De grote kostenposten van moderne organisaties zijn veelal IT gerelateerd. Hardware, Software, Licenties en Professional services zijn allen inkoop categorieën die verstrekkende gevolgen hebben voor organisaties en een uitermate complexe besluitvorming kennen. Een multidisciplinaire aanpak is daarom onmisbaar bij de aanschaf en beheersing van IT spend. En dan beginnen de problemen. De inkoper weet te weinig van de IT, de IT specialist weet veelal niet wat er met moderne inkoop strategieën bereikt kan worden en wie na ondertekening van het contract eigenlijk verantwoordelijk is blijft een raadsel.

1. Contract Management & Governance

2. CONTENTS
‣ The Dark Arts of
➡ IT Value
‣ The Dark Arts of
➡ IT Delivery
‣ The Dark Arts of
➡ IT Governance
‣ The Dark Arts of
➡ Managing the Contracts that bring it all together
© Wu Wise 2012 2

3. THE DARK ARTS
OF
IT VALUE

4. WHAT’S THE DIFFERENCE?

5. WHAT’S THE DIFFERENCE?

6. WHAT’S THE DIFFERENCE?

7. WHAT’S YOUR VALUE DRIVER?
‣ How nice it is to use or eat (usability, taste)
‣ How hard it is to make (complexity)
‣ How scarce it is (availability)
‣ How innovative it is
‣ What’s in it (ingredients, components)
‣ Who created it
‣ How long it stays the same (stability, keeping quality)
‣ Specific user wishes (no fish, no wordpress, no open source)
‣ Etc.
© Wu Wise 2012 7

8. THE DARK ARTS
OF
IT DELIVERY

9. WHAT’S THE SIMILARITY?

10. READY MADE
‣ production ‘behind the scenes’
‣ standardized production process
‣ little interaction with end-user
‣ end-user doesn’t need a recipe
‣ takes little effort from end-user to prepare
‣ need a microwave
‣ fixed quality
‣ fixed price

11. Ready made Convenience Supermarket Farmer

12. READY MADE
customization possible
run time
internal knowledge needed
external cost
internal cost

13. customization possible customization possible
run time run time
internal knowledge needed internal knowledge needed
external cost external cost
internal cost internal cost
customization possible customization possible
run time run time
internal knowledge needed internal knowledge needed
external cost external cost
internal cost internal cost

14. DELIVERY
‣ As soon as number of suppliers grows:
➡ interdependencies grow dramatically
➡ costs as well as (end product) quality and run time are getting more fluid
➡ internal governance is crucial
‣ Choice of delivery model depends on:
➡ internal knowledge and infrastructure available / required
➡ need for tailor made IT
➡ external suppliers and solutions available
➡ need for specific run time
➡ costs of internal vs external resources
© Wu Wise 2012 14

15. THE DARK ARTS
OF
IT GOVERNANCE

16. WHO IS RESPONSIBLE?
CPO CFO CIO

17. GOVERNANCE
‣ Who is doing what?
➡ Who is talking with end-users about money and quality?
➡ Who is talking with suppliers/IT department about money and quality?
➡ When alterations to the original plan need to take place, who does what?
➡ Who is delivering which part of the service? And who monitors?
➡ Partnership does not imply absence of task distinction
‣ Who is owning what?
➡ Who’s responsible when things go wrong?
➡ Is there a difference between financial and service related ownership?
➡ Who is benefitting cost reductions or quality / compliance improvements?
➡ Governance support: restaurant model
© Wu Wise 2012 17

18. GOVERNANCE
We apo
Demand Supply lo
english gize for not h
on the a
restaur ving
menu y ant’s
et
Dat zal ik even Nee, maar
voor u navragen Hebben we we kunnen wel...
Heeft u ook... ? ook... ?
Familie
Gast Ober Ober Chef-Kok
RESTAURANT KEUKEN
© Wu Wise 2012 18

19. GOVERNANCE
We apo
Demand Supply lo
english gize for not h
on the a
restaur ving
menu y ant’s
et
Dat zal ik even Dat zal ik even
voor u navragen Hebben we voor u navragen
Heeft u ook... ? ook... ?
Leverancier
Groenten
Garde Leverancier
Familie Vlees
Rotisserie
Gast Ober Ober Chef-Kok Leverancier
Entre metier Patisserie
RESTAURANT KEUKEN
© Wu Wise 2012 19

20. GOVERNANCE
We apo
Demand Supply lo
english gize for not h
on the a
restaur ving
menu y ant’s
et
Prijs en kwaliteit
Kwaliteit
Leverancier
Groenten
Inhoud
Flexibiliteit
Prijs en en
inhoud Garde Leverancier
kwaliteit
Familie Vlees
kwaliteit, Rotisserie
Inhoud flexibiliteit
Gast Ober Ober Chef-Kok Leverancier
Entre metier Patisserie
Flexibiliteit
Kwaliteit, prijs en flexibiliteit
© Wu Wise 2012 20

21. THE DARK ARTS
OF
IT CONTRACTS

22. CONTRACT PYRAMID - 1
‣ Governance
- Wishes and needs
- Contract
- Actual delivery
© Wu Wise 2012 22

23. CONTRACT PYRAMID - 2
‣ Subjects
- Finance
- Service
- Relation and Communication
© Wu Wise 2012 23

24. WU WISE VISION
‣ Contract management is making sure the deal comes true
‣ Contract management is a shared effort
‣ Without knowing what is agreed upon, contract management is
hard and subject to personal perception (even more than it
already is)
‣ Therefore, making sure contracts are easy to understand or
someone ‘translates and communicates’ them is important
‣ Without in-between monitoring, evaluation and adjustment,
agreements are useless. Unless agreed upon otherwise (but maybe
even then).
© Wu Wise 2012 24

25. WU WISE SERVICES
‣ Contract administration
‣ Contract performance monitoring
‣ End-user needs evaluation
‣ Contract- and supplier management
‣ “Making IT deals come true”
© Wu Wise 2012 25

26. THE
END