Vendor mgmt best practices slg
 

Vendor mgmt best practices slg

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Describes several best practices used to manage vendor relationships in information technology. Includes sample dashboards and descriptions of best practices.

Describes several best practices used to manage vendor relationships in information technology. Includes sample dashboards and descriptions of best practices.

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  • UST-G has a flexible continuum of service staffing options, which allow you to balance Cost Reduction, Project Control, Risk, and overall UST-G ‘Value Add’ to meet your unique situation. … go through slide If you ’d be so kind to sign the Master Services Agreeement that I’ve prepared, we can get started! STOP!
  • Engagement – Staff Aug, Shared responsibility, Managed Services

Vendor mgmt best practices slg Vendor mgmt best practices slg Presentation Transcript

  • Best Practices For Governance of Vendor Relationships
  • About Saunders Learning Group
    • The Saunders Learning Group was established to foster professional development in specific professional areas including project management, program management, vendor and supplier management, process improvement and quality control.
    • As training specialists, the Saunders Learning Group, designs, develops and delivers customized training programs via workshops, seminars, professional presentations and webcasts.
    • A series of professional development programs have been developed, but you would also want to consider our services to custom develop training and development programs.
    • For more information, contact Floyd Saunders via email at: [email_address] or by phone at 316-680-6482.
  • Agenda View slide
  • Measuring Performance Design Points – What To Watch For View slide
  • Design Points – What To Watch For
  • Design Points – What To Watch For
  • Measuring Satisfaction with Scorecards
  • Customer Satisfaction
    • Internally collect data from client using Net Promoter Score (NPS) approach
    • Allows Vendor to develop trend line of improvement or concerns that need attention
    Vendor Scores
  • Client Driven Scorecards
  • Project Scorecard Trending Analysis
  • Customer Satisfaction - Project Scorecards
  • Vendor Metrics - Measuring Performance
  • Service Level Commitments
  • Metrics For Application Development
  • Support Metrics and SLAs 03/13/11 Copyright 2010, UST Global
  • Governance - Performance Dashboard
    • Status Reporting
    • Detailed reporting for all project and SLA metrics
    • Dashboards are customized based on client requirements and feedback
    Production Support User Support Maintenance Enhancements
  • Resource Utilization Management
  • Utilization Management Average Unplanned Attrition
  • Buffer Pool
  • Resource Induction Process
  • Attrition Risk Management
  • Managed Attrition Metrics Metric Type What it Measures How it is Reported Value Total business domain experience Total months experience working on applications and projects / total # resources Monthly update across all resources assigned to work in ODC Determines if team experience is growing over time and as the size of team grows. Total team experience with each application Total months of experience working on client specific applications/ total team Monthly update of resources assigned to specific applications Determines if team experience is growing over time and as the size of team grows. Total Technical Domain experience By each technical domain measure total months of experience/ total # ODC resources Monthly tracking of ODC resources with total months of technical experience. Determines of technical experience continues to grow.
  • Notes on Attrition
  • Transparency in Managed Capacity
  • Lessons Learned About Experience
  • Resource Management Skill Development Plans
    • Initiated discussion with Onsite Managers and SDL for identifying emerging technologies
    • Tech Distinguisher (Weekly) – Activity to distinguish related technologies (Eg. JSF vs. Struts)
    • Tech Glimpser(Weekly) – Activity to give a glimpse on emerging technologies (Eg. Web 2.0 - Dojo)
    • New Born Tools (Weekly) – Activity to give a glimpse on emerging tools (Eg. Peoplesoft Integration Broker)
    • Identified Spring Framework for Business Layer as a potential alternate for EJB 3.0. Prototype Designing is planned for the month of April
    • Business Fundamentals (Weekly) – Activity to educate about retail scenarios through cartoons/images
    • Business analyst Newsletter sent for the month of Feb and nearing completion for March.
    • Learn-a-term sent daily has been enhanced with picture images to improve the understanding
    • Business Quiz for offshore team is planned for March - April 09
    • A Treasure hunt game using the r business terms is planned for April 09
    • Awareness session on GS1 Data Bar mandate for Sunrise 2010 is planned for April 09
    Legend
    • Recurring
    • Complete
    • Planned
    • Completed Unix Level 1/Module 1 Training
    • Completed C Level 1/Module 1 Training
    • Modules/Training plan finalized for newly added technologies – Mainframe/EDB
    • Planned for Unix Level 1/Module 2 Training in Mar – April 09
    • Planned for OOPS/C++ Level 1 Training in Mar-April 09
    • Online Evaluation modules for Level 1 courses are under preparation. Targeted for April 09
    • Internal Tool Development for tracking InMenso Activities is under design. Targeted Completion for May 09
    Tech Advancement Retail Business Activities Tech Competency
  • Resource Management Skill Development Plans
    • Brought the team closer through the following activities in Feb 09
      • Fun @ work
      • Tug- of- War
      • Birthday Celebrations
    • Team Outing is planned for May 09
    • Process defined to groom the team about telephone, email etiquettes
    • Learn a word, pronunciation, idioms & phrases is an ongoing activity
    • Extempore communication skills planned to start in March – April 09
    • Higher level CIP trainings are planned for May 09
    • Organized 5 trainings requested by various other baskets
    • Process defined to improve the quality and effectiveness of trainings
    • Process defined for Induction/mentoring of On Boarding resources
    • MyClient SharePoint site is being worked upon to organize the knowledge repository
    • Process to evaluate the technical and business knowledge of resources will be completed April 09
    • Plan to organize at least 2 trainings /wk by collaborating with other baskets
    Legend
    • Recurring
    • Complete
    • Planned
    • Provided session on client Business Process Overview – FEB ’09
    • Provided session on client Backend Process – MAR ’09
    • Provided session on overview of Business for team – MAR ’09
    • Plan to understand, document and train the team about Product Life Cycle in next 6 months
      • Create a framework on Product Lifecycle by April 15
    Team Building SoftSkill Training Business Process
  • Work Planning Measures
  • Work Planning - Resource Roll-off Forecast Any vendor you work with needs a forecast of how resources will be used, both in terms of new additions as well as a roll-off forecast. If you jointing doing resource management, a forecast will also allow you to redeploy skilled resources for our own projects, where possible. # of Open Positions # with Potential Positions Open Headcount Oct 5 SQL/.NET 2 QA 1 SQL/.NET 1 QA 4 SQL/.NET 1 QA Nov 1 JavaScript None 1 JavaScript Dec 3 Delphi/.NET 1 SQL None 3 Delphi/.NET 1 SQL Jan 17 QA 1 Java 1 SQL/.NET None 17 QA 1 Java 1 SQL/.NET
  • Work Planning - Buffer Pool Review A good vendor, knows they need to have a pool of resources available to manage attrition risk with resources allocated to various applications/projects and source potential new opportunities. These resources can also be used to cover vacations. Properly trained resources, waiting in a buffer pool to be allocated to work, represents an opportunity to quickly add skilled resources to projects. .
  • Domain Knowledge Management
  • Building Partnership - Domain Expertise for Client Product Knowledge A Learning Management System designed to reduce the risk off application transfer and stimulate continuous learning for UST Associates on client’s business, product and application domain. Client Knowledge Center Staff University A Learning portal for employees designed to an employee’s knowledge of client’s business, product and technical domain, resulting in “Certified Product Specialists” Business Domain Knowledge
    • Innovation
    • Idea Creation & Management
    • Innovation Coaching
    • Innovation Workshops
    • Innovation Lab
    Technical Domain Knowledge Client Domain Knowledge and Intellectual Property Focus on developing partnerships
  • Best Practices Expert Groups Architecture Review Initiative, Newsletter Knowledge Sharing Videos, E-Learning Platform, Client University Pro Active Strategies and Solutions Tech@Client Initiative Guidance & Mentoring Account Level Trainings (Silverlight, .NET, XAML etc. Domain Knowledge Client Domain Consortium Architectural Approaches + Technology Evaluations. Innovation Labs
  • Domain Knowledge Management
    • Client Domain Consortium
      • Independent team researching on client Domain to build knowledge repository
      • Different level of courses on client domain for all members
      • Training Sessions by client representatives
    • Share Point Based Client Knowledge Center
      • Business scenario documents
      • End To End project documentation, Discussion Forums
      • eLearning platform – Courseware and Certification
    • Weekly presentations and Video documentations of all projects w/ Repository of recorded videos and screen casts related to the domain
    Initiatives Impact
    • Increase in Client domain knowledge
      • Beyond individual project scope
    • Client Knowledge Center as a centralized repository for domain knowledge
    • Video documentations
      • Smooth induction for new joiners
      • Reduce KT time
    • Account Level Game – The fun way of learning business
    • Potential to share knowledge management assets with client to train their own staff
  • Technical Knowledge Enhancement
    • Account Level Boot Camps
      • Big Leap .NET Boot Camp
      • XAML Training
      • Silver light 2.0 Training
    • E-Learning Platform
      • Adopted an open source E-Learning solution for giving technology training
    • Client Code Bank
    Initiatives Impact
    • Training beneficiaries
      • advanced training ahead of project start
      • skilled resources available in new technologies matched to client domain
    • Competency development and continuous improvement through boot camps
      • Readiness to work with new platforms and technologies
    • E-Learning platform to host, deliver and re-use training materials
    • Client Code bank ensures reusable components and code is shared
      • Code Bank hosted in University
  • Investment Visibility - Innovation Lab Initiatives Impact
    • R&D partner in
      • Conceptualizing and experimenting with alternative architectural approaches for SOA & non SOA initiatives.
      • Creating models and components and validating the architectural requirements and assumption.
    • Acted as Technology Evaluation center & Incubation center for new concepts.
    • Architectural Approaches & Technology Evaluation
      • Microsoft DSL
      • TIBCO SOA Stack : Active Matrix 2.0 (Ongoing)
      • In Memory Data Grid Solutions: Oracle Coherence (Ongoing)
      • Mono : Open Source Linux Alternative to MS .NET Platform (Ongoing)
      • Open Source SOA Stack:
        • Business Process Management tool: Intalio
        • Enterprise Service Bus: Mule
      • Approaches for building Offline enabled Applications
        • Google Gears
      • XMPP protocol for bidirectional communication in a distributed environment
      • Grid Computing using Gigaspaces
      • XAML to Java Framework: eFace
  • Measuring Performance
  • So What Is An GDC/ODC
    • To UST-Global:
    • Stable, Predictable Revenue Stream
    • Shared Delivery and Resource Risk
    • Intellectual Property Growth Creates Barrier to Switching
    • To Client:
    • A GDC allows our clients to build a customised solution with the balance of cost reduction, risk and control that is most acceptable for their unique situation.
      • Ability to Influence Delivery & Metrics models
      • Skill development and Arch Up/Down Shifted to UST-Global
      • Transparency to Business Continuity Risk
      • Attractive Market Rate and Protection against currency fluctuation and resource availability
  • Engagement Maturity Curve
    • Governance processes must align to client ’ s value expectations
    • Governance can (MUST) evolve to drive higher in curve
    • Client ’ s expectations on Governance = Outsourcing Experience
    • Client may drive evolution, but in vendor ’ s best interest to do so
    Highest Value Ad-Hoc Staff Augmentation SLA Driven Delivery UST Managed Projects Client Managed Projects w/Staff Retention
  • Where Do You Fit Outsourcing Maturity Model Reduced Risk to Client Increased Accountability and Predictability Managed Function Engagement Model Value from Outsourcing Client buys capacity or shared pool typically for a Fixed price. Requirements and Design Break/Fix Tickets Client buys Platform as a Service Accountability for IT implementation of the Process IT Management Cost Quality Application Health Innovation Staff Augmentation Client Managed based on SOWs Vision Development Managed Capacity Client buys Outcome (Service) Solution Development and Implementation Independent validation and verification Application Management Managed Service ROI Most Engagements Today
  • Mitigation Plans
      • Shared responsibility
  • Communication Plan Stakeholder Customization Strategic Governance Delivery Governance Forums Joint Management Cmt Frequency Inputs Outputs ODC Review Executive Sponsor Meeting Steering Committee Meeting VP, Technology VP, IT Planning Vendor Mgmt Team Delivery Management Team Delivery Management Team Once a year Strategic key performance indicators Provide Vision Quarterly Meeting Relationship Status Resource Status Future Direction Commitment & alignment to goals Client Vendor IT & Vendor Mgmt Team Weekly Status Review Resource Management Review Steady State – Weekly Steady State – monthly Vendor Management Team Onshore/ Offshore Delivery Director/Managers Service Delivery Manager, Practice Leads Project status Resource forecasts Attrition Risks Issues/Risks Mgt ODC Utilization Report Action Items non resolved escalations Weekly Status Report, Any required action plans to address service issues Planning for change In scope, Issue Resolution Vendor Management Team
  • Communication Plan Frequency Matrix Weekly Reports Meeting
    • Weekly Executive Summary report
    • Project Reporting (Project Status Grid, Resource Grid)
    • Review on Risk of Attrition
    • Utilization Report
    • Project Level Metrics
    • Client Network/ Clarity Access Tracker
    • Resource Forecast or three months
    • Open and Closed Resource Request
    • Project Team Meetings
    • Development Center Managers Meeting
    • Resource Forecast Meeting
    • Project Status Meeting with the Client
    Monthly
    • Account Level Metrics
    • Joint Management Committee Meeting
    Quarterly
    • Engagement Score Card
    • Software Tracker
    • Steering Committee
  • Questions
  • Thank You from - Saunders Learning Group
    • Thank you for taking the time to learn more about best practices for vendor management. Much of this material is useful for suppliers to consider as ways to stand out as well as buyers of IT services.
    • We are available to assist with the implementation or evaluation of our vendor management program, just contact us for details on how we can help.
    • For more information, contact Floyd Saunders via email at: [email_address] or by phone at 316-680-6482.