3. M3
Module
Abstract
• Principles
for
sourcing
management,
covering
the
full
lifecycle
from
sourcing
strategy
to
managing
the
relaConship
(including
the
end),
through
the
FRP
process
and
the
selecCon
of
a
Vendor
and
contracCng
along
with
the
transiCon
phase.
Includes
a
review
of
common
bodies
of
knowledge
and
sourcing
Framework
(eSCM)
with
pracCcal,
hands-‐on
applicaCons
• The
topics
include:
– Why
is
sourcing
management
important
– How
to
create
a
good
Sourcing
stategy
– All
the
phases
of
the
implementaCon
of
the
sourcing
strategy
– eSCM
as
a
maturity
assessment
tool
&
other
framewoks
– Legal
aspects
– HR
aspects
and
Skills
Framework
(SFIA)
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4. M3
Module
Objec/ves
• A]er
following
this
module,
the
students
should
be
able
to
:
– Define
the
sourcing
strategy
of
a
company
and
understand
the
specificiCes,
applicabiliCes,
levelers,
risks,
challenges
and
benefits
of
the
different
sourcing
alternaCves.
– Learn
how
to
implement
each
of
the
lifecycle
phases
from
supplier
selecCon
and
contracCng
to
exit
strategy,
through
managing
the
contract
execuCon
and
the
relaConship,
relying
on
best
pracCces
and
with
an
awareness
of
the
major
traps
– Understand
the
sourcing
maturity
levels
and
be
able
to
use
eSCM
to
assess
a
maturity
level
and
make
it
progress,
along
with
other
market
frameworks
– Apply
SFIA
for
resource
planning,
recruitment,
and
assessment
4
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5. M3
Module
Agenda
Session
Title
Learning
objec/ves
Par/cipants
par/cipa/on
Lecturer
1
30/09
-‐
IntroducCon
Understand
the
drivers
and
trends
of
sourcing
and
why
sourcing
management
is
important
15%
(Q&A)
Philippe
Van
Belle
2
7/10
-‐
Sourcing
Strategy
Define
the
sourcing
strategy
of
a
company
and
understand
the
specificiCes,
applicabiliCes,
levelers,
risks,
challenges
and
benefits
of
the
different
sourcing
alternaCves.
15%
(Q&A)
Philippe
Bardyn
3
14/10
-‐
Vendor
&
contract
Management
Learn
how
to
scope
and
express
the
requirements
,
execute
a
call
for
tender
and
evaluate
and
select
suppliers.
Be
aware
of
the
key
aspects
of
contract
management
and
negociaCon
33%
(exercice)
Hans
Hujoel
4
21/10
-‐
TransiCon
&
TransformaCon
Understand
the
challenges
linked
to
the
transiCon
to
an
outsourced
operaCng
model
33%
(case)
Philippe
Bardyn
5
28/10
-‐
RelaConship
management
Learn
the
basics
of
relaConship
Management,
including
evaluaCng
of
performance
and
disengagement.
Be
aware
of
how
do
organizaCons,
employees
and
managers
need
to
adapt
to
operate
effecCvely
in
an
outsourcing
environment
15%
(Q&A)
Dominique
Kindt
6
18/11
-‐
eSCM
and
other
frameworks
Understand
eSCM
and
be
able
to
use
it
as
a
sourcing
maturity
assessment
tool
66%
(case)
Georges
ATAYA
-‐
Cathy
Coolen
7
25/11
-‐
Legal
Learn
how
to
write
and
manage
good
service
contracts
that
anCcipate
problems
and
protect
the
company
33
%
(case)
Benjamin
Docquir
8
2/12
-‐
HR
Aspects
Use
SFIA
as
a
tool
for
competence
management,
hiring
and
evaluaCon
of
staff,
and
career
management
33
%
(exercice)
Tamara
Alen
5
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6. Outsourcing
LifeCyle
(NOA)
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6
7.
Legal
8.
HR
6.
Frameworks
1.
Drivers
and
trends
7. Session
1
-‐
Understand
the
drivers
and
trends
of
sourcing
and
why
sourcing
management
is
important
• DefiniCons
• Global
market
perspecCve
• Sourcing
strategy
:
the
Why
• Sourcing
strategy:
the
What
• Pilalls
and
CSF’s
• SyntheCc
case:
AG
Insurance
IT
sourcing
strategy
• Wrap
up
7
9/27/15
8. Session
2
–
Sourcing
Strategy
Purpose
:
iniCate
the
adequate
steps
in
order
to
define
your
future
sourcing
stragegy
by
• Having
an
in
depth
understanding
of
your
IT
Sourcing
AS-‐IS
SituaCon
Understanding
the
high
level
approach
to
shape
the
future
in
line
with
your
stakeholders
expectaCons
• Using
a
pragmaCc
approach
to
generate
and
select
opCons
While
receiving
some
elements
of
though
the
ensure
general
adopCon
and
comitment
of
your
organisaCon
to
embrace
the
journey
Agenda
:
1. IntroducCon
2. Know
the
as-‐is
1. Know
your
as-‐is
sourcing
mix
:
Capacity,
Capability,
Financial,
Supplier,
Asset,
Process
maturity
3. Shape
the
future
4. Generate
and
select
opCons
5. Be
ready
for
next
steps
8
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9. Session
3
–
Vendor
and
contract
management
• Introduc/on
+
Recap
on:
– IT
Sourcing
Lifecycle
– Outsourcing
complexiCes
• Part
1:
Vendor
Management
– DefiniCon
– Vendor
Management
Challenges
– Best
pracCces
• Part
2:
From
requirements
to
negocia/on
– Requirements
– RFP
&
contract
development
– EvaluaCon
and
selecCon
– Contract
negociaCon
9
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10. Session
4
–
Transi/on
&
Transforma/on
1.
IntroducCon
2.
IntroducCon
&
Fundamentals
3.
Embrace
Change
Management
as
of
day
-‐100
4.
Perform
TransiCon
&
TransformaCon
5.
Organize
your
Standing
OrganisaCon
10
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11. Session
5
–
Rela/onship
Management
• Introduc)on:
– Business
context
and
market
challenges
– PosiConing
BRM
in
the
sourcing
lifecycle
• Part
I:
Why
do
strategic
business
&
outsourcing
relaConships
maner?
– Focus
on
Benefits
&
Added
value:
• Benefits
&
added
value
of
relaConship
management
• DetecCng
&
PrevenCng
value
leakage
in
business
relaCons
• Part
II:
What
does
relaConship
management
means
to
a
CIO?
– Focus
on
Market
tools
&
Techniques:
• What
tools
and
techniques
currently
exist
in
the
market
• Difference
between
“insight”
and
“oversight”
in
relaCons
• Part
III:
How
have
CIOs
engaged
in
managing
&
maintaining
partnerships
– Focus
on
Client
Cases:
• 2
cases
where
relaConship
management
and
maintenance
lead
to
increased
trust
and
value
for
money
• Tangible
benefits
and
results
of
collaboraCve
relaConship
management
11
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12. Session
6
–
eSCM
&
other
frameworks
Case
study
• Part
1
:
Globaly
accepted
Sourcing
Frameworks
– OPBOK
– Vendor
Management
with
COBIT
5
– ISO
27500
– eSCM
global
framework
presentaCon
• Part
2
:
case
study
– Case
Study
will
be
distributed
during
1st
Session
– You
must
have
read
and
understood
the
case
study
prior
to
aZending
Session
6
12
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13. Session
7
–
Legal
• Legal
framework
of
IT
sourcing
– Importance
of
the
contract
as
a
framework
for
the
relaConship
– Basics
of
contract
law
– InformaCon
security
and
data
protecCon
:
shi]ing
the
liability
to
the
IT
provider
?
– Specifics
of
outsourcing:
• ProtecCon
of
secrets,
ideas,
creaCons
and
innovaCon
in
IT
sourcing
– Trade
secrets
and
intellectual
property
– Basics
of
copyright,
so]ware
&
database
protecCon
– How
the
contract
can
help
?
Typology
of
IP
clauses
• Risk
factors
in
IT
sourcing
– NegoCaCon
hurdles
– Contract
structure
– TerminaCon
&
damages
13
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14. Session
8
–
SFIA
• SFIA
(Skills
Framework
for
the
InformaCon
Age)
is
your
essenCal
resource
for
organisaConal
design
and
talent
management
in
InformaCon
Technology.
• As
IT
becomes
more
complex
and
pervasive
there
is
an
ever
growing
need
clearly
to
define,
recruit
and
grow
the
skilled
resources
that
you
need.
SFIA
provides
a
language
that
is
the
foundaCon
for
consistent,
unambiguous
and
clear
definiCons
of
IT
based
skills.
• Whether
recruiCng
through
agencies
or
the
press,
using
contractors
or
outsourcing
whole
capabiliCes,
never
has
there
been
a
greater
need
for
simplicity
and
consistency
of
language.
SFIA
provides
the
common
language
that
integrates
with
an
organisaCon’s
way
of
working,
to
improve
capability
and
resource
planning,
resource
deployment
and
performance
management.
• SFIA
has
achieved
worldwide
recogniCon
and
use.
It
reflects
the
views
of
informed
professionals;
it
is
based
on
pracCcal
management
consideraCons;
it
is
compaCble
with
different
ways
of
working.
It
is
the
product
of
the
collaboraCon
of
many
individuals
and
groups
working
in
IT
-‐
people
with
real
expereince
of
managing
and
developing
IT
skills.
As
a
result
SFIA
answers
a
need
experienced
by
all
IT
managers.
• Agenda:
– IT
Management
Frameworks
and
SFIA
– Origin
and
background
– SFIA
skills
&
levels
– Capability
Management
&
SFIA
14
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15. M3
Module
examina/on
• The
Module
examinaCon
is
:
– Group
Work
(session
6)
–
15%
– Exam
• Open
quesCon
on
case
study
–
15%
• MCQ
–
70%
• No
excepCon
is
granted
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16. Mandatory
pre
readings
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16
Session
0
NOA
Life
Cycle
-‐
Overview
Gives
a
good
overview
of
the
(out)sourcing
lifecyle
elements
and
potenCal
problems
1
A
three-‐stage
strategic
vision
for
creaCng
value
through
global
sourcing
–
Carine
Peeters
Explains
how
global
sourcing
is
a
‘learning
journey’
that
can
bring
severalstrategic
bene]is
beyond
cost
savings
2
Outsourcing
models
-‐
Aligning
Sourcing
Strategy
to
Business
ObjecCves
-‐
Infosys
Introduces
the
most
common
outsourcing
models
3
SelecCng
effecCve
suppliers
8
key
lessons
regarding
the
selecCon
process,
especialy
avoiding
the
“winner’s
course”
5
Business
leaders
urged
to
collaborate
with
partners
ISO:
The
future
belongs
to
those
who
collaborate
-‐
A
short
arCcle
on
what
is
collaboraCve
leadership
-‐
An
introducCon
to
the
new
ISO
framework
“CollaboraCve
Business
RelaConship
Management”
17. Bibliography
• Vendor
Management
using
COBIT
5
• The
Outsourcing
Enterprise
–
Willcockx,
Cullen
and
Craig
• eSCM-‐CP
and
e-‐SCM-‐CL
• The
Demand
Supply
Governance
Framework
(IAOP)
• Outsourcing
Professional
Body
of
Knowledge
(IAOP)
• ISO27500
Guidance
on
Outsourcing
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17
18. M3
Module
Recommanded
Readings
• NOA’s
best
pracCce
Guides
(
hnp://www.noa.co.uk/knowledge-‐centre/best-‐pracCce-‐guides/)
• Vendor
Management
using
COBIT
5
–
ISACA
–
Case
Study
• Raising
the
Standard
for
CollaboraCon.
Harnessing
the
benefits
of
BS
11000:
CollaboraCve
Business
RelaConships
-‐
BSI
• Available
on
mySBS
– A
bener
way
to
structure
outsourcing
contracts
– New
center
of
power
(middle
manager
and
outsourcing)
– Toward
a
successful
Target
OperaCng
Model
– Outsourcing
Models:
Aligning
Sourcing
Strategy
to
Business
ObjecCves
– The
18
C’s
model
for
a
successful
long-‐term
outsourcing
arrangement
– Building
RelaConships
that
Create
Value
– RelaConship
management
for
outsourcing
service
providers
– Smart
Guide
to
CollaboraCve
Business
RelaConships
– And
others…
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19. M3
Module
Educa/on
Experience
• The
best
educaCon
experience
is
granted
to
the
parCcipants
thanks
to:
– Best
in
class
speakers
with
extended
experience
in
their
domains
and
a
will
to
transfer
their
knowledge
– Mix
theory/pracCces
allowing
to
apply
the
learned
concepts
and
check
understanding
of
the
material
• The
module
will
be
most
beneficial
for
the
following
parCcipants
profiles:
– No
specific
background
expected
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19
20. M3
Module
related
cer/fica/ons
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20
Module
related
cer/fcates
Cer/ficate
body
of
knowledge
coverage
(%)
Body
of
knowledge
material
lectured
Module
sufficient
to
prepare
for
cer/ficate?
Sourcing
Governance
Founda/on
Cer/fica/on
(link)
–
COS-‐FP
(IAOP)
30%
OPBOK
No
CerCfied
Outsourcing
professional
(link)
–
COP
(IAOP)
15%
OPBOK
No
CerCfied
Outsourcing
Specialist
–
COS
(IAOP)
30%
OPBOK
No
21. Career Summary Expertise Summary Education/ Certification
Cathy Coolen (Topic Leader)
• Project
Manager,
Master
Data
domain
owner
at
bpost
• IT
Business
RelaConship
Manager
at
BNP
Paribas
ForCs
• PMO,
CMMI
auditor
at
Euroclear
and
AG
Insurance
• IT
Business
RelaConship
Management
• Enterprise
Governance
of
IT
• Project,
Program
and
Porlolio
management
• Enterprise
InformaCon
Management,
Master
Data
Management
• Sourcing
Management
• IT
Engineer
• Master
in
Business
AdministraCon
• Prince
II
pracCConner,
PMI
CAPM
• CGEIT
• ITIL
9/27/15
PARTICIPANT
INTRO
ITME Expectations
Cathy
wants
to
select
the
best
industry
leaders
and
pracCConner
as
speakers,
and
make
sure
they
bring
the
students
at
the
appropriate
level
of
mastering
the
various
aspects
of
IT
sourcing
in
a
coherent,
comprehensive,
and
passionate
manner,
inspiring
them
from
their
own
experience.
22. Career Summary Expertise Summary Education/ Certification
Philippe Van Belle
• Group
IT
@
Ageas
• BOO
&
CIO
@
AG
Insurance
• I&O
General
Manager
@
ForCs
• Leadership
-‐-‐-‐
Strong
ParCcipaCve
OrientaCon.
Key
anenCon
in
involving
and
gaining
commitment
of
all
stakeholders
at
all
levels
• Team
Building/Coaching
-‐-‐-‐Team/people
development
is
as
important
as
delivering
the
results,
simply
because
the
challenges
will
become
higher,
consequently
people
development
is
of
the
essence
• Building
Diversity
in
teams.
Key
to
maximize
complementarity
• Strategic
Thinking
-‐-‐-‐
Business
is
IT
and
IT
is
the
Business
–
Thinking
together
with
the
Business
• Delivery
Focused
-‐-‐-‐
delivery
culture
is
the
corner
stone
of
a
success
culture
in
IT
• Wide
IT
experience
-‐-‐-‐
Wide
IT
knowledge
from
implemenCng
systems,
to
managing
the
infrastructure;
Emphasizing
4
facets:
Architecture
(key
of
long
term
sustainability),
Project
management
(key
to
effecCve
delivery),
OperaConal
ConCnuity,
Professionalism
(simple
and
effecCve
processes)
• Master
in
Computer
Sciences
• Bachelor,
Economy
9/27/15
PARTICIPANT
INTRO
23. Career Summary Expertise Summary Education/ Certification
Philippe Bardyn
• Head
of
IT
Sourcing
&
Group
Partnership
Management.
BNP
Paribas
For/s
• Head
of
CRM
&
BI
Development,
For/s/ABN
Amro
• Head
of
IT
Distribu/on
Channels,
CRELAN
• IT
Management
in
various
development
and
producCon
environments
• Outsourcing
• IT
Strategy
• Program
Management
• Systemic
OrganizaCon
Enabler
• Bachelor,
psychology
• CerCficate
in
Competence
&
Change
Management
• Datanews
IT
Manager
of
the
Year
2001
9/27/15
PARTICIPANT
INTRO
24. Career Summary Expertise Summary Education/ Certification
Hans Hujoel
• Currently
Head
of
Quality
Assurance,
Methods,
LEAN
at
Euroclear
Group
• Previously
Director
at
Gartner
ConsulCng
– Within
Gartner
also
leading
the
Benelux
Sourcing
PracCce
Lead
• Accenture
• IT
Sourcing
strategy
• IT
Sourcing
Management
– Outsourcing,
Offshoring,
CapCve
Centers,
Saas,
Cloud…
– RFI/RFP
development
– Contract
development
– Vendor
EvaluaCon
&
SelecCon
• IT
Strategy
&
IT
Governance
• Master
in
Civil
Engineering,
ICT
TelecommunicaCon
and
TelemaCcs
• LEAN
CerCfied
• ITIL
V2
&
V3,
APICS,
PMI,
Prince
2
9/27/15
PARTICIPANT
INTRO
ITME Expectations
Hans
wants
to
share
his
experCse
and
real-‐life
experiences
in
the
areas
of
Outsourcing,
IT
vendor
management,
RFP
development
and
contract
negoCaCons.
26. Career Summary Expertise Summary Education/ Certification
Benjamin Docquir
• Partner
@
Simont
Braun
• Collaborateur
scienCfique
@
Unité
de
droit
économique,
Université
Libre
de
Bruxelles
• Associate
(IP/IT
pracCce)
@
Simont
Braun
• IP,
IT
and
Trade
PracCces
– Intellectual
Property
– InformaCon
Technology
– Trade
PracCces
– DistribuCon
and
Licensing
– CompeCCon
Law
and
Regulatory
Aspects
• Master
Intellectual
Property
Rights,
IP
law
• Economisch
Recht,
Business
Law
• Master,
Law
9/27/15
PARTICIPANT
INTRO
27. Career Summary Expertise Summary Education/ Certification
Tamara Alen
• Managing
Partner
at
SMME
• Business
Unit
Manager
at
M-‐Eye
• Management
Consultant
&
Account
Manager
at
D-‐Sense
• Marketeer
at
Vacature
• Project
Manager
at
GfK
• SFIA
IT
Skills
Management
• Skills
ConsulCng
• Capability
Management
• People
Management
• Customer
Delight
Management
• Business
ConsulCng
• Project
Management
• Account
Management
• Business
Economics
• SFIA
Accredited
Consultant
• ITIL
• Cobit
• Prince2
• LeanIT
• AgilePM
• Scrum
Master
9/27/15
PARTICIPANT
INTRO
ITME Expectations
Tamara
is
driven
by
customer
experience
and
focusses
with
SMME
on
delivering
best-‐in-‐class
IT
Management
training.
As
a
trainer/consultant
she
adds
value
where
necessary
based
on
her
customers’
needs:
by
training
people
in
a
comprehensible
and
pracCcal
way,
by
sharing
experiences,
by
facilitaCng
or/and
by
consulCng
on
site.
