribe how to develop people capabilities in specific functional areas escribe how to develop people capabilities in specific functional areas G. Organisation evelop an organisational model for a functional area evelop an organisational model for a functional area B evelop detailed organisation charts for a functional area of GBS evelop detailed organisation charts for a functional area of GBS evelop RI (Responsibility, ccountability, onsult, Inform) charts for a functional area of GBS escribe how to build and optimize teams escribe how to build and optimize teams

7 H. Governance escribe governance model with appropriate accountability Explain options for GBS operating models Explain options for GBS governance escribe global/end-to-end process ownership in the context of a functional area I. Service management evelop strategic service management KPIs for GBS functional area evelop strategic KPIs for cost, quality, cycle times, service levels for a functional area Explain the pros and cons of GBS service pricing B Explain how to manage supply and demand for services Explain the concept of supply and demand management for services escribe how to develop service level agreements (SLs) for a functional area escribe service operation to cover talent management and service continuity management pply continuous improvement in quality improvement and knowledge management escribe best practices for GBS talent management techniques Explain the concept of a business continuity plan and how a functional area contributes to it Explain and apply customer satisfaction survey concepts escribe best practice for customer service excellence Explain continuous improvement techniques

8 J. Transformation management B evelop transformation management strategy for a functional area Prepare stakeholder management plans to overcome resistance to change efine baseline performance metrics and opportunity assessment for a specific process or functional area reate organisational design for a process team or functional area Explain the GBS business case Outline options for optimisation Explain high-level change management plan escribe high-level communications plan Prepare stakeholder management plans to overcome challenges to change Explain best practices for implementing change to the GBS organisation in recruitment, training and knowledge transfer Manage project to implement transformation escribe implementation roadmap contents pply risk analysis concepts to the transformation project Explain transition strategy options escribe the manager s responsibility in preparation for implementation using transition resource planning and risk management Explain how to manage transition of activities to GBS in relation to transition teams, transition planning, go-live preparation and cut-over, and transition issue management Implement capabilities to be used in optimisation projects, such as service monitoring plan (transition, steady state) and continuous improvement project management

9 The Hackett Group and the hartered Institute of Management ccountants (IM) have jointly established the ertified Global Business Services Professionals programme. Together, they are addressing the need to provide clear, consistent and structured professional certification, talent development and lifelong learning for the global business services (GBS) and shared services sector. The unique and pioneering programme combines the strengths of IM s global professional development accreditation capabilities with The Hackett Group s GBS best practices intellectual property that defines how to achieve world-class performance. Rooted in the proven best practices that underpin the professional skills and knowledge needed to achieve and maintain world-class performance standards, the programme offers recognition and accreditation in the form of global designations for world-class multi-discipline GBS organizations, complemented by current research and lifelong learning. IM is the world s largest professional body of management accountants. IM helps businesses succeed by harnessing the full power of management accounting. Since inception on 1919 we have grown to span 179 countries with a global population of over 228,000. We provide continuing professional development services, fund academic research, develop thought leadership, maintain a code of ethics for members and monitor professional standards. In 2012 our joint venture with the IP created the global GM designation. The Hackett Group (NSQ: HKT), an IP-based global strategic business advisory consulting firm, is a leader in best practice advisory, benchmarking, and transformation consulting, and assists GBS clients in all aspects of their transformation. The Hackett Group s insights are fact based, from over 11,000 benchmarks with 4,500 major corporations and government agencies, including 93% of the ow Jones industrials, 86% of the Fortune 100, 87% of the X 30 and 52% of the FTSE 100. The Hackett Group 1000 bernathy Road NW Suite 1400 tlanta, G T T (toll-free) W IM The Helicon One South Place London E2M 2RB United Kingdom T. +44 (0) W