The Fundamentals of Outsourcing based on the 2010 TechNexxus Approach and TechNexxus Processes. A lot has changed since 2010, but when we reviewed this presentation from 2010 while crafting our latest generation processes, we realized there is a substantial amount of information in here that could be of value today. We'd be glad to compare and contrast the needs of businesses in 2010 vs today if anyone wants to start the discussion.
The document provides guidance on writing successful business cases that can obtain approval and funding. It emphasizes that business cases should be measurable and backed by evidence. Key points include:
- Business cases should justify a project's value, risks, priorities and benefits in a concise yet informative manner (typically 2-3 pages).
- They must demonstrate how the project aligns with organizational strategy and quantify expected financial and non-financial impacts such as increased revenue, cost savings, risk reductions and compliance gains.
- Assumptions should be supported by facts and benefits must be measurable both during and after project implementation through key performance indicators.
- High-quality business cases will consider alternative options, include input from finance and procurement
Trends in Outsourcing & Offshoring in the Financial Services Industry 2008-20...newtonsa1
Financial Services companies continue to face headwinds in the global marketplace. Whilst outsourcing activity has not returned to the levels it enjoyed pre-Credit Crunch we are starting to see signs of strengthening demand across North America, EMEA and Asia-Pacific. The third edition of Elix-IRR’s report on Trends in Outsourcing and Offshoring in the Financial Services Industry examines developments in the market since 2011 and the key deal activity which has taken place. We once again assess the health of outsourcing in Financial Services by geography and by domain as well as applying particular scrutiny to the ever-increasing pressure of global regulation and the role of service management in ensuring that outsourcing contributes to the achievement of strategic goals. And because of our longstanding commitment to Africa we return to the continent with fresh insights to the health of the market there, particularly supplier activity in the region.
Outsource Ace is a leading contact center providing outsourced services to large, medium, and small enterprises across industries such as insurance, customer service, real estate, telecom, and others. It was founded in 2009 with a goal of being one of the best contact centers worldwide. Outsource Ace has grown from 4 employees to over 80 currently through its business process outsourcing model. The company utilizes state-of-the-art infrastructure and technology, along with rigorous training and quality control processes, to ensure high-quality customer service is delivered for its clients.
Risk Leadership Perspectives Breakfast Risk Manager of the Year Karl Daveykarld
- Leighton Contractors is one of Australia and New Zealand's largest contractors, operating across construction, resources, telecommunications and other industries. It has more than trebled in size in recent years to over $12.5 billion in work.
- The company aims to implement an enterprise-wide approach to formalized risk and opportunity management to improve performance, develop a risk-aware culture, and provide additional value to clients.
- It has rolled out a common risk management process and software system across its projects and operations to facilitate identification, assessment, and proactive management of risks and opportunities.
The "Asset Life Cycle, Cost Estimating and the CCRG (Cost Construction Reporting Guide 2005)" was an educational seminar provided as a joint panel offered through the Alberta Assessors Association in their 2015 annual conference. This learning opportunity was organized with the sole objective to share with the audience the best practices when reporting construction projects for property tax rendition purposes. We delved into the legal framework, the segregation of included versus excluded costs and the challenges Owners face while executing industrial projects.
Better business cases overview presentation - 5 Case ModelTraining Bytesize
Training Bytesize provides project management training and certification courses. They offer courses in PRINCE2, Agile, Better Business Cases, and other topics. Training Bytesize trains over 350 students per month and has offices in the UK, Australia, and partnerships in Europe. They provide classroom, blended, and online training. Better Business Cases training helps organizations justify projects and make better investment decisions, with potential savings of £200-300 million per year for the UK public sector. The course covers the Five Case Model and how to develop strategic cases, outline cases, and full business cases to assess needs, options, and ensure successful project delivery.
The document discusses creativity and innovation, providing frameworks and processes to build capability and drive growth. It outlines an innovation model and roadmap, highlighting data sources, relationships, and how to use the DMAIC process for idea generation. Metrics and measures for innovation are also presented, including financial, project performance, process performance, and market launch indicators. The overall goal is to establish innovation as a core competency and strategic imperative.
The document provides guidance on writing successful business cases that can obtain approval and funding. It emphasizes that business cases should be measurable and backed by evidence. Key points include:
- Business cases should justify a project's value, risks, priorities and benefits in a concise yet informative manner (typically 2-3 pages).
- They must demonstrate how the project aligns with organizational strategy and quantify expected financial and non-financial impacts such as increased revenue, cost savings, risk reductions and compliance gains.
- Assumptions should be supported by facts and benefits must be measurable both during and after project implementation through key performance indicators.
- High-quality business cases will consider alternative options, include input from finance and procurement
Trends in Outsourcing & Offshoring in the Financial Services Industry 2008-20...newtonsa1
Financial Services companies continue to face headwinds in the global marketplace. Whilst outsourcing activity has not returned to the levels it enjoyed pre-Credit Crunch we are starting to see signs of strengthening demand across North America, EMEA and Asia-Pacific. The third edition of Elix-IRR’s report on Trends in Outsourcing and Offshoring in the Financial Services Industry examines developments in the market since 2011 and the key deal activity which has taken place. We once again assess the health of outsourcing in Financial Services by geography and by domain as well as applying particular scrutiny to the ever-increasing pressure of global regulation and the role of service management in ensuring that outsourcing contributes to the achievement of strategic goals. And because of our longstanding commitment to Africa we return to the continent with fresh insights to the health of the market there, particularly supplier activity in the region.
Outsource Ace is a leading contact center providing outsourced services to large, medium, and small enterprises across industries such as insurance, customer service, real estate, telecom, and others. It was founded in 2009 with a goal of being one of the best contact centers worldwide. Outsource Ace has grown from 4 employees to over 80 currently through its business process outsourcing model. The company utilizes state-of-the-art infrastructure and technology, along with rigorous training and quality control processes, to ensure high-quality customer service is delivered for its clients.
Risk Leadership Perspectives Breakfast Risk Manager of the Year Karl Daveykarld
- Leighton Contractors is one of Australia and New Zealand's largest contractors, operating across construction, resources, telecommunications and other industries. It has more than trebled in size in recent years to over $12.5 billion in work.
- The company aims to implement an enterprise-wide approach to formalized risk and opportunity management to improve performance, develop a risk-aware culture, and provide additional value to clients.
- It has rolled out a common risk management process and software system across its projects and operations to facilitate identification, assessment, and proactive management of risks and opportunities.
The "Asset Life Cycle, Cost Estimating and the CCRG (Cost Construction Reporting Guide 2005)" was an educational seminar provided as a joint panel offered through the Alberta Assessors Association in their 2015 annual conference. This learning opportunity was organized with the sole objective to share with the audience the best practices when reporting construction projects for property tax rendition purposes. We delved into the legal framework, the segregation of included versus excluded costs and the challenges Owners face while executing industrial projects.
Better business cases overview presentation - 5 Case ModelTraining Bytesize
Training Bytesize provides project management training and certification courses. They offer courses in PRINCE2, Agile, Better Business Cases, and other topics. Training Bytesize trains over 350 students per month and has offices in the UK, Australia, and partnerships in Europe. They provide classroom, blended, and online training. Better Business Cases training helps organizations justify projects and make better investment decisions, with potential savings of £200-300 million per year for the UK public sector. The course covers the Five Case Model and how to develop strategic cases, outline cases, and full business cases to assess needs, options, and ensure successful project delivery.
The document discusses creativity and innovation, providing frameworks and processes to build capability and drive growth. It outlines an innovation model and roadmap, highlighting data sources, relationships, and how to use the DMAIC process for idea generation. Metrics and measures for innovation are also presented, including financial, project performance, process performance, and market launch indicators. The overall goal is to establish innovation as a core competency and strategic imperative.
PrideOne Events | Transforming The Contingent Workforce Ecosystem Into A Comp...Allen Yesilevich
The consultant and freelance economies show no signs of slowing down. These trends create tremendous opportunities, as well as risks, for employers. Learn best practices for navigating the contingent workforce ecosystem- creating cost-savings and leveraging workforce flexibility while avoiding issues such as worker misclassification and rogue spend. Executing on this approach now requires a team effort among all stakeholders involved. @KateGoss @BryanPena @JimLanzalotto @KellyShea @NoahGold
Given the rate of change and budget pressures today, many organizations do not invest the time or resources to develop a traditional strategic facility plan. However, an agile management approach can be used to leverage available information so executives and facility staff can be confident that they have the right facilities in place and they are making good investment decisions.
Benchmarking is a continuous improvement practice used by many facilities managers as a cost effective way to identify potential opportunities and implement proven practices. This presentation will describe how facility managers can get value from each step in the benchmarking process.
ITIL Demand Management: why August is a bad time for a presentationHigherEdITMgt
Demand management, the ITIL Service Strategy counterpoint to capacity management, explains a big part of why we’re all busy in August. This presentation will highlight the costs of ineffective demand management, connect ITIL demand management to the Lean manufacturing’s concept of “mura,” and then show techniques for how to understand and communicate demand to IT staff, how to plan for demand, and how to influence demand in a higher education environment.
Contingent Workforce Management Benchmark ReportCXC Global A/NZ
The Contingent Workforce Management Benchmark Report was originally presented by Jenni Nelson, Principal Consultant at HCMS for the ATC's Flexible Workforce Conference in Sydney, Australia.
InvestTech FTF Webinar Managing Alternatives at a Traditional Asset Managemen...Pamela Bloom
This document discusses challenges faced by traditional asset managers in managing alternative investments and potential solutions. It defines alternative investments and notes trends driving larger allocations to alternatives. Key challenges include finding knowledgeable staff, complex processes, and technology not natively supporting alternatives. Best practice solutions include assessing insourcing vs outsourcing, selecting specialized solutions, expanding data models, implementing business intelligence, and governing data quality. Outsourcing the investment value chain and landscape of outsourcing providers with strong alternative offerings are also reviewed.
Kamal Sanghani has over 15 years of experience leading global programs, projects, and portfolios in various industries including banking, financial services, insurance, retail, healthcare, and telecom. He has a track record of successfully managing transformations, transitions, and IT implementations involving hundreds of resources across multiple countries. Some of his skills include program management, PMO leadership, business analysis, relationship management, and delivering projects on time and on budget. He currently works as a senior program manager on identity and access management projects for Wells Fargo.
This document discusses strategic portfolio management for IT. It covers several topics:
1. Understanding business goals and operating models to align IT strategy. There are four types of business operating models with varying degrees of process integration and standardization.
2. Developing a prototypical organization structure with roles like architects, service leaders, and project managers to manage the IT portfolio and demand.
3. Prioritizing projects based on cost, value, and alignment with business strategy using an annual planning model.
4. Establishing architecture principles and funding models to guide decisions as a responsible steward of resources.
This Slideshare presentation is a partial preview of the full business document. To view and download the full document, please go here:
http://flevy.com/browse/business-document/business-case-development-framework-199
The Business Case is an instrumental tool in both justifying a project (requiring a capital budgeting decision), as well as measuring the project's success. The Business Case model typically takes the form of an Excel spreadsheet and quantifies the financial components of the project, projecting key metrics for making any important business decision: Net Present Value (NPV), Return on Investment (ROI), Payback Period, Cost of Investment.
If a project has been justified by the Business Case (both financially and non-financially) and receives the go-ahead from executives, the Business Case model is then continuously maintained and adjusted to track the project?s progress against the initial financial projections and assumptions. This model then becomes a working document used during the project management process.
This toolkit will detail the process of creating a robust Business Case. It also includes a working sample Business Case model (in Microsoft Excel).
This document discusses business architecture and provides guidance on how to approach it. It begins by defining business architecture as the structure and narrative of a business. It recommends starting with the business model and developing capability maps to understand how the business operates. It cautions that business architecture is its own distinct discipline and should not be viewed only as aspects of the business not related to IT. The document also provides advice on looking upward to understand the broader context, downward to implement the business model effectively, and sideways to connect all parts of the architecture. It emphasizes the importance of aligning the architecture to the vision, values, and principles of the enterprise.
The document discusses competitive intelligence gathering and provides a framework for understanding it. It defines competitive intelligence as business information used to manage risks from internal and external forces. The framework includes situational, organizational, and information dimensions to guide intelligence needs, sources, use, and results. It outlines the intelligence process of defining needs, collecting data, analyzing, disseminating, and reviewing. Various tools and techniques are also described like competitor analysis, market intelligence, and environmental assessment to support decision making. Finally, it discusses risks, opportunities, and developing an action plan to implement competitive intelligence.
This document discusses conducting market research and analysis to evaluate the feasibility of bringing a new product or service to market. It outlines several key areas of focus for market research, including market entry strategies, competitive landscape analysis, customer insights, and market sizing and segmentation. Examples of market data that could be collected are also provided, such as information on industries, competitors, products, customer support, and testing. The overall goal of the research is to inform strategic planning and market entry decisions.
In this business analysis training session, you will learn Enterprise Analysis. Topics covered in this course are:
• Enterprise Analysis
• What is Enterprise Analysis
• Why Enterprise Analysis
• Different Architectures
• Enterprise Analysis Activities
• Techniques Used to Define a Business Need
• Techniques Used to assess Capability Gaps
• Techniques Used to Determine Solution Approach
• Techniques Used to Define Solution Scope
• Techniques Used to Define a Business Case
• SWOT Analysis
• GAP Analysis
• Feasibility Study
• Root Cause Analysis
To know more, visit this link: https://www.mindsmapped.com/courses/business-analysis/become-a-business-analyst-hands-on-practice-with-real-life-templates/
In this business analysis training session, you will learn about Enterprise Analysis. Topics covered in this course are:
• Enterprise Analysis
• What is Enterprise Analysis
• Why Enterprise Analysis
• Different Architectures
• Enterprise Analysis Activities
• Techniques Used to Define a Business Need
• Techniques Used to assess Capability Gaps
• Techniques Used to Determine Solution Approach
• Techniques Used to Define Solution Scope
• Techniques Used to Define a Business Case
• SWOT Analysis
• GAP Analysis
• Feasibility Study
• Root Cause Analysis
To know more, visit this link: https://www.mindsmapped.com/courses/business-analysis/become-a-business-analyst-hands-on-practice-with-real-life-templates/
When assessing the possibility to in- or outsource often matrixes are used. The two axes of a matrix are however hardly sufficient to capture the complexity of a sourcing decision. More effective are so called sourcing decision trees. This presentations outlines one of them.
Companies with distributed field operations have a complicated challenge in trying to balance the costs of their facilities and their business travel. Modeling the combination of travel and property allows optimization of an entire set of service territories with respect to cost, response time, and/or CO2 footprint.
Contingent Workforce and Services Procurement – The Overlooked OpportunitySAP Ariba
With contingent workforce (including SOW-based projects / services and independent contractors) expected to grow by nearly 30% over the next three years, leading companies will need a clear strategy to improve compliance and the intelligence of their spend decisions within this category. The evolution of contingent workforce requires that enterprises build a multifaceted program that can address spend, supplier, risk and talent management capabilities.
Join Christopher J. Dwyer, research director at Ardent Partners, and a customer panel as they discuss the viability of this unique complex spend category and the opportunities available for organizations today to develop programs that can drive true strategic value from contingent workforce management.
Learn more about Ariba LIVE at http://spr.ly/LIVE2014LV-d
Business Architecture is a multi dimensional discipline primarily focused on organizational structure and performance in terms of business strategy, business functions, capabilities, roles and their relationships. Implementing and executing Business Strategy goals is among Business Architecture’s focus areas.
This presentation and discussion will focus on Strategic planning relationship with Business Architecture. Employing Business Architecture techniques, Corporate Planners can translate business strategy goals into actions, identify critical areas of enterprise change and transformation while identifying and mitigating related risks.
Organization 2005 was a strategic initiative by Procter & Gamble to restructure the company and create new VRIN resources to drive growth. It aimed to accelerate innovation, decision-making and profit creation by shifting from regional to global business units focused on products. This was meant to eliminate bureaucracy, increase accountability and exploit opportunities through bolder product development and global rollouts. The initiative sought to change P&G's culture, processes and structure to encourage more risk-taking, innovation and speed in order to address losses and competitive challenges.
NetIQ is an enterprise software company that provides identity and access management, security, and data center management products. Atlas Systems developed a risk and security compliance dashboard application for NetIQ that aggregates security metrics from customers' IT systems and maps them to relevant policies and regulations. The dashboard displays this information in a powerful yet easy-to-understand web interface for compliance management and IT risk analysis. Atlas architects and engineers designed, developed, and provide ongoing support for the NetIQ Risk and Compliance Center and security product suite. The solution centralizes customers' security information to demonstrate regulatory compliance, deliver ongoing risk analysis, and make critical data more accessible and actionable for management.
PrideOne Events | Transforming The Contingent Workforce Ecosystem Into A Comp...Allen Yesilevich
The consultant and freelance economies show no signs of slowing down. These trends create tremendous opportunities, as well as risks, for employers. Learn best practices for navigating the contingent workforce ecosystem- creating cost-savings and leveraging workforce flexibility while avoiding issues such as worker misclassification and rogue spend. Executing on this approach now requires a team effort among all stakeholders involved. @KateGoss @BryanPena @JimLanzalotto @KellyShea @NoahGold
Given the rate of change and budget pressures today, many organizations do not invest the time or resources to develop a traditional strategic facility plan. However, an agile management approach can be used to leverage available information so executives and facility staff can be confident that they have the right facilities in place and they are making good investment decisions.
Benchmarking is a continuous improvement practice used by many facilities managers as a cost effective way to identify potential opportunities and implement proven practices. This presentation will describe how facility managers can get value from each step in the benchmarking process.
ITIL Demand Management: why August is a bad time for a presentationHigherEdITMgt
Demand management, the ITIL Service Strategy counterpoint to capacity management, explains a big part of why we’re all busy in August. This presentation will highlight the costs of ineffective demand management, connect ITIL demand management to the Lean manufacturing’s concept of “mura,” and then show techniques for how to understand and communicate demand to IT staff, how to plan for demand, and how to influence demand in a higher education environment.
Contingent Workforce Management Benchmark ReportCXC Global A/NZ
The Contingent Workforce Management Benchmark Report was originally presented by Jenni Nelson, Principal Consultant at HCMS for the ATC's Flexible Workforce Conference in Sydney, Australia.
InvestTech FTF Webinar Managing Alternatives at a Traditional Asset Managemen...Pamela Bloom
This document discusses challenges faced by traditional asset managers in managing alternative investments and potential solutions. It defines alternative investments and notes trends driving larger allocations to alternatives. Key challenges include finding knowledgeable staff, complex processes, and technology not natively supporting alternatives. Best practice solutions include assessing insourcing vs outsourcing, selecting specialized solutions, expanding data models, implementing business intelligence, and governing data quality. Outsourcing the investment value chain and landscape of outsourcing providers with strong alternative offerings are also reviewed.
Kamal Sanghani has over 15 years of experience leading global programs, projects, and portfolios in various industries including banking, financial services, insurance, retail, healthcare, and telecom. He has a track record of successfully managing transformations, transitions, and IT implementations involving hundreds of resources across multiple countries. Some of his skills include program management, PMO leadership, business analysis, relationship management, and delivering projects on time and on budget. He currently works as a senior program manager on identity and access management projects for Wells Fargo.
This document discusses strategic portfolio management for IT. It covers several topics:
1. Understanding business goals and operating models to align IT strategy. There are four types of business operating models with varying degrees of process integration and standardization.
2. Developing a prototypical organization structure with roles like architects, service leaders, and project managers to manage the IT portfolio and demand.
3. Prioritizing projects based on cost, value, and alignment with business strategy using an annual planning model.
4. Establishing architecture principles and funding models to guide decisions as a responsible steward of resources.
This Slideshare presentation is a partial preview of the full business document. To view and download the full document, please go here:
http://flevy.com/browse/business-document/business-case-development-framework-199
The Business Case is an instrumental tool in both justifying a project (requiring a capital budgeting decision), as well as measuring the project's success. The Business Case model typically takes the form of an Excel spreadsheet and quantifies the financial components of the project, projecting key metrics for making any important business decision: Net Present Value (NPV), Return on Investment (ROI), Payback Period, Cost of Investment.
If a project has been justified by the Business Case (both financially and non-financially) and receives the go-ahead from executives, the Business Case model is then continuously maintained and adjusted to track the project?s progress against the initial financial projections and assumptions. This model then becomes a working document used during the project management process.
This toolkit will detail the process of creating a robust Business Case. It also includes a working sample Business Case model (in Microsoft Excel).
This document discusses business architecture and provides guidance on how to approach it. It begins by defining business architecture as the structure and narrative of a business. It recommends starting with the business model and developing capability maps to understand how the business operates. It cautions that business architecture is its own distinct discipline and should not be viewed only as aspects of the business not related to IT. The document also provides advice on looking upward to understand the broader context, downward to implement the business model effectively, and sideways to connect all parts of the architecture. It emphasizes the importance of aligning the architecture to the vision, values, and principles of the enterprise.
The document discusses competitive intelligence gathering and provides a framework for understanding it. It defines competitive intelligence as business information used to manage risks from internal and external forces. The framework includes situational, organizational, and information dimensions to guide intelligence needs, sources, use, and results. It outlines the intelligence process of defining needs, collecting data, analyzing, disseminating, and reviewing. Various tools and techniques are also described like competitor analysis, market intelligence, and environmental assessment to support decision making. Finally, it discusses risks, opportunities, and developing an action plan to implement competitive intelligence.
This document discusses conducting market research and analysis to evaluate the feasibility of bringing a new product or service to market. It outlines several key areas of focus for market research, including market entry strategies, competitive landscape analysis, customer insights, and market sizing and segmentation. Examples of market data that could be collected are also provided, such as information on industries, competitors, products, customer support, and testing. The overall goal of the research is to inform strategic planning and market entry decisions.
In this business analysis training session, you will learn Enterprise Analysis. Topics covered in this course are:
• Enterprise Analysis
• What is Enterprise Analysis
• Why Enterprise Analysis
• Different Architectures
• Enterprise Analysis Activities
• Techniques Used to Define a Business Need
• Techniques Used to assess Capability Gaps
• Techniques Used to Determine Solution Approach
• Techniques Used to Define Solution Scope
• Techniques Used to Define a Business Case
• SWOT Analysis
• GAP Analysis
• Feasibility Study
• Root Cause Analysis
To know more, visit this link: https://www.mindsmapped.com/courses/business-analysis/become-a-business-analyst-hands-on-practice-with-real-life-templates/
In this business analysis training session, you will learn about Enterprise Analysis. Topics covered in this course are:
• Enterprise Analysis
• What is Enterprise Analysis
• Why Enterprise Analysis
• Different Architectures
• Enterprise Analysis Activities
• Techniques Used to Define a Business Need
• Techniques Used to assess Capability Gaps
• Techniques Used to Determine Solution Approach
• Techniques Used to Define Solution Scope
• Techniques Used to Define a Business Case
• SWOT Analysis
• GAP Analysis
• Feasibility Study
• Root Cause Analysis
To know more, visit this link: https://www.mindsmapped.com/courses/business-analysis/become-a-business-analyst-hands-on-practice-with-real-life-templates/
When assessing the possibility to in- or outsource often matrixes are used. The two axes of a matrix are however hardly sufficient to capture the complexity of a sourcing decision. More effective are so called sourcing decision trees. This presentations outlines one of them.
Companies with distributed field operations have a complicated challenge in trying to balance the costs of their facilities and their business travel. Modeling the combination of travel and property allows optimization of an entire set of service territories with respect to cost, response time, and/or CO2 footprint.
Contingent Workforce and Services Procurement – The Overlooked OpportunitySAP Ariba
With contingent workforce (including SOW-based projects / services and independent contractors) expected to grow by nearly 30% over the next three years, leading companies will need a clear strategy to improve compliance and the intelligence of their spend decisions within this category. The evolution of contingent workforce requires that enterprises build a multifaceted program that can address spend, supplier, risk and talent management capabilities.
Join Christopher J. Dwyer, research director at Ardent Partners, and a customer panel as they discuss the viability of this unique complex spend category and the opportunities available for organizations today to develop programs that can drive true strategic value from contingent workforce management.
Learn more about Ariba LIVE at http://spr.ly/LIVE2014LV-d
Business Architecture is a multi dimensional discipline primarily focused on organizational structure and performance in terms of business strategy, business functions, capabilities, roles and their relationships. Implementing and executing Business Strategy goals is among Business Architecture’s focus areas.
This presentation and discussion will focus on Strategic planning relationship with Business Architecture. Employing Business Architecture techniques, Corporate Planners can translate business strategy goals into actions, identify critical areas of enterprise change and transformation while identifying and mitigating related risks.
Organization 2005 was a strategic initiative by Procter & Gamble to restructure the company and create new VRIN resources to drive growth. It aimed to accelerate innovation, decision-making and profit creation by shifting from regional to global business units focused on products. This was meant to eliminate bureaucracy, increase accountability and exploit opportunities through bolder product development and global rollouts. The initiative sought to change P&G's culture, processes and structure to encourage more risk-taking, innovation and speed in order to address losses and competitive challenges.
NetIQ is an enterprise software company that provides identity and access management, security, and data center management products. Atlas Systems developed a risk and security compliance dashboard application for NetIQ that aggregates security metrics from customers' IT systems and maps them to relevant policies and regulations. The dashboard displays this information in a powerful yet easy-to-understand web interface for compliance management and IT risk analysis. Atlas architects and engineers designed, developed, and provide ongoing support for the NetIQ Risk and Compliance Center and security product suite. The solution centralizes customers' security information to demonstrate regulatory compliance, deliver ongoing risk analysis, and make critical data more accessible and actionable for management.
Jon Trelfa Presentation From Desktop To Web – Getting It RightAjax Experience 2009
The document discusses migrating the Mediaflightplan desktop software to a web-based application in order to reduce piracy, lower maintenance costs, and allow for easier updating; key challenges in developing the web-based version included managing bandwidth usage, ensuring good performance for many simultaneous users, and addressing browser compatibility issues; subsequent versions improved on these issues and provided benefits like eliminating full page reloads and supporting more browsers.
When you are feeling overloaded, instead of pushing harder, a wise thing to do might be to take a short break. As we discussed in one of our previous posts, short breaks can revive your productivity and decrease tension. We looked deeper into the matter and put together some interesting facts, as well as practical advice on how to stay fresh and productive throughout the day. Here’s a guide to productive breaks in our new infographic! www.wrike.com/
This document summarizes the uses of several modal verbs in English including can, can't, could, must, musn't, and should. It explains that can is used to express abilities or possibilities in the present. Can't expresses impossibility or lack of ability now. Could expresses ability, possibility, or polite requests in the past. Must shows obligation or logical deduction about present facts. Musn't expresses prohibition. And should expresses advice or opinion.
healthPERX offers a telehealth benefit that allows users 24/7 access to U.S. board-certified doctors via phone or video consultations for common medical issues. This provides a convenient healthcare option when users can't get to a doctor or don't want to spend the time and money visiting urgent care. Studies show telehealth reduces healthcare costs by decreasing doctor, ER, and urgent care visits. It also reduces absenteeism and increases productivity for businesses. healthPERX aims to drive utilization of telehealth by offering the benefit with no consultation fees and a comprehensive marketing program.
This document discusses interactive narratives and participation. It recommends leaving room for interactivity in stories while ensuring they still work without it. It advises building on existing storytelling techniques and structuring stories to reward varying levels of participant enthusiasm. Interactivity can lower costs through integrated marketing and increase sales via social sharing and engaged advocates. Effective interactive stories make participation easy and meaningful through layered storytelling that motivates both casual and dedicated fans.
A short presentation I gave at a conference in '07 to a group of Managing Partners from large accounting firms on how they could use online marketing to increase their brand awareness and revenues.
Chapter 16 2 Air Masses, Fronts And Weather Maps Andiecharsh
An air mass is a large volume of air that acquires consistent temperature and humidity characteristics based on the region over which it travels. There are four main types of air masses: maritime tropical, continental tropical, maritime polar, and continental polar. Weather fronts occur when different air masses meet, with the denser air mass pushing the less dense air mass. A cold front moves more quickly than a warm front and can produce severe weather like thunderstorms.
The document discusses deadlocks in computer systems. It defines deadlocks and describes the four conditions required for deadlock to occur: mutual exclusion, hold and wait, no preemption, and circular wait. It then discusses different approaches to handling deadlocks, including ignoring the problem, detection and recovery, dynamic avoidance, and prevention by negating one of the four conditions. Detection algorithms using resource graphs are also covered.
The document summarizes the activities of Artha Graha Peduli Foundation in Indonesia. The foundation is part of a private network of companies involved in various businesses across Indonesia. It focuses on corporate social responsibility initiatives including environmental conservation, education, health, disaster relief, and empowering local communities. Some of its key projects involve establishing a 45,000 hectare wildlife conservation area in South Bukit Barisan National Park and developing a seaweed industry and marine conservation efforts to help address global warming.
This document discusses variability and provides instructions to find the range and quartiles of data sets. It defines range as the largest value minus the smallest, and quartiles as dividing the data into four equal parts. Box-and-whisker plots are introduced as a way to show the distribution of a data set using these measures of variability. The reader is then asked to find the range and first and third quartiles for two data sets and make a box-and-whisker plot for a third set.
The document discusses several key physical properties and features of the oceans. It explains that wind causes ocean waves and that tides are caused by the gravitational pull of the moon. It also notes that the most common chemical in ocean water is sodium chloride (salt), and that salinity refers to the salt concentration in water. The document further describes ocean currents, noting that surface currents are caused by wind while deep currents are caused by differences in temperature, salinity, and ocean floor shape. It explains how the Coriolis effect impacts ocean currents. Additional topics covered include methods of ocean exploration like sonar, submersibles, and satellites, as well as seafloor topography features such as the continental shelf, continental slope, and
This document summarizes Maximum Value - Unique Service, a tool making company based in China. It provides excellent quality tool making following European standards with short lead times. It has 270 employees across design, engineering, manufacturing, and other functions. The company aims to expand with new facilities and an American office.
This document discusses considerations for load testing websites that utilize Ajax technology. It notes that testing at the HTTP layer allows for scalable testing but can miss client-side interactions. Challenges with HTTP layer testing include hard-coded URLs, recording issues, limitations testing JavaScript-heavy code, and properly handling states and timeouts. Browser-based load testing is an alternative that allows proper simulation of Ajax interactions but lacks scalability, though cloud-based options are improving. The document provides guidance on when each approach is best suited.
O documento lista oito lotes de gado leiteiro à venda em leilão virtual, incluindo direitos de aspiração, prenhezes e embriões de vacas leiteiras das raças Gir, Girolando e mistas. As vacas têm altas produções leiteiras e pedigree, e os lotes fornecem detalhes sobre suas linhagens e desempenho para potenciais compradores.
This document discusses outsourcing and smartsourcing. It defines outsourcing as transferring non-core business processes to third-party vendors in order to reduce costs. Smartsourcing aims to not just cut costs but also drive innovation through strategic partnerships where risks and opportunities are balanced. Common business functions that are outsourced include IT, human resources, facilities management, and accounting. While outsourcing can lower expenses and focus internal efforts, disadvantages include loss of control and security threats. Smartsourcing creates innovation by emphasizing flexibility, preparation, choice, planning, control and partnership between organizations and vendors.
Vendor management involves managing outside firms that provide goods or services to an organization. It is a process that includes onboarding vendors, annual re-evaluations, and off-boarding when relationships end. Key parts of the process include conducting due diligence, establishing service level agreements to define expectations, and performing security and privacy reviews. Vendor management aims to select partners effectively and ensure services meet requirements over the long term through active oversight and well-defined processes.
This document discusses Enterprise Resource Planning (ERP) systems. It provides definitions and examples of ERP functionality and modules. It describes how ERP systems can be customized and expanded upon. It discusses factors to consider in the vendor selection process such as functionality, costs, and vendor support. It also summarizes key aspects of a successful ERP implementation including change management, process redesign, and realizing benefits through business process improvements rather than just technology changes.
Creating Value Through Digital Enterprise Transformation
Originally presented to XPX, CT Chapter. We look at what it takes to create value and reduce risk using digital enterprise transformation to improve your business processes, technology, and talent foundations.
Topics covered include building a roadmap, process improvement, systems improvement including ERP, CRM, BI/Analytics, and eCommerce, how to build a global organization, and how to build a professional management team.
In this Business Analysis training session, you will learn about Enterprise Analysis. Topics covered in this session are:
• Enterprise analysis
• SWOT Analysis
• Feasibility Evaluation
• Problem Statement & Goal Statement
• Business Case
• Project Scope Statement & Vision Document
• AS IS (current state) and TO BE (future state)
• Root Cause Analysis – Fish Bone Diagram
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The document provides an overview of technology consulting, including:
- Defining technology consulting as advising businesses on best use of technology and organizing technology functions.
- Describing the four main pillars of technology consulting as strategic management, architecture, implementation, and program management.
- Detailing the types of consulting from high-level management consulting to more specialized niche skills.
- Providing examples of technology consulting projects and identifying which pillar they fall under.
- Outlining the key skillsets, critical success factors, and career growth path for technology consultants.
In this business analysis training, you will learn Gap Analysis. Topics covered in this session are:
• GAP Analysis
• Basic Process
• Stages
• Feasibility Study
• What is Feasibility Study?
• Why?
• Types
• ROI
• Feasibility Matrix
• Example
For more information, visit this link: https://www.mindsmapped.com/courses/business-analysis/business-analyst-training-for-beginners/
The document discusses how HR technologies are providing practical solutions to modern workforce issues. Small and mid-sized companies are increasingly using technology to improve operational efficiency, maximize productivity, and strengthen compliance. Key implementation best practices include phased implementations, managed change, and holistic incorporation of technologies. Significant returns on investment can be achieved through reduced costs, improved quality of hire, and increased revenues.
Fusion Software Solutions is a consulting, product development, outsourcing and IT staffing firm located in Connecticut and India. They offer a variety of services including technology consulting, product development, outsourcing, IT staffing, and corporate training. Fusion has experience delivering projects on time and on budget across various technologies for clients ranging from startups to large enterprises and governments. They utilize flexible engagement models and a global delivery model to provide clients with efficient and customizable solutions.
Career Conversation Technology ConsultingSupportGCI
A presentation was given on technology consulting that covered: understanding technology consulting and the required skillsets; common consulting types and examples; critical success factors for consultants; and how to prepare for a consulting role through resumes and case study interviews. The presentation provided frameworks to structure problem solving and highlighted sample case study questions that assess strategic recommendations, growth strategies, IT assessments, and application rationalization.
Considerations When Building e-Discovery David Kearney
This document discusses considerations for law firms when designing in-house or outsourced e-discovery processes, workflows, and technology solutions. It notes that with increasing data volumes, technology changes, personnel costs, and client budgets/knowledge, all but the largest firms need to seriously consider outsourcing some functions or using a hybrid model. When deciding, firms must consider organizational culture, maturity, risk tolerance, infrastructure, costs, training needs, service levels, collections, applications, personnel requirements, workflows, and protecting the organization. There is no one-size-fits-all approach, and options need evaluating based on each firm's unique needs and priorities.
This document provides an overview of best practices for resume preparation. It discusses recruiters' focus on key details, last job, previous jobs, and education. It also covers resume structures, using the SAR (Situation, Action, Result) method to highlight achievements, and tailoring content and case studies to the specific role. The presentation provides tips on resume structure and content for different profiles such as consulting, operations, and technology roles.
International Target Operating Model DesignChris Oddy
International Target Operating Model Design
Chris Oddy
SLIDE 1
• A Plan is only of value if it is successfully implemented
• A good Strategy is important… A Great Operating Model is more beneficial
• A Target Operating Model ensures everyone is aligned and knows what to do
SLIDE 2
What is an Operating Model?
• A breakdown of a business into its key components
• A framework for how an organization operates in terms of people, processes and technology
• A basis for formulating strategy and making informed decisions
What Is a Target Operating Model?
• A structure that dictates how the business should be organized
• A target state informed by strategy and opportunities for optimization
• An operational design that depicts how business objectives will be achieved
• A basis for developing operational improvement and transformation plans
• A framework that enables goal congruence
SLIDE 3
Why is a Target Operating Model Important?
• Without a Target Operating Model operations often evolve and do not fully align to the business vision and strategy
– This approach might work initially, however it has significant associated risk
– Clients and products are added, new markets are entered and acquisitions are integrated.
– People, processes and technologies build and a complicated web of inefficient and ineffective systems and processes is created
• A Target Operating Model based on the business strategy often leads to a significant competitive advantage:
– Faster decision making in areas such as launching new products, services and partnerships
– Improved client service through greater roles and responsibility definition across the organization
– Better investments as they can more easily be assessed and prioritized based on business impact
– Reduced risk from a more controlled and stable operating environment
– Higher colleague engagement and alignment from clearer strategic execution plans
– Greater long-term operational efficiency and optimization
• Businesses without a Target Operating Model typically:
– Deploy increasingly greater resources simply to manage the issue resolution and operational deficiencies.
– Decisions are slow due to the lack of clarity as to how to implement strategies
– Costs of adapting technology and processes increase exponentially
SLIDE 4
Where does the Target Operating Model Fit In?
• A Corporate Strategy must be reflected in a Target Operating Model for the Strategy to be successfully implemented
• The Target Operating Model comes below the vision and corporate strategy and above the operational planning and execution.
• The Target Operating Model can be created in layers
• The Target Operating Model for corporate, country and function level operations must be aligned and congruent with the Corporate Strategy
SLIDE 5 and 6
Focus Areas for Transformation and Optimization
1. Client Valu
mroads is a niche company that specializes in building a next generation workforce through technology and customized solutions like staff augmentation, project management, consulting, and outsourcing. They help clients reach their objectives through IT solution delivery, process improvements, product development, and other professional consulting services. mroads aims to simplify the hiring process for clients by using an in-house video interview platform and artificial intelligence to thoroughly screen candidates prior to submission, resulting in a proven conversion rate of over 30%.
This document provides an overview of strategy, including definitions, types, levels, and frameworks for developing and measuring strategy. It defines strategy as a plan of action to achieve long-term goals and differentiates it from operational excellence. The document outlines various strategic frameworks like Porter's Five Forces, the Ansoff Matrix, and the Balanced Scorecard. It emphasizes starting with defining the company's purpose and vision, understanding the market and industry, and linking goals and metrics at all levels to measure strategic success.
Cap gemini business process transformation to deliver world class outcomesLoren Moss
Global enterprises face challenges in ensuring consistent best practices and execution across borders due to differences in culture, regulations, and resources. Business process transformation is often needed to maintain competitive advantages. Choosing a transformation partner with a proven methodology, best practices library, and industry experience can help drive successful transformation. The partner's methodology should assess processes, technology, locations, skills, and pricing to optimize operations and deliver world-class outcomes through a controlled implementation.
This document discusses supply chain outsourcing and provides examples. It defines various forms of sourcing like outsourcing, insourcing, offshoring, and rural sourcing. Outsourcing is described as contracting non-core activities to specialists. The document discusses why companies outsource, including reducing costs and focusing on core competencies. It provides examples of outsourcing by the Landmark Group in India and Dell's call center operations. The benefits, concerns, risks, and range of activities for supply chain outsourcing are outlined.
Straight Through Processing (STP) is a process that allows loan information to be entered once and then reused throughout the entire loan lifecycle, reducing redundant data entry. Key benefits of STP include compressing cycle times by allowing simultaneous processing, increasing accuracy by reducing data re-entry errors, and eliminating paper files by digitizing documents. STP requires analyzing and streamlining existing processes before implementing supporting technology to realize its full benefits.
There are three key takeaways from the document:
1. The three most important best practices areas in PPM/PMO are resource management, operations and metrics, and automation.
2. Strategic project categorization and selection is a hallmark of an effective PPM strategy.
3. The right technology solution can make a large difference in achieving solid ROI and meeting PPM and PMO objectives.
This presentation discusses quality and risk management challenges when acquiring enterprise systems. It notes that requirements for large projects may be unknown or unstable due to organizational changes. Contractors and organizations also have different perspectives on quality. Proper testing and defect tracking are important, and iterative development needs to align with contracting models. Managing complexity requires integrating work teams and roadmapping dependencies. Overall, acquiring enterprise systems requires balancing technical and organizational factors.
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2. Overview
• Background
• What’s in a name?
– Outsourcing vs Managed Services vs Procurement
– Co-sourcing vs Farm Sourcing vs Partnerships
• Why Outsource / Insource / Offshore / Onshore?
• Potential Advantages and Disadvantages
• Techniques for Success
– Governance Models
– Performance Criteria
– Financial Modeling
– Key Terms and Conditions
– Process, Approach and Standards
• Case Studies
• Prepare for Success
2Copyright TechNexxus, LLC
3. What is Procurement?
• Procurement is the
– Acquisition of
– standardized goods and/or services
– at the best possible total cost of ownership,
– in the right quantity and quality,
– at the right time,
– in the right place and
– from the right source
3Copyright TechNexxus, LLC
4. What is outsourcing?
• Outsourcing is a:
– Long term
– Results – oriented
– Relationship
– For all or part of a business activity
– Where the provider has substantial control
over the means for achieving desired
results
Based in part on the International Association of Outsourcing Professionals definition.
4Copyright TechNexxus, LLC
5. Is Outsourcing an Admission of Defeat?
Outsourcing doesn’t accomplish anything
an organization couldn’t accomplish
internally if given sufficient:
• Time,
• Money,
• Resources and
• Management buy-in
Copyright TechNexxus, LLC 5
8. Differences / Similarities
Procurement
• Priced by the Widget
– Standardized definition in the
marketplace
– RFx and reverse auctions
• Volume based price reductions
• Scope is defined by technical
details and tasks
• Tend to be shorter contracts
• Labor tends to be priced by rate
or fixed price
• Focus on Total Cost of
Ownership including retained
costs
• No employee transition
Outsourcing
• Priced by “resource units”
– bundles whose price and
performance act similarly
over time
• Pricing based on resource
baselines, ARCs and RRCs
• Scope defined by process, tasks,
people and budget
• Tend to be longer contracts
• Labor tends to be priced by FTE
or embedded in Resource Units
• Focus on Total Cost of
Ownership including retained
costs and costs shed by
outsourcing
• Personnel can be eligible for transition
Avoid the “Your mess for less” syndrome 8
9. Why Outsource?
Why You Should Consider Outsourcing
• Reduce and control operating costs
– (leverage scale, economies and efficiencies)
• Gain access to necessary skills and capabilities
• Implement new technologies (like virtualization) faster
• Transformation to Adapt to Changes in:
– Size / Scale, Scope, Technologies / Business Processes
• Improve processes
• Access resources (including specialized skills) on demand
• Improve focus on strategic initiatives
• Manage difficult or out-of-control functions
• Free internal resources for other purposes
• Improve disaster recovery, business continuity, security and recovery
• Improve cost accountability and more predictable spend (OpEx vs CapEx)
• Labor / Time Zone arbitrage
• Off-balance-sheet financing
• Enhanced ability to implement cultural, business and technological change
9Copyright TechNexxus, LLC
10. What Should You Outsource
You Can Outsource Any Business Process or Function, e.g.
– Information Technology
• Mainframe, Midrange, Desktop, Apps, Call Center, Help Desk, SaaS/Cloud
Services
– Telecommunications / Network
– Human Resources
– A/R, A/P and Procurement
– Finance and Accounting
– Legal Services
– Manufacturing
– Transportation
– Research
– License and Claim processing / records
10
BUT YOU CAN’T / SHOULDN’T OUTSOURCE MANAGEMENT
OF THE RELATIONSHIP OR DECISION - MAKING
11. When Should You Consider Outsourcing?
• Need to reduce costs dramatically
– Need to reduce labor costs, or change personnel skills
• Dramatic change(s) in needs
– Volume
– Type
– Nature
– Quality
• Client wants to focus more on core competencies
– Costs, time or attention spent on a non-core business process are out-of-
line with industry averages
• Substantial change in technology (e.g., cloud computing,
Open Source)
• Client wants to “smooth” costs (e.g., convert CapEx to
OpEx)
11Copyright TechNexxus, LLC
12. Potential Outsourcing Disadvantages
• Loss of Knowledge Capital, Expertise, Experience
– Need to manage retention and churn
– Need to avoid “Unqualified Employees and Incompetent Vendors”
• Potential for:
– Loss of control over costs or resource utilization
– Focusing too much on cost-savings instead of enhancement of overall
value
– HR issues
• Lack of necessary negotiation and governance skills
• Alignment of interests (private vs public sector goals)
• Outsourcing vs offshoring
• Security and data protection concerns
• Loss of ability to innovate and flexibility to adapt
– Especially if there is “Financial Engineering”
12Copyright TechNexxus, LLC
13. Critical Success Factors
• Preparation
– Understand your people, processes and performance
– Listen and Communicate (Early, Often and Effectively)
– Understand Your TCO Financial Model
• Focus
– Retain Core Competencies
– Implement “Ruthless” Standardization
• Repeatable and Consistent Processes
– Active Governance
– Selective and Competitive Sourcing
• Manage
– Performance Management
– Process Management
– Contract Management
– Escalation and Dispute Resolution Process
13
Copyright TechNexxus, LLC
14. Outsourcing Errors to Avoid
• Outsourcing The Wrong Stuff
• Selecting the Wrong Vendor
• Writing a Poor Contract
• Overlooking Personnel Issues
– Not communicating sufficiently early, often or clearly
– Failure to retain key personnel
• Losing Control over the Outsourced Functions
• Overlooking Hidden Costs of Outsourcing
– E.g., costs for governance, required consents, travel, change orders, costs
that can’t be shed, etc.
• Insufficient Service Levels or Credits/Bonuses
– Avoid “dilution” of metrics, and the wrong metrics
• Failure to Plan an Exit Strategy
14Copyright TechNexxus, LLC
15. Risk Mitigation Strategies to Consider
• Personnel Transfer and Retention
Strategies
– Amount of Personnel Transfer and
Retention
– “Seconded” Personnel
– Outplacement Opportunities
• Alignment of Interests
• Selective Sourcing
• Shorter Terms, More Options
• Phased Transition / Implementation
• Build-operate-transfer (“BOT”) and
Build-operate-own-transfer (“BOOT”)
models
• Public Private Partnerships
15
“The Advantages of Outsourcing and Co-Sourcing”
CDS Global
Copyright TechNexxus, LLC
16. The TechNexxus Approach
Contract Management
Scope Price Performance
Terms and
Conditions
Time People
Communications Management Processes
Documentation
Scope Price Performance
Terms and
Conditions
Time People
Communications Management Processes
Negotiation
Scope Price Performance
Terms and
Conditions
Time People
Communications Management Processes
RFP and Proposal
Scope Price Performance
Terms and
Conditions
Time People
Communications Management Processes
Data Collection and Evaluation
Scope Price Performance
Terms and
Conditions
Time People
Communications Management Processes
Goals and Objectives
Scope Price Performance
Terms and
Conditions
Time People
Communications Management Processes
ConceptsStages
16
Copyright TechNexxus, LLC
17. Approach and Process
• Identify Goals, Objectives and Limitations
• Understand the Political, Legislative,
Regulatory and Labor Landscape
• Collect Necessary Information (Baseline
and Benchmark)
• Development TCO Financial Model
• Develop RFx and Evaluation Criteria
• Negotiate and Draft Agreements
• Implement Contract Management
** Standardized, repeatable processes – e.g.,
ITIL, CobiT, ISO, TMF/eTom and eSCM
17
Copyright TechNexxus, LLC
18. The TechNexxus Approach
ProjectPhase
Process
Communications (360o)
People / HR
Management
Contract Management
Data Collection and Evaluation
Goals and Objectives
RFP and Proposal Analysis
Negotiation
Documentation
18Copyright TechNexxus, LLC
19. Goals and Objectives
• How do you define “success” in sourcing?
– Lowest price / total cost of ownership?
– Broadest scope?
– Value – adds?
– Transformation
– Cultural change or fit?
– Access to specialized resources “on demand”
– Opportunities for current staff?
– Off-balance sheet financing?
– Best overall value?
• Balancing “all – of – the – above”
• Make sure you understand why you want to consider
outsourcing vs in-sourcing
• Total Cost Modeling vs Total Value Modeling
Copyright TechNexxus, LLC
20. Due Diligence
• “Most companies don’t know what they’ve got
‘til its gone…”
• Inventories: In-Scope vs Out-of-Scope
– Personnel – base pay + G&A factor
– Agreements (e.g., licenses)
– Software (CapEx, OpEx and maintenance)
– Hardware (CapEx, OpEx, Amortization, residual,
disposition)
– Third-party Services (e.g., Cloud Services)
– General and Administrative (e.g., training, real
estate, educational materials)
– Market analysis / Benchmarking
Copyright TechNexxus, LLC
21. Financial Modeling
• Total Cost of Ownership
– In – Scope + Out-of-Scope Analysis
• Base Case Model
– Past two (2) years actual costs
– Current Year – to – Date + Budget
– Projected Costs for Next 2 – 5 years
• Costs Affected by Outsourcing - can you shed the cost?
• Retained Expenses
• Remember
– Transition and Sourcing Costs
– Smooth CapEx!!
• Beware of Financial Engineering
– Suppliers are an expensive source of capital
Copyright TechNexxus, LLC
22. Requests for Proposals (RFPs)
• Sole Source vs Competitive Bids
– “Without competition, you can only beg…”
– Competition against internal, “do nothing” and benchmark alternatives
– HOWEVER, sourcing costs and value must be factored into Total Cost
– Sometimes optimal solutions can be built for less than sourcing costs
• No more than three (3) – five (5) vendors
• Assure ability to rely on proposals
• Specificity in RFP vs Vagueness in Responses
• Structure
– Process
– Scope
– Financial Model and Pricing
– Performance
– T&Cs
• Optimal time for response
• Include the financial model and evaluation criteria?
Copyright TechNexxus, LLC
23. Evaluating Vendor Responses
• Compare “apples – to – apples” on a Level Playing Field
• Don’t just declare victory after – the – fact
• Create your vendor evaluation criteria before issuing your RFP
• Consider including your evaluation criteria with the RFP (with or without
weights)
• Be Realistic – Don’t make the suppliers lie to you
• Down – Selection
• BAFO vs BARFO
• Competitive tension, speed and efficiency
• Remember that the sourcing process can cost you and the suppliers up to
$100k / month (or even more)
• There really isn’t a “free lunch”
• You get what you negotiate
• Poor correlation between size of organization / spend and deal quality
24.
25. Contracts vs Agreements
• Contracts get put into a drawer
• Agreements are used to manage the relationship
and the value you receive
• Participants change
• Stuff happens
• Litigation and arbitration don’t produce solutions
to outsourcing challenges
• Make sure your attorneys
– Participate in all phases of the process
– Understand the scope, price and performance
– Understand the relative importance of the 10 legal
issues that arise in every outsourcing transaction
26. Develop Key Metrics
2.2.1
Identify Existing
Metrics
Performance
Criteria
The TechNexxus Approach
2.2.2
Determine
Requirements
2.2.4
Finalize Key
Metrics
2.2.3
Perform Gap
Analysis
Data Collection and Evaluation
ImpactsService Levels
26
27. Performance Criteria
• Amount at Risk
• Allocation Percentage
• What is the purpose of SLAs?
• Reduce Vendor Risk
• Provide Incentives for Performance
• Expedited Process for Handling Minor Performance Failures
27
28. Build Financial Model
2.3.1
Analyze
Historic Costs
Out of
Scope
Costs
2.3.2
Build Internal
Base Case
Optimized
Internal Base
Case Model
In Scope
Costs
2.3.4
Build Full
Model
NPV
Analysis
Model
Pricing
Workbook
2.3.3
Determine
Resource
Utilization
Outputs of
Resource
Analyses
28
29. Resource Utilization and Baselines
2.3.3.1
Define
Resource Units
2.3.3.2
Analyze
Resource
Utilization
2.3.3.3
Project Future
Resource Needs
Resource
Baseline
Workbook
2.3.3.4
Evaluate
Confidence in
Projections
2.3.3.5
Analyze Fixed
and Variable
Costs
29
Copyright TechNexxus, LLC
31. Goals and Objectives (Phase 1)
1.1
TechNexxus
Engagement
1.3
Business
Objectives
Begin Data
Collection and
Evaluation
Project
Success
Criteria
Project
Scope
Definition
Initial
Project Plan
1.2
Preliminary
Documentation
Request
Management
Checkpoint 1
31
Copyright TechNexxus, LLC
32. Data Collection and Evaluation (Phase
2)
Begin RFP and
Proposal Analysis
Data Collection and Evaluation
2.1
Data Gathering
2.2
Develop Key
Metrics
2.3
Build Financial
Model
Begin
Documentation
2.4
Identify Risk
Factors
32
Copyright TechNexxus, LLC
33. Data Gathering (Phase 2.1)
Data
Gathering
Questionnaire
s
Data
Gathering
Questionnaire
s
2.1.1
Process
Customization
Data Gathering
Questionnaires
Updated Project
Plan
Kickoff Meeting
2.1.2
Meet with Client
Representatives
Project Team
Roles &
Responsibilities
Data Collection and Evaluation
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34. Develop Key Metrics (Phase 2.2)
2.2.1
Identify Existing
Metrics
Performance
Criteria
2.2.2
Determine
Business
Requirements
2.2.4
Finalize Key
Metrics
2.2.3
Perform Gap
Analysis
Data Collection and Evaluation
Business ImpactsService Levels
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35. Build Financial Model (Phase 2.3)
2.3.1
Analyze
Historic Costs
Out of
Scope
Costs
2.3.2
Build Internal
Base Case
Optimized
Internal Base
Case Model
In Scope
Costs
2.3.4
Build Full
Model
NPV
Analysis
Model
Pricing
Workbook
Data Collection and Evaluation
2.3.3
Determine
Resource
Utilization
Outputs of
Resource
Analyses
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36. Determine Resource Utilization
(Phase 2.3.3)
2.3.3.1
Define
Resource
Units
2.3.3.2
Analyze
Resource
Utilization
2.3.3.3
Project Future
Resource Needs
Resource
Baseline
Workbook
Data Collection and Evaluation
2.3.3.4
Evaluate
Confidence in
Projections
2.3.3.5
Analyze Fixed
and Variable
Costs
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37. RFP and Proposal Analysis (Phase 3)
Vendor
Finalists
Selected
Begin
Negotiation
3.3
Manage RFP
Process
3.2
Identify Vendors
and Issue RFP
3.1
Develop RFP Management
Checkpoint 2
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RFP and Proposal Analysis
44. You Get What You Negotiate
• Not “what you deserve”
• Little correlation between rates and spend
45. Sourcing Techniques
• BAFO vs BARFO
• “Outside – In-sourcing”
• Sensitivity Analyses – Account for potential
changes in:
– Business Strategy
– Growth
– Demand
– Technologies (e.g., Clouds, Solid-State Storage, SaaS)
• On-Shore vs Off – Shore
• Management Checkpoints
• Long –Term Accountability and Responsibility
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46. Sourcing Tips
• Make realistic projections
• Don’t lie to yourself (or others)
• Make sure you don’t start believing your own……
• You can accomplish anything you want, if you just
think and try hard enough
• Sourcing is about people and value
– Caring about people doesn’t cost anything
• You can outsource almost anything except for
contract and program management
• If you don’t measure, you can’t manage
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47. Prepare for Outsourcing
• Define your goals and objectives
• Create objective evaluation criteria
• Collect necessary data in the same format it will be used in the Agreement
– FTE, Resource and Performance Baselines
– Isolate hardware, software, 3rd party and out-of-scope performance issues
– Financial Cost Model
– Third Party Agreements
– Document Processes
• Understand your limitations!
• Develop and implement an effective:
– Documentation Strategy
– Communications Plan
• Complete Due Diligence
– Internal
– External
• Governance Model
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49. Legal Issues
• Processes and Schedules for Scope, Pricing and Performance
• Transition of Assets, Contracts, Services and Personnel
• Governance, Human Resources and Employment Issues
• Intellectual Property and Data Protection
• Quality, Warranties and Risk of Loss
• Compliance with Standards and Laws
• Damages and Indemnities
• Insurance and Limitations of Liability
• Environmental Issues
• Bankruptcy and Transfer of Control
• Minimum Commitments and Shortfall
• Tax, Duties and International Issues
• Service Level Credits and Incentives
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50. Serenity Prayer
“grant me the serenity to:
• accept the things I cannot change;
• courage to change the things I can;
• and wisdom to know the
difference.”
-- Reinhold Niebuhr