This document provides a guide for organizations looking to improve their IT processes and operations by turning a potential move toward outsourcing into a self-improvement plan. It recommends measuring all incoming work requests to understand resource allocation, standardizing services to improve performance, and using tools like technology roadmapping and maturity modeling to strategically plan IT investments and determine which functions to outsource versus keep in-house. The overall goal is to free up internal IT talent to focus on more strategic work by gaining efficiencies through process analysis and potential outsourcing of common functions.
The document discusses using data visualization to analyze trends in nanoparticle technology over 15 years since the National Nanotechnology Initiative. Key findings include:
- Cluster analysis of nanoparticle patents showed the largest cluster was related to medicine, cosmetics, and drugs, with other clusters including magnetic particles, energy applications, and membranes.
- Visualizing the cluster analysis data over time showed a shift from medicine/cosmetics to energy applications like batteries becoming denser over the 15 years, indicating a shift in research focus.
- The analysis provides insights into emerging areas and players in nanoparticle technology research.
Writekraft Research and Publications LLP was initially formed, informally, in 2006 by a group of scholars to help fellow students. Gradually, with several dissertations, thesis and assignments receiving acclaim and a good grade, Writekraft was officially founded in 2011 Since its establishment, Writekraft Research & Publications LLP is Guiding and Mentoring PhD Scholars.
Our Mission:
To provide breakthrough research works to our clients through Perseverant efforts towards creativity and innovation”.
Vision:
Writekraft endeavours to be the leading global research and publications company that will fulfil all research needs of our clients. We will achieve this vision through:
Analyzing every customer's aims, objectives and purpose of research
Using advanced and latest tools and technique of research and analysis
Coordinating and including their own ideas and knowledge
Providing the desired inferences and results of the research
In the past decade, we have successfully assisted students from various universities in India and globally. We at Writekraft Research & Publications LLP head office in Kanpur, India are most trusted and professional Research, Writing, Guidance and Publication Service Provider for PhD. Our services meet all your PhD Admissions, Thesis Preparation and Research Paper Publication needs with highest regards for the quality you prefer.
Our Achievements:
NATIONAL AWARD FOR BEST RESEARCH PROJECT (By Hon. President APJ Abdul Kalam)
GOLD MEDAL FOR RESEARCH ON DISABILITY (By Disabled’s Club of India)
NOMINATED FOR BEST MSME AWARDS 2017
5 STAR RATING ON GOOGLE
We have PhD experts from reputed institutions/ organizations like Indian Institute of Technology (IIT), Indian Institute of Management (IIM) and many more apex education institutions in India. Our works are tailored and drafted as per your requirements and are totally unique.
From past years our core advisory members, research team assisted research scholars from various universities from all corners of world.
Subjects/Areas We Cover:
Management, Commerce, Finance, Marketing, Psychology, Education, Sociology, Mass communications, English Literature, English Language, Law, History, Computer Science & Engineering, Electronics & Communication Engineering, Mechanical Engineering, Civil Engineering, Electrical Engineering, Pharmacy & Healthcare.
The document is a training manual for T-SQL and MSBI training provided by Orane Intelli Solutions on June 7, 2016. It provides an overview of the company, upcoming events, recent achievements and work in progress. It also outlines the content, chapters and hours for various courses on T-SQL, SSRS, Qlikview basics, business dashboards, Access training and advanced Access programming. Other courses offered by the company include business intelligence, data warehousing, data analytics, business analysis and tools like MS Office, MS SQL Server, T-SQL, SSRS and Power BI.
This document contains information about an OPS 571 course assignment on critical path analysis and operations forecasting. It includes sample assignment instructions and outlines for three assignments related to critical path diagrams, operations forecasting using Excel, and forecasting for specific companies. It also provides information about purchasing the complete OPS 571 course, including assignments, discussion questions and a final exam guide.
Solar Dukkan is a Turkish startup company that sells solar power products and systems. It aims to target two market segments - online shopping customers and professional installers. The online market is growing with 5 million potential customers, while the professional install market is expected to increase after November 2012. The company is led by Christian Wagner and Yusuf Aytekin, who both have engineering backgrounds and experience in renewable energy projects. However, the diagnosis identifies some implicit problems, including a lack of information systems to manage operations and customers as the business grows. The ThinkTank will discuss ways to better understand these issues and potential solutions.
This project report discusses the development of a Human Resource Management System (HRMS) for Galaxie Software Solutions. The report acknowledges the guidance received from faculty and staff. It provides an overview of the existing manual HR system and proposes a new computerized HRMS to automate processes and improve efficiency. The report outlines the objectives, scope and modules of the new system, including employee information, administration, project management, training and reports. It also covers system requirements, literature review and future steps like testing and implementation.
The document discusses outsourcing non-core functions when building a marketplace. It recommends outsourcing image processing, negotiations, checkouts, search, auctions, curation, analytics, segmentation, fraud detection, and other tasks to focus resources on core competencies. By outsourcing these functions, the author claims their marketplace was built by only 2 developers instead of a larger team, and benefits from scale, fast image processing, powerful fraud detection, customer analytics and more for low costs.
Business Process Reengineering and Outsourcing: Quick Fixsebastien gerard
This document discusses using business process reengineering (BPR) and business process outsourcing (BPO) to streamline, standardize, and make a business more cost effective and customer centric. It recommends identifying champions to develop "golden rules" for new standard practices. Once the BPR portion is complete, the document states the golden rules can be universalized and exported, completing both the BPR and BPO portions. The overall goal is to reengineer business processes and consider outsourcing in a way that avoids a 10 year project.
The document discusses using data visualization to analyze trends in nanoparticle technology over 15 years since the National Nanotechnology Initiative. Key findings include:
- Cluster analysis of nanoparticle patents showed the largest cluster was related to medicine, cosmetics, and drugs, with other clusters including magnetic particles, energy applications, and membranes.
- Visualizing the cluster analysis data over time showed a shift from medicine/cosmetics to energy applications like batteries becoming denser over the 15 years, indicating a shift in research focus.
- The analysis provides insights into emerging areas and players in nanoparticle technology research.
Writekraft Research and Publications LLP was initially formed, informally, in 2006 by a group of scholars to help fellow students. Gradually, with several dissertations, thesis and assignments receiving acclaim and a good grade, Writekraft was officially founded in 2011 Since its establishment, Writekraft Research & Publications LLP is Guiding and Mentoring PhD Scholars.
Our Mission:
To provide breakthrough research works to our clients through Perseverant efforts towards creativity and innovation”.
Vision:
Writekraft endeavours to be the leading global research and publications company that will fulfil all research needs of our clients. We will achieve this vision through:
Analyzing every customer's aims, objectives and purpose of research
Using advanced and latest tools and technique of research and analysis
Coordinating and including their own ideas and knowledge
Providing the desired inferences and results of the research
In the past decade, we have successfully assisted students from various universities in India and globally. We at Writekraft Research & Publications LLP head office in Kanpur, India are most trusted and professional Research, Writing, Guidance and Publication Service Provider for PhD. Our services meet all your PhD Admissions, Thesis Preparation and Research Paper Publication needs with highest regards for the quality you prefer.
Our Achievements:
NATIONAL AWARD FOR BEST RESEARCH PROJECT (By Hon. President APJ Abdul Kalam)
GOLD MEDAL FOR RESEARCH ON DISABILITY (By Disabled’s Club of India)
NOMINATED FOR BEST MSME AWARDS 2017
5 STAR RATING ON GOOGLE
We have PhD experts from reputed institutions/ organizations like Indian Institute of Technology (IIT), Indian Institute of Management (IIM) and many more apex education institutions in India. Our works are tailored and drafted as per your requirements and are totally unique.
From past years our core advisory members, research team assisted research scholars from various universities from all corners of world.
Subjects/Areas We Cover:
Management, Commerce, Finance, Marketing, Psychology, Education, Sociology, Mass communications, English Literature, English Language, Law, History, Computer Science & Engineering, Electronics & Communication Engineering, Mechanical Engineering, Civil Engineering, Electrical Engineering, Pharmacy & Healthcare.
The document is a training manual for T-SQL and MSBI training provided by Orane Intelli Solutions on June 7, 2016. It provides an overview of the company, upcoming events, recent achievements and work in progress. It also outlines the content, chapters and hours for various courses on T-SQL, SSRS, Qlikview basics, business dashboards, Access training and advanced Access programming. Other courses offered by the company include business intelligence, data warehousing, data analytics, business analysis and tools like MS Office, MS SQL Server, T-SQL, SSRS and Power BI.
This document contains information about an OPS 571 course assignment on critical path analysis and operations forecasting. It includes sample assignment instructions and outlines for three assignments related to critical path diagrams, operations forecasting using Excel, and forecasting for specific companies. It also provides information about purchasing the complete OPS 571 course, including assignments, discussion questions and a final exam guide.
Solar Dukkan is a Turkish startup company that sells solar power products and systems. It aims to target two market segments - online shopping customers and professional installers. The online market is growing with 5 million potential customers, while the professional install market is expected to increase after November 2012. The company is led by Christian Wagner and Yusuf Aytekin, who both have engineering backgrounds and experience in renewable energy projects. However, the diagnosis identifies some implicit problems, including a lack of information systems to manage operations and customers as the business grows. The ThinkTank will discuss ways to better understand these issues and potential solutions.
This project report discusses the development of a Human Resource Management System (HRMS) for Galaxie Software Solutions. The report acknowledges the guidance received from faculty and staff. It provides an overview of the existing manual HR system and proposes a new computerized HRMS to automate processes and improve efficiency. The report outlines the objectives, scope and modules of the new system, including employee information, administration, project management, training and reports. It also covers system requirements, literature review and future steps like testing and implementation.
The document discusses outsourcing non-core functions when building a marketplace. It recommends outsourcing image processing, negotiations, checkouts, search, auctions, curation, analytics, segmentation, fraud detection, and other tasks to focus resources on core competencies. By outsourcing these functions, the author claims their marketplace was built by only 2 developers instead of a larger team, and benefits from scale, fast image processing, powerful fraud detection, customer analytics and more for low costs.
Business Process Reengineering and Outsourcing: Quick Fixsebastien gerard
This document discusses using business process reengineering (BPR) and business process outsourcing (BPO) to streamline, standardize, and make a business more cost effective and customer centric. It recommends identifying champions to develop "golden rules" for new standard practices. Once the BPR portion is complete, the document states the golden rules can be universalized and exported, completing both the BPR and BPO portions. The overall goal is to reengineer business processes and consider outsourcing in a way that avoids a 10 year project.
This document discusses best practices for outsourcing projects to offshore teams. It recommends outsourcing projects that have clearly defined requirements and specifications and do not require regular interactions with local teams. Some key considerations for outsourcing include proven expertise, cost savings, and allowing local teams to focus on more critical tasks. Communication, accountability, and continuous process improvement are important for successful outsourcing relationships.
BeeOffice for Shared Service Centers. How to improve the daily work of servic...BCC_Group
Quick to launch, user-friendly.
BeeOffice is a solution available in the cloud. Without costly implementation, in the SaaS model. Everything is intuitive – your employees will like it.
Outsourcing – case study of Connectis company, Manfred Meier, S&TS&T GROUP
21. April 2010, Slovenia
S&T BUSINESS FORUM »OUTSOURCING – A KEY TO A BETTER COMPETITIVENESS«
Video
http://vimeo.com/22067127
Photo gallery
http://photos.ecetera.si/photos/swfpopup.mg?AlbumID=16312464&AlbumKey=fJ4bU
Digital CPA 2016: Winning the Talent War in Business Process OutsourcingBill Sheridan, CAE
BPO's rise has led to new niches within the CPA profession, leaving an army of new CPA consultants in search of the competencies that will help them rule the BPO world. Offering your team the skills they need for BPO success will set your practice apart and give you a leg up in the war for new talent.
The document discusses practical considerations around outsourcing, including what processes are suitable for outsourcing and why companies outsource. It addresses questions like what to outsource, where to outsource to, potential benefits and risks. Key topics covered include assessing which processes provide the most value to outsource based on a company's core competencies, and selecting outsourcing partners and locations to maximize rewards while mitigating risks.
The document discusses outsourcing as a business strategy that can provide significant cost savings. It summarizes the results of a survey of 100 companies that found 50-60% savings for large companies and 20-30% savings for small companies when outsourcing back office functions like accounting, payroll, and vendor management. The document then outlines various outsourcing models and functions that are good candidates for outsourcing as well as criteria for determining what to outsource. Both advantages and disadvantages of outsourcing are presented.
This report analyzes opportunities for shared services between Bombala Council, Cooma-Monaro Shire Council, and Snowy River Shire Council. It finds that while resource sharing provides limited benefits, centralized services and joint ventures can achieve greater efficiencies through economies of scale. The report examines the Western Border Councils Alliance as a case study, noting it has realized over $5.7 million in savings through regional collaboration. The report conducts a high-level financial analysis of two shared service options - water/wastewater services and centralized corporate services - finding they could result in efficiency dividends of up to 15% through reduced staffing costs and other savings. It recommends Bombala, Cooma-Monaro
BPO: Business Process Outsourcing. There are many types of third party BPO Services are available which are Data Entry, Transcription, Voice Processing, Telemarketing, 3D Visualization, Virtual Staffing and many more. Contact Alen BPO for any type of BPO Services.
Trends and Best Practices in Global Shared ServicesChazey Partners
The deck shows you the latest trends in Global Shared Services and Outsourcing industry and the best practices on optimizing your Shared Services performance
• Why do Organizations Outsource Business Process
• The Hidden Costs of Outsourcing
• Core Competencies
• Outsourcing Trends
• Element Strategic Outsourcing
Business Process Re-engineering (BPR): Role of ITAbhinav Johnson
IT plays three key roles in business process reengineering (BPR):
1. As an enabler before the process is designed, by providing insights into existing conditions and capabilities to help define strategies and visions.
2. As a facilitator during process design, through tools that help analyze current processes, model new designs, and improve collaboration.
3. As an implementer after the design is complete, to automate new processes and introduce digital technologies that support the redesigned processes.
Strategic Management and Information Technology OutsourcingFarooq Omar
This document discusses strategic project management considerations for outsourcing an IT project. It emphasizes the importance of clearly specifying requirements, conducting a thorough cost-benefit analysis, and selecting an experienced project manager to oversee vendor communication and performance monitoring. The document also stresses the need for strong security policies and choosing a vendor that adheres to the organization's security rules to protect sensitive data when outsourcing IT functions.
IT Outsourcing - Real Journey of Fortune 500 CompanyLokesh Grover
This e-book will help you understand the purpose, processes & pain areas of IT Outsourcing to external partner & will surely help you avoid the mistakes to bring real benefits for your organization.
This document discusses business analytics, including its importance, components, and implementation. Key points:
- Business analytics discovers insights from integrated data to help businesses make better decisions. It converts data to useful information.
- Analytics provides high visibility, competitive advantage, faster decisions, and operational efficiencies that lead to high returns on investment.
- The reference architecture has three layers - data, analytics access, and delivery. It supports historical, current, and predictive analytics across structured and unstructured data sources.
This document discusses the impact of data mining on business intelligence. It begins by defining business intelligence as using new technologies to quickly respond to changes in the business environment. Data mining is an important part of the business intelligence lifecycle, which includes determining requirements, collecting and analyzing data, generating reports, and measuring performance. Data mining allows businesses to access real-time, accurate data from multiple sources to improve decision making. Using business intelligence and data mining techniques can help businesses become more efficient and make better decisions to increase profits and customer satisfaction. The expected results of applying business intelligence include improved decision making through accurate, timely information to support organizational goals and strategic plans.
The document discusses a 7-step approach to aligning business processes with application development. The steps include: 1) Committing IT resources to participate in process improvement projects. 2) Educating IT on current processes before detailed process mapping sessions. 3) Conducting value stream mapping sessions with IT to extract requirements and improve understanding. 4) Involving IT in root cause analysis. 5) Creating an ideal "to-be" process without constraints. 6) Using agile development methods to quickly build prototypes. 7) Continuing the cycle of process and technology improvements. The approach aims to close knowledge gaps and reduce communication issues between business and IT.
This document discusses how Chief Information Officers (CIOs) can take a more business-focused approach to running IT departments. It advocates that CIOs adopt practices from IT Business Management (ITBM) to improve cost accounting, drive value-based discussions with business stakeholders, and better align IT with business goals and industry cycles. The document also notes that traditional IT delivery models are insufficient and that mature tools are needed for areas like IT costing, benchmarking, and service level management in order to run IT more like a business.
This document provides guidance on selecting a service desk solution for a mid-sized business. It begins by discussing the evolution of help desks into modern service desks. It emphasizes understanding organizational needs, identifying stakeholders, and prioritizing requirements. The document contains worksheets to help assess needs, prioritize features, and estimate return on investment. It provides tips for evaluating vendors and calculating ROI to select a solution that improves productivity, service levels, and costs while delivering a strong return on investment.
The document is a training manual for analytics training provided by Orane Intelli Solutions on June 7, 2016. It provides an overview of the training programs offered to help engineering resources gain meaningful work experiences. The training covers topics such as T-SQL, SSRS, Qlikview, Access, data analytics tools and focuses on hands-on learning. It also highlights upcoming events, recent achievements and work in progress at the organization.
This technical report explores intrapreneurship in an information systems service organization from the perspective of employees. It provides an overview of entrepreneurship theory and considers how this relates to intrapreneurship and information entrepreneurship. The report describes a survey of employees at an information systems service company to understand their perceptions of the organization's support for identifying and exploiting new opportunities. The findings show that while the company supports some entrepreneurial behaviors, employees overall feel the company does not support such behaviors. Recommendations are provided to improve the company's entrepreneurial profile.
This document discusses best practices for outsourcing projects to offshore teams. It recommends outsourcing projects that have clearly defined requirements and specifications and do not require regular interactions with local teams. Some key considerations for outsourcing include proven expertise, cost savings, and allowing local teams to focus on more critical tasks. Communication, accountability, and continuous process improvement are important for successful outsourcing relationships.
BeeOffice for Shared Service Centers. How to improve the daily work of servic...BCC_Group
Quick to launch, user-friendly.
BeeOffice is a solution available in the cloud. Without costly implementation, in the SaaS model. Everything is intuitive – your employees will like it.
Outsourcing – case study of Connectis company, Manfred Meier, S&TS&T GROUP
21. April 2010, Slovenia
S&T BUSINESS FORUM »OUTSOURCING – A KEY TO A BETTER COMPETITIVENESS«
Video
http://vimeo.com/22067127
Photo gallery
http://photos.ecetera.si/photos/swfpopup.mg?AlbumID=16312464&AlbumKey=fJ4bU
Digital CPA 2016: Winning the Talent War in Business Process OutsourcingBill Sheridan, CAE
BPO's rise has led to new niches within the CPA profession, leaving an army of new CPA consultants in search of the competencies that will help them rule the BPO world. Offering your team the skills they need for BPO success will set your practice apart and give you a leg up in the war for new talent.
The document discusses practical considerations around outsourcing, including what processes are suitable for outsourcing and why companies outsource. It addresses questions like what to outsource, where to outsource to, potential benefits and risks. Key topics covered include assessing which processes provide the most value to outsource based on a company's core competencies, and selecting outsourcing partners and locations to maximize rewards while mitigating risks.
The document discusses outsourcing as a business strategy that can provide significant cost savings. It summarizes the results of a survey of 100 companies that found 50-60% savings for large companies and 20-30% savings for small companies when outsourcing back office functions like accounting, payroll, and vendor management. The document then outlines various outsourcing models and functions that are good candidates for outsourcing as well as criteria for determining what to outsource. Both advantages and disadvantages of outsourcing are presented.
This report analyzes opportunities for shared services between Bombala Council, Cooma-Monaro Shire Council, and Snowy River Shire Council. It finds that while resource sharing provides limited benefits, centralized services and joint ventures can achieve greater efficiencies through economies of scale. The report examines the Western Border Councils Alliance as a case study, noting it has realized over $5.7 million in savings through regional collaboration. The report conducts a high-level financial analysis of two shared service options - water/wastewater services and centralized corporate services - finding they could result in efficiency dividends of up to 15% through reduced staffing costs and other savings. It recommends Bombala, Cooma-Monaro
BPO: Business Process Outsourcing. There are many types of third party BPO Services are available which are Data Entry, Transcription, Voice Processing, Telemarketing, 3D Visualization, Virtual Staffing and many more. Contact Alen BPO for any type of BPO Services.
Trends and Best Practices in Global Shared ServicesChazey Partners
The deck shows you the latest trends in Global Shared Services and Outsourcing industry and the best practices on optimizing your Shared Services performance
• Why do Organizations Outsource Business Process
• The Hidden Costs of Outsourcing
• Core Competencies
• Outsourcing Trends
• Element Strategic Outsourcing
Business Process Re-engineering (BPR): Role of ITAbhinav Johnson
IT plays three key roles in business process reengineering (BPR):
1. As an enabler before the process is designed, by providing insights into existing conditions and capabilities to help define strategies and visions.
2. As a facilitator during process design, through tools that help analyze current processes, model new designs, and improve collaboration.
3. As an implementer after the design is complete, to automate new processes and introduce digital technologies that support the redesigned processes.
Strategic Management and Information Technology OutsourcingFarooq Omar
This document discusses strategic project management considerations for outsourcing an IT project. It emphasizes the importance of clearly specifying requirements, conducting a thorough cost-benefit analysis, and selecting an experienced project manager to oversee vendor communication and performance monitoring. The document also stresses the need for strong security policies and choosing a vendor that adheres to the organization's security rules to protect sensitive data when outsourcing IT functions.
IT Outsourcing - Real Journey of Fortune 500 CompanyLokesh Grover
This e-book will help you understand the purpose, processes & pain areas of IT Outsourcing to external partner & will surely help you avoid the mistakes to bring real benefits for your organization.
This document discusses business analytics, including its importance, components, and implementation. Key points:
- Business analytics discovers insights from integrated data to help businesses make better decisions. It converts data to useful information.
- Analytics provides high visibility, competitive advantage, faster decisions, and operational efficiencies that lead to high returns on investment.
- The reference architecture has three layers - data, analytics access, and delivery. It supports historical, current, and predictive analytics across structured and unstructured data sources.
This document discusses the impact of data mining on business intelligence. It begins by defining business intelligence as using new technologies to quickly respond to changes in the business environment. Data mining is an important part of the business intelligence lifecycle, which includes determining requirements, collecting and analyzing data, generating reports, and measuring performance. Data mining allows businesses to access real-time, accurate data from multiple sources to improve decision making. Using business intelligence and data mining techniques can help businesses become more efficient and make better decisions to increase profits and customer satisfaction. The expected results of applying business intelligence include improved decision making through accurate, timely information to support organizational goals and strategic plans.
The document discusses a 7-step approach to aligning business processes with application development. The steps include: 1) Committing IT resources to participate in process improvement projects. 2) Educating IT on current processes before detailed process mapping sessions. 3) Conducting value stream mapping sessions with IT to extract requirements and improve understanding. 4) Involving IT in root cause analysis. 5) Creating an ideal "to-be" process without constraints. 6) Using agile development methods to quickly build prototypes. 7) Continuing the cycle of process and technology improvements. The approach aims to close knowledge gaps and reduce communication issues between business and IT.
This document discusses how Chief Information Officers (CIOs) can take a more business-focused approach to running IT departments. It advocates that CIOs adopt practices from IT Business Management (ITBM) to improve cost accounting, drive value-based discussions with business stakeholders, and better align IT with business goals and industry cycles. The document also notes that traditional IT delivery models are insufficient and that mature tools are needed for areas like IT costing, benchmarking, and service level management in order to run IT more like a business.
This document provides guidance on selecting a service desk solution for a mid-sized business. It begins by discussing the evolution of help desks into modern service desks. It emphasizes understanding organizational needs, identifying stakeholders, and prioritizing requirements. The document contains worksheets to help assess needs, prioritize features, and estimate return on investment. It provides tips for evaluating vendors and calculating ROI to select a solution that improves productivity, service levels, and costs while delivering a strong return on investment.
The document is a training manual for analytics training provided by Orane Intelli Solutions on June 7, 2016. It provides an overview of the training programs offered to help engineering resources gain meaningful work experiences. The training covers topics such as T-SQL, SSRS, Qlikview, Access, data analytics tools and focuses on hands-on learning. It also highlights upcoming events, recent achievements and work in progress at the organization.
This technical report explores intrapreneurship in an information systems service organization from the perspective of employees. It provides an overview of entrepreneurship theory and considers how this relates to intrapreneurship and information entrepreneurship. The report describes a survey of employees at an information systems service company to understand their perceptions of the organization's support for identifying and exploiting new opportunities. The findings show that while the company supports some entrepreneurial behaviors, employees overall feel the company does not support such behaviors. Recommendations are provided to improve the company's entrepreneurial profile.
This is a part of the report I created during performance evaluation of Desktop Support operations, I undertook this project during my summer internship. this is an on-going project where currently I am working on the implementation of the recommendations I made. A brief description of this project is provided under "Summer Internship" Experience.
This document outlines course materials for CMGT 583, including assignments for each week that focus on aligning IT with business strategy, developing partnerships between business and IT, and measuring the value of information systems. It also includes discussion questions and information on calculating return on investment for a proposed ERP implementation at Phoenix Fine Electronics.
The emergent recognition of the value of analytics clashes with the rampant growth of the volume of
both structured and unstructured data. Competitive organizations are evolving by adopting strategies
and methods for integrating business intelligence and analysis in a way that supplements the spectrum
of decisions that are made on a day-to-day and sometimes even moment-to-moment basis. Individuals overwhelmed with data may succumb to analysis paralysis, but delivering trustworthy actionable
intelligence to the right people when they need it short-circuits analysis paralysis and encourages
rational and confident decisions.
The big book of key performance indicators by eric petersonNeo Consulting
This document is the forward written by Jason Burby for the book "The Big Book of Key Performance Indicators" by Eric T. Peterson. It discusses how most companies have too much web analytics data but lack clear KPIs to measure performance. It states that defining KPIs is crucial but difficult for marketers. The forward explains that the book will provide criteria for what makes a good KPI, examples by industry, and guidance on developing your own KPIs. It aims to help readers better use web analytics tools by first establishing a foundation of key metrics.
A set of slides used to support a discussion at the Center for Design Research at Stanford University. Trying to move Design Thinking to DT2.0 so that it is fit for the next phase of development. Time to move from just doing "empathy" to a more system wide approach now that the IIOT/IND4.0 is really here and we have people, equipment, devices and processes all working (or not) together.
Tyler Crowder completed a 4-month co-op term at the Bank of Canada working on various IT projects. He learned how to configure and build sites using Microsoft SharePoint, document tools and services, configure search and navigation functions, and troubleshoot issues with document migration software. Through hands-on experience with tasks like scripting, documentation, testing, and using Office software, Tyler gained valuable skills that will help him in his career as a Computer Systems Technician. He recommends that all students take advantage of co-op opportunities to connect with industry and boost their confidence in practical job skills.
This document discusses the changing relationship between boards of directors and chief information officers (CIOs) in light of rapid technological changes. It argues that boards need to develop greater capabilities and understanding of technology to effectively oversee companies in today's digital business environment. The document explores how different technologies may shape the role of the CIO and notes a need for boards to work with CIOs to develop strategic alignment between technology, organizational goals, and innovation initiatives. It also examines some structural barriers that can prevent CIOs from being successful in their roles.
Similar to Outsourcing as a self improvement plan (20)
1. WH ITE PAPER
A Practical Guide for Turning
a Move Toward Outsourcing
into A Self-Improvement Plan
www.infocrossing.com
2. WH ITE PAPER
Table of Contents
Introduction: The Reward is in the Journey.................................................................................................. 3
Back to Our Engineering Roots: Re-learning the Art and Science of
Measuring IT...................................................................................................................................................................................... 3
What Comes In, Must Go Out................................................................................................................................................ 4
.
Dealing with the Deluge of Data............................................................................................................................................. 6
Standardization is Not a Dirty Word.................................................................................................................................... 7
The Road Less Traveled................................................................................................................................................................ 7
Becoming Mapmakers............................................................................................................................................................ 8
Technology Roadmapping............................................................................................................................................................ 8
The Technology Maturity Continuum................................................................................................................................... 9
Financial Metrics..............................................................................................................................................................................10
The New Work of Managing the Change.......................................................................................................13
Change Management....................................................................................................................................................................13
Vendor Management....................................................................................................................................................................13
Reaching the End State...............................................................................................................................................................14
.
|2| 866.779.4369 › info@infocrossing.com
3. WH ITE PAPER
The Reward is in the Journey
Introduction
If you’re an internal IT provider and you haven’t thought about outsourcing at least part of your operation, it
means you haven’t thought. A full 70 percent of companies now outsource a portion of their IT operations.
And there are any number of good reasons to outsource, including:
• apping into the expertise of a specialist. Because an outsourcer does more of a specific kind of work than you
T
do, their talents are fine-tuned. So the quality of the work is higher and the real cost lower when you choose
the right outsourcer over doing the work internally.
• ccessing the most up-to-date technology. The right outsourcing arrangement brings with it access to
A
technology that would otherwise punch a big dent in your budget and support resources.
But there’s another, often ignored reason for exploring the possibility of outsourcing at least part of the work around
infrastructure maintenance: the journey of exploration itself can be transforming. As you begin to assess—and
for the first time really understand—the work you do, you will boost efficiency, lower real costs and free up your
most talented people to do the kind of important, strategic work that will drive your company forward.
The first step on the journey toward assessing the work you do—and eventually making an informed decision
about outsourcing—is finding an effective means of measuring the work. While that seems like an obvious first step,
it’s amazing how often we ignore the importance of two words that should be stamped on the soul of everyone
in IT: Input and Output. We should measure input—work requests coming through the door—to determine
where resources and energies are being directed. Then, we need to gauge output—the real cost of the work we
actually do—to determine payback on expenditure of resources and energies.
Back to Our Engineering Roots: Re-learning the Art and Science of Measuring IT
Surveys show that only 33 percent of internal IT providers actually measure the processes—the work—around
infrastructure management, despite the fact that work tracking is critical to any and all business departments.
Finance tracks cash flow, return on equity and share price; Accounts Receivable tracks outstanding payables;
Accounts Payable tracks invoices produced and cash commitments; Sales tracks the number of sales calls, new
customers and new revenue; Manufacturing tracks the number of widgets produced monthly…and the list goes on.
|3| 866.779.4369 › info@infocrossing.com
4. WH ITE PAPER
Think of an IT organization as the equivalent of a contemporary factory, and you realize there are a number of
categories and activities (inputs and outputs) that can and should be measured. In the same way a manufacturing
facility conducts a process of demand management, an IT organization needs to measure work in order to:
• easure and categorize the work activities an IT organization performs as a first step toward choosing the
M
kind of work an IT organization wants its highly-skilled personnel to do. (Remember, it’s all about the work!)
• etermine which work might be deemed “common” and could be outsourced, rather than performed by
D
highly skilled internal engineers.
• ecide which work should be outsourced because internal IT providers “don’t do enough of it to be really good
D
at it,” thus increasing input and decreasing output. An outsourcer specializing in this work decreases input and
increases output.
What services do you currently outsource?
1.__________________________________________________
2.__________________________________________________
3.__________________________________________________
4.__________________________________________________
5.__________________________________________________
Based on the previous bulleted points, which services do you think you should be outsourcing?
1.__________________________________________________
2.__________________________________________________
3.__________________________________________________
4.__________________________________________________
5.__________________________________________________
What Comes In, Must Go Out
A first, important step toward determining where your resources and energies are being directed, is to create
one common, overarching work-tracking system—a way of capturing all work requests, which translates
to input about the work you do. Without all that data, there’s no way to come to conclusions about that work.
In our case at Sunoco, that meant processing all requests through a central help desk. However, before we began
the consolidation process at Sunoco, we actually had 14 competing help desks across the organization, making it
impossible to develop a clear picture of the amount and kind of work we were doing.
So, before trying to measure the work your organization does, ask yourself this simple question:
How many work-tracking systems—both formal such as help desks and informal such as verbal requests—are
currently competing with one another across your company?
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Make a list of formal work-tracking systems:
1.__________________________________________________
2.__________________________________________________
3.__________________________________________________
4.__________________________________________________
5.__________________________________________________
Make a list of informal work-tracking systems:
1.__________________________________________________
2.__________________________________________________
3.__________________________________________________
4.__________________________________________________
5.__________________________________________________
If your answer includes more than one worktracking system, then you have too many and it’s time to consolidate.
In Sunoco’s case, we chose to consolidate under one help desk system, with all data then being fed into a decision
support system working in parallel. In fact, the OLAP (Online Analytical Processing) technology we needed to build
the system was actually in use in other areas of our company, eliminating the need to invest in new technology.
What system could you use as a single, overarching work-tracker?
1.__________________________________________________
2.__________________________________________________
3.__________________________________________________
4.__________________________________________________
5.__________________________________________________
Note: All too often the “Shoemaker’s Children” rule applies to IT. While business users across the organization
have access to the most up-to-date analytical technology, IT often works with less-than-perfect-tools. So make
it a point to find out what technology exists in the organization and select the most appropriate to assist you in
closing the analysis gap.
What technologies already exist in your organization that you could use to analyze data?
1.__________________________________________________
2.__________________________________________________
3.__________________________________________________
4.__________________________________________________
5.__________________________________________________
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Dealing with the Deluge of Data
Once you’ve created one common work-tracking system, you need to ask yourself another key question:
How do we categorize the work requests that come into our system?
If you’ve thought about this question at all, you’ve probably realized that you categorize work requests in a multitude
of different ways. You may group them by service vertical—for example, desktops, servers, mainframes or wireless;
and/or by business division; and/or by geography. In order to avoid being drowned in an incomprehensible flood
of data, so you might truly understand the nature of the work you do, you need a more efficient means of
categorization—one that cuts across the whole range of subcategories, including service verticals, business
divisions and geography.
What are the ways you categorize work that comes into your organization?
1.__________________________________________________
2.__________________________________________________
3.__________________________________________________
4.__________________________________________________
5.__________________________________________________
When we thought about the common elements in all the work, we realized that—at the highest level—there
were really only three main categories of work requests break/fix requests, service requests, and projects.
• Break/Fix Requests
• Service Requests
• Projects
You may decide the work of your organization breaks out into slightly different categories. The important thing is
to find those categories that best define the work you do—across all service verticals, divisions and locations.
These categories can begin to define your service levels.
For example, if a finance manager needs to get his desktop online to close books at the end of the month, that’s a
Break/Fix Request—it takes high priority. On the other hand, adding a new user to the system takes lower priority—it
is simply a Service Request.
By taking all the “noise” out of your work categorization, you can begin to get a true and objective picture of how
your resources are actually being allocated. Remember, these service levels cut across all verticals, so you finally have
an unobstructed view of what areas are consuming your most valuable resources—the time of your talented and
highly paid engineers.
Here’s another important point: When you have an objective, unemotional way of categorizing work requests (input) and
service requested and delivered (output), you can talk to managers on the business side of the house in a language they
can understand. You finally have a way to explain strategy and the process of justifying costs.
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What categories could you use to cut across all your current categories?
1.__________________________________________________
2.__________________________________________________
3.__________________________________________________
4.__________________________________________________
5.__________________________________________________
Standardization is Not a Dirty Word
As we began to work within our new service levels, we quickly learned that we were spending a full 70 percent of
our time on desktop service, and that it took an average of three visits to resolve a desktop user’s problem. Why?
Until that point, users had been able to download any programs they wanted from the Internet. And the desktop
technicians had no hard and fast rules regarding desktop configurations.
So we locked down our PC fleet, establishing a series of standard operating environments for various classes of
users, so the users would be working with common environments and desktop technicians knew what to expect
when dispatched. This approach also allowed us to begin the process of remote access for problem resolution,
lowering the cost of dispatch services by 23 percent in the first year.
Remember the factory metaphor: An IT organization is like a modern factory, with inputs, outputs and a set of
standard products and services.
What services and/or environments could you standardize to improve performance
for users and reduce service calls?
1.__________________________________________________
2.__________________________________________________
3.__________________________________________________
4.__________________________________________________
5.__________________________________________________
The Road Less Traveled
So, here’s the route we took to get to this higher ground, where we were beginning to free our talented engineers
for the more important work of strategic planning:
• Created common work-tracking system.
• Employed process analysis to better understand data.
• reated high-level means of categorizing requests, cutting across all service areas. These categories became
C
service levels.
• Developed common service processes and products.
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Becoming Mapmakers
Introduction
As you begin to institute common processes and services, your talented engineers will finally have more time
for the work you’re really paying them for—planning IT strategy that will lead to real competitive advantage.
This process will inevitably lead to decisions about which functions you should outsource and which should be
stamped “in-house.”
Technology Roadmapping
Now that you have a clear, objective picture of both input and output, you can develop a landscape view of the
current state of both your infrastructure and IT services. This should encompass both hardware and software,
and should include such issues as:
• Latest release
• When you expect your next release
• Whether or not you’re meeting deadlines
• Current state of the infrastructure, including where updates are required
This current state assessment becomes your “As Is.” Using this as a starting point, you can then begin to plot
a course to your optimal future point, your “To Be.”
AS IS____________ ___________ ___________ _ _________TO BE
_
Notice that there are breaks in the line running from the AS IS to the TO BE, representing stops along the way.
One of the best things about this kind of linear planning is that you can decide whether to stop or breeze by
any of these points along the way.
For instance, when we began to update our PC fleet, Windows 2000 had only 18 months left in its lifecycle.
So, rather than invest in 2000 for the short-term, we skipped past it and targeted XP for the long-term.
Roadmapping proves an incredibly valuable tool for conversations with business managers around costs:
“This is where we need to be, and these are the investments we need to make to get there.”
It is an objective, unemotional tool for cost justification.
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And roadmapping, when applied to specific technologies or services, is immensely useful as a tool for making
decisions about outsourcing. If there are too many stops (read: costs) along the way to reach the desired TO
BE state, it’s time to consider outsourcing. Then, once you make a decision to go with an outsourcer, it helps
you track progress along the route to your TO BE destination.
Create your own roadmap. In the space below, create a technology roadmap for one of your services (for
instance, desktop, server or wireless), listing technologies you need to apply to reach your desired “To Be”
state. Then ask one of your engineers to create a map of his own. Then compare the two maps.
Your Roadmap:
As Is________________________________________________________________________________________
___________________________________________________________________________________________
___________________________________________________________________________________________
______________________________________________________________________________________ To Be
Your Engineer’s Roadmap:
As Is________________________________________________________________________________________
___________________________________________________________________________________________
___________________________________________________________________________________________
______________________________________________________________________________________ To Be
The Technology Maturity Continuum
Another important planning tool is the Technology Maturity Continuum. Like roadmapping, building a continuum
helps you see where your organization sits in relation to the state of technology in the market as a whole.
Here’s how the continuum works:
When a technology first enters the marketplace, its penetration is low and costs high. Then, as penetration and
maturity increase over time, related costs decrease. Sometimes, your own continuum maps pretty closely to the
market and sometimes it diverges widely.
For example, when email first entered the market it was the domain of a few IT professionals, researchers and
academicians, so penetration was low and costs high. Over the past few decades, email has become literally
ubiquitous, making individual users’ cost extremely low. That should mean that an IT organization’s costs for
maintaining an email system will be just as low. Well, not necessarily.
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In our case, we realized that, because of the ever-growing and constantly changing security concerns around email,
we were really at a lower point on the maturity continuum than seemed immediately apparent. In order to raise
our position relative to the marketplace, we would have to make significant investments in new technology. That
made email a great candidate for an outsourcing arrangement, where we could take advantage of the vendor’s
advanced technology.
In the space below, create a Technology Maturity Continuum of your own for one of your services, taking into
account technologies you need to integrate to reach the market’s maturity level.
Technology Maturity Continuum Your Technology Maturity Continuum
HIGH
Costs
Penetration
LOW
TIME
Financial Metrics
As you begin to better understand the cost of providing various services, your budgeting process will change
and go through a recategorization process of its own. That really involves moving budget items within accounts
to gain a true picture of the real, unit cost of a service.
For example, we initially lumped all software licenses—mainframe, server and PC—together. But we eventually
realized that, in order to arrive at the true, Total Cost of maintaining a PC, we had to break out the cost of
software licenses from the software budget to arrive at our total cost.
Over time—as you learn more about your work—your cost categories may change. That’s alright; don’t be afraid
to move a budget item from one column to another if it helps give you a more accurate view of a service’s Total
Cost. For an example see Figure 1, Computing the Total, Monthly Cost of Maintaining a PC, on the following page.
Besides helping you get a true picture of costs—and hopefully controlling them better—determining a total unit
cost is another tool for making outsourcing decisions. If a vendor can offer you a better unit cost, it certainly makes
sense to consider outsourcing the service.
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Systems Operations Typical Client Services Per Seat Cost
(Provisioning and Support)
Annualized Total Hardware Software Total One Annual Monthly
Common Per Seat Run Rate Seats Cost License Time Costs Service Per Seat
Cost Catagories
Costs and/or Cost
Maintenance
Common Per Seat
LAN Client Access License (CAL) $ - 6,364 $0.00 $0.00 $0.00
Exchange Client Access License (CAL) $ - 6,364 $0.00 $0.00 $0.00
Microsoft Productivity Suite (Office) $ - 6,364 $0.00 $0.00 $0.00
Outlook $0.00 $0.00 $0.00
Word $0.00 $0.00 $0.00
Excel $0.00 $0.00 $0.00
Power Point $0.00 $0.00 $0.00
Access $0.00 $0.00 $0.00
PCOM-Mainframe Access $ - 1,100 $0.00 $0.00 $0.00
Communications (~20% of users)
CITRIX-LAN Application Access $ - 5,091 $0.00 $0.00 $0.00
Communications (~20% of users –
concurrent licensing)
Desktop Operations Middleware $ - 5,091 $0.00 $0.00 $0.00
Anti-Virus $ - 6,364 $0.00 $0.00 $0.00
Subtotal Software Costs $0.00 $0.00 $0.00
Common Client Services
Exchange Services $ - 8,763 $0.00 $0.00 $0.00
(including Blackberry Services)
Internet Services $ - 6,364 $0.00 $0.00
Helpdesk Services $ - 5,820 $0.00 $0.00
Desktop:
Administration (Access Data $ - 6,364 $0.00 $0.00
Mgmt; Procurement, Messaging
and Project Coordination)
Desktop Operations (Integration $ - 5,611 $0.00 $0.00
Testing; Release Distribution;
Engineering)
Desk Side $ - 4,858 $0.00 $0.00
YBC Equipment Disposal $ - 6,364 $0.00 $0.00
Subtotal Services Costs $0.00 $0.00 $0.00
Common Mobile Services
Mobile Operations Middleware $ - 297 $0.00 $0.00 $0.00 $0.00
Mobile Support Services $ - 297 $0.00 $0.00
Subtotal Mobile Services Costs $0.00 $0.00 $0.00
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Think about one of your services. What additional costs do you need to apply to this service to arrive at its
true, Total Cost? (For, example software licenses are one of the true costs of maintaining a desktop.)
1.__________________________________________________
2.__________________________________________________
3.__________________________________________________
4.__________________________________________________
5.__________________________________________________
Annualized Budget Impact
Annualized Total Hardware Software Total One Annual Monthly
Common Per Seat Run Rate Seats Cost License Time Costs Service Per Seat
Cost Catagories
Costs and/or Cost
Maintenance
Typical Common
Equipment Costs
Desktop including Monitor $ - $0.00 $0.00 $0.00 $0.00
Accessories (60 month depreciation
Laptop docking including monitor and $ - $0.00 $0.00 $0.00 $0.00
accessories (48 month depreciation)
Laptop mobile including accessories $ - $0.00 $0.00 $0.00 $0.00
(48 month depreciation)
Desktop Monthly Per Seat Cost $0.00
Laptop Docking Monthly Per Seat Cost $0.00
Laptop Mobile Monthly Per Seat Cost $0.00
Figure 1.
*
Note that we deleted real dollar amounts for this publication
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The New Work of
Managing the Change
Introduction
Any process-particularly one as all-encompassing as a transition to a multi-sourcing model of service delivery-is
accompanied by change. But change doesn’t have to disrupt your processes or derail you on your journey.
Change Management
As processes are re-engineered and outsourcing relationships initiated, change management—part of the “new
work” your internal talent will be undertaking as you bring in vendors—will be required. Remember technology
assessment and process-building is like working on a car while the engine is running. It will be necessary to build
the right change management process for a particular organization at a given point in time.
To a large extent, change is managed through constant communication, both internally and externally with
your vendors. Consider establishing a Change Management Committee, with regular meetings and members
representing various services, business divisions and vendors, which should keep everyone involved and fully
informed about changes taking place. And look at establishing a set of Change Management Rules, which will
establish priorities and provide means of dealing with emergencies and negative reactions to change.
Vendor Management
Vendor management also falls under the “new work” category. Again, the key word in vendor management is
communication. Be sure your vendors are communicating effectively with you and one another, so services are
being delivered in an effective, integrated way. Obviously, your task will be much easier in this regard if vendors
can provide multiple services.
Then, if you assign internal providers the tasks of managing vendors in their specialty areas, you are ensuring
that they will be invested in making the relationships successful.
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Reaching the End State
Introduction
When we had made it to the end of our journey, we realized we had all the information we needed to make truly
informed decisions about which services to outsource and which to keep in-house. But, more importantly we’d
significantly improved the way we delivered services.
Reaching the End State
When you’ve made it to the end of your journey, you will have a true picture of what the work you do looks like
and costs and—most importantly—how it should change to really benefit your company. After you’ve made the
right changes—and brought in the right vendors—you’ll be doing more work with less people and resources.
And, it will finally be the right kind of work.
Now, go back and answer again the questions we posed on Page 4.
What services do you currently outsource?
1.__________________________________________________
2.__________________________________________________
3.__________________________________________________
4.__________________________________________________
5.__________________________________________________
Which services do you think you should be outsourcing?
1.__________________________________________________
2.__________________________________________________
3.__________________________________________________
4.__________________________________________________
5.__________________________________________________
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About Infocrossing
Infocrossing, a Wipro company, is a provider of IT outsourcing and business processing solutions, delivering the
computing platforms and proprietary systems that enable companies—regardless of industry—to process data
and share information within their business and between their customers, suppliers and distribution channels.
Leading companies reduce costs and improve system delivery by leveraging Infocrossing for server (mainframes,
midrange, open system) and network management; healthcare IT and BPO; managed messaging support; and
enterprise application services. Founded in 1984, Infocrossing and its subsidiaries became indirect, wholly owned
subsidiaries of Wipro Limited in 2007.
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