Swiss IT-Outsourcing Survey 2003

Size: px
Start display at page:

Download "Swiss IT-Outsourcing Survey 2003"

Transcription

1 Swiss IT-Outsourcing Survey 2003 SF-FS Schweizer Forum für Kommunikationsrecht simsa swiss interactive media and software association ZIK Zentrum für Informations- und Kommunikationsrecht der Universität Zürich March 2003

2 Introduction Survey: This Survey was conducted in January/February 2003 by the Zentrum für Informations- und Kommunikationsrecht Universität Zürich in cooperation with simsa (swiss interactive media and software association) and the Schweizer Forum für Kommunikationsrecht under the supervision of Prof. Dr. Rolf H. Weber, Prof. Dr. Reto M. Hilty and Dr. Rolf Auf der Maur. Analysis: The analysis of the aggregated results of the survey was performed by Arthur D. Little (Switzerland AG) under the direction of Dr. Herbert Wanner. Contact: Dr. Herbert Wanner, Seestrasse 185, 8800 Thalwil, Presentation: The survey was presented at the occasion of the IT-Outsourcing Conference in Zurich, March 19th, Sponsors: The IT-Outsourcing Conference and the Swiss IT-Outsourcing Survey were supported by: 1

3 Agenda 1 About the survey 2 Management summary 3 Results of the survey 4 Best practice in IT Outsourcing 2

4 About the survey 1 The survey exhibits the IT Outsourcing practice behaviour of 46 of the Top 200 companies in Switzerland regarding IT Outsourcing Allocation of the companies to different industries Others 19% Industry 11% Transport 11% Retail 7% Banking 12% 9% Insurance 11% Telecommunication 9% Food 11% Health-care The survey was conducted and analysed in Spring 2003 The illustrated results are based on a standardised questionnaire The questionnaire was sent to 93 companies out of the Top 200 in the Swiss Market It was answered by 46 companies, the return rate therefore being 49% The addressee of the questionnaire was the Head of the legal department or the Chief Information Officer Total companies addressed: 93 Total companies participating: 46 Return rate: 49% 3

5 Agenda 1 About the survey 2 Management summary 3 Results of the survey 4 Best practice in IT Outsourcing 4

6 Management summary 2 Most of the companies have a long history of IT Outsourcing projects: as a consequence they are now much more realistic about it Current Awareness and Objectives Return on Investment Most of the companies have outsourced IT systems once or more. The areas being outsourced are selected case-by-case. With regard to the objectives of IT Outsourcing companies in general have become more realistic. Cost cutting is not the only objective any more More often than in the past, companies define qualitative objectives for their activities. This makes it more difficult to compare objectives and results In 54% of all organisations Outsourcing was only partly successful or not successful at all One of the key learnings was: Outsourcing processes are like a vectorial due diligence you know your own business better afterwards The aggregated amounts spent on outsourcing are considerable. 85% of the companies spend more than 1 million Swiss Francs for IT Outsourcing overall Reviewing their projects only half of the companies resultet in a positive return on investment. For 36% of them the return exceeded one million Swiss Francs Despite the fact that 29% of the enterprises initially defined cost reduction as an objective of IT Outsourcing, only 16% have actually saved money as a result There are many reasons why Outsourcing projects have not shown a positive return on investment In most of the companies, Outsourcing projects have taken longer than estimated 5

7 Management summary 2 Many companies are not aware of the risks associated to IT Outsourcing. It must be a very well planned and managed process Relationship to Outsourcing Partner Future Outlook 70% of the companies would do another Outsourcing project. However, only 56% would continue with the same service provider 21% of the companies feel constrained by the current contracts with the vendors Many companies are not aware of the insurance coverage of their vendor. The risks resulting from this situation must not be underestimated One third of the companies have never outsourced IT systems but are considering to do so. They are in different stages of planning A number of these companies plan to start an Outsourcing project even in the near future Best Practice in IT Outsourcing Outsourcing typically contains five distinct phases. It has a strategic as well as an operational dimension with a continuous feedback loop The Outsourcing Strategy is a dynamic process continuously adapting to changing requirements and searching the best partner for a particular IT issue The selection of components to be outsourced should be done one-by-one based on a business case for each step Implementing an Outsourcing initiative requires careful management. Review results must be fed back to the IT Strategy department 6

8 Agenda 1 About the survey 2 Management summary 3 Results of the survey 4 Best practice in IT Outsourcing 7

9 Agenda 3 Results of the survey Current awareness and goals The return on investment A view to the vendors What will the future bring? 8

10 Results of survey Current awareness and goals 3.1 Most of the companies have outsourced IT systems once or more. The areas being outsourced are selected case-by-case Areas outsourced by the companies Did not outsource IT systems 5% 25% Software Management 24% Data Centre 19% Network (voice and/or data) Three thirds of the companies have outsourced all IT systems or parts of it 69% of them have performed more than one Outsourcing project Almost one third have considered or are considering Outsourcing all IT systems or parts of it in the future 27% 68% 11% 8% Helpdesk Distributed systems Mostly data centres, networks and applications are outsourced 6% Security Considered or are considering to outsource IT systems 1% Finance & Accounting Systems 6% Others 9

11 Results of survey Current awareness and goals 3.1 With regard to the objectives of IT Outsourcing companies in general have become more realistic. Cost cutting is not the only objective any more Objectives influencing the decision for IT Outsourcing 30 29% of the companies identify Save Costs as the main reason for IT Outsourcing 20 Many companies try to become more efficient and flexible through IT Outsourcing 10 More often than in the past, companies state qualitative reasons as a basis for an IT Outsourcing decision: 0 29% 22% 18% 8% 7% 6% Decrease costs Increase flexibility Increase efficiency Achieve better management Get Management to concentrate less on IT Skills availability 10% Others Achieve better management Getting management to concentrate less on IT Skills availability 10

12 Results of survey Current awareness and goals 3.1 More often than in the past, companies define qualitative objectives for their activities. This makes it more difficult to compare objectives and results Objectives and Results for Outsourcing activities Results Objectives Decrease costs 29% 18% Increased efficiency Increase efficiency 22% 18% 18% Increased flexibility Increase flexibility 16% Saving money Achieve better management 8% 7% 6% 10% Improved working processes Get management to concentrate less on IT 7% No need for increased IT investm. Skills availability 7% Get mgmt to concentrate lesson IT Others 1% 6% Better management 2% Better security 16% Others 29% of the companies wanted to save cost by IT Outsourcing 16% are saving money as a result 22% of the companies wanted to have more flexibility with the help of IT Outsourcing 18% achieved it as a result 18% of the companies defined higher efficiency as a goal of IT Outsourcing and 18% reached this goal 8% wanted to manage their IT better with the help of Outsourcing 6% reached this goal Sometimes there are even negative results such as Higher administration Higher coordination effort Difficult know-how transfer 11

13 Results of survey Current awareness and goals 3.1 In 54% of all organisations Outsourcing was only partly successful or not successful at all. There are various reasons for this Reasons Gründe, for Outsourcing warum ein Projekt initiatives die ziele not meeting nicht erreicht expectations hat 46% Outsourcing was successful 50% Outsourcing was partly successful 4% Outsourcing was not successful There are many reasons why Outsourcing has not met expectations: Complex technology Changing requirements Level of service fulfilment, major personnel changes Too expensive It is a never ending project Difficulties with the Outsourcing partner Contract too static not allowing enough flexibility to develop alongside the business Lack of internal know-how over time Lack of flexibility in late stages of Outsourcing 12

14 Results of survey Current awareness and goals 3.1 One of the key learnings was: Outsourcing processs are like a vectorial due diligence you know your own business better afterwards Why Outsourcing succeeds Lessons learned Competent Partner, good advice Software could be installed and run as planned Continued efforts after initial contract was signed Flexibility in contract and pricing Management relationships were professional Realized cost savings by sell and lease-back of IT assets Obtained a more flexible service at lower cost Set clear objectives and do not allow scope creep Careful evaluation of Outsourcing Transparent communication among partners is key Monitoring of client-team is key Take enough time for due diligence and negotiations Outsource only if you have a detailed understanding of the service aspects and cost structures Define a flexible pricing (e.g. yearly benchmarking of service) and include penalties in the contract Concentrate on business alignment Define SLAs and SLM at an early stage Take cultural differences into account Never outsource a problem or a monopoly Do not underestimate how much knowledge you need internally in order to define requirements 13

15 Agenda 3 Results of the survey Current awareness and goals The return on investment A view to the vendors What will the future bring? 14

16 Results of survey The return on investment 3.2 The aggregated investments spent on Outsourcing are considerable. 85% of the companies spend more than 1 million Swiss Francs overall Aggregated costs of IT Outsourcing 10 Mio. Most of the companies spend more than 1 Million Swiss Francs for their IT Outsourcing activities 3% of them spend even more than 10 Million Swiss Francs 12% of the companies spend less than 1 Million Swiss Francs 1 Mio % 6% 85% 3% The financial data collected cover the total cost spent for IT Outsourcing. 15

17 Results of survey The return on investment 3.2 Only half of the projects resulted in a positive return on investment. For 36% of them the return exceeded one million Swiss Francs Return on investment Only half of the companies have reached a positive return on investment 52% Of projects have shown return on investment < > < > 10% < > 8% < > 18% > 18% 36% CHF Most of the companies calculate a return on investment of more than Swiss Francs The period until improvements become effective varies between 0 and 5 years Immediately 15% 1-6 months 15% 6 months 1 yr 37% < > 10% years 29% 5 years and more 4% 16

18 Results of survey The return on investment 3.2 There are many reasons why Outsourcing projects have not shown a positive return on investment Reasons why Outsourcing projects have not shown a return on investment 17% IT problems 25% Vendor problems 17% Poor communication between vendor and advisor 8% Lack of communication between departments 8% Management decisions or change over Most of the companies call vendor problems in general as the main reason for an unsuccessful Outsourcing project 17% identify problems with the IT infrastructure as a reason for the project failure Poor external and internal communication is another reason for failed Outsourcing projects 8% Lack of understanding of the contract process 8% Market influences 8% Contractual agreements 17

19 Results of survey The return on investment 3.2 In most of the companies Outsourcing projects have taken longer than estimated. There is a variety of reasons for it Duration of Outsourcing projects and why they were delayed Effective project duration 70% 15% 15% < > < > < 6 months 1 year 2 years Reasons for project delay UMTS TIME Most of the Outsourcing projects take between 6 and 12 month In 40% of the companies, the Outsourcing project has taken longer than estimated Reasons for the delay are Market influences Vendor problems Contractual agreements IT Problems Lack of communication 21% Market influence 21% Vendor problems 21% Contractual agreements 15% IT problems 15% Lack of communication 7% Others 18

20 Agenda 3 Results of the survey Current awareness and goals The return on investment A view to the vendors What will the future bring? 19

21 Results of survey A view to the vendors % of the companies would do another Outsourcing project. However, only 56% would continue with the same service provider Behaviour for the next Outsourcing project *** *** Reasons to change vendor 8% no 22% maybe 70% would outsource again 25% Too expensive 18% Better vendors in the market 14% Poor service 14% Management expectations not met 14% Better technology know how 12% Poor communications 3% Not enough Return on Investment More than one third of the companies would outsource their IT systems again 22% would possibly do it again, 8% would not do it any more 56% of the companies would select another vendor for their next Outsourcing project There are many reasons for changing vendors Too expensive Better vendors in the market Poor service Management expectations not met Better technology options now Poor communications Not enough ROI 20

22 Results of survey A view to the vendors % of the companies feel constrained by the current contracts with the vendor Reasons for the client to feel constrained by the Outsourcing contract Potential write-off due to early termination Contractual assumptions did not realise as envisaged Flexibility was not reached at reasonable cost Fixed term of contract Long contract (for 7 years) Not enough flexibility built in 21

23 Results of survey A view to the vendors 3.3 Many companies are not aware of the insurance coverage of their vendor. The risks resulting from this situation must not be underestimated Does the vendor have a professional liability insurance? 47% Yes More than half of the companies do not now whether the vendor has a professional liability insurance or not Only 47% do know that their partner has a professional liability insurance 53% Do not know! 22

24 Agenda 3 Results of the survey Current awareness and goals The return on investment A view to the vendors What will the future bring? 23

25 Results of survey What will the future bring? 3.4 One third of the companies have never outsourced IT systems but are considering to do so. They are in different stages of planning Stages of planning Identified a need Spoke to vendor and / or consultants Discussed in mgmt board meetings Drafted project briefings 18% 42% 27% 3% 3% 2% 2% 3% Briefed vendors Briefed law firm Appointed a vendor Signed contract with vendor 27% of the companies have never outsourced However, of these 27%, 47% have previously considered Outsourcing and decided against it The other 53% are currently considering Outsourcing Most of these companies are in the stage of speaking with vendors or consultants and have discussions in their management board meetings 24

26 Results of survey What will the future bring? 3.4 A number of these companies plan to start an Outsourcing project even in the near future Timeframe to start an Outsourcing project 61% No plans 16% 6% 11% 6 months 1 year 2 years 6% 53% of the companies are currently considering an Outsourcing in the future 5 years Few of the companies that are considering starting an Outsourcing project plan to do so in the near future Their expectations are always the same Cost reduction 36 % Efficiency increase 27 % Better management 14 % Getting management to concentrate less on IT 9 % Flexibility 9 % Skills availability 5 % 61% of the companies that are considering Outsourcing have no concrete plans 25

27 Agenda 1 About the survey 2 Management summary 3 Results of the survey 4 Best practice in IT Outsourcing 26

28 Results of survey Best practice in IT Outsourcing 4 Outsourcing typically contains five distinct phases. It has a strategic as well as an operational dimension with a continuous feedback loop The five phases of Outsourcing Define Outsourcing strategy Select the Outsourcing partner Implementation Run Review Strategic dimension Operational dimension Clarify reasons for Outsourcing Identify and commit stakeholders Develop Outsourcing objectives and strategy Perform Cost-Benefit analysis Define project plan Develop requirements specification Evaluation of long list Conduct RFQ process Develop short list Find Best Fit Outsourcing partner Negotiate and finalise contracts Define new processes Develop detailed specification for Outsourcing Define and implement SLAs and Service Level Management Prepare organisation for new processes Implement new processes Manage Outsourcing Partner Control Service Level Agreements Decide on upgrades/functional extensions Investment decisions Evaluate results with respect to initial objectives Evaluate planned vs. actual cost Review objectives Review/re-negotiate contracts Extend/maintain/ter minate relationship with OS 27

29 Results of survey Best practice in IT Outsourcing 4 The Outsourcing strategy is a dynamic process continuously adapting to changing requirements and searching the best partner for a particular issue The strategic dimension of Outsourcing Define Outsourcing strategy Select the Outsourcing partner Strategic dimension The strategic decisions regarding Outsourcing are typically done by the IT strategy department The Outsourcing Strategy must deal with all aspects of Outsourcing as well as the components to be outsourced The selection of components to be outsourced should be one-by-one based on a business case for each one, i.e. networks, help desk, applications, processes Selecting the Outsourcing partner must be a process which aims at continuously evaluating the existing and/or new partners 28

30 Results of survey Best practice in IT Outsourcing 4 The selection of components to be outsourced should be done one-by-one based on a business case for each step The decision for components to be outsourced The strategic decisions regarding Outsourcing are typically done by the IT Strategy department Degree of business influence Component A Component C Component B Component D The Outsourcing Strategy must deal with all aspects of Outsourcing as well as the components to be outsourced Selecting the Outsourcing partner must be a process which aims at continuously evaluating the existing and/or new partners Economical potential 29

31 Results of survey Best practice in IT Outsourcing 4 Implementing an Outsourcing initiative requires careful management. Review results must be fed back to the IT Strategy department The operational dimension of Outsourcing Feedback into IT Strategy Implementation Run Review Operational dimension The operational dimension of Outsourcing is typically done by a project or delegates of the line organisation For each Outsourcing initiative a Service Level Management must be set up involving all concerned parties Careful preparation of the organisation for the new processes is crucial The review process must be a periodic task whereby the Outsourcing results are evaluated against the initial objectives and fed back to the IT Strategy department 30

32

How Projects Go Wrong

How Projects Go Wrong How Projects Go Wrong How Projects Go Wrong So, you ve commenced your project the strategic direction is well documented, the operational plan prioritises the plan and critical resources, and the project

More information

Project Assessment Framework Establish service capability

Project Assessment Framework Establish service capability Project Assessment Framework Establish service capability July 2015 Component of the Project Assessment Framework (PAF) This document forms part of the Project Assessment Framework, as outlined below.

More information

GLOBAL BEST PRACTICES

GLOBAL BEST PRACTICES GLOBAL BEST PRACTICES Performance Management Review* If it s important, measure it, act and improve it! Are you a company experiencing good overall results, but you know you could do better? employees

More information

Enterprise RIM: Building the Business Case. Steve Gens. Bethesda Maryland: February 25, 2014. Managing Partner Gens and Associates, Inc.

Enterprise RIM: Building the Business Case. Steve Gens. Bethesda Maryland: February 25, 2014. Managing Partner Gens and Associates, Inc. Enterprise RIM: Building the Business Case Bethesda Maryland: February 25, 2014 Steve Gens Managing Partner Gens and Associates, Inc. Disclaimer The views and opinions expressed in the following PowerPoint

More information

www.pwc.com Shared Service Center Mehr als eine Standortbestimmung Tag der Beratung 7. Juni 2011

www.pwc.com Shared Service Center Mehr als eine Standortbestimmung Tag der Beratung 7. Juni 2011 www.pwc.com Shared Service Center Mehr als eine Standortbestimmung Tag der Beratung 7. Juni 2011 Agenda 1 2 3 4 5 Survey Statistics Current Status Implementation Lessons Learnt Outlook 2 1 Survey statistics

More information

Community engagement: Developing a strategy

Community engagement: Developing a strategy Community engagement: Developing a strategy Some questions to help with planning... This guidance outlines some important things to consider when planning a community engagement strategy for your project

More information

Procurement Capability Standards

Procurement Capability Standards IPAA PROFESSIONAL CAPABILITIES PROJECT Procurement Capability Standards Definition Professional Role Procurement is the process of acquiring goods and/or services. It can include: identifying a procurement

More information

IT Charter and IT Governance Framework

IT Charter and IT Governance Framework IT Charter and IT Governance Framework Status: Custodian: Approved Director: Information Technology Date approved: 2013-12-04 Implementation date: 2013-12-05 Decision number: SAQA 02102/13 Due for review:

More information

Anatomy 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 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 information

Governments implement PPP programmes in the healthcare sector for one or more of a number of reasons:

Governments implement PPP programmes in the healthcare sector for one or more of a number of reasons: UNECE Healthcare PPP Project Team Project Brief Introduction This is a very active time globally for the healthcare sector as demand for services continues to grow exponentially, driven by rising life

More information

Risk, Risk Assessments and Risk Management. Christopher Bowler CPA, CISA August 10, 2015

Risk, Risk Assessments and Risk Management. Christopher Bowler CPA, CISA August 10, 2015 + Risk, Risk Assessments and Risk Management Christopher Bowler CPA, CISA August 10, 2015 + Agenda A Few Thoughts Fundamentals of Risk Assessments Fundamentals of Risk Management Assessments vs. Management

More information

Central Bank of Ireland Guidelines on Preparing for Solvency II Pre-application for Internal Models

Central Bank of Ireland Guidelines on Preparing for Solvency II Pre-application for Internal Models 2013 Central Bank of Ireland Guidelines on Preparing for Solvency II Pre-application for Internal Models 1 Contents 1 Context... 1 2 General... 2 3 Guidelines on Pre-application for Internal Models...

More information

The SME Engagement Handbook

The SME Engagement Handbook The SME Engagement Handbook The purpose of this document is to help microbusinesses and small to medium enterprises ( SMEs ) interact more effectively when bidding to supply goods or services to larger

More information

Release: 1. BSBPMG510A Manage projects

Release: 1. BSBPMG510A Manage projects Release: 1 BSBPMG510A Manage projects BSBPMG510A Manage projects Modification History Not applicable. Unit Descriptor Unit descriptor This unit describes the performance outcomes, skills and knowledge

More information

Successfully identifying, assessing and managing risks for stakeholders

Successfully identifying, assessing and managing risks for stakeholders Introduction Names like Enron, Worldcom, Barings Bank and Menu Foods are household names but unfortunately as examples of what can go wrong. With these recent high profile business failures, people have

More information

Module 2: The Project Initiation Stage

Module 2: The Project Initiation Stage Overview Initiation stage is highly instrumental in the life cycle of a project as it defines the boundaries of the project gives clarity to all participants about the objectives, scope, cost timescale

More information

Contract Management The Mavericks Won t Like This!

Contract Management The Mavericks Won t Like This! Contract Management The Mavericks Won t Like This! Keith Wallis How Much Did That Project Cost? Real Life Example Original contract amount $500K Variations scope changes not visible Total variations =

More information

ECONOMIC IMPORTANCE OF CLUBS IN THE RAIFFEISEN SUPER LEAGUE 2013/14 FINAL REPORT REALISED BY SUPPORTED BY ON BEHALF OF

ECONOMIC IMPORTANCE OF CLUBS IN THE RAIFFEISEN SUPER LEAGUE 2013/14 FINAL REPORT REALISED BY SUPPORTED BY ON BEHALF OF ECONOMIC IMPORTANCE OF CLUBS IN THE RAIFFEISEN SUPER LEAGUE 2013/14 FINAL REPORT REALISED BY SUPPORTED BY ON BEHALF OF EDITORIAL 3 The Raiffeisen Super League consists of myriad companies in Switzerland,

More information

Code of Conduct, Statement of Corporate Purpose, Managing Unsatisfactory Performance, SES Performance Management

Code of Conduct, Statement of Corporate Purpose, Managing Unsatisfactory Performance, SES Performance Management Policy Name: Status: Staff Performance Management Policy and Framework Current Policy Number: 4 Version Number: 3 File reference: Compliance Level: Applies to: Category: Summary Related Policies: ADM/3132P02

More information

The End of a Cost Centre - Transform Enterprise Printing into Competitive Advantage

The End of a Cost Centre - Transform Enterprise Printing into Competitive Advantage The End of a Cost Centre - Transform Enterprise Printing into Competitive Advantage Xerox Event, Riyadh, 14 May 2012 Tobias Kleu Research Manager Imaging and Hardcopy Peripherals, Print Services & Document

More information

Guidelines for the spin-off of companies at ETH Zurich (spin-off guidelines)

Guidelines for the spin-off of companies at ETH Zurich (spin-off guidelines) Guidelines for the spin-off of companies at ETH Zurich (spin-off guidelines) dated 1 November 2013 The Vice President for Research and Corporate Relations, based on Art. 10 (4) lit. a Organisationsverordnung

More information

Operations. Group Standard. Business Operations process forms the core of all our business activities

Operations. Group Standard. Business Operations process forms the core of all our business activities Standard Operations Business Operations process forms the core of all our business activities SMS-GS-O1 Operations December 2014 v1.1 Serco Public Document Details Document Details erence SMS GS-O1: Operations

More information

Subcontractors and Supply Chain Partners Management Fee Policy

Subcontractors and Supply Chain Partners Management Fee Policy Subcontractors and Supply Chain Partners Management Fee Policy Finance Lead Responsibility Chief Financial Officer Effective From 1st November 2015 Policy Applicable to Approved by Subcontractors and Supply

More information

Organizational Change Management: Effective Strategies to Drive Implementation Success

Organizational Change Management: Effective Strategies to Drive Implementation Success BEST PRACTICES SURVEY: AGGREGATE FINDINGS REPORT Organizational Change Management: Effective Strategies to Drive Implementation Success November 2007 Table Of Contents Program Background and Study Objectives...

More information

Module 4: Monitoring and Reporting 4-1

Module 4: Monitoring and Reporting 4-1 Module 4: Monitoring and Reporting 4-1 Module 4: Monitoring and Reporting 4-2 Module 4: Monitoring and Reporting TABLE OF CONTENTS 1. MONITORING... 3 1.1. WHY MONITOR?... 3 1.2. OPERATIONAL MONITORING...

More information

Outsourcing and Offshoring A Case Study: Zurich Financial Services

Outsourcing 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 information

Contract Management Challenges and Practical Solutions

Contract Management Challenges and Practical Solutions Contract Management Challenges and Practical Solutions Olivier FISCHER, Managing Director of LS Canada Laurelly DALE, In-House Counsel at Dye & Durham LS Canada Inc. All rights reserved Introduction of

More information

MEMORANDUM FOR CHIEF FINANCIAL OFFICERS. Update on the Financial Management Line of Business and the Financial Systems Integration Office

MEMORANDUM FOR CHIEF FINANCIAL OFFICERS. Update on the Financial Management Line of Business and the Financial Systems Integration Office EXECUTIVE OFFICE OF THE PRESIDENT OFFICE OF MANAGEMENT AND BUDGET WASHINGTON, D.C. 20503 December 16, 2005 MEMORANDUM FOR CHIEF FINANCIAL OFFICERS FROM: SUBJECT: Linda M. Combs, Controller Update on the

More information

BSBMKG506B Plan market research

BSBMKG506B Plan market research BSBMKG506B Plan market research Revision Number: 1 BSBMKG506B Plan market research Modification History Not applicable. Unit Descriptor Unit descriptor This unit describes the performance outcomes, skills

More information

The Umbrella Concept. Results of the SME and Start-up Survey 2012. Prof. Dr. R.-Dieter Reineke Andrew Mpeqa, MSc, MA Michael Sitte, MSc, MA

The Umbrella Concept. Results of the SME and Start-up Survey 2012. Prof. Dr. R.-Dieter Reineke Andrew Mpeqa, MSc, MA Michael Sitte, MSc, MA The Umbrella Concept Results of the SME and Start-up Survey 2012 Prof. Dr. R.-Dieter Reineke Andrew Mpeqa, MSc, MA Michael Sitte, MSc, MA Institut für Unternehmensführung Olten, November 2012 Agenda THE

More information

CESAER Task Force Human Resources. Report of the working group Performance Management and Appraisal Systems

CESAER Task Force Human Resources. Report of the working group Performance Management and Appraisal Systems CESAER Task Force Human Resources Report of the working group Performance Management and Appraisal Systems February 2015 The main authors of the paper are Karel Luyben, Machiel Hermans, Willemijn Dicke

More information

ESKITP7145.01 Manage IT service delivery performance metrics

ESKITP7145.01 Manage IT service delivery performance metrics Overview This sub-discipline covers the competencies required to manage the monitoring, analysis and communication of IT service delivery performance metrics. Monitoring service level performance is a

More information

Information Sharing Lessons Learned from Gateway Reviews: Gate 5 Benefits Realisation Review

Information Sharing Lessons Learned from Gateway Reviews: Gate 5 Benefits Realisation Review Information Sharing Lessons Learned from Gateway Reviews: Gate 5 Benefits Realisation Review October 2013 The purpose of this document is to share lessons learned to support agencies to better identify

More information

Highlands and Islands Broadband Pathfinder Project - Background

Highlands and Islands Broadband Pathfinder Project - Background ITEM: 22(a) PAGE: 1 REPORT TO: The Moray Council on 5 July, 2006 SUBJECT: BY: Highlands and Islands Broadband Pathfinder Project - Background Chief Executive 1. Reason for Report 1.1 The Pathfinder Broadband

More information

Project and Programme Management survey 2015

Project and Programme Management survey 2015 Project and Programme Management survey 2015 Are you getting the most out of it? April 2015 kpmg.se 0 Project and Programme Management survey 2015 TABLE OF CONTENTS Preface 2 Executive summary 3 01 02

More information

PROJECT MANAGEMENT FRAMEWORK

PROJECT MANAGEMENT FRAMEWORK PROJECT MANAGEMENT FRAMEWORK DOCUMENT INFORMATION DOCUMENT TYPE: DOCUMENT STATUS: POLICY OWNER POSITION: INTERNAL COMMITTEE ENDORSEMENT: APPROVED BY: Strategic document Approved Executive Assistant to

More information

Doing business with local government

Doing business with local government Doing business with local government A guide to better understand how to successfully become a supplier for local government. 02 Doing business with local government Introduction 3 About this guide 3 What

More information

How Smart Businesses Embrace Change Lessons to Enable a Successful Business Transformation

How Smart Businesses Embrace Change Lessons to Enable a Successful Business Transformation How Smart Businesses Embrace Change Lessons to Enable a Successful Business Transformation January Paulk Director of Client Services Organizational Change and Business Process Management Services Agenda

More information

URBACT III Programme Manual

URBACT III Programme Manual URBACT III Programme Manual Fact Sheet 2E Network Management Table of contents Fact Sheet 2E 0. Introduction... 1 1. Roles and responsibilities of Lead and Project Partners... 2 2. The legal framework...

More information

Step by Step Project Planning

Step by Step Project Planning Step by Step Project Planning Contents Introduction The Planning Process 1 Create a Project Plan...1 Create a Resource Plan...1 Create a Financial Plan...1 Create a Quality Plan...2 Create a Risk Plan...2

More information

ENTERPRISE RISK MANAGEMENT FRAMEWORK

ENTERPRISE RISK MANAGEMENT FRAMEWORK ROCKHAMPTON REGIONAL COUNCIL ENTERPRISE RISK MANAGEMENT FRAMEWORK 2013 Adopted 25 June 2013 Reviewed: October 2015 TABLE OF CONTENTS 1. Introduction... 3 1.1 Council s Mission... 3 1.2 Council s Values...

More information

IT OUTSOURCING STUDY GERMANY/AUSTRIA 2015 MANAGEMENT SUMMARY

IT OUTSOURCING STUDY GERMANY/AUSTRIA 2015 MANAGEMENT SUMMARY IT OUTSOURCING STUDY GERMANY/AUSTRIA 2015 MANAGEMENT SUMMARY Whitelane Research / Navisco AG - Sourcing Professionals 1 MANAGEMENT SUMMARY The 2015 German/Austrian IT Outsourcing Study, conducted by Whitelane

More information

Vocational Training Switzerland Current Reforms

Vocational Training Switzerland Current Reforms Vocational Training Switzerland Current Reforms Beat Hotz-Hart Federal Office for Professional Education and Technology and University of Zurich Beat.Hotz@bbt.admin.ch Content 1. Education System of Switzerland

More information

building and sustaining productive working relationships p u b l i c r e l a t i o n s a n d p r o c u r e m e n t

building and sustaining productive working relationships p u b l i c r e l a t i o n s a n d p r o c u r e m e n t building and sustaining productive working relationships p u b l i c r e l a t i o n s a n d p r o c u r e m e n t INTRODUCTION 1 1 THE GROWING INFLUENCE OF PROCUREMENT PROFESSIONALS 2 2 GUIDELINES FOR

More information

Employee Benefits Panel, October 6, 2015 PROFESSION INNOVATION DIVERSITY

Employee Benefits Panel, October 6, 2015 PROFESSION INNOVATION DIVERSITY Employee Benefits Panel, October 6, 2015 PROFESSION INNOVATION DIVERSITY Moderator and Speakers Sabrina Hartusch: Global Head of Insurance, Triumph, Switzerland; president of SIRM Paolo Marini: Global

More information

HIGHLANDS AND ISLANDS PATHFINDER BROADBAND PROCUREMENT: APPOINTMENT OF PREFERRED SUPPLIER

HIGHLANDS AND ISLANDS PATHFINDER BROADBAND PROCUREMENT: APPOINTMENT OF PREFERRED SUPPLIER ARGYLL AND BUTE COUNCIL STRATEGIC POLICY COMMITTEE CHIEF EXECUTIVE 20 JULY 2006 HIGHLANDS AND ISLANDS PATHFINDER BROADBAND PROCUREMENT: APPOINTMENT OF PREFERRED SUPPLIER 1 SUMMARY This report updates the

More information

Role Reporting Information. Role Family Analyst (Why the family exists and how it adds value to EnergyAustralia)

Role Reporting Information. Role Family Analyst (Why the family exists and how it adds value to EnergyAustralia) Role Reporting Information Role Title Business Analyst Position Number Role Reports Directly To Practice Leader EnergyAustralia Group Executive Manager Chief Information Officer Date 10/08/2015 Role Family

More information

By: Tracy Hall. Community Bank Auditors Group Taking Your Business Continuity Plan To The Next Level. June 9, 2015

By: Tracy Hall. Community Bank Auditors Group Taking Your Business Continuity Plan To The Next Level. June 9, 2015 Community Bank Auditors Group Taking Your Business Continuity Plan To The Next Level June 9, 2015 By: Tracy Hall MEMBER OF PKF NORTH AMERICA, AN ASSOCIATION OF LEGALLY INDEPENDENT FIRMS 2015 Wolf & Company,

More information

2014 Vendor Risk Management Benchmark Study

2014 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 information

How to Develop the Right Research Questions for Program Evaluation

How to Develop the Right Research Questions for Program Evaluation How to Develop the Right Research Questions for Program Evaluation Learning objectives By the end of this presentation, you will be able to: Understand the importance of research questions Understand the

More information

BEFORE THE PUBLIC UTILITIES COMMISSION OF THE STATE OF COLORADO * * * *

BEFORE THE PUBLIC UTILITIES COMMISSION OF THE STATE OF COLORADO * * * * BEFORE THE PUBLIC UTILITIES COMMISSION OF THE STATE OF COLORADO * * * * IN THE MATTER OF THE APPLICATION OF PUBLIC SERVICE COMPANY OF COLORADO FOR APPROVAL OF ITS 0 ELECTRIC RESOURCE PLAN ) ) ) ) DOCKET

More information

PERARES PROJECT EVALUATIONS

PERARES PROJECT EVALUATIONS PERARES PROJECT EVALUATIONS The checklist and survey forms in the following pages are proposed for use in 2012 2014 by Perares partners in evaluation of projects they undertake within Perares or independently

More information

Telecom Outsourcing Delivery Not Discovery. Insights from EnterprisePM

Telecom Outsourcing Delivery Not Discovery. Insights from EnterprisePM Telecom Outsourcing Not Discovery Insights from EnterprisePM John Hogan January 2014 WWW.ENTERPRISEPM.COM.SG 2014 by EnterprisePM. All rights reserved not Discovery Transition & Transformation (T&T) Programs.

More information

Corporate Plan 2015-19

Corporate Plan 2015-19 Corporate Plan 2015-19 i ii Serving the Australian Parliament The DPS Corporate Plan 2015-2019 This corporate plan lays out the strategic direction for the Department of Parliamentary Services for the

More information

Balancing the Hybrid Development Process. The role of the Business Analyst

Balancing the Hybrid Development Process. The role of the Business Analyst The role of the Business Analyst This document is intended as a guide only. Readers are advised that before acting on any matter arising from this document, they should consult FINNZ. 2013 FINNZ Limited.

More information

Solvency II. PwC. *connected thinking. Solvency II GAP-analysis: practical experience (life and non-life business)

Solvency II. PwC. *connected thinking. Solvency II GAP-analysis: practical experience (life and non-life business) Solvency II Solvency II GAP-analysis: practical experience (life and non-life business) *connected thinking PwC Decide ambition level for Solvency II Business use Standard model, Total eller partiel Optimizing

More information

Investors Day 2012 Swiss Life Asset Managers. Patrick Frost, Group Chief Investment Officer Zurich, 28 November 2012

Investors Day 2012 Swiss Life Asset Managers. Patrick Frost, Group Chief Investment Officer Zurich, 28 November 2012 Investors Day 2012 Swiss Life Asset Managers Patrick Frost, Group Chief Investment Officer Zurich, 28 November 2012 Key messages Swiss Life Asset Managers aims to significantly increase its external customer

More information

Role Description Enterprise Architect and Solutions Delivery Manager

Role Description Enterprise Architect and Solutions Delivery Manager Role Description Enterprise Architect and Solutions Delivery Manager Cluster Agency Division Location Classification/Grade/Band Kind of Employment NSW Health Cancer Institute NSW Information Technology

More information

Differences Between the Cloud and Traditional Outsourcing

Differences Between the Cloud and Traditional Outsourcing Differences Between the Cloud and Traditional Outsourcing Chris Tiernan Managing Partner Grosvenor Consultancy Services LLP CIPS Harrow 20 January 2015 c.tiernan@grosvenorconsultancy.com 2015 Grosvenor

More information

Project Management Plan. Project Management Plan Guide. Strategic Capital, Infrastructure and Projects

Project Management Plan. Project Management Plan Guide. Strategic Capital, Infrastructure and Projects Project Management Plan Guide A guide to completing the Project Management Plan Strategic Capital, Infrastructure and Projects Prepared by: Andrew Segrott / Strategic Capital, Infrastructure and Projects

More information

Hosting, Outsourcing & Managed Services 2009 Tuesday 28th April 2009, London Hilton, Park Lane

Hosting, Outsourcing & Managed Services 2009 Tuesday 28th April 2009, London Hilton, Park Lane Hosting, Outsourcing & Managed Services 2009 Tuesday 28th, London Hilton, Park Lane When To Hold And When To Fold: Making The Right Choices For IT Service Sourcing Robin Gardner Chief Technical Officer

More information

Welcome Innovation in an Outsourcing Relationship. Theo Bosselaers Alan Steele Nicholson

Welcome Innovation in an Outsourcing Relationship. Theo Bosselaers Alan Steele Nicholson Welcome Innovation in an Outsourcing Relationship Theo Bosselaers Alan Steele Nicholson Independent IT consultancy through technical, business and legal expertise Strategy Feasibility studies IT policy

More information

Joint UNECE/Eurostat/OECD Seminar on the Management of Statistical Information Systems (MSIS) Sofia, Bulgaria, 21-23 June 2006

Joint UNECE/Eurostat/OECD Seminar on the Management of Statistical Information Systems (MSIS) Sofia, Bulgaria, 21-23 June 2006 Distr. GENERAL ECE/CES/SEM.54/31 9 June 2006 ENGLISH ONLY UNITED NATIONS STATISTICAL COMMISSION and ECONOMIC COMMISSION FOR EUROPE CONFERENCE OF EUROPEAN STATISTICIANS EUROPEAN COMMISSION STATISTICAL OFFICE

More information

THE ESSENTIALS FOR SUCCESSFUL IT OUTSOURCING

THE ESSENTIALS FOR SUCCESSFUL IT OUTSOURCING 1-02-45 INFORMATION MANAGEMENT: STRATEGY, SYSTEMS, AND TECHNOLOGIES THE ESSENTIALS FOR SUCCESSFUL IT OUTSOURCING Ralph L. Kliem and Irwin S. Ludin INSIDE Determining the Business Case; Finding and Selecting

More information

Monitoring and Evaluation

Monitoring and Evaluation Communication Handbook - Factsheet 4 Version 1 April 2012 Monitoring and Evaluation The need for monitoring your communication How to plan and resource your evaluation The main evaluation tools Why to

More information

BADM 590 IT Governance, Information Trust, and Risk Management

BADM 590 IT Governance, Information Trust, and Risk Management BADM 590 IT Governance, Information Trust, and Risk Management Information Technology Infrastructure Library (ITIL) Spring 2007 By Po-Kun (Dennis), Tseng Abstract: This report is focusing on ITIL framework,

More information

POSITION INFORMATION DOCUMENT

POSITION INFORMATION DOCUMENT POSITION INFORMATION DOCUMENT Position Title: ICT Service Desk Manager Classification Code: AS07 Division: ICT Services Directorate: ICT Customer Services Type of Appointment: Branch: ICT Central Ongoing

More information

April 2013. Managing cloud migration Contract restructuring and retained IT

April 2013. Managing cloud migration Contract restructuring and retained IT April 2013 Managing cloud migration Contract restructuring and retained IT Abstract We continually see companies restructure their IT outsourcing contracts with traditional IT providers as part of their

More information

Develop an HR service level agreement

Develop an HR service level agreement Develop an HR service level agreement Overview What is a human resources consultancy service? Why should we manage this? How can an HR Manager use a successful and effective consultancy service to demonstrate

More information

SOURCING INSIGHT. Cloud Computing Technical Evolution / Business Revolution. A Trestle Group Research Publication

SOURCING INSIGHT. Cloud Computing Technical Evolution / Business Revolution. A Trestle Group Research Publication SOURCING INSIGHT Cloud Computing Technical Evolution / Business Revolution There is a growing belief that over the next five years, Cloud Computing will become a major stimulus for change in how corporations

More information

POSITION DESCRIPTION

POSITION DESCRIPTION POSITION DESCRIPTION Position Title: Reports to: DEVICES CATEGORY MANAGER MANAGER, DEVICES FUNDING Date: September 2014 PHARMAC S MISSION Our legislative objective is: to secure for eligible people in

More information

Performance management program

Performance management program Performance management program For Queensland workers compensation insurers First issued: 28th October 2003 Due for review: June 2012 Version 6 State Government of Queensland (Q-COMP) 2009 Contents Introduction...3

More information

A FinCo Case Study - Using CA Business Service Insight to Manage Outsourcing Suppliers

A FinCo Case Study - Using CA Business Service Insight to Manage Outsourcing Suppliers WHITE PAPER August 2012 A FinCo Case Study - Using CA Business Service Insight to Manage Outsourcing Suppliers Erik Hille Senior Principal Product Marketing Manager Table of Contents Executive Summary

More information

ERP 101: A Primer for Busy Executives

ERP 101: A Primer for Busy Executives ERP 101: A Primer for Busy Executives Arthur J. Herbert, III, PMP Edwin T. Cornelius, III, Ph.D. When considering an ERP implementation, busy institution executives need a crash course. The purpose of

More information

How to Ace IT Governance Without Tech Expertise

How to Ace IT Governance Without Tech Expertise How to Ace IT Governance Without Tech Expertise 50 POWERFUL QUESTIONS READY TO ASK AT YOUR NEXT BOARD MEETING Corporate Director and Creator of THE BOARDROOM BLUEPRINT TM OVERVIEW 50 POWERFUL I.T. QUESTIONS

More information

Statement of Procurement Conduct

Statement of Procurement Conduct Statement of Procurement Conduct December 2014 Copyright of Western Power Any use of this material except in accordance with a written agreement with Western Power is prohibited. Introduction Western Power

More information

Manchester City Council Report For Resolution. Report to: Personnel Committee - 25th September 2012

Manchester City Council Report For Resolution. Report to: Personnel Committee - 25th September 2012 Manchester City Council Report For Resolution Report to: Personnel Committee - 25th September 2012 Subject: Report of: Director of Education and Skills Chief Executive Purpose of Report This report seeks

More information

Managing Unsatisfactory Performance

Managing Unsatisfactory Performance Managing Unsatisfactory Performance of employees of the Department of Education, Training and Employment (except for state school teachers and principals) Table of Contents Implementation 3 What is unsatisfactory

More information

Cedefop relevant work in the field of informal and non formal learning (NFIL)

Cedefop relevant work in the field of informal and non formal learning (NFIL) Cedefop relevant work in the field of informal and non formal learning (NFIL) Dr. Alexandra Dehmel (Cedefop) European Trade Union Conference Informal and non formal learning (NIFL): parallel practices

More information

Buy versus Build Considerations for Clients Purchasing CLO Dashboard

Buy versus Build Considerations for Clients Purchasing CLO Dashboard Buy versus Build Considerations for Clients Purchasing CLO Dashboard Prepared by Zeroed-In Technologies for use by clients evaluating CLO Dashboard against their internal development of similar executive

More information

Impact of IT Outsourcing on Business & IT Alignment

Impact of IT Outsourcing on Business & IT Alignment x Impact of IT Outsourcing on Business & IT Alignment Summary IT outsourcing does not matter from an alignment perspective This dissertation is the end result of over four years of research, and over fifteen

More information

Corporate Services Team Senior Leadership Team Program Managers Team Leaders Program staff Back office staff All staff Australia wide

Corporate Services Team Senior Leadership Team Program Managers Team Leaders Program staff Back office staff All staff Australia wide National Human Resources Advisor REPORTING RELATIONSHIPS Reports to Direct reports Indirect reports 0 Internal stakeholders External stakeholders FINANCIAL DIMENSIONS Total headcount 0 TEC budget 0 Total

More information

Mapping of outsourcing requirements

Mapping of outsourcing requirements Mapping of outsourcing requirements Following comments received during the first round of consultation, CEBS and the Committee of European Securities Regulators (CESR) have worked closely together to ensure

More information

Process Benchmarking at the German Fraunhofer Information Centre Benchmarking (ICB)

Process Benchmarking at the German Fraunhofer Information Centre Benchmarking (ICB) Reprinted from NPC Best Practice Digest Process Benchmarking at the German Fraunhofer Information Centre Benchmarking (ICB) By: Dipl.-Ing. Holger Kohl, Head of Information Centre Benchmarking Introduction

More information

Action Plan Template: Developing a lead agency consortium

Action Plan Template: Developing a lead agency consortium Action Plan Template: Developing a lead agency consortium Document A: Introduction and step-by-step guide The Action Plan Template explains the steps to develop a lead agency consortium. This consortium

More information

Growing Your Business Through The Project Management Office

Growing Your Business Through The Project Management Office Growing Your Business Through The Project Management Office Increasing Throughput Rate Achieving higher customer satisfaction Strengthening the weakest link Identifying the bottlenecks Reducing the program

More information

Vendor Management Challenge Doing More with Less

Vendor Management Challenge Doing More with Less Vendor Management Challenge Doing More with Less Megan Hertzler Assistant General Counsel Director of Data Privacy Xcel Energy Boris Segalis Partner InfoLawGroup LLP Session ID: GRC-402 Insert presenter

More information

Managed Desktop Support Services

Managed Desktop Support Services managed enterprise technologies Managed Desktop Support Services MET Managed Desktop Support Service Most organisations spend lots of time and money trying to manage complex desktop environments and worrying

More information

Project Time Management an essential element to project success

Project Time Management an essential element to project success Project Time Management an essential element to project success Abstract This paper discusses the reasons behind the necessity to apply sound Project Time Management principles and processes to projects

More information

Change Management in an IT Methodology Context

Change Management in an IT Methodology Context Change Management in an IT Methodology Context The Experience of TEDO (Technology Enterprise Delivery Office) December 2012 Speakers: Lydia Galanti (lydia.galanti@tdassurance.com) Iphigénie Ndiaye (iphigenie.ndiaye@tdassurance.com)

More information

UNIVERSITY OF LEICESTER & UNIVERSITY HOSPITALS OF LEICESTER NHS TRUST JOINT RESEARCH & DEVELOPMENT SUPPORT OFFICE STANDARD OPERATING PROCEDURES

UNIVERSITY OF LEICESTER & UNIVERSITY HOSPITALS OF LEICESTER NHS TRUST JOINT RESEARCH & DEVELOPMENT SUPPORT OFFICE STANDARD OPERATING PROCEDURES UNIVERSITY OF LEICESTER & UNIVERSITY HOSPITALS OF LEICESTER NHS TRUST JOINT RESEARCH & DEVELOPMENT SUPPORT OFFICE STANDARD OPERATING PROCEDURES University of Leicester (UoL) SOP S-1005 UoL Sponsor Management

More information

The 2015 Manufacturing ERP Report

The 2015 Manufacturing ERP Report The 2015 Manufacturing ERP Report. All rights reserved. No unauthorized reproduction without the author s written consent. All references to this publication must cite Panorama Consulting Solutions as

More information

UNSOLICITED PROPOSALS

UNSOLICITED PROPOSALS UNSOLICITED PROPOSALS GUIDE FOR SUBMISSION AND ASSESSMENT January 2012 CONTENTS 1 PREMIER S STATEMENT 3 2 INTRODUCTION 3 3 GUIDING PRINCIPLES 5 3.1 OPTIMISE OUTCOMES 5 3.2 ASSESSMENT CRITERIA 5 3.3 PROBITY

More information

Procurement Strategy. STAR Procurement is the shared procurement service for Stockport, Trafford and Rochdale Councils

Procurement Strategy. STAR Procurement is the shared procurement service for Stockport, Trafford and Rochdale Councils Procurement Strategy STAR Procurement is the shared procurement service for Stockport, Trafford and Rochdale Councils Foreword 1 This STAR Procurement Strategy sets out the strategic direction and priorities

More information

One Government Contract Management Framework. September 2014

One Government Contract Management Framework. September 2014 One Government Contract Framework September 2014 One Government Contract Framework Table of contents 1 Introduction... 4 2 Purpose... 4 3 Scope... 5 3.1 Contract management planning starts before a contract

More information

Establishing Quality Management Systems

Establishing Quality Management Systems Establishing Quality Management Systems Dr. Petra Dörr Head of Management Services and Networking Swissmedic, Swiss Agency for Therapeutic Products petra.doerr@swissmedic.ch 14th ICDRA Workshop H 2 December

More information

Compliance Review Report Internal Audit and Risk Management Policy for the New South Wales Public Sector

Compliance Review Report Internal Audit and Risk Management Policy for the New South Wales Public Sector Compliance Review Report Internal Audit and Risk Management Policy for the New South Wales Public Sector Background The Treasury issued TPP 09-05 Internal Audit and Risk Management Policy for the New South

More information

Negotiating ERP Implementation Agreements for Success

Negotiating ERP Implementation Agreements for Success Negotiating ERP Implementation Agreements for Success Paul Chandler 312 701 8499 pchandler@mayerbrown.com Paul Roy 312 701 7370 proy@mayerbrown.com Business & Technology Sourcing Practice "An excellent

More information

INSURANCE ACT 2008 CORPORATE GOVERNANCE CODE OF PRACTICE FOR REGULATED INSURANCE ENTITIES

INSURANCE ACT 2008 CORPORATE GOVERNANCE CODE OF PRACTICE FOR REGULATED INSURANCE ENTITIES SD 0880/10 INSURANCE ACT 2008 CORPORATE GOVERNANCE CODE OF PRACTICE FOR REGULATED INSURANCE ENTITIES Laid before Tynwald 16 November 2010 Coming into operation 1 October 2010 The Supervisor, after consulting

More information

Management-Forum Strategic MDM

Management-Forum Strategic MDM Management-Forum Strategic MDM Frankfurt / Hilton Frankfurt Airport Value Chain Excellence. Strategy to Results. Master Data Management Strategy Agenda 1 Survey MDM: Strategic Master Data Management (Extract)

More information