Documente Academic
Documente Profesional
Documente Cultură
and Outsourcing
Implementation and
Management
Alan McSweeney
Agenda
• Analysis
− Document Business usage and processes covered by Oracle systems, review
structure and available data and identify and gaps
− Build service view of components
− Understand what is (and is not) being monitored
• Design
− Define CMDB data hierarchy
• Overall service to be reported on
• Components
• System availability rules
• Impact rules
− Define what to be reported on:
• Outages
• Capacity and performance problems
− Agree BNM reporting requirements, presentation, format and drill-down facilities
• Build
− Build CMDB of service data
− Build reporting facility
• What do we do today?
• What do our customers want us to do?
• What changes do we need to make to align with our customers
needs?
• How will they pay for those services?
• How will we deliver those services consistently and measure
their delivery?
• What kind of organisation (Governance/Contract
Management/Structures/Staff/Skills/Service Providers) will we
need to achieve it?
• What service management processes (ITIL/ITSM) we should use?
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Organisation Customers
Requests Services
• Step
1: Undertake activity analysis and identify
weaknesses ‘as is’ with current processes
− Getronics Service Delivery role
− Customer feedback on services and issues
− Cost of service provision by location
− Local practice differences
− Contract structure/SLA’s
− Use of automation and tools to smooth workflow and reduce
duplication of effort
− Service card costs, revenue and profit by service
− Existing and new Lines of Service and process for handling
• Step 2: Develop ‘to be’ processes and implement, write RFP for
service provider
− Redefine Service Delivery role
− Assess customer requirements for IT services today and in the future
− Review service card and adapt based on customer feedback
− Reduce cost of service provision, and identify rate card changes
− Leverage best practice in some locations across all locations
− Identify economies of scale
− Identify and implement opportunities to upsell services
− Leverage lower cost locations
− Identify and reduce cost of service provision through automation and tools
− How to standardise service across all locations
− Develop RFP and RFP evaluation criteria
What result
What result do
do we
we want
want to
to create?
create? Defining outcomes
Defining outcomes inin writing
writing isis hard
hard Continually
Continually assess
Continually
Continually assess relevance
relevance of
of metrics
metrics
Program
Program Defining “end
Defining “end state”
state” or
or desired
desired outcome.
outcome. work.
work.
Maintain
Maintain open lines of communication
Maintain open lines of communication
Maintain
Office
Office Conducting market
Conducting market research
research toto see
see who
who else
else has
has solved
solved that Define how
that Define how we
we measure
measure performance
performance open
to meet the desired outcome open
problem, met that need.
problem, met that need. to meet the desired outcome
Does the
Does the SOO
SOO sufficiently
sufficiently describe
describe the Use
Use effective
the Use
Use effective QASP
QASP procedures
procedures toto self
self
Define the
Define the desired
desired outcome
outcome well
well enough
enough toto structure
structure an
an desired
desired outcomes?
outcomes? assess quality as well as contractor
assess quality as well as contractor
Contract
Contract enforceable
enforceable contract.
contract. Will the
Will the contracting
contracting method provide quality
method provide quality
Office
Office What contracting
What contracting method
method will
will we
we likely
likely use?
use? enough competition?
enough competition? Base
Base incentives
Base
Base incentives and
and disincentives
disincentives onon
Which contract
Which contract type?
type? Is the
Is the contract
contract type
type commensurate
commensurate clear
clear relevant
relevant metrics
metrics that
that everyone
everyone
with
with risk?
risk? understands
understands
Can we
Can we deliver
deliver the
the optimal
optimal outcome
outcome based
based on
on what
what we
we do
do Think in
Think in terms
terms of
of outcomes
outcomes Foster
Foster clear
Foster
Foster clear and
and consistent
consistent Executive
Executive
best?
best? Continually measure relevance
Continually measure relevance ofof and
and Programmatic communication
Programmatic communication
Prime
Prime
Great opportunity
Great opportunity toto reach
reach informal
informal understanding
understanding metrics to evolving missions
metrics to evolving missions Manage
Manage team
Manage
Manage team or
or sub-
sub--contractor
sub
sub- contractor partners
partners
Contractor
Contractor agreement on feasible outcomes. and
agreement on feasible outcomes. Make sure
Make sure my
my definition
definition of
of success
success the
the and manufacturers
manufacturers onon customer
customer goals
goals
same as the customers!
same as the customers! and
and metrics
metrics
• Acronyms
− PWS = Performance Work Statement
− SOO = Statement Of Objectives
− QASP = Quality Assurance Surveillance Plan
Business
view
Functional
view
Stakeholders Technical
view
Implementation
view
Business
Functional
Technical
Requirements Strategy Architecture Implementation
Implementation
Business
Drivers Business Functional Technical Implementation
View View View View
Business Functional Technical Implementation
Goals
Principles Principles Principles Principles
Service
Due Diligence Commencement
Preparation
Transition
Key Initiation
Planning Phase
Solution
Handoff
Transition Phase
Planning Transition
Proposal Support Transition Initiation/Kick-
Initiation/Kick-off
BNM Transfer
Transition Closure
• Confirmation of assumptions
• Verification of financials
• Ensure risks are mitigated, accepted and sized
• Identification of new risks
• Validation of transition plan to new service
• Safeguard of shareholder value
• Discovery and understanding of culture and management style
• Verification of the infrastructure and operational methodologies
• Identify opportunities to add additional value
• Building the trust relationship with the customer
• Providing confirmation of no deal-breaking criteria
1. Engagement
2. Planning
3. Execution
4. Analysis
5. Reporting
Data Analysis
Execution • assess financial impact
• complete deviation reports
• document variances
Output
Analysis • recommendations to SOW
T&C’s, risk adjustments
• recommendations for costing model
Results
November 26, 2009 33
Making SLAs and OLAs Work
• Managing Client’s
Client s Security - Managing security and controlling critical data
and assets are critical to establishing trust. Security management includes
protection of intellectual property, confidentiality, and privacy concerns.