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2005 TCGSUG Governance Presentation

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2005 Twin Cities Global Sourcing Users Group Presentation

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2005 TCGSUG Governance Presentation

  1. 1. GOVERNANCE Beyond Vendor & Project Management September 22, 2005 Chas Mullins Managing Director Atul Vashistha CEO
  2. 2. <ul><li>neoIT Overview </li></ul><ul><li>Services Globalization Lifecycle </li></ul><ul><li>Governance Framework </li></ul><ul><li>Layers of Governance </li></ul><ul><ul><li>Organizational </li></ul></ul><ul><ul><li>Functional </li></ul></ul><ul><ul><li>Operational </li></ul></ul>Agenda
  3. 3. About neoIT: Our Capabilities & Client Outcomes Strategy Effective services globalization strategy that stands the test of time Execution Optimized, efficient operations through flawless execution Globalization Driving competitive advantage by harnessing the forces of services globalization neoIT advises clients on how to best plan and implement services globalization strategies Operations Improvement Risk Management De-risking services globalization is a prerequisite for any corporation. Expansion & Growth Addressing growth issues through services globalization should be a priority for every organization positioning for long-term success. Through services globalization organizations are becoming streamlined, effective operating units.
  4. 4. Some of Our Valued Clients CONFIDENTIAL LIST
  5. 5. Thought Leaders neoIT leverages experience, expertise and proprietary methodologies to create superior outcomes Industry Recognition Opinion Publications Original Content SUPERSTAR
  6. 6. <ul><li>neoIT Overview </li></ul><ul><li>Services Globalization Lifecycle </li></ul><ul><li>Governance Framework </li></ul><ul><li>Layers of Governance </li></ul><ul><ul><li>Organizational </li></ul></ul><ul><ul><li>Functional </li></ul></ul><ul><ul><li>Operations </li></ul></ul>Agenda
  7. 7. A Lifecycle Approach to Governance <ul><li>Knowledge & Learning </li></ul><ul><li>Planning & Strategy </li></ul><ul><li>Sourcing </li></ul><ul><li>Management & Governance </li></ul>Leveraging Services Globalization is more than sourcing…. … and requires governance through the entire lifecycle Source: neoIT
  8. 8. <ul><li>neoIT Overview </li></ul><ul><li>Services Globalization Lifecycle </li></ul><ul><li>Governance Framework </li></ul><ul><li>Layers of Governance </li></ul><ul><ul><li>Organizational </li></ul></ul><ul><ul><li>Functional </li></ul></ul><ul><ul><li>Operations </li></ul></ul>Agenda
  9. 9. Governance – At All Levels
  10. 10. Governance – Level By Level Executive Steering Committee Global Solutions Firm wide “ Air Traffic Control” “ Deal Team” “ Air Traffic Control” Operational Governance LOB/HR Finance IT CRM IT IT IT IT Contact Center of Excellence (CCOE) Software Voice Related Applications LOB Specific Hardware Infrastructure Processes Demand Analysis Business Requirements Program Management Office Functional Governance Captive Site “ Satellite PMO” Other LOB “ATC” Structures Organizational Governance Enterprise Technology Services Third Party Vendors
  11. 11. Organizational Governance – Strategic Alignment Company Culture Affinity for outsourcing & globalization including past experiences Quality Need for consistent quality and service levels Risk Manage stability, security, privacy, volatility, etc. Control Ownership preference as influenced by risk & culture factors Cost Savings Need for reducing cost or fundamentally altering business model Corporate Strategy Business plan, goals and results expected-acquisition, cost structure, growth, flexibility, risk aversion, profitability, cash etc. Social Responsibility Issues related to job loss, globalization, employee upheaval, etc. Industry Activity Offshore actions of competitors and industry players Globalization Strategy Framework Source: neoIT
  12. 12. 1 2 3 4 5 6 Leadership Commitment Obtaining executive-level buy-in and commitment Organization Design & Structure Develop new operating model to include jobs and work structures & performance management systems Transition Planning Develop transition activities including application and business process sequencing, knowledge transfer and resource planning; managing current commitments Communications Provide communication to all stakeholders throughout the transition Education & Development Building the needed competencies to perform in a global delivery model Process Redesign Define processes to include new development cycle, knowledge management processes and problem-change management processes Understand Transformation Levers Organizational Governance – Managing Transformation Source: neoIT Leadership Commitment Organization Design & Structure Transition Planning Communications Education & Development 6 1 2 3 4 5 Process Redesign
  13. 13. Functional Governance
  14. 14. Operational Governance – All About Execution Expect to invest 5-8% of total spend in governance <ul><li>Service levels – monitoring, reporting </li></ul><ul><li>Schedule management </li></ul><ul><li>Issues in quality </li></ul><ul><li>Offshore workload management </li></ul><ul><li>Process flow for onsite/offshore delivery </li></ul>Performance Management Invoice review Budget to actuals Expense allocation Invoicing procedure Change management to base model Financial Management Contract Management Key personnel Staffing, attrition Background checks, insurance DR/BCP plans, readiness Reformulate service levels for relevancy Resource Management Retention, buffer, training Vacation, holidays Onboarding, resource transitions Conserve knowledge transfer Skills update Relationship Management Client of choice initiatives One team Track issues to closure Bridge culture gaps
  15. 15. Finally The PMO, But P is for Program <ul><li>The following diagram highlights the primary functions that will be managed by the PMO across all projects. </li></ul>PMO Charter The Project Charter provides an overview of the project and formally authorizes the project. The project charter should be issued at a level appropriate to the needs of the project, so that the PMO/Project Governance Committee will have the authority to apply organizational resources to project activities. <ul><li>The primary function of the PMO is to support firmwide initiatives and provide a framework to: </li></ul><ul><ul><li>Mitigate and manage risks and interdependencies, </li></ul></ul><ul><ul><li>Enhance and optimize cross LOB interaction, </li></ul></ul><ul><ul><li>Promote transparency of communications among all constituents </li></ul></ul><ul><ul><li>Enabling knowledge and best practice sharing, </li></ul></ul><ul><ul><li>Leverage synergies across all lines of business, </li></ul></ul><ul><ul><li>Implement a common language and process understanding, and </li></ul></ul><ul><ul><li>Track, monitor and report project progress against plan. </li></ul></ul><ul><ul><li>Identify and communicate the benefits and critical success factors associated with the effort. </li></ul></ul><ul><ul><li>Clarify how the PMO can assist with the aggregation and analysis, coordination and facilitation, marketing and communication across all agenda constituents. </li></ul></ul>PMO Charter Communications Management Integration Management Quality Management Scope Management Cost Management Project (Time) Management Resource Management Risk Management Provider/Vendor Management
  16. 16. Contact Information Chas Mullins Managing Director, neoIT [email_address] Atul Vashistha CEO, neoIT Co-Author, The Offshore Nation [email_address] 925.548.5710 (m) neoIT Global Headquarters 2603 Camino Ramon, 2nd Floor San Ramon, CA  94583 USA neoIT Asia Headquarters 210, Bellary Road Upper Palace Orchards Bangalore - 560 080 India neoIT Philippines 8/F Pacific Star Building Senator Gil Puyat Ave. cor Makati Ave. Makati City, Metro Manila, 1200, Philippines

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