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Vendor Management Best Practices

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Describes several best practices used to manage vendor relationships in information technology. Includes sample dashboards and descriptions of best practices. Saunders Learning Group provides …

Describes several best practices used to manage vendor relationships in information technology. Includes sample dashboards and descriptions of best practices. Saunders Learning Group provides training and consulting serves supporting Vendor Management Offices, governance, Statements of Works and negotiation skills.

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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

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  • 1. Vendor Management Best Practices Saunders Learning Group, Newton, KS
  • 2. 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 presentaCons 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 informaCon, contact Floyd Saunders via email at: floyd@floydsaunders.com or by phone at 316-­‐680-­‐6482. Saunders Learning Group, Newton, KS 2
  • 3. Agenda Measuring Performance Vendor Metrics Resource Utilization Management Attrition Risk Management Domain Knowledge Management Partnering – Technical, Business, Innovation Saunders Learning Group, Newton, KS 3
  • 4. Measuring Performance Design Points – What To Watch For • Some clients welcome visibility, some will not. It is dependent on their risk aversion and culture for inclusion • Inclusion through transparency and joint management activities develops a partnership mindset • Technical Skill and Business Domain development can be important aspects of demonstrating how Vendor prepares associates to be fully engaged with the client’s business. • Career Development & Retention (Attrition) Mgmt demonstrates that vendor is doing everything to ensure business continuity for the client Resource Management • Primary objective is to gain visibility into new work so staff can be retooled and client IP retained • Pulling client into joint Buffer Pool management helps limit investment and provide client buy-in on attrition risk coverage decisions Work Planning Saunders Learning Group, Newton, KS
  • 5. Design Points – What To Watch For • When vendors provide visibility into their investment in the relationship it can help ensure success and foster spirit of partnership. Investment Visibility • Don’t underestimate the cost-of-contracting for both the client and vendor in SOW development. Drive to capacity model contracts with CRs or Work Allocations to capture Arch Up/Down for revenue recognition, as a benefit to the client. Contracting • Tailor message vehicle and content to client’s level of detail. • Trending Analysis and Impact Statements should be included to show directional improvements and flag areas that need focused attention. • Governance Meetings must facilitate ‘What’s Working, What’s Not” exchange. Too many people can limit frank exchange. Communication Plans Saunders Learning Group, Newton, KS
  • 6. Design Points – What To Watch For Saunders Learning Group, Newton, KS • Project / Team Scorecards are good ‘first entrants’ • Evolve into capturing feedback on individuals • Partnership oriented clients will appreciate vendor’s identification of weak performers and the plan to manage up or out Customer Satisfaction • Ensure Responsibility Models for project management are crisp and well known • Metric Plans will reflect maturity of the engagement and should be expected to evolve • Metric Plans should start with Point-In-Time and Trending, but evolve Quality and Speed (Velocity) components. Delivery Management
  • 7. Measuring Satisfaction with Scorecards Saunders Learning Group, Newton, KS Customer Satisfaction Customer Driven Scorecards Trend Analysis Project level scorecards Resource Metrics 7
  • 8. Customer Satisfaction ! Internally collect data from client using Net Promoter Score (NPS) approach Vendor Scores ! Allows Vendor to develop trend line of improvement or concerns that need attention Saunders Learning Group, Newton, KS 8
  • 9. Client Driven Scorecards Threshold for process improvements if scores are below acceptable level Saunders Learning Group, Newton, KS Quarterly reviews of satisfaction with vendor – subjective view of managers Based on survey driven questionnaires Data collected internally Reported to vendor and client management 9
  • 10. Project Scorecard Trending Analysis No. of Projects vs. Scorecard over 3 Quarters 4.26 4.31 4.20 12 17 23 5.00 4.50 4.00 3.50 3.00 2.50 2.00 1.50 Saunders Learning Group, Newton, KS 25 20 15 10 5 0 FY-07-Q2 FY-07-Q3 FY-07-Q4 Quarter No. of Projects 1.00 Score No. of Projects Avge Score Total Team size vs. Project Scores 4.26 4.31 4.20 85 119 98 140 120 100 80 60 40 20 0 FY-07-Q2 FY-07-Q3 FY-07-Q4 Quarter Team Size 5.00 4.50 4.00 3.50 3.00 2.50 2.00 1.50 1.00 Team Size Avge Score Client Experience - Project showed significant improvement over 3 quarters 3.89 4.84 5 6 5 4 3 2 1 0 FY-07-Q2 FY-07-Q3 FY-07-Q4 Client Experience 5 4 3 2 1 0 LOB-wise Project Scores over 3 quarters FY-07-Q2 FY-07-Q3 FY-07-Q4 Digital HRBFA Others Retail
  • 11. Customer Satisfaction - Project Scorecards Customized dashboard Saunders Learning Group, Newton, KS Sharepoint surveys to collect data Excel spreadsheets to track trends SQL database to act as a data repository for reporting, trend analysis and review based on client’s needs/pain points
  • 12. Vendor Metrics - Measuring Performance Saunders Learning Group, Newton, KS Service Level Commitments Metrics that measure performance Application Development Metrics Support Metrics Performance Dashboard 12
  • 13. Service Level Commitments Saunders Learning Group, Newton, KS • Data collection of metrics to measure service delivery • Incentives and penalties for exceeding or not meeting SLAs For managed services engagements • Shared investment is success • Shared rewards Should be viewed as a partnership 13
  • 14. Metrics For Application Development Service Type Performance Indicator Measure Type Typical Result Enhancements On-Time Delivery Capability (Actual PD – Estimated PD) / Estimated PD SLA <= 10% # of Requests in Backlog Year to date, cumulative # of requests in Saunders Learning Group, Newton, KS backlog Metric Quality (Defect Injection Rate) # of UAT Defects / 100 Hrs of Construction SLA Between 1 – 2 New Development Number of Requirements Defined # of requirements defined/monthly or weekly Metric Based on expectations and project type Quality of Deliverables Review rejection rate Metric <= 2 reviews before acceptance On-time Deliver Deliverables submitted per task plan Metric/ SLA 95% of time Schedule Variance Per EVM, any schedule slippage from a baseline Metric/ SLA less than 5% variance Test Case creation # of approved test cases created/month, week, day Metric Based on expectations and project typ Test Cases Completed # of test cases passed Metric Ratio Defect Correction Rate # of defects corrected and passed Metric Ratio
  • 15. Support Metrics and SLAs Service Type Performance Indicator Measure Type Typical Result Support Response Time Time from Service Request receipt Saunders Learning Group, Newton, KS to acknowledge SLA Severity 1 – 15 Minutes Severity 2 &3 – 30 Minutes Resolution Time Time from Service Request receipt to resolution SLA Severity 1 – 4 Hrs Severity 2 – 8 Hrs Production Stability Index Production Stability Index (PSI) = (1 - No. of Production ABENDs / No. of Jobs Scheduled) * 100 Metric Support Monthly Throughput (# of Closed Requests / (Backlog + New Requests))*100 Metric Resolution Capability # of Calls Resolved by Level 1 / Total # of Calls Received Metric Maintenance Response Time Time from Service Request receipt to acknowledge SLA Severity 1 – 4 Hrs Severity 2 &3 – 8 Hrs On-Time Delivery # of Requests with-in Estimated Time / Total # of Requests SLA 90% - 95% # of Requests in Backlog Year to date, cumulative # of requests in backlog Metric Quality (Defect Injection Rate) # of UAT Defects / 100 Hrs of Construction SLA Between 1 – 5 10/30/14 Copyright 15 2010, UST Globa l
  • 16. Governance - Performance Dashboard Status Reporting • Detailed reporting for all project and SLA metrics • Dashboards are customized based on client requirements and feedback Saunders Learning Group, Newton, KS Production Support User Support Maintenance Enhancements
  • 17. Resource Utilization Management Saunders Learning Group, Newton, KS Utilization Management Buffer Pool Induction Process Attrition Risk Management Managed Attrition Metric Trend Analysis 17
  • 18. Utilization Management Buffer Pool usage – used effectively to target known new opportunities, backup for vacation / attrition Release Planning – Knowledge Retention (Domain & technical) Career Management – Retention, Increase Job satisfaction and improve morale Attrition Management 10% 8% 6% 4% 2% 0% Average Unplanned Attrition Sep-­‐08 Oct-­‐08 Nov-­‐08 Dec-­‐08 Jan-­‐09 Feb-­‐09 Mar-­‐09 Apr-­‐09 Saunders Learning Group, Newton, KS 18
  • 19. Buffer Pool Resources allocated but not billed to client to: Manage attrition risk Provide coverage of vacations, time off Rotational assignments Saunders Learning Group, Newton, KS Can be experienced or new staff From talent pool, but available to other clients Assigned as part of contract (if managed services) Can also be new hires assigned for training 19
  • 20. Resource Induction Process New Joiner Orientation Program On-boarding checklist Account/Client Overview Knowledge Management Process • Client Business Domain training • Client Product training • Technical Domain Training • Certification test Saunders Learning Group, Newton, KS 20
  • 21. Attrition Risk Management Saunders Learning Group, Newton, KS • Iden%fy poten%al Risk • Track reasons for a5ri%on • Mi%gate where possible Risk Analysis • Dura%on on assignment • Career planning sessions • One-­‐on-­‐One coaching Process to identify potential attrition • Total team experience on projects • Total individual experience with client • Id minimum levels of experienced needed to support project. Team and individual experience tracking • Business Domain knowledge • Technical Domain • Dura%on of assignment Attrition Metrics for tracking • Formal Succession Planning • Career Management • Rota%onal assignments Mitigation Plans to manage Attrition 21
  • 22. Managed Attrition Metrics Metric Type What it Measures How it is Saunders Learning Group, Newton, KS 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.
  • 23. Notes on Attrition Saunders Learning Group, Newton, KS • new assignments /opportunities • after two to three years of working It has been our experience that resources seek: • Promotion within the account • Re-assignment to other accounts • Promotions to other accounts with new roles/responsibilities. Growth opportunities can be provided in a number of ways: • Not providing growth increases the risk of unplanned attrition. opportunities for associates • with succession resources stepping in following defined knowledge transfer plans, • unplanned attrition adversely effect the success of projects Attrition happens, is best to insure that it is planned attrition • are identified and tracked for attrition risk. Key associates • are also flagged for career growth. Succession Plans • should be in place for all associates.
  • 24. Transparency in Managed Capacity Saunders Learning Group, Newton, KS Lessons About Experience Resource Management Performance Management Trends Skill Development Plans 24
  • 25. Lessons Learned About Experience It is more efficient to track team experience than any one resource Where technical domain experience is very strong across an account team, leveraging more seasoned/experience resources to provide training and support to less experienced resources add value, and reduces resource management. Where business is seasonal or projects temporary, it can be difficult to consistently track experience across projects over time. Tracking of experience helps to identify potential attrition risk of more experienced resources and plan for attrition. Tracking declines in experience helps manage placement of ‘freshers” and shadow resources, to reinforce team experience. Risks of attrition and loss of knowledge can be mitigated with active resource attrition Saunders Learning Group, Newton, KS management
  • 26. Resource Management Skill Development Plans • 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 Competency Saunders Learning Group, Newton, KS 26 Tech Advancement • 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 Retail Business Activities • 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
  • 27. Resource Management Skill Development Plans • 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 Training SoftSkill Saunders Learning Group, Newton, KS 27 • 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 Team Building • 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 Business Process • 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
  • 28. Work Planning Measures Saunders Learning Group, Newton, KS Resource Roll-off Forecast Buffer Pool Reviews Planned People New/Sunset Applications Planning onshore/offshore Ratios 28
  • 29. 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 Saunders Learning Group, Newton, KS 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
  • 30. 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. . ODC Buffer Name Project Technology Seniority Remarks Focus Resource #1 business application .NET 1 Saunders Learning Group, Newton, KS Working in client's team. She can take up a role in the team if an unplanned attrition happens. Attrition/Vacation Resource name #2 data analysis app. .NET 1 Working in data manager team. Attrition/Vacation Resource name #3 main business app. .NET 1 Shadow resource in XXX team. Possible replacement for KT Attrition/Vacation The next person in the pool New product development VB.NET 5 Targeted fro Dev position, Lazlo training, tool development, RJ replacement. New Opportunity BA resource New product dev & BA BA 0.5 Shadow resource for BA projects. Potential to move into billable role New Opportunity Freshers Sunny, Susan TCO QA QA 1 Shadow resource Training Rajarathinam, Nancy Retail Tax QA QA 1 Shadow resource Training
  • 31. Domain Knowledge Management Saunders Learning Group, Newton, KS Client University Domain Knowledge Technical Knowledge Innovation Lab Partnership 31
  • 32. Building Partnership - Domain Expertise for Client Client Knowledge Center Saunders Learning Group, Newton, KS Product Knowledge Client Domain Knowledge and Intellectual Property 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. 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 1. Idea Creation & Management 2. Innovation Coaching 3. Innovation Workshops 4. Innovation Lab Technical Domain Knowledge Managed Services Knowledge Transfer Well documented, Process driven and Repeatable Industry Experts Close partnership with Microsoft Subject Matter Experts Industry experience since inception of company Technical Expertise Deep knowledge in MS technologies, .Net 3.5, WPF, WCF, Silverlight, SQL etc. Hybrid Global Delivery Model Focus on developing partnerships 32
  • 33. Best Practices Saunders Learning Group, Newton, KS 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
  • 34. Domain Knowledge Management Initiatives Impact " 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 Saunders Learning 34 Group, Newton, KS " 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
  • 35. Technical Knowledge Enhancement Initiatives Impact " 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 Saunders Learning 35 Group, Newton, KS " 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
  • 36. Investment Visibility - Innovation Lab Initiatives Impa ct Saunders Learning 36 Group, Newton, KS " 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
  • 37. Measuring Performance Saunders Learning Group, Newton, KS Customer Satisfaction Service Level Commitments Metrics that measure performance vs. Satisfaction 37
  • 38. 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 Saunders Learning Group, Newton, KS
  • 39. 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 Saunders Learning Group, Newton, KS Highest Value Ad-Hoc Staff Augmentation SLA Driven Delivery UST Managed Projects Client Managed Projects w/Staff Retention
  • 40. Where Do You Fit Outsourcing Maturity Model Saunders Learning Group, Newton, KS 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 Innovation Application Health Quality Cost Staff Augmentation Client Managed based on SOWs Vision Development Managed Capacity Managed Service Client buys Outcome (Service) Solution Development and Implementation Independent validation and verification Application Management ROI Most Engagements Today
  • 41. Mitigation Plans Shared responsibility Saunders Learning Group, Newton, KS Vendor • Career Paths • Career Plans • Performance Plans Shared • Rotational assignments Spot Awards • Loyalty Awards Client • Client Recognition • Retention payments for key staff
  • 42. 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 Saunders Learning Group, Newton, KS 42 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
  • 43. Communication Plan Frequency Matrix Saunders Learning Group, Newton, KS 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
  • 44. Measuring Performance Saunders Learning Group, Newton, KS Customer Satisfaction Service Level Commitments Metrics that measure performance vs. Satisfaction 44
  • 45. Performance Dashboard Saunders Learning Group, Newton, KS Maintenance Enhancements Status Reporting • Detailed reporting for all project and SLA metrics • Dashboards are customized based on client requirements and feedback • UST Global works with our clients to customize status reporting and performance dashboards per the clients requirements and preferences 45
  • 46. Questions Saunders Learning Group, Newton, KS
  • 47. Thank You from - Saunders Learning Group Thank you for taking the Cme to learn more about best pracCces 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 implementaCon or evaluaCon of our vendor management program, just contact us for details on how we can help. For more informaCon, contact Floyd Saunders via email at: floyd@floydsaunders.com or by phone at 316-­‐680-­‐6482. Saunders Learning Group, Newton, KS 47