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Multi Vendor Management
Multi Vendor Management
Multi Vendor Management
Multi Vendor Management
Multi Vendor Management
Multi Vendor Management
Multi Vendor Management
Multi Vendor Management
Multi Vendor Management
Multi Vendor Management
Multi Vendor Management
Multi Vendor Management
Multi Vendor Management
Multi Vendor Management
Multi Vendor Management
Multi Vendor Management
Multi Vendor Management
Multi Vendor Management
Multi Vendor Management
Multi Vendor Management
Multi Vendor Management
Multi Vendor Management
Multi Vendor Management
Multi Vendor Management
Multi Vendor Management
Multi Vendor Management
Multi Vendor Management
Multi Vendor Management
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Multi Vendor Management

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CRM, BPO, MultiVendor Management

CRM, BPO, MultiVendor Management

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  • 1. Multivendor Management V6-0
  • 2. CRM Strategy CRM Vision Deal Characteristics Industry-Tailored Messaging High Value Outsource complex customer service processes focused on service to sales Comprehensive Comprehensive management of a company’s customer interactions Regional Tactical Sales <ul><ul><li>Delivering high-quality service </li></ul></ul><ul><ul><li>Managing complexity, technology and large-scale outsourcing </li></ul></ul><ul><ul><li>Utilizing a capital-efficient model </li></ul></ul><ul><ul><li>Simplifying and focusing CRM messages </li></ul></ul>
  • 3. CRM Deal Differentiators <ul><li>Offer value-added capabilities that increase client revenue </li></ul><ul><li>Increase competitive differentiation </li></ul><ul><li>Apps development tied to marketing programs </li></ul><ul><li>Deploy CRM customer- centric knowledge tools </li></ul><ul><li>Pull through AMOD opportunities </li></ul><ul><li>Increase value through analytics </li></ul>Portfolio Benefits <ul><li>Utilize partner centers for Tier 1 calls, multi-language needs and global capacity </li></ul><ul><li>Improve margins on low complexity work </li></ul><ul><li>Avoid capital spending for centers </li></ul><ul><li>Train agent pool to handle complex, high value customer transactions </li></ul><ul><li>Better leverage of existing capacity </li></ul><ul><li>Minimize capital spending for centers </li></ul><ul><li>BPO processes </li></ul><ul><li>Partner performance mgt. </li></ul><ul><li>Technology services </li></ul><ul><li>Create greater leverage </li></ul><ul><li>Retain more value </li></ul><ul><li>Streamlined operations </li></ul>First Mover Advantage Managing Seats Leverage Assets Upsell Opportunity Partner Seats Owned Seats Managed Services Client Programs Applications
  • 4. BPO CRM Service Line Offerings <ul><li>Multivendor management </li></ul><ul><li>Strategy &amp; assessment </li></ul><ul><li>Technology management </li></ul><ul><ul><li>Telephony management </li></ul></ul><ul><ul><li>Customer self-services </li></ul></ul><ul><ul><li>Performance analytics </li></ul></ul><ul><li>Customer service </li></ul><ul><li>Technical support </li></ul><ul><li>Sales and marketing support </li></ul><ul><li>High-value components: </li></ul><ul><ul><li>Cross-sell/up-sell </li></ul></ul><ul><ul><li>Customer segmentation </li></ul></ul><ul><ul><li>Knowledge management </li></ul></ul><ul><ul><li>Customer and product analytics </li></ul></ul><ul><li>Multichannel order management </li></ul><ul><li>Fulfillment/distribution services </li></ul><ul><li>Payment processing </li></ul><ul><li>Cross-channel application integration </li></ul><ul><li>Ecommerce user experience </li></ul><ul><li>Business intelligence &amp; marketing support </li></ul><ul><li>Lettershop/document management </li></ul><ul><li>Info security &amp; PCI compliance </li></ul><ul><li>Product registration </li></ul><ul><li>Entitlement verification </li></ul><ul><li>Claim processing </li></ul><ul><li>Extended warranty management </li></ul><ul><li>Parts order and tracking </li></ul><ul><li>Service effectiveness reporting </li></ul><ul><li>Product problem resolution and support </li></ul><ul><li>Collections </li></ul>Multivendor management is a feature of the Contact Center Managed Services offering Contact Center Managed Services Contact Center Outsourcing Services Consumer Direct Services Warranty Services
  • 5. Illustrative view of the market and terminology <ul><li>Customer support services </li></ul><ul><li>Sales and marketing support </li></ul><ul><li>Technical support </li></ul><ul><li>High-value components: </li></ul><ul><ul><li>Cross-sell/up-sell </li></ul></ul><ul><ul><li>Customer segmentation </li></ul></ul><ul><ul><li>Knowledge management </li></ul></ul><ul><ul><li>Customer and product analytics </li></ul></ul>Or Customer Services Provider (CSP) Master Services Provider Contact Center Outsourcing Services Contact Center Managed Services Vendor Management Organization (VMO) <ul><li>Multi-vendor management </li></ul><ul><ul><li>At home partner network </li></ul></ul><ul><ul><li>Command center </li></ul></ul><ul><ul><li>Client governance </li></ul></ul>Technology Services Provider (TSP) <ul><li>Technology management </li></ul><ul><ul><li>Telephony management </li></ul></ul><ul><ul><li>Customer self-services </li></ul></ul><ul><ul><li>Contact center performance mgmt </li></ul></ul>
  • 6. Market perspective and terminology <ul><li>From a market perspective, we typically see the following terms and concepts utilized: </li></ul><ul><li>Contact Center Outsourcing (CCO) </li></ul><ul><li>Contact Center Outsourcing = Customer Services Provider (CSP) </li></ul><ul><li>Contact Center Managed Services (CCMS) </li></ul><ul><li>Vendor Management Organization (VMO) </li></ul><ul><li>Technology Services Provider (TSP) </li></ul><ul><li>VMO terms = Multivendor Management </li></ul><ul><li>TSP terms = Technology Management </li></ul><ul><li>Master Services Provider (MSP) = Vendor Management Organization (VMO) + Technical Services Provider (TSP) + Customer Services Provider (CSP) </li></ul>
  • 7. Two multi-vendor scenarios <ul><li>Client has a multi-vendor environment and is managing </li></ul><ul><li>CSPs delivering service to the client </li></ul><ul><li>T he primary contractor acting as the MSP </li></ul><ul><li>VMO and is the enterprise wide customer service general contractor </li></ul><ul><li>T echnical services provider (TSP) </li></ul><ul><li>CSPs delivering service to the client </li></ul><ul><li>Partners replace or augment client existing partners </li></ul>Client’s MVM EDS Vendor 1 Client Vendor 1 Scenario 1 Scenario 2 Vendor 2 EDS as Client’s MVM EDS Partner 3 Partner 2 Vendor 1 Vendor 2 CSP 2 CSP 3 CSP 1 MSP CSP 2 CSP 3 CSP 1 VMO TSP
  • 8. The Growing Complexity of Today’s Contact Center Influence Outsourcing Home Agents Multiple Sites Enterprise Video Voice Chat/ Email Customers have high expectations Power fueled by the Internet Multiple Channels Systems Processes Multiskilled Agents
  • 9. … Translating into Operational and Strategic Challenges Data silos hinder the ability to obtain key business metrics and an overall view of the contact center Challenges understanding and managing Customer Experience across multiple channels and locations Demanding business environment requires immediate response to events Challenges in complying with regulations and minimizing business risk while ensuring consistency of service Current methods for ensuring quality of service are no longer sufficient – need to be more proactive Competitive pressures require better insight into market and customer dynamics
  • 10. Analyst Opinions “ Competitiveness increasingly depends on the ability to detect critical events sooner and respond to them faster” “ Firms must model customer behavior, turn analysis into action and revise constantly …”
  • 11. Multivendor Management What is it? The governance organization that orchestrates and streamlines the contact center organization on behalf of our clients. It integrates people, processes, and technology into a single enterprise solution and ensures best practices are identified, measured and executed. It is core to our approach. <ul><li>It is comprised of: </li></ul><ul><li>Command Center: Ensuring contractual service levels are met across the customer service providers. It includes traffic management, outages, escalations, under and over staffing, and intraday management. </li></ul><ul><li>At Home Partner Network: Providing our clients with the right mix of agents by utilizing our partner network to meet their business requirements and objectives. </li></ul><ul><li>Client Governance: Providing timely and fact-based updates to the client regarding the delivery of services to the client’s end customers. </li></ul><ul><li>It Delivers: </li></ul><ul><li>Alignment between the client’s business priorities and service performance across the enterprise </li></ul><ul><li>Consistency through a single point of contact for all facets of support across programs, vendors, contact center technologies, and geographies </li></ul><ul><li>Communication between client objectives and delivery partners on contact center technologies </li></ul><ul><li>Results by monitoring and reporting enterprise performance which is used to optimize service and quality </li></ul>
  • 12. Multivendor Management Framework Client Governance and Interface Geography Shared Services Business Objectives Consumer CSP = Customer Service Provider Technology Service Provider Assist Text Web IVR Kiosk/ POS Mobile finance, planning and budget command center knowledge management process &amp; performance improvement forecasting staffing and scheduling training data analysis and reporting business process compliance transaction monitoring delivery management customer experience strategy performance management strategy contract management North America Europe, Middle East, Africa Asia Pacific Latin America Service Provider Management vendor account management on-site program managers csp #1 csp #2 csp #3 csp #4 csp #N
  • 13. Multivendor Management is Founded on Methodologies for Improving Service Quality and Consistency <ul><li>Implement consistent “platinum level” for key processes </li></ul><ul><li>Forecasting, Staffing, and Scheduling </li></ul><ul><li>Transaction Monitoring </li></ul><ul><li>Implementing New Programs </li></ul>Establish the Structure Achieve Benefits Build on Industry Standards Optimize Key Processes <ul><li>Consistent program launches </li></ul><ul><li>Consistent client and end-user experience </li></ul><ul><li>Shorter AHT </li></ul><ul><li>Higher issue resolution </li></ul><ul><li>Higher client and end-user satisfaction </li></ul><ul><li>Less rework </li></ul><ul><li>Reduced attrition </li></ul><ul><li>Lower recruitment and training costs </li></ul>
  • 14. Effective Orchestration of Transactions Requires an Active Relationship Between the Contact Center Locations Deploy Key Processes Monitor Performance Ensure Adherence Continuous Improvement <ul><li>Establish clear written procedures </li></ul><ul><li>Communication plan </li></ul><ul><li>Scorecard Metrics </li></ul><ul><li>Review Enterprise Forecasts </li></ul><ul><li>Create Regional Reporting </li></ul><ul><li>Establish site “control desks” </li></ul><ul><li>Set criteria for compliance </li></ul><ul><li>Evaluate real time performance </li></ul><ul><li>Assess Daily Flash and historical reports </li></ul><ul><li>Identify performance trends </li></ul><ul><li>Orchestrate volume allocation for queue mgmt and under-performance </li></ul><ul><li>Audit process to eliminate variation over time </li></ul><ul><li>Coordinate problem-solving for transaction management </li></ul><ul><li>Promote escalations </li></ul><ul><li>Monitor contractual KPIs for potential Risk Reward </li></ul><ul><li>Validate success </li></ul><ul><li>Monitor Corrective Action Plans </li></ul><ul><li>Identify growth opportunities </li></ul><ul><li>Track scorecard performance for each site/program </li></ul><ul><li>Support Kaiser’s strategy with historical analysis </li></ul><ul><li>Training </li></ul>
  • 15. Command Center Command Center Improve Performance <ul><li>Actively monitor queues and manage allocation changes within or across sites </li></ul><ul><li>Monitor KPIs, absenteeism patterns, volume trends, service levels, and conditions of over- and under-staffing from a national perspective </li></ul><ul><li>Analyze and identify trends </li></ul><ul><li>Orchestrate corrective action </li></ul><ul><li>Maximize site and/or vendor utilization </li></ul><ul><li>Impact operations through early recognition of business anomalies </li></ul><ul><li>Provide insight into root cause at enterprise level </li></ul><ul><li>Optimize contact centers through management of performance over time </li></ul>
  • 16. The Command Center is the “Heart” of Multivendor Management Plano, TX USA GNOC Plano, TX Command Center <ul><li>High availability </li></ul><ul><li>Load balancing </li></ul><ul><li>Disaster recovery </li></ul><ul><li>Virtualization </li></ul><ul><li>Follow the sun </li></ul><ul><li>Center &amp; home agents </li></ul><ul><li>On shore &amp; off shore </li></ul><ul><li>Centralized view </li></ul><ul><li>Data aggregation </li></ul><ul><li>In-Depth analysis </li></ul><ul><li>Real-Time communication of issues to sites </li></ul><ul><li>Virtualized adjustments to service components </li></ul>Act and React!
  • 17. Workload Planning and Management is Critical to Ensuring the Contact Centers Operate as a Single Enterprise Delivering a Consistent Customer Experience Forecast Function : Operational Fcst (Bottom-Up) Business Plan / Budget Fcst (Top-down) <ul><li>Annual and/or 12month Rolling Monthly Forecast – Long Term focus </li></ul><ul><li>Financial/capital planning focus </li></ul><ul><li>Typically generated by Finance with Ops input </li></ul><ul><li>Based primarily on historical volume and contact rates plus forecasted subscriber growth </li></ul>Month 1 Month 2… Month X <ul><li>Intra Day Management Focus </li></ul><ul><li>“ Day 0” </li></ul><ul><li>Responsible for “managing the intra-day/human and workload network” on a real-time basis </li></ul><ul><li>Routing decisions </li></ul><ul><li>Staffing decisions </li></ul><ul><li>Primary objective is to meet/balance productivity and service level targets </li></ul><ul><li>1-3 Days Out </li></ul><ul><li>Continue to utilize most recent forecast data for tactical staffing adjustments </li></ul><ul><li>Approve/cancel additional blocks of time for off-phone activities as appropriate </li></ul><ul><li>Pre-plan/utilize procedures for obtaining additional coverage for understaffed situations </li></ul><ul><li>Pre-plan/utilize procedures for reducing staffing for overstaffed situations </li></ul><ul><li>Planning Focus – Near Term </li></ul><ul><li>Week 4—28 days out </li></ul><ul><li>Finalize the workload forecast for both transaction times and volumes </li></ul><ul><li>Translate the workload forecast into FTE by interval forecasts by location </li></ul><ul><li>Deliver to the locations the final forecast for staffing levels; accountability for the location is to meet the staffing level +-5% by interval </li></ul><ul><li>Day 7-One Week Out </li></ul><ul><li>Based upon recent volume trends update the workload forecast communicating revised needs to locations for assistance in meeting increased/reduced demand </li></ul><ul><li>Process adjustments for location FTE by interval requests and approve/decline based on known net staffing projections </li></ul><ul><ul><li>Update staffing model as changes are known/approved to ensure accurate intraday planning/net staffing projections </li></ul></ul><ul><li>Workload/Resource Planning Focus – Mid Term </li></ul><ul><li>Rolling weekly staffing analysis </li></ul><ul><li>Identify macro level staffing issues in an effort to: </li></ul><ul><ul><li>Provide locations with appropriate hiring lead times to address significant staffing shortfalls </li></ul></ul><ul><ul><li>Provide Training the appropriate lead time to plan training resources accordingly </li></ul></ul><ul><ul><li>Provide facilities/IT the appropriate lead time to address minor infrastructure requirements </li></ul></ul><ul><li>Scheduling planning </li></ul>1 2 3 4 5 6 7 8 9 10 11 12 13 14 29 30 31 32 33 34 35 15 16 17 18 19 20 21 22 23 24 25 26 27 28 78 79 80 81 82 83 84 ……… .. Week 1 Week 2 Week 3 Week 4 Week 5 Week 12 Day 0 Month 1 Month 2 Month 3
  • 18. Multivendor Management Effectively Utilizes Reporting and Analytics to Drive a Consistent Customer Experience and Transformation
  • 19. Reports and Dashboards Deliver Actionable Role-Based Insight Contact Center Agents <ul><li>Daily individualized performance scorecard </li></ul><ul><li>Performance to target comparisons </li></ul><ul><li>Peer comparisons </li></ul><ul><li>Web-based access </li></ul>Service Executives <ul><li>Custom performance scorecards </li></ul><ul><li>Performance to target comparisons </li></ul><ul><li>Business-time alerts </li></ul><ul><li>Site comparisons </li></ul><ul><li>Performance drill-down </li></ul><ul><li>Web-based access </li></ul>Service Managers <ul><li>Custom performance scorecards </li></ul><ul><li>Performance to target comparisons </li></ul><ul><li>Business-time alerts </li></ul><ul><li>Team comparisons </li></ul><ul><li>Ad hoc analysis </li></ul><ul><li>Web-based access </li></ul>
  • 20. Example Scorecard Metrics * Secondary if sufficient volume of surveys Voice of the Customer Voice of the Employee Voice of the Business Executive Leadership Site Call Center Leadership Site 2 nd /3 rd Level Management Front-Line Call Center Supervisor Agents Enterprise Customer Satisfaction Survey Results Team &amp; CSR QA Results Customer Survey Results IVR (25%), Enterprise (80% top two box score) Customer Survey Results IVR (50%) Enterprise (80% top two box score) Customer Survey Results IVR (75%) Enterprise (80% top two box score) Reporting Group QA Results QA Results* IVR C-Sat Results Annual Employee Satisfaction Survey Results Employee Survey for Current Client and Business Issues Attrition Annual Employee Survey % Participation Attrition Attendance Annual Employee Survey Results % Participation Results Attrition Attendance SLAs % Contacts Self Service Site Cost/ Contact or Cost/Resoution % Staff to Forecast Schedule Adherence AHT ACD Occupancy Group/Team ACD Occupancy AHT Schedule Adherence ACD Occupancy AHT Annual Employee Survey % Participation Results FCR or Issue Res. Attrition Attendance Attendance Quarterly Climate Employee Survey Results Employee Survey for Current Client and Business Issues Schedule Adherence FCR or Issue Res. FCR or Issue Res. FCR or Issue Res.
  • 21. Multivendor Management Delivers Five Key Benefits to our Clients <ul><ul><li>C ontinuous Improvement </li></ul></ul><ul><ul><li>C ustomer Segmentation </li></ul></ul><ul><ul><li>I ntegrated Partner Network </li></ul></ul><ul><ul><li>B lueprint for Differentiated Customer Experience </li></ul></ul><ul><ul><li>G lobal Consistent Platform </li></ul></ul>
  • 22. Client Relationship Management: Definitions Category V1.0 Definition Client Relationship Management <ul><li>Governance of the customer interaction enterprise with clients </li></ul>Customer Experience Strategy <ul><li>Channels and availability, customer segmentation strategy, definition of desired outcome which drive metrics </li></ul>Delivery Management <ul><li>Processes, policies, and procedures </li></ul><ul><li>Change management </li></ul><ul><li>Project management </li></ul>Contract Management <ul><li>Compliance </li></ul><ul><li>Manage the SOW of our third party vendors and ourselves </li></ul>Performance Management Strategy <ul><li>Scorecard development </li></ul><ul><li>Employee, client, and customer satisfaction across the enterprise </li></ul>Geography <ul><li>Management team to mirror client’s environment </li></ul>Client Relationship Management Client Governance and Interface delivery management customer experience strategy performance management strategy Geography North America Europe, Middle East, Africa Asia Pacific Latin America contract management
  • 23. Shared Services: Definitions Category V1.0 Definition Shared Services <ul><li>Functions that reside across all the contact centers for the enterprise </li></ul><ul><li>These functions/roles may be shared across clients </li></ul>Finance, Planning, and Budget <ul><li>Processes in place to validate the financial invoices/services of the Third-Party provider. Access to contracts/SLA’s, rate tables, etc. </li></ul>Command Center <ul><li>Real-time, intra-day management and trouble escalations– ensuring the events are escalated and handled appropriately. </li></ul><ul><li>Event management </li></ul><ul><li>Workload management </li></ul><ul><li>Intra-day Workforce management </li></ul><ul><li>Disaster recovery planning and execution </li></ul>Knowledge Management <ul><li>Authoring/content distribution. Ensuring the CSPs are making the information available to the agents, and is understood. </li></ul><ul><li>Content management </li></ul><ul><li>Knowledge management tools </li></ul>Shared Services finance, planning and budget command center knowledge management process &amp; performance improvement forecasting staffing and scheduling training data analysis and reporting business process compliance transaction monitoring
  • 24. Shared Services: Definitions Category V1.0 Definition Process and Performance Improvement <ul><li>Analyzing the MVM operations as a whole and optimizing the environment and business processes of the MVM operation. </li></ul><ul><li>Regular checkpoints to identify performance trends and implement corrective action </li></ul><ul><li>Includes process automation </li></ul><ul><li>Recommended that the contracts include a daily review of the contract performance, monthly and quarterly reviews </li></ul>Forecasting, Staffing, and Scheduling <ul><li>Aggregate forecast generation, distribution to the CSPs and any question/answers around the forecasting. Assumes each CSP does their own scheduling and provides the schedules back to the MVM operation. Relies on the Command Center functions to report on actual vs. forecasted staffing. Will report on CSP performance against schedules as well as forecast vs. actual by way of contact/workload volume. </li></ul><ul><li>Creation of schedule or schedule requirements and shifts </li></ul><ul><li>Examples could include a rolling 12 month, 4 – 5 month, 3 month, and 3 weeks out. This will be based on client requirements </li></ul>Shared Services finance, planning and budget command center knowledge management process &amp; performance improvement forecasting staffing and scheduling training data analysis and reporting business process compliance transaction monitoring
  • 25. Shared Services: Definitions Category V1.0 Definition Training <ul><li>Client’s contact center training </li></ul><ul><li>Curriculum development of contact center specific courseware </li></ul><ul><li>Training content, policy, and procedure will come from the client </li></ul><ul><li>A ll the new hire and new product/system training. CSPs will own remedial and training development </li></ul><ul><li>Service will provide base audit type functions to ensure the CSPs are making use of the provided training and materials/systems. Will assist the client in determining the training requirements. </li></ul>Data Analysis and Reporting <ul><li>Definition of the templates and reports/scorecards that are utilized across the enterprise and by the CSPs </li></ul><ul><li>The client should not go to the CSPs for special reports </li></ul><ul><li>Based on the Contact Center Performance Management capability </li></ul>Business Process Compliance <ul><li>Certified processes that are audited on an ongoing basis </li></ul><ul><li>Recommend annual/bi-annual/quarterly reviews of the operational model. The output will be shared with the client. </li></ul><ul><li>We would not commit that the MVM operational environment established for the be COPC certified. </li></ul>Shared Services finance, planning and budget command center knowledge management process &amp; performance improvement forecasting staffing and scheduling training data analysis and reporting business process compliance transaction monitoring
  • 26. Shared Services: Definitions Category V1.0 Definition Transaction Monitoring <ul><li>Process around collecting the CSAT data, error tracking, and FCR (first call resolution) </li></ul><ul><li>Includes: </li></ul><ul><ul><li>Quality monitoring – development of the quality monitoring form and calibration for teams </li></ul></ul><ul><ul><li>Monitoring of CSPs to generate site specific performance data </li></ul></ul><ul><ul><li>Calibration of CSPs </li></ul></ul><ul><ul><li>Process compliance </li></ul></ul><ul><ul><li>CSAT surveys </li></ul></ul><ul><ul><li>First Call Resolution (FCR) </li></ul></ul><ul><ul><li>Error Reporting Data </li></ul></ul><ul><ul><li>Scorecard Data </li></ul></ul><ul><ul><li>Key Performance Indicators (KPI) </li></ul></ul>Shared Services finance, planning and budget command center knowledge management process &amp; performance improvement forecasting staffing and scheduling training data analysis and reporting business process compliance transaction monitoring
  • 27. Technology Service Provider: Definition Technology Service Provider CSP = Customer Services Provider Category V1.0 Definition Technology Service Provider <ul><li>The organization responsible for the management and delivery of technical services on behalf of the MVM. Oversight includes the orchestration of telephony, applications, data, and infrastructure to the CRM organization. </li></ul>
  • 28. Service Provider Management: Definitions CSP = Customer Services Provider Technology Service Provider Service Provider Management vendor account management on-site program managers csp #1 csp #2 csp #3 csp #4 csp #5 Category V1.0 Definition Vendor Account Management <ul><li>Processes, policies, and procedures </li></ul><ul><li>Change management </li></ul><ul><li>Project management </li></ul><ul><li>Contract Management </li></ul>On-site Program Managers <ul><li>Offshore Market Practices per Beverly McIntosh: Recommendation that for offshore operations that keep an individual at the offshore operations full-time during the first 9 months or ramp time and then do a monthly rotation. One individual per site. Based on experience, it takes 2 years for an offshore site to get up to speed. </li></ul><ul><li>Domestic on-site program management: Requirement to have a full-time staff on their site for the first 3 – 6 months – it could be an employee or client employee. These on-site staff will identify issues in the work environment. </li></ul>

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