Dobre praktyki zarządzania zakupami technologicznymi

Transcription

1 Dobre praktyki zarządzania zakupami technologicznymi Leszek Maśniak Executive Partner, Gartner Poland Ministerstwo Administracji i Cyfryzacji, Warszawa

2 Gartner at a Glance 6,100 associates 14,000+ client organizations in 85 countries 1000 analysts 200,000+ client interactions World-class, objective insight on virtually any area of IT Helps ensure that our clients and their organizations are highly successful 70% of Fortune % of Global 500 Vertical coverage in 9 industries 1000 seasoned, expert analysts Insights drawn from a critical fact base not available anywhere else 70+ conferences worldwide World's largest community of CIOs 850 media inquiries per month 5,500 benchmarks a year Rigorous, systematic research process provides high-quality, unbiased insight that is pragmatic and actionable 1

3 Gartner delivers the technology-related insight necessary for our clients to make the right decisions, every day.

4 Introduction and definitions 2012 Gartner, Inc. and/or its affiliates. All rights reserved. Gartner is a registered trademark of Gartner, Inc. or its affiliates. 3

5 IT Procurement IT procurement is the discipline and process of advising on, and acquiring, IT goods and services to meet the needs of IT and the business optimally from a quality and quantity, time, location and risktolerance perspective at the best possible total cost of ownership.. 4

6 Describing IT Procurement and IT Sourcing 5

7 Vendor Management Vendor management is the discipline of managing all vendor interactions and aligning the right vendor behaviors and IT or business outcomes. This discipline drives vendor performance to maximize value and limit risk. 6

8 IT Procurement strategy & organization, functions, processes & collaboration 2012 Gartner, Inc. and/or its affiliates. All rights reserved. Gartner is a registered trademark of Gartner, Inc. or its affiliates. 7

9 Common IT Procurement Failure Characteristics Poor engagement with IT and business Doer rather than an influencer/value-contributor Frequent surprises from vendors Poor contract management Negotiation results not as expected IT procurement perceived as a blocker rather than an enabler

10 Traditional IT Procurement Categories 9

11 An Alternative IT Procurement Category Example 10

12 Gartner's Grid for IT Procurement Processes 11

13 Gaps and Overlaps of Responsibilities Unclear IT procurement goals - Can cause confusion among the teams needed to drive the organizational goals associated with IT procurement Poor performance management - Of IT procurement professionals may result in counter-productive behaviors Static versus evolving organization - Critical to keep the procurement policies aligned with the business goals of the organization

14 Software Market Economics Price Demand Supply Market Equilibrium Quantity

15 Demand-Side Opportunities Plan early with IT procurement to minimize surprises - What's negotiable, what's essential - Sourcing strategy meets project goals? Demand Pool budget for greater negotiating leverage - Aggregate program demand for the same requirements - Buy upfront to maximize leverage and control if the deliverables are right

16 Supply-Side Opportunities Maximize competition, watch trends, gather market intelligence Get suppliers to "buy into" the success of projects and programs - Can IP be resold? Give vendors incentives to continue delivering after spending is committed - Reference site or case study? Supply what else will supplier get, besides money?

17 Use Matrix Reporting Lines to Optimize Map interdependencies to manage gaps and overlaps Create collaborative teams with shared objectives Incentivize based on 360 feedback Promote enablers rather than blockers to drive cultural change

18 IT Score results 2012 Gartner, Inc. and/or its affiliates. All rights reserved. Gartner is a registered trademark of Gartner, Inc. or its affiliates. 17

19 IT Sourcing and Procurement Maturity Model: Locating the ITScore Level 1 Ad hoc Level 2 Repeatable Level 3 Defined Level 4 Quantitatively Managed Level 5 Optimizing Governance People and Organization Process and Tools Analytics and Trending No purchasing controls Individuals buy what's needed when its needed No spending visibility or focus on cost controls Procurement roles established Purchasing guidelines documented Business cases required Inconsistent use of purchasing processes Documented sourcing processes RFP and contract standards Processes followed consistently Sourcing goals tied to costs and risks Category and business unit sourcing strategies Sourcing strategies tied to business maxims Demand mgmt. optimized Performance measures drive continuous improvement Processes embedded in the organization Sourcing to achieve business results Sourcing strategies dynamically change

20 Actions to Move Up the IT Sourcing and Procurement Maturity Curve Ad hoc Repeatable Defined Quantitatively Managed Optimizing Governance Establish basic rules IT sourcing plan Formal IT sourcing strategy Link IT sourcing and business strategy Formal Accountability Organization and People Identify roles IT sourcing team structure Formalize roles and training Create an IT sourcing office Business unit specialization and interface Process and Tools Monitor large purchases Design process flow Standard tools, templates Segment processes by classification Seamlessly link supply to demand Analytics and Trending Identify contracts Consolidate spend and contract data Dashboard trend data Develop balanced scorecards Dynamic analysis and response

21 IT SOURCING & PROCUREMENT IT Score LEVEL 2 20

22 IT VENDOR MANAGEMENT ITScore LEVEL 1 21

23 Vendor search & selection, tools & technics 2012 Gartner, Inc. and/or its affiliates. All rights reserved. Gartner is a registered trademark of Gartner, Inc. or its affiliates. 22

24 IT Buying Decision Map Good Example Requirement Budget Architecture Security/Risk Solution Supplier Timescale Deliverable Pricing/Costs Contract Terms Compliance Performance Architectural Alignment Aligning Budgets and Costs Aligned Outcome Time Pressure Managed Outcome Need Source Context Project Negotiate Manage

25 IT Buying Decision Map Bad Example Requirement Budget Architecture Security/Risk Solution Supplier Timescale Deliverable Pricing/Costs Contract Terms Compliance Performance Low Cost Supplier and Solution Selected Weak/Poorly Understood Needs, Budget-Driven Negotiations Go Off Track, Break Down Unmanaged Outcome Need Source Context Project Negotiate Manage

26 Make the Most of Your Leverage leverage value Select Vendor Refresh/Replace? Sign Contract Trigger Peak of Inflated Expectations Trough of Disillusionment Slope of Enlightenment time Plateau of Productivity

27 Don't Jump In at the Deep End! Don't things do it in the right wrong order: 1. Ask Pick vendor the best for technology design. 2. Develop Ask vendor and to test. design, 3. Negotiate Develop and cost, test terms. 4. Pick Schedule the best. deployment 5. Sign Check the the contract. price 6. Schedule Sign the contract deployment.

28 The RFP Process - A Document Decision Tree PQQ RFI NDA RFP RFQ pre-qualification questionnaire request for information nondisclosure agreement request for proposal request for quotation 27

29 Magic Quadrants and MarketScopes: How Gartner Evaluates Vendors Within a Market 28

30 MarketScope Rating Framework 29

31 Gartner RFP template examples 30

32 Gartner RFP template examples Toolkit: Business Intelligence RFP Template and Toolkit Toolkit: IT Service Desk RFP Vendor Scoring Template Toolkit: RFP for Application Life Cycle Management and Related Tools Toolkit: RFP for Data Center Construction Toolkit: Useful Materials for Evaluating and Selecting Project and Portfolio Management Systems Toolkit: RFP Template for Managed WAN Services Toolkit: Security Information and Event Management RFP and many more 31

33 Start With Business Requirements Value - Will it deliver business expectations? Risk - Does the contract share or transfer risk? Cost - Are costs aligned with available funding?

34 Make the Right Trade-Offs Priority Weighting Option A Option B Cost (TCO) 33% 17% less 19% less Risk 30% 11% more 17% more Value 37% 98.5% 96.5% Total 100% 36% 34% Priority Weighting Option A Option B Price 35% 10% less 20% less Maintenance 15% 10% more 25% more Reliability 13% 99.50% 97% Security 12% 99% 96% Design 10% 98% 95% Support 7% 98% 97% Testimonials 5% 93% 90% Contract terms 3% 44% 53% Total 100% 46% 47%

35 Value Controls = Service Levels? Defined? Measured? Who measures it? What does it cost? Is it worth it? What control does it give you? Service Level Vendor Report User Survey Lead Time!! Provisioning!! Uptime!!! Availability!!! Time to Fix!!! Updates!!

36 Drive Value With Incentives Specific, measurable, achievable, realistic and timely (SMART) objectives Incentives large enough to change behavior Not so large they raise costs to compensate Future business opportunities 100% 90% 80% 70% 60% 50% 40% 30% 20% 10% 0% Same Deal, Negotiated as a Penalty a Reward Incentives Costs

37 Control Risks Through Change Currency exchange rate. New product or pricing. New account manager. Online policy changes. Vendor acquired. Plan for exit or change. Define controls that create change!

38 Benchmark Costs Define a mechanism Price increases capped at N% per annum or the Consumer/Retail Price Index Price changes in line with market average or with N selected price references Or use an independent benchmarking agency Keep good value secure!

39 The Negotiation Equalizer Your Outside Disadvantage: Consultant Industry Vendor experience negotiates Vendor-specific knowledge many deals Access to more pricing comparisons You only negotiate Understanding of what the this one vendor has agreed to in other deals Vendor You

40 Procurement metrics, efficiency and contribution 2012 Gartner, Inc. and/or its affiliates. All rights reserved. Gartner is a registered trademark of Gartner, Inc. or its affiliates. 39

41 Bad Things Can Happen to Good Projects Unsuitable Supplier Wins the Bid - Cost prioritized over requirements - Procurement not planned as well as project Contract Doesn't Meet Requirements - Failure to capture requirements as deliverables - Failure to agree to terms or delivery incentives One-sided commitment to sole source supplier - Pay more, cut scope or cancel project? All these problems can be avoided

42 Identify Roles and Responsibilities Role Responsible Accountable Consulted Informed Requirement Business Architects IT Ops Procurement Budget Budget Holder PMO Finance Business Architecture Architects IT Operations PMO Budgeter Security/Risk CSO PMO Architects IT Ops Solution Architects IT Operations Budgeter Business Supplier Sourcing Procurement Architects VMO Timescale PMO Budget Holder IT Ops Business Deliverable PMO Budget Holder IT Ops Business Pricing/Costs Procurement Budget Holder Finance Business Contract Terms Procurement Budget Holder CSO Business Compliance VMO Budget Holder PMO Business Performance VMO Budget Holder PMO Business Negotiate Source Need Manage Project Context

43 IT Procurement Contribution Framework 42

44 better decisions, made with confidence.