Integrating Your VMS into an Evolving Program

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Duff Hall
Microsoft

Many organizations are experiencing unprecedented growth in the management of their contingent labor programs. During this session, we will explore one organization's approach to the management of the evolving program. Duff Hall of Microsoft will plan to discuss the importance of the VMS partner in the expansion of the different types of contingent labor and the expansion into other geographies. This will be an interactive case study exploring:

The challenges you can expect when you expand scope

The challenges you can expect when you expand geographically across the globe

Managing change through an evolving program

Efficient support of a global program
The strategy to approach a global expansion
This session will include Microsoft's experience, the good, the bad, and the ugly including lessons learned and the importance of a strong VMS partnership. Come prepared with your questions!

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Integrating Your VMS into an Evolving Program

  1. 1. A Microsoft Case StudyBeeline  Customer  Conference  24  May  2011  
  2. 2. Overview •  Microso7  Program  Overview   •  Phases  of  Microso7  Program  Growth   •  Elements  of  a  Successful  Partnership   •  Challenges,  Discoveries  in  EvoluDon  of   Partnership   •  Current  State  of  MS  /  Beeline  Partnership   ‹#›
  3. 3. Microsoft Talent Source• The  Talent  Source  Program  is  the  combinaDon  of  a  Managed  Services  Provider  (MSP)  +  a  Vendor  Management  System  (VMS).      • At  Microso7,  the  VMS  is  called  the  “Talent  Source  Tool”  and  is  comprised  of  a  third  party  so7ware  applicaDon  from  Beeline,  integrated  with  MS  back-­‐end  and  proprietary  applicaDons  through  which  ConDngent  Staff  are  requested,  selected,  engaged,  managed  and  paid.     ‹#›
  4. 4. Talent Source – Global Footprint Current  TSPO  Office  Loca1ons   Currently  under  implementa1on/discovery   ‹#›
  5. 5. Talent Source Program Characteristics  •  Beeline  is  the  global  Talent  Source  program  VMS  plaUorm/technology   provider  •  3  MSP’s  (not  necessarily  regional)  •  Vendor  neutral  •  Primarily  vendor  funded  •  $310M  annual  global  spend  (FY10)  •  3,000+  conDngent  staff  under  management  •  Phasing  in  SOW  work  with  current  /  future  implementaDons  •  Major  growth  both  geographically  and  with  addiDonal  labor  type  •  ExecuDve  support  to  address  significant  control  and  compliance  risks  across   CS  global  category  is  driving  growth   ‹#›
  6. 6. Talent Source Program Goals •  End  User  Experience   •  Standardized   •  Quality  Talent   •  Automated   •  Improved  Insight   •  Best  PracDces   •  Governance   •  Controls   People   Process   Planning  &   Technology   AnalyDcs   •  Compliance   •  Flexible   •  Cost  Controls   •  Single  Tool   •  Standard  ReporDng   •  Ease  of  Use   ‹#›
  7. 7. Phases of Microsoft Program Growth Phase  One     2008  -­‐  2009   MulDple  countries   MulDple  countries   Single  country  (U.S.)   (5+)   (9+)   Single  labor  type   Single  labor  type   MulDple  labor  types                           (ATW)   (ATW)   (ATW  &  SOW)   Single  MSP   MulDple  MSP’s  (3)   MulDple  MSP’s  (3)  * ATW = Agency Temporary Worker ‹#›
  8. 8. Phases of Microsoft Program Growth Phase  Two     Through  2010   MulDple  countries   MulDple  countries   Single  country  (U.S.)   (5+)   (9+)   Single  labor  type   Single  labor  type   MulDple  labor  types                           (ATW)   (ATW)   (ATW  &  SOW)   Single  MSP   MulDple  MSP’s  (3)   MulDple  MSP’s  (3)  * ATW = Agency Temporary Worker ‹#›
  9. 9. Phases of Microsoft Program Growth Phase  Three     2011+   MulDple  countries   MulDple  countries   Single  country  (U.S.)   (5+)   (9+)   Single  labor  type   Single  labor  type   MulDple  labor  types                           (ATW)   (ATW)   (ATW  &  SOW)   Single  MSP   MulDple  MSP’s  (3)   MulDple  MSP’s  (3)  * ATW = Agency Temporary Worker ‹#›
  10. 10. Key Partnership Elements •  Financials   •  Contracts  –  Fees  (ImplementaDon/Licensing),  SOW’s,  Amendments   •  Performance  Management   •  SLA’s,  Business  reviews   •  Technical  Change  Management     •  PrioriDzaDon,  ImplementaDon,  CommunicaDon,  WeighDng  of  MS  requests   •  Strategic  planning   •   ExecuDve  alignment,  Buy/sell  consideraDons   •  Steady  State  Support     •  Issue  management,  Technical  support,  Account  management   •  ImplementaDon  Support     •  Resource  management,  Project  management,  Roadmap   ‹#›
  11. 11. Challenges, Discoveries – Phase 1 Single  country  (U.S.)   MulDple  countries  (5+)   MulDple  countries  (9+)   Single  labor  type   Single  labor  type   MulDple  labor  types                           Focus  on  OperaDons   (ATW)   (ATW)   (ATW  &  SOW)   Single  MSP   MulDple  MSP’s  (3)   MulDple  MSP’s  (3)   Element   Descrip1on   Lesson  Financials  /  Contrac1ng   Beeline  contract  held  by  MSP   Flow-­‐through  agreements  ok  with  single   MSP  Performance  Management   Reviews  with  MSP.  EscalaDons  to  MS.   Lijle  direct  contact  w/  Beeline.  Issue  for   MS  and  Beeline  Technical  Change  Management   Technical  changes  and  upgrades   DisDncDon  between  technical  changes  and   training   Lijle  weighDng  of  MS  requests  Strategic  Planning   Engagement  of  GPG  and  Beeline  senior   Beeline  Council  helpful  in  building  this   leadership   relaDonship  Steady  State  Support   Support  for  steady  state  environment   MS  drove  stronger  direct  connecDon  with   owned  by  MSP   Beeline   Added  Beeline  to  Issues  review  calls  Implementa1on  Support   Beeline  level  of  engagement  in   Dedicated  team  with  periodic  face  to  face   implementaDon   project  reviews   ‹#›
  12. 12. Challenges, Discoveries – Phase 2 MulDple  countries  (9+)   Single  country  (U.S.)   Mul1ple  countries  (5+)   MulDple  labor  types                           Single  labor  type  (ATW)   Single  labor  type  (ATW)   (ATW  &  SOW)   Single  MSP   Mul1ple  MSP’s  (3)   MulDple  MSP’s  (3)  Focus  –  Infrastructure  &  Process  Control   Element   Descrip1on   Lesson  Financials  /  Contrac1ng   Global  contract  directly  w/  Beeline     Formalized  fee  structure  into  contract   amendment.  Performance  Management   Regular  QBR’s  and  annual  Exec  Review   Focus  on  alignment  of  program  /  company   growth  strategies   Formalized  SLA’s  for  issues  Technical  Change  Management   Change  request  vekng  and  review   Automated  CR  intake  form   processes   Formal  review  and  prioriDzaDon  of  CR’s   More  weight  to  MS  requests  Strategic  Planning   Alignment  of  organizaDonal  vision,   Reviewed  in  QBR’s  and  annual  Exec  Reviews   investment  and  resource  plans  Steady  State  Support   Provide  consistent  oversight  and  control   Vendor  Management  Office  formed.   over  mulDple  countries.   Formalized  Global  Support  Model.   More  rigorous  reporDng  (SmartView)   VMS  represented  in  weekly  Steady  State   meeDngs  Implementa1on  Support   Project  planning  and  resource   Discovery  phase  /  project  plan  standardized,   commitments   ImplementaDon  team  largely  intact   ‹#›
  13. 13. Vendor Management Office – Steady State Support ‹#›
  14. 14. Global Support Model – Issue Management ‹#›
  15. 15. Issue Management - VMS SLA Tracking 8SLA  Summary     7 7April  2011   •  Outage  =  N/A   6 •  CriDcal  =  4   •  Fast  Track  =  10   5 •  High  =  2     4 Met 4 Not Met 3 3   2 2 1 N/A N/A 0 0 0 Outage Critical Fast Track High ‹#›
  16. 16. Challenges, Discoveries – Phase 3 Single  country  (U.S.)   Mul1ple  countries  (5+)   Mul1ple  countries  (9+)   Mul1ple  labor  types                           Single  labor  type  (ATW)   Single  labor  type  (ATW)   (ATW  &  SOW)   Single  MSP   Mul1ple  MSP’s  (3)   Mul1ple  MSP’s  (3)  Focus  –  Scale,  StandardizaDon,  Repeatability       Element   Descrip1on   Learnings  /  Challenges  Financials  /  Contrac1ng   Fee  structure   Fees  negoDated  to  accommodate  global   volume  /  scale   Fee  tracking  and  reporDng  Performance  Management   Business  reviews   Beeline  represented  in  MSP  QBR’s   Development  of  detailed  scorecard  Technical  Change  Management   AutomaDon  of  intake,  tracking  and  reporDng   Process  developed  to  manage  CR  process   across  20+  countries   Synch  of  MS/Beeline  release  cycle  Strategic  Planning   Alignment  with  evolving  program  vision   Tight  communicaDon  and  relaDonship   management  to  enable  flexible  collaboraDon  Steady  State  Support   Management  of  change  across  20+  countries   CollaboraDon  with  ImplementaDon  team   VMO  SharePoint  site  Implementa1on  Support   Repeatable  processes   Ongoing  learnings  from  post-­‐go  live   experiences   ‹#›
  17. 17. Vendor Management Office – SharePoint Site KPIs   Program  Management   Duff Training   Issue  Management   Change  Management   ‹#›
  18. 18. Technical Change ManagementCR Dashboard Reporting 9 Steady  State  CRs  by  Status  5/09/11   8 8   8 7 7 6 5 5 5 4 High 4 Medium 3 2 2 2 2 2 2 2 2 Low 2 1 1 1 1 1 1 1 1 Blank 1 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 ‹#›
  19. 19. Current State of MS / Beeline Partnership•  High  knowledge  reten1on   •   Many  team  members  engaged  since  U.S.  implementaDon    •  Dedicated  teams  suppor1ng  implementa1on  and  steady  state  environments   •  Beeline  organizaDon  evoluDon    •  Formal  issue  and  technical  change  management  processes  and  repor1ng   •  Much  stronger  knowledge  and  connecDon  to  Beeline  development   structure  but  sDll  evolving    •  Performance  management  tools  and  structure  in  place  but  s1ll  evolving   •  SmartView  licenses  enabling  next  generaDon  reporDng  capabiliDes    •  100%  of  implementa1ons  delivered  on  1me!!!   ‹#›

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