The document discusses outsourcing and vendor management. It begins by defining outsourcing and listing common reasons for outsourcing such as cost reduction, avoiding large investments, and focusing on core competencies. It then describes different types of outsourcing models including BPO, ITO, and APO. The document provides details on implementing outsourcing and managing vendors through strategies such as risk analysis, due diligence, documentation, and ongoing supervision. It also presents a case study on how Cisco established a global vendor management office to gain more value from suppliers.
The document discusses outsourcing network operations and maintenance. It identifies key elements that can be outsourced, including network engineering, construction, documentation, logistics and warehousing. Outsourcing these elements can reduce costs and expenses by 20-30% while improving key performance indicators. However, network planning and some management functions may need to be retained in-house for strategic and security reasons. A business case for outsourcing needs to identify all in-scope costs and activities to quantify potential savings.
Zinnov helped a large network infrastructure company improve its IT outsourcing strategy in the following ways:
Zinnov audited the client's existing vendors and identified only two that had the necessary capabilities, consolidated relationships down to just those two vendors. Zinnov also renegotiated contracts to better protect the client and implemented a new governance model to improve oversight of vendor relationships. This helped improve cost efficiency, productivity, and transfer more ownership to the capable vendors.
Solis Invicti Consultancy Pvt. Ltd. is a Mumbai based headhunting and manpower recruitment firm and also specialize in providing HR Consultancy Service,BFSI Sector Jobs,Permanent Staffing Solution,Executive Search and Selection in India,Executive Search
Outsourcing involves contracting non-core business functions to external service providers. Companies outsource to reduce costs, avoid large investments, access scalable services, and focus on core competencies. Common functions outsourced include IT, customer support, and development. While outsourcing offers benefits, risks include loss of control, security issues, over-reliance on providers, and cultural misalignment. Careful planning and contractual agreements are needed to successfully implement outsourcing.
This document discusses strategic vendor management and categorizing vendors. It provides an overview and agenda, then discusses creating a vendor management office to focus on processes and relationships. Vendors are categorized into four boxes: strategic, foundational, niche, and commodity. Strategic vendors are essential partners while foundational vendors provide important products/services. Niche vendors fill unique needs but dependence on them provides less leverage. The goal is managing vendors efficiently based on their categorization.
Across the corporate landscape IT functions are completing their transformation to a service-orientation. Slowly but surely, “governance” has become a core mission, if not yet the core competency, of the IT organization. Governance involves many fronts and addresses many levels – there is architectural governance, IT finance and projects governance, and of course, supplier governance. All call for new skills and new structures. WGroup collectively brings decades of hands-on experience in IT supplier management to assist our clients with the multi-supplier challenge – from building the governance structures to defining sourcing strategies to facilitating contract reviews to transition management. This states how WGroup would implement a multi-supplier governance model successfully.
The document discusses outsourcing and vendor management. It begins by defining outsourcing and listing common reasons for outsourcing such as cost reduction, avoiding large investments, and focusing on core competencies. It then describes different types of outsourcing models including BPO, ITO, and APO. The document provides details on implementing outsourcing and managing vendors through strategies such as risk analysis, due diligence, documentation, and ongoing supervision. It also presents a case study on how Cisco established a global vendor management office to gain more value from suppliers.
The document discusses outsourcing network operations and maintenance. It identifies key elements that can be outsourced, including network engineering, construction, documentation, logistics and warehousing. Outsourcing these elements can reduce costs and expenses by 20-30% while improving key performance indicators. However, network planning and some management functions may need to be retained in-house for strategic and security reasons. A business case for outsourcing needs to identify all in-scope costs and activities to quantify potential savings.
Zinnov helped a large network infrastructure company improve its IT outsourcing strategy in the following ways:
Zinnov audited the client's existing vendors and identified only two that had the necessary capabilities, consolidated relationships down to just those two vendors. Zinnov also renegotiated contracts to better protect the client and implemented a new governance model to improve oversight of vendor relationships. This helped improve cost efficiency, productivity, and transfer more ownership to the capable vendors.
Solis Invicti Consultancy Pvt. Ltd. is a Mumbai based headhunting and manpower recruitment firm and also specialize in providing HR Consultancy Service,BFSI Sector Jobs,Permanent Staffing Solution,Executive Search and Selection in India,Executive Search
Outsourcing involves contracting non-core business functions to external service providers. Companies outsource to reduce costs, avoid large investments, access scalable services, and focus on core competencies. Common functions outsourced include IT, customer support, and development. While outsourcing offers benefits, risks include loss of control, security issues, over-reliance on providers, and cultural misalignment. Careful planning and contractual agreements are needed to successfully implement outsourcing.
This document discusses strategic vendor management and categorizing vendors. It provides an overview and agenda, then discusses creating a vendor management office to focus on processes and relationships. Vendors are categorized into four boxes: strategic, foundational, niche, and commodity. Strategic vendors are essential partners while foundational vendors provide important products/services. Niche vendors fill unique needs but dependence on them provides less leverage. The goal is managing vendors efficiently based on their categorization.
Across the corporate landscape IT functions are completing their transformation to a service-orientation. Slowly but surely, “governance” has become a core mission, if not yet the core competency, of the IT organization. Governance involves many fronts and addresses many levels – there is architectural governance, IT finance and projects governance, and of course, supplier governance. All call for new skills and new structures. WGroup collectively brings decades of hands-on experience in IT supplier management to assist our clients with the multi-supplier challenge – from building the governance structures to defining sourcing strategies to facilitating contract reviews to transition management. This states how WGroup would implement a multi-supplier governance model successfully.
With the role of key vendors growing in importance and with more vendors being introduced into the workplace, effective vendor management has become a critical capability of any enterprise. This document describes how the design (or redesign) of the VMO needs to be approached with a focus on enlisting top skills, implementing effective processes and tools and establishing an organization whose role is clearly defined in the enterprise.
Management model for exploratory investment in IT WGroup
The ability to evaluate these new technologies in a practical environment where their technological value and impact on business and IT operations can be assessed is extremely important. Exploratory efforts should be structured and controlled similarly to other major projects and in addition should be evaluated for use in the production environment. In addition to evaluating the technical capabilities and practical application of the new technology, IT must evaluate the “fit” of the new technology in the existing service portfolio or catalog. In this article, WGroup has developed a new class of IT investment, referred to as “Exploratory,” along with a supporting management model to guide the effort through the evaluation phases and ensure a tight fit within the service catalog.
This document provides a business continuity plan for a small business that provides consulting services. It identifies key business functions and processes, potential impacts of disruptive events, resilience strategies, and recovery actions. The plan addresses how the business would continue operating and recover if it lost its IT infrastructure, office, or other assets due to events like fire or flood. It outlines backup procedures for important digital and physical assets and identifies alternative options and vendors that could be used to quickly restore operations.
The document discusses outsourcing, providing definitions and discussing key aspects of developing an outsourcing strategy. It identifies outsourcing as a type of business alliance and discusses determining factors for outsourcing success. The summary discusses evaluating opportunities, selecting providers, developing service level agreements, and using technology to manage outsourcing relationships.
Vendor Management Best Practices: Is Your Program Up to Par?EDR
Vendor Management Best Practices: Is Your Program Up to Par?
Webinar presented by Scott Roller, former head of vendor management at Citigroup
August 12, 2015
Among the top challenges lenders face today is the need to meet higher expectations set by the OCC and the Federal Reserve governing the use of third-party vendors. While the guidelines were released over a year ago, there is still confusion about what institutions should be doing.
One thing, however, is certain. Effective vendor management takes resources, and many institutions are finding it necessary to add staff and/or technology to help with the cause, particularly smaller institutions. The regulators have made it clear, vendor management is not just a one-time assessment, but is an ongoing process, and monitoring vendors long term is as important as the initial due diligence.
EDR is pleased to host a webinar on this timely topic on Wednesday, August 12, 2015 at 2:00 p.m. EST. Scott Roller, former head of vendor management at Citigroup, will provide clarity on the new regulations and help break down regulator expectations into easy-to-understand terms. Roller will explore key dimensions that attendees can use as the foundation for building out their own robust vendor management oversight program, from initial vendor risk classification all the way through ensuring adequate executive engagement in vendor management.
Attendees will learn best practices for satisfying regulators with this educational workshop, including answers to the following:
• What does the latest regulatory guidance on vendor management require?
• What are the biggest headaches banks are facing in complying with them?
• What advice is recommended for smaller banks struggling with limited manpower/resources?
• What are bank examiners looking for during audits?
• What are the latest best practices for policies and procedures?
• How are banks coping with the need to track and monitor vendors?
• What are the most common shortcomings that audits reveal?
Vendor Management System - Introduction2Frank Corris
A vendor management system (VMS) allows companies to efficiently manage temporary staffing needs. It facilitates the requisition, procurement, and billing processes for contract workers. The presentation reviews key aspects of how a VMS works, provides value-added enhancements, and discusses industry trends, challenges, cost savings opportunities, and best practices related to vendor management.
WGroup assessed the client's existing vendor management practices and built a case for a new Vendor Management Office (VMO). They designed and implemented a new VMO that was embraced by leadership. The new VMO delivered results including significant cost reductions, risk mitigation, and a highly effective organization with clear responsibilities and processes.
Choosing an MPS Provider White Paper v1NPR.PDFAndy Bryant
This document provides guidance for organizations choosing a Managed Print Service (MPS) provider. It outlines many areas to consider, including requirements definition, total cost of ownership, assessment and planning, implementation, service management, support, maintenance, security, environmental responsibilities, and billing. When selecting an MPS provider, organizations should ensure the provider has experience in needs assessment, change management, and providing ongoing improvements over the life of the contract. The provider's proposed solution should offer output management, device management capabilities, and support the organization's evolving workflow and security needs.
The document discusses the importance of business continuity management for critical outsourced vendors. Key points include performing detailed due diligence on vendors, including strong continuity requirements in contracts, regularly assessing vendor capabilities, and conducting periodic exercises. It also provides examples of typical business continuity clauses for service level agreements and outlines good practices like obtaining annual declarations from vendors and providing business continuity training.
The document discusses the ITIL framework for service operation. It focuses on incident management, which aims to restore normal service operation as quickly as possible when incidents disrupt services. The key stages of incident management are incident detection and recording, initial classification and support, investigation and diagnosis, resolution and recovery, and closure. Incidents are prioritized based on urgency and impact to determine the appropriate response and resolution times. Escalation procedures are also described to ensure issues are addressed in a timely manner.
ITIL Incident Management aims to minimize disruption to the business by restoring service operation to agreed levels as quickly as possible. Incident Management is often the first process instigated when introducing the ITIL quality framework to a Service Desk, and it offers the most immediate and highly visible cost reduction and quality gains.
This document outlines a case study for implementing a metrics-driven vendor management services (VMS) framework. It begins with defining vendor management and outlining goals like reducing costs and risks. It then analyzes existing sourcing systems, data, technologies, and processes. Key sections describe the designed VMS metrics framework, including relationship, operational, financial, and satisfaction scorecards. The framework provides metrics in a customizable dashboard. Results included consolidated scorecards and drilldowns. Lessons learned stress understanding information hierarchies and ensuring quality assurance during implementation.
Introduction to itil v3/ITSM Processes and FunctionsPrasad Deshpande
IT service Management ITIL v3 Processes and Functions ranging from ITIL Life cycle, Incident, Problem and Change Management, Service Desk, Application Management
Elevate Your Flexible Workforce Program with a Vendor Management System [Joha...SAP Ariba
Today, as much as 30-50% of an organization’s workforce is considered external. Manufacturing companies use contingent labor and services to quickly meet demand, technology companies to find workers for positions with unique skill sets, and oil and gas companies to combat labor shortages. Behind the scenes, they need total visibility in order to optimize all areas of services procurement including complex spend, workforce quality, regulatory compliance and labor program efficiencies. Fieldglass' Vendor Management System (VMS) can help companies achieve this and more, all while easily integrating with other internal systems to enable a holistic view of both talent and spend.
This document discusses several IT service management processes and functions including event management, incident management, request fulfillment, problem management, and access management. It also discusses the purpose, objectives, and scope of processes like monitoring events, incident management, problem management, request fulfillment, and access management. The key roles involved include the service desk, technical management, IT operations management, and application management.
Divisional structure is used by large companies with multiple product lines or geographical locations. The organization is divided into autonomous business units, with each unit responsible for a specific product or customer segment. There are two main types of divisional structures: product divisionalization, where each division is responsible for a separate product line; and territorial divisionalization, where divisions are based on geographical regions. Divisional structures allow each business unit to operate independently while benefiting from centralized corporate resources and management oversight.
Vendor Management: How Well Are You Managing Your Consultants and Appraisers?EDR
This document provides guidance on managing third party vendors for appraisals and environmental reviews. It discusses establishing policies and procedures for vendor selection, contracting, ongoing monitoring and reviews. Key recommendations include having independent job managers to avoid undue influence, selecting the most qualified vendor for each complex assignment, providing constructive feedback to vendors, and optimizing the bidding process to spread work among competent peers and maintain independence. The goal is to meet regulatory expectations for managing risks from third party vendors.
The document discusses service management in research organizations and federations according to the FitSM standard. It provides the following information:
1) FitSM is a lightweight IT service management standard that is suitable for organizations of any type and scale. It aims to keep service management practices simple.
2) Implementing a FitSM-aligned service management system brings benefits like increased process standardization and repeatability, clearer expectations and responsibilities, and improved customer focus.
3) FitSM addresses the challenges of managing IT services in a federated environment where control is distributed across multiple organizations rather than centralized. It defines roles and processes suitable for such collaborative contexts.
The document discusses service culture and managing service delivery. It defines service culture as an organizational culture that promotes behaviors that lead to high customer service. Building a strong service culture requires sustained efforts to develop employees, hire the right people, provide support systems, and retain top performers. The presentation also examines gaps in service delivery, such as differences between customer expectations and management perceptions, service standards, and actual performance. It provides strategies to close these gaps, like improving communication between managers and customers, establishing clear quality standards, and ensuring employee roles meet customer needs.
The document discusses best practices for organizations outsourcing their managed network services to third-party providers. It recommends (1) structuring contracts to allow termination of specific services without impacting others, (2) establishing clear service level agreements with financial penalties for non-compliance, and (3) engaging in vendor management throughout the engagement to ensure quality service delivery. Outsourcing network services can reduce costs but also exposes organizations to risks, so following these practices can help mitigate risks and maximize results from outsourcing.
With the role of key vendors growing in importance and with more vendors being introduced into the workplace, effective vendor management has become a critical capability of any enterprise. This document describes how the design (or redesign) of the VMO needs to be approached with a focus on enlisting top skills, implementing effective processes and tools and establishing an organization whose role is clearly defined in the enterprise.
Management model for exploratory investment in IT WGroup
The ability to evaluate these new technologies in a practical environment where their technological value and impact on business and IT operations can be assessed is extremely important. Exploratory efforts should be structured and controlled similarly to other major projects and in addition should be evaluated for use in the production environment. In addition to evaluating the technical capabilities and practical application of the new technology, IT must evaluate the “fit” of the new technology in the existing service portfolio or catalog. In this article, WGroup has developed a new class of IT investment, referred to as “Exploratory,” along with a supporting management model to guide the effort through the evaluation phases and ensure a tight fit within the service catalog.
This document provides a business continuity plan for a small business that provides consulting services. It identifies key business functions and processes, potential impacts of disruptive events, resilience strategies, and recovery actions. The plan addresses how the business would continue operating and recover if it lost its IT infrastructure, office, or other assets due to events like fire or flood. It outlines backup procedures for important digital and physical assets and identifies alternative options and vendors that could be used to quickly restore operations.
The document discusses outsourcing, providing definitions and discussing key aspects of developing an outsourcing strategy. It identifies outsourcing as a type of business alliance and discusses determining factors for outsourcing success. The summary discusses evaluating opportunities, selecting providers, developing service level agreements, and using technology to manage outsourcing relationships.
Vendor Management Best Practices: Is Your Program Up to Par?EDR
Vendor Management Best Practices: Is Your Program Up to Par?
Webinar presented by Scott Roller, former head of vendor management at Citigroup
August 12, 2015
Among the top challenges lenders face today is the need to meet higher expectations set by the OCC and the Federal Reserve governing the use of third-party vendors. While the guidelines were released over a year ago, there is still confusion about what institutions should be doing.
One thing, however, is certain. Effective vendor management takes resources, and many institutions are finding it necessary to add staff and/or technology to help with the cause, particularly smaller institutions. The regulators have made it clear, vendor management is not just a one-time assessment, but is an ongoing process, and monitoring vendors long term is as important as the initial due diligence.
EDR is pleased to host a webinar on this timely topic on Wednesday, August 12, 2015 at 2:00 p.m. EST. Scott Roller, former head of vendor management at Citigroup, will provide clarity on the new regulations and help break down regulator expectations into easy-to-understand terms. Roller will explore key dimensions that attendees can use as the foundation for building out their own robust vendor management oversight program, from initial vendor risk classification all the way through ensuring adequate executive engagement in vendor management.
Attendees will learn best practices for satisfying regulators with this educational workshop, including answers to the following:
• What does the latest regulatory guidance on vendor management require?
• What are the biggest headaches banks are facing in complying with them?
• What advice is recommended for smaller banks struggling with limited manpower/resources?
• What are bank examiners looking for during audits?
• What are the latest best practices for policies and procedures?
• How are banks coping with the need to track and monitor vendors?
• What are the most common shortcomings that audits reveal?
Vendor Management System - Introduction2Frank Corris
A vendor management system (VMS) allows companies to efficiently manage temporary staffing needs. It facilitates the requisition, procurement, and billing processes for contract workers. The presentation reviews key aspects of how a VMS works, provides value-added enhancements, and discusses industry trends, challenges, cost savings opportunities, and best practices related to vendor management.
WGroup assessed the client's existing vendor management practices and built a case for a new Vendor Management Office (VMO). They designed and implemented a new VMO that was embraced by leadership. The new VMO delivered results including significant cost reductions, risk mitigation, and a highly effective organization with clear responsibilities and processes.
Choosing an MPS Provider White Paper v1NPR.PDFAndy Bryant
This document provides guidance for organizations choosing a Managed Print Service (MPS) provider. It outlines many areas to consider, including requirements definition, total cost of ownership, assessment and planning, implementation, service management, support, maintenance, security, environmental responsibilities, and billing. When selecting an MPS provider, organizations should ensure the provider has experience in needs assessment, change management, and providing ongoing improvements over the life of the contract. The provider's proposed solution should offer output management, device management capabilities, and support the organization's evolving workflow and security needs.
The document discusses the importance of business continuity management for critical outsourced vendors. Key points include performing detailed due diligence on vendors, including strong continuity requirements in contracts, regularly assessing vendor capabilities, and conducting periodic exercises. It also provides examples of typical business continuity clauses for service level agreements and outlines good practices like obtaining annual declarations from vendors and providing business continuity training.
The document discusses the ITIL framework for service operation. It focuses on incident management, which aims to restore normal service operation as quickly as possible when incidents disrupt services. The key stages of incident management are incident detection and recording, initial classification and support, investigation and diagnosis, resolution and recovery, and closure. Incidents are prioritized based on urgency and impact to determine the appropriate response and resolution times. Escalation procedures are also described to ensure issues are addressed in a timely manner.
ITIL Incident Management aims to minimize disruption to the business by restoring service operation to agreed levels as quickly as possible. Incident Management is often the first process instigated when introducing the ITIL quality framework to a Service Desk, and it offers the most immediate and highly visible cost reduction and quality gains.
This document outlines a case study for implementing a metrics-driven vendor management services (VMS) framework. It begins with defining vendor management and outlining goals like reducing costs and risks. It then analyzes existing sourcing systems, data, technologies, and processes. Key sections describe the designed VMS metrics framework, including relationship, operational, financial, and satisfaction scorecards. The framework provides metrics in a customizable dashboard. Results included consolidated scorecards and drilldowns. Lessons learned stress understanding information hierarchies and ensuring quality assurance during implementation.
Introduction to itil v3/ITSM Processes and FunctionsPrasad Deshpande
IT service Management ITIL v3 Processes and Functions ranging from ITIL Life cycle, Incident, Problem and Change Management, Service Desk, Application Management
Elevate Your Flexible Workforce Program with a Vendor Management System [Joha...SAP Ariba
Today, as much as 30-50% of an organization’s workforce is considered external. Manufacturing companies use contingent labor and services to quickly meet demand, technology companies to find workers for positions with unique skill sets, and oil and gas companies to combat labor shortages. Behind the scenes, they need total visibility in order to optimize all areas of services procurement including complex spend, workforce quality, regulatory compliance and labor program efficiencies. Fieldglass' Vendor Management System (VMS) can help companies achieve this and more, all while easily integrating with other internal systems to enable a holistic view of both talent and spend.
This document discusses several IT service management processes and functions including event management, incident management, request fulfillment, problem management, and access management. It also discusses the purpose, objectives, and scope of processes like monitoring events, incident management, problem management, request fulfillment, and access management. The key roles involved include the service desk, technical management, IT operations management, and application management.
Divisional structure is used by large companies with multiple product lines or geographical locations. The organization is divided into autonomous business units, with each unit responsible for a specific product or customer segment. There are two main types of divisional structures: product divisionalization, where each division is responsible for a separate product line; and territorial divisionalization, where divisions are based on geographical regions. Divisional structures allow each business unit to operate independently while benefiting from centralized corporate resources and management oversight.
Vendor Management: How Well Are You Managing Your Consultants and Appraisers?EDR
This document provides guidance on managing third party vendors for appraisals and environmental reviews. It discusses establishing policies and procedures for vendor selection, contracting, ongoing monitoring and reviews. Key recommendations include having independent job managers to avoid undue influence, selecting the most qualified vendor for each complex assignment, providing constructive feedback to vendors, and optimizing the bidding process to spread work among competent peers and maintain independence. The goal is to meet regulatory expectations for managing risks from third party vendors.
The document discusses service management in research organizations and federations according to the FitSM standard. It provides the following information:
1) FitSM is a lightweight IT service management standard that is suitable for organizations of any type and scale. It aims to keep service management practices simple.
2) Implementing a FitSM-aligned service management system brings benefits like increased process standardization and repeatability, clearer expectations and responsibilities, and improved customer focus.
3) FitSM addresses the challenges of managing IT services in a federated environment where control is distributed across multiple organizations rather than centralized. It defines roles and processes suitable for such collaborative contexts.
The document discusses service culture and managing service delivery. It defines service culture as an organizational culture that promotes behaviors that lead to high customer service. Building a strong service culture requires sustained efforts to develop employees, hire the right people, provide support systems, and retain top performers. The presentation also examines gaps in service delivery, such as differences between customer expectations and management perceptions, service standards, and actual performance. It provides strategies to close these gaps, like improving communication between managers and customers, establishing clear quality standards, and ensuring employee roles meet customer needs.
The document discusses best practices for organizations outsourcing their managed network services to third-party providers. It recommends (1) structuring contracts to allow termination of specific services without impacting others, (2) establishing clear service level agreements with financial penalties for non-compliance, and (3) engaging in vendor management throughout the engagement to ensure quality service delivery. Outsourcing network services can reduce costs but also exposes organizations to risks, so following these practices can help mitigate risks and maximize results from outsourcing.
Regulatory Affairs Outsourcing Considerations and ModelsPaul Kuiken
I present a number of issues which are being considered by all organisations in the healthcare, pharmaceutical, biotechnology, and clinical sectors. I presented this to an audience at an outsourcing summit and have tailored this to a more general audience.
I am happy to receive your comments and provide your insights to whether you agree or not with my points or to hear from you regarding your experiences of outsourcing in whatever sector you are interested in.
Maximizing your Global Delivery Strategy (ADM Outsourcing)Steven Hall
Want to really understand how to maximize performance in an outsourced ADM environment? Global Delivery is powerful, and with some straigh-forward rules, can increase productivty and improve software quality.
IT Services have been an in-house function for most of organizations across the globe a decade ago. With rapid growth in new technologies and expansion of customer base, organizations were unable to adapt to changes relying solely on their in-house IT teams. This gave rise to external IT service providers and proliferation of multiple engagement models.
Day 201-20-201620-20-201705-20-20pearl-201-20-20deep-20kamal-20singh-13100801...PMI_IREP_TP
The document describes a strategic approach for making accurate decisions after an unplanned service outage in telecom operations. It involves:
1) Identifying all services, calculating their revenue, and defining outage thresholds to form a crisis management team.
2) During an outage, identifying all impacted services, estimating the outage duration and revenue impact to consolidate options for delaying, going live, or falling back.
3) Formulating a decision matrix mapping options against risk and revenue impact to decide the best course of action.
The approach was applied successfully in case studies where issues during upgrades were addressed quickly through analyzing service impacts and reaching consensus on the optimal response.
It outsourcing transformation_whitepaperPriya Kamath
This document discusses the transformation of IT outsourcing models from traditional in-house and staff augmentation models to managed service models. It describes the key benefits of managed services for both customers and service providers, including risk and cost sharing, predictable costs, improved quality, and innovation. The document provides a methodology for prioritizing which systems and services are best suited for a managed services model and transforming existing engagements. It outlines the key elements of a managed services framework, including service cataloging, SLAs, pricing models, and governance.
Day 1 1620 - 1705 - pearl 1 - deep kamal singhPMI2011
This document outlines a strategic approach for telecom companies to make accurate decisions after an unplanned service outage. It discusses:
1) The need to plan for uncertainty and have a crisis management team to handle outages.
2) The importance of identifying all services, their revenue potential, and stakeholders to understand the full business impact of an outage.
3) Creating a "Service Impact Matrix" during planning that documents each service's subscribers, revenue, and costs if disrupted, to facilitate rapid decision making during a crisis.
4) Steps for handling an outage including consolidating affected services, outage details, and calculating total estimated revenue loss to determine the best option of delaying, proceeding or reverting to
FM definition
What functions does FM cover?
Which aspects of FM you should give importance to?
Goals of FM in the organisation
A basic plan for FM
FM risks defined I
FM risk defined II
FM Opportunities
Operations management can significantly impact a business's financial performance. Three options are presented to boost earnings: 1) increase sales 30% through marketing, 2) reduce operating expenses 20% through process improvement teams, 3) invest in flexible machinery to allow faster response times and 10% higher prices. Analysis shows option 2 of reducing operating expenses increases earnings the most without requiring investment, and options 2 and 3 both involve improving operations. Improving operations can equal or exceed the benefits of just increasing sales volume.
Information Technology Infrastructure Library Service Management based on ITIL v3 Official Introduction. Contains Service Strategy, Service Design, Service Transition, Service Operation and Continual Service Improvement.
Managed IT support service Provider secure, reliable remote monitoring and management of your entire business environment and well-received Managed Support solution.
• Why do Organizations Outsource Business Process
• The Hidden Costs of Outsourcing
• Core Competencies
• Outsourcing Trends
• Element Strategic Outsourcing
The document discusses challenges, critical success factors, and risks related to service transition. Some of the key challenges mentioned include increasing complexity across supply chains, IT now being integrated into business processes, and managing many stakeholders impacted by service transitions. Critical success factors include matching service provision to changing business demands, continually improving quality, and integrating service transition with other lifecycle stages. Risks of service transitions include potential disruptions to existing services, additional unexpected costs, and lack of system/tool integration. The document also discusses conducting service transitions under difficult conditions such as tight timelines, limited resources, or high-risk environments.
L 12 strategic outsourcing, defensive strategies etcSudhir Upadhyay
The document discusses key elements of strategic outsourcing, including defining outsourcing, reasons for outsourcing business processes like cost minimization and refocusing on core competencies. It also covers hidden costs of outsourcing like quality costs, supplier relationship management costs, and risks. Elements of strategic outsourcing include evaluating activities for outsourcing strategically and financially, selecting suppliers and developing contracts, and transitioning to an external sourcing model through effective communication and personnel management during the transition process.
This document discusses key principles of Continual Service Improvement (CSI) including focusing on efficiency, effectiveness, and cost optimization. It emphasizes organizational change management, defining roles like the CSI manager, and addressing both external drivers like regulations and internal drivers like culture. The Deming Cycle of plan-do-check-act is recommended. Service measurement, knowledge management, benchmarks, governance, and service level management are also identified as important aspects of successful CSI.
I. Stages of Operational Competitiveness the different levels of customer con...Lena Argosino
I. Stages of Operational Competitiveness
the different levels of customer contact in the service firm
II. Classification of the different strategies in different service operation
This document discusses trends in maintenance management. It outlines several strategies for maintenance including reliability centered maintenance (RCM), total productive maintenance (TPM), total quality management (TQM), condition-based maintenance (CBM), and planned preventive maintenance. New concepts in maintenance include adopting new technologies, using mobile devices, data-driven decision making, and integrating maintenance data with other systems. The future of maintenance involves leveraging the internet of things to more proactively perform maintenance and predict asset failures.
The Internet of Things (IoT), is defined as the network of physical objects—devices, vehicles, buildings and other items—embedded with electronics, software, sensors, and network connectivity that enables these objects to collect and exchange data.
An operating system is a program that acts as an interface between the user and the computer hardware and controls the execution of all kinds of programs.
Luckily, there’s plenty of good quality coding training available here on the Internet. What better place to learn web development than the web itself?
Internet is a global communication system that links together thousands of individual networks.
It allows exchange of information between two or more computers on a network.
System Center Service Manager is a software product by Microsoft to allow organizations to manage incidents and problems. Microsoft states that the product is compliant with industry best practices such as the Microsoft Operations Framework and in the Information Technology Infrastructure Library.
Understanding System Center
https://www.youtube.com/watch?v=4sYqb6F5QKk
Microsoft System Center Orchestrator is a workflow automation software product that allows administrators to automate the monitoring and deployment of data center resources.
Understanding System Center
https://www.youtube.com/watch?v=4sYqb6F5QKk
The chapter classifies existing QoS/QoE mapping models from practical perspectives, also enumerates few IP-oriented QoE/QoS mapping models used for video services. Further discusses approaches that could be used to add QoE capability to networks and services.
Microsoft System Center is a set of server management products which are aimed at helping corporate or enterprise IT administrators to manage their systems, whether on-premises, in the cloud, or across platforms.
Quality of experience (QoE) is the degree of delight or annoyance of the user of an application or service. It results from the fulfillment of his or her expectations with respect to the utility/enjoyment of the application or service in the light of the user’s personality and current state.
QoS is the measurable end-to-end performance properties of a network service, which can be guaranteed in advance by a service level agreement (SLA) between a user and a service provider, so as to satisfy specific customer application requirements.
This document discusses various concepts related to network virtualization. It begins by explaining virtual LANs (VLANs) and how they create broadcast domains on a physical network using VLAN tags. It then discusses how OpenFlow can implement more flexible VLAN support and how virtual private networks (VPNs) can provide private networks over public infrastructure using IPsec or MPLS. Network virtualization is defined as the ability to run multiple logical networks over a shared physical network. OpenDaylight's Virtual Tenant Network plugin provides multitenant virtual networks on a SDN using VLAN technology. The document concludes with a brief discussion of software-defined infrastructure.
Explain the elements of the NFV infrastructure and their interrelationships.
Understand key design issues related to virtualized network functions.
Explain the purpose of and operation of NFV management and orchestration.
Present an overview of important NFV use cases.
The development process adopted for a project will depend on the project's aims and goals.
The models specify the various stages of the process and the order in which they are carried out.
The way testing is organized must fit the development life cycle or it will fail to deliver its benefit.
In this chapter, we will introduce you to the
fundamentals of testing:
why testing is needed;
its limitations, objectives, and purpose;
the principles behind testing;
the process that testers follow;
and some of the psychological factors that testers must consider in their work.
This document discusses software verification and validation. It begins by introducing verification as checking software for bugs to ensure requirements are fulfilled. It describes various verification methods like self-review, peer review, walkthroughs and inspections. It also discusses validation as dynamic testing to demonstrate software functions as intended. It covers topics like the entities involved in verification at different stages, testing lifecycle reviews, coverage metrics, and management of the verification and validation processes.
Network Functions Virtualization - Concepts and ArchitectureMusTufa Nullwala
This document discusses Network Functions Virtualization (NFV) concepts and architecture. It motivates NFV by describing the negative consequences of using proprietary hardware appliances and outlines how virtualization addresses this through software implementation. It then defines key virtualization concepts like virtual machines, hypervisors, and containerization. The document details NFV principles like service chaining and management/orchestration frameworks. It lists benefits like reduced costs and requirements like portability. Finally, it presents NFV's reference architecture and suggests further reading on modern networking foundations.
Continual service improvement methods and techniquesMusTufa Nullwala
This document discusses methods and techniques for continual service improvement. It provides notes on assessment and benchmarking. Assessments compare operational processes to performance standards to identify areas for improvement. Benchmarking involves evaluating processes against best practices in the industry. The document lists benchmarking procedures, costs, value, and benefits. It explains that assessments and benchmarking are formal methods used to gauge performance and identify ways to enhance processes.
The document outlines principles and policies for effective Service Transition. It discusses defining services and their utility/warranties. It recommends establishing formal policies, standards, and controls for Service Transition. Key principles include implementing changes through Service Transition, reusing processes/systems, aligning plans with business needs, establishing stakeholder relationships, and assuring quality of new/changed services. The goal is to smoothly transition changes and releases while delivering expected business value.
Main Java[All of the Base Concepts}.docxadhitya5119
This is part 1 of my Java Learning Journey. This Contains Custom methods, classes, constructors, packages, multithreading , try- catch block, finally block and more.
How to Add Chatter in the odoo 17 ERP ModuleCeline George
In Odoo, the chatter is like a chat tool that helps you work together on records. You can leave notes and track things, making it easier to talk with your team and partners. Inside chatter, all communication history, activity, and changes will be displayed.
How to Make a Field Mandatory in Odoo 17Celine George
In Odoo, making a field required can be done through both Python code and XML views. When you set the required attribute to True in Python code, it makes the field required across all views where it's used. Conversely, when you set the required attribute in XML views, it makes the field required only in the context of that particular view.
This presentation includes basic of PCOS their pathology and treatment and also Ayurveda correlation of PCOS and Ayurvedic line of treatment mentioned in classics.
A workshop hosted by the South African Journal of Science aimed at postgraduate students and early career researchers with little or no experience in writing and publishing journal articles.
Exploiting Artificial Intelligence for Empowering Researchers and Faculty, In...Dr. Vinod Kumar Kanvaria
Exploiting Artificial Intelligence for Empowering Researchers and Faculty,
International FDP on Fundamentals of Research in Social Sciences
at Integral University, Lucknow, 06.06.2024
By Dr. Vinod Kumar Kanvaria
ISO/IEC 27001, ISO/IEC 42001, and GDPR: Best Practices for Implementation and...PECB
Denis is a dynamic and results-driven Chief Information Officer (CIO) with a distinguished career spanning information systems analysis and technical project management. With a proven track record of spearheading the design and delivery of cutting-edge Information Management solutions, he has consistently elevated business operations, streamlined reporting functions, and maximized process efficiency.
Certified as an ISO/IEC 27001: Information Security Management Systems (ISMS) Lead Implementer, Data Protection Officer, and Cyber Risks Analyst, Denis brings a heightened focus on data security, privacy, and cyber resilience to every endeavor.
His expertise extends across a diverse spectrum of reporting, database, and web development applications, underpinned by an exceptional grasp of data storage and virtualization technologies. His proficiency in application testing, database administration, and data cleansing ensures seamless execution of complex projects.
What sets Denis apart is his comprehensive understanding of Business and Systems Analysis technologies, honed through involvement in all phases of the Software Development Lifecycle (SDLC). From meticulous requirements gathering to precise analysis, innovative design, rigorous development, thorough testing, and successful implementation, he has consistently delivered exceptional results.
Throughout his career, he has taken on multifaceted roles, from leading technical project management teams to owning solutions that drive operational excellence. His conscientious and proactive approach is unwavering, whether he is working independently or collaboratively within a team. His ability to connect with colleagues on a personal level underscores his commitment to fostering a harmonious and productive workplace environment.
Date: May 29, 2024
Tags: Information Security, ISO/IEC 27001, ISO/IEC 42001, Artificial Intelligence, GDPR
-------------------------------------------------------------------------------
Find out more about ISO training and certification services
Training: ISO/IEC 27001 Information Security Management System - EN | PECB
ISO/IEC 42001 Artificial Intelligence Management System - EN | PECB
General Data Protection Regulation (GDPR) - Training Courses - EN | PECB
Webinars: https://pecb.com/webinars
Article: https://pecb.com/article
-------------------------------------------------------------------------------
For more information about PECB:
Website: https://pecb.com/
LinkedIn: https://www.linkedin.com/company/pecb/
Facebook: https://www.facebook.com/PECBInternational/
Slideshare: http://www.slideshare.net/PECBCERTIFICATION
The simplified electron and muon model, Oscillating Spacetime: The Foundation...RitikBhardwaj56
Discover the Simplified Electron and Muon Model: A New Wave-Based Approach to Understanding Particles delves into a groundbreaking theory that presents electrons and muons as rotating soliton waves within oscillating spacetime. Geared towards students, researchers, and science buffs, this book breaks down complex ideas into simple explanations. It covers topics such as electron waves, temporal dynamics, and the implications of this model on particle physics. With clear illustrations and easy-to-follow explanations, readers will gain a new outlook on the universe's fundamental nature.
This slide is special for master students (MIBS & MIFB) in UUM. Also useful for readers who are interested in the topic of contemporary Islamic banking.
Walmart Business+ and Spark Good for Nonprofits.pdfTechSoup
"Learn about all the ways Walmart supports nonprofit organizations.
You will hear from Liz Willett, the Head of Nonprofits, and hear about what Walmart is doing to help nonprofits, including Walmart Business and Spark Good. Walmart Business+ is a new offer for nonprofits that offers discounts and also streamlines nonprofits order and expense tracking, saving time and money.
The webinar may also give some examples on how nonprofits can best leverage Walmart Business+.
The event will cover the following::
Walmart Business + (https://business.walmart.com/plus) is a new shopping experience for nonprofits, schools, and local business customers that connects an exclusive online shopping experience to stores. Benefits include free delivery and shipping, a 'Spend Analytics” feature, special discounts, deals and tax-exempt shopping.
Special TechSoup offer for a free 180 days membership, and up to $150 in discounts on eligible orders.
Spark Good (walmart.com/sparkgood) is a charitable platform that enables nonprofits to receive donations directly from customers and associates.
Answers about how you can do more with Walmart!"
3. 9.1.1 IT organizations are complex
systems
• A complex system is characterized by organized
complexity, as opposed to disorganized complexity
(random systems) or organized simplicity (simple
systems).
• In an organizational setting, for example, the
operations group is a system made up of people,
process and technology.
• However, the components of the operations group
must interact with each other to perform. Hence they
are interdependent. The operations group in turn must
interact with other components of the IT organization.
Mustufa Sir 3
4. • This complexity explains why some service
organizations resist change.
• Complex systems behave differently from simple
systems and pose unusual challenges.
• The natural tendency is to break services down
into discrete processes managed by different
groups with specialized knowledge, experience
and resources.
• This approach is useful. However, the more
divided a system, the greater the need for
coordination between components.
Mustufa Sir 4
5. 9.2 Coordination and control
• Decision-makers in general have limited time,
attention span and personal capacity.
• They delegate roles and responsibilities to
teams and individuals who specialize in
specific systems, processes, performance and
outcomes.
• Specialization allows for development of
indepth knowledge, skills and experience.
Mustufa Sir 5
6. • An increase in the level of specialization leads to
a corresponding increase in the need for
coordination.
• This is a major challenge in service management
because of the level of specialization needed for
various phases of the Service Lifecycle, processes
and functions.
• Coordination can be improved with cooperation
and control between teams and individuals.
Mustufa Sir 6
7. • Cooperation problems involve finding a way to align
groups with divergent and possibly conflicting interests
and goals, to cooperate for mutual benefit.
• This is true not only for cooperation between internal
groups but also between customers and service
providers.
• Another means to improving coordination between
groups is to maintain shared views of outcomes
towards which all performance is directed.
• Such views are defined in terms of service strategies,
objectives, policies, rewards and incentives
Mustufa Sir 7
8. • Control perspectives help managers to focus on
what is important and relevant to the processes
under their control and ensure that control
information of good quality is available for them
to be effective and efficient.
• The prices are indicative of the value customers
place on outcomes.
• Service providers can then coordinate control and
deploy their assets to provide services that
facilitate the outcomes at a cost less than or
equal to the price customers are willing to pay.
Mustufa Sir 8
9. 9.3 Preserving value
• 9.3.1 Deviations in performance
• 9.3.2 Operational effectiveness and efficiency
• 9.3.3 Reducing hidden costs
• 9.3.4 Substantiating hidden benefits
• 9.3.5 Leveraging intangible assets
Mustufa Sir 9
10. 9.3.1 Deviations in performance
• Mature customers care not only about the utility and
warranty they receive for the price they are being charged.
They also care about the total cost of utilization (TCU).
• Customers perceive not just the direct costs of actual
consumption but also all other related costs incurred
indirectly in the process of receiving the committed utility
and warranty.
• Value created for customers is easily lost to hidden costs
that the customer incurs from utilizing a service.
• Poor management of services over the lifecycle can result
in customers paying much more than the price of the
service when the effect of hidden costs sets in.
Mustufa Sir 10
11. 9.3.2 Operational effectiveness and
efficiency
• Services ought be a beneficial undertaking from both the customer
and service provider perspectives.
• Value creation for the customer should result in value capture for
the service provider.
• This mutual welfare is important for the economic viability of
services. It avoids losses on both sides of the relationship in real
terms.
• Efficiency goes to waste when output or outcome is not fit for
purpose or fit for use.
• Therefore efficiency should have the guide rails of some desired
effect.
• Effectiveness is the quality of being able to bring about a desired
effect.
• In the context of services the two primary effects are utility and
warranty
Mustufa Sir 11
13. 9.3.3 Reducing hidden costs
• One category of hidden costs is transaction costs.
• These include costs for the resources that service
providers spend to determine customer needs, user
preferences, quality criteria that underpin value, and
pricing decisions.
• Costs are also incurred when changes are made to
services, service level agreements and demand in a
trial-and-error manner.
• Well-defined service management processes,
measurement systems, automation and
communication, should drive down the transaction
costs related to coordination through hierarchies.
Mustufa Sir 13
14. 9.3.4 Substantiating hidden benefits
• Customers find value in leasing assets such as applications and
infrastructure rather than owning them.
• Part of that value comes in the form of the reduced lock-in that
would otherwise exist due to high switching costs.
• Switching costs are high when the investment in the capital assets is
high, when a major proportion of the assets come from the same
vendor, and when the depreciation of the assets is slower.
• Faced with high switching costs, customers are often discouraged
from purchasing assets.
• One way of reducing lock-in is to rent or lease the assets rather
than buying them.
• They offer customers the utility of an asset without the related
lock-in.
Mustufa Sir 14
15. 9.3.5 Leveraging intangible assets
• Intangible assets are non-physical claims to future benefits
generated by innovation, unique systems, processes, designs,
organizational practices and competencies.
• They are combined with tangible and financial assets to create
economic value for their owners.
• Certain assets such as physical assets, human resources and
financial assets are called rival or scarce assets because a specific
deployment of such assets prevents their concurrent use
elsewhere.
• Examples include bank tellers assisting customers, storage space, or
financial capital invested in a certain office facility.
• Thus rival assets suffer opportunity costs. In contrast, intangible
assets are generally non-rival because they can be replicated and
concurrently deployed to serve multiple instances of demand.
Mustufa Sir 15
16. 9.4 Effectiveness in measurement
• Organizations have long understood the Deming
principle: if you cannot measure it, you cannot manage
it.
• Yet despite significant investments in products and
processes, many IT organizations fall short in creating a
holistic service analytics capability.
• Performance measurements in service organizations
are frequently out of step with the business
environments they serve.
• Rather, traditional measurements focus more on
internal goals rather than the external realities of
customer satisfaction.
Mustufa Sir 16
17. Principle
• Begin on the outside, not the inside of the service
organization
• Responsiveness to customers beats all other
measurement goals
• Think of process and service as equals
• Numbers matter
• Compete as an organization. Don’t let overall
goals get lost among the many performance
measures
Mustufa Sir 17
18. • Measurements focus the organization on its
strategic goals, tracking progress and
providing feedback.
• Be sure to change measurements as strategy
evolves.
Mustufa Sir 18
19. 9.5 Risks
• 9.5.1 Definition of risk
• 9.5.2 Transfer of risks
• 9.5.3 Service provider risks
• 9.5.4 Contract risks
• 9.5.5 Design risks
• 9.5.6 Operational risks
• 9.5.7 Market risks
Mustufa Sir 19
20. • Risk is normally perceived as something to be avoided
because of its association with threats.
• While this is generally true, risk is also to be associated with
opportunity.
• Failure to take opportunities can be a risk in itself.
• When service management is effective, services in the
Catalogue and Pipeline represent opportunities to create
value for customers and capture value for stakeholders.
• Otherwise, those services can be threats from the
possibility of failure associated with the demand patterns
they attract, the commitments they require and the costs
they generate.
Mustufa Sir 20
21. 9.5.1 Definition of risk
• Risk is defined as uncertainty of outcome,
whether positive opportunity or negative
threat.
• Managing risks requires the identification and
control of the exposure to risk, which may
have an impact on the achievement of an
organization’s business objectives.
Mustufa Sir 21
22. 9.5.2 Transfer of risks
• Services reduce risks to the customer’s
business but they also transfer risk to the
service provider. Risks flow both ways (Figure
9.4).
Mustufa Sir 22
23. 9.5.3 Service provider risks
• Risks for service providers arise when uncertainty
originating in the customer’s business combines
with uncertainty in their operations to have an
adverse impact across the Service Lifecycle.
• Risks materialize in various forms such as
technical problems, loss of control in operations,
breaches in information security, delays in
launching services, failure to comply with
regulations, and financial short-falls.
Mustufa Sir 23
24. 9.5.4 Contract risks
• Customers depend on contracts as a means of
implementing their own business strategy and
achieving specific objectives.
• The concept of ‘contract’ includes formal, legally
binding contracts as well as less formal agreements
between business units and internal groups and
functions.
• Risks that threaten the ability of the service provider to
deliver on contractual commitments are strategic risks
because they jeopardize not only operations in the
present but also the confidence customers will place in
the future.
Mustufa Sir 24
25. 9.5.5 Design risks
• Customers expect services to have a particular
impact on the performance of their assets,
which is utility from their perspective.
• There is always a risk that services as designed
fail to deliver the expected benefits utility.
This is a performance risk (Figure 9.7).
• A major cause for poor performance is poor
design.
Mustufa Sir 25
27. 9.5.6 Operational risks
• Operational risks are faced by every organization.
• Two sets of risks are considered from a service
management perspective: risks faced by business
units and the risks faced by the service units.
• However, customers expect to be isolated from
the operation risks of service providers.
• Poor risk management on the part of service
providers may expose customer assets to risks
and consequential loss.
Mustufa Sir 27
29. 9.5.7 Market risks
• A common source of risk for all type of service
providers is the choice that their customers have
on sourcing decisions.
• In recent years, Type I providers have faced the
risk of outsourcing when customers sign
contracts with external providers in pursuit of
strategic objectives.
• Customers are willing to make that switch when
benefits outweigh the costs and risks of switching
from one type to another.
Mustufa Sir 29
30. • Reducing the total cost of utilization (TCU)
gives customers incentives not to switch to
other options.
• While outsourcing and shared services are the
dominant trend, insourcing continues to be a
valuable strategic option for customers.
• This is the risk faced primarily by Type III
providers and to a limited extent by Type II
providers.
Mustufa Sir 30
31. 9.5.7.1 Reducing market risk through
differentiation
• From a customer’s perspective services bring to
bear assets that are both scarce (i.e. customers
do not have enough) and complementary (i.e.
there is value in combining the customer and
service assets).
• In a controlled and coordinated manner, service
providers are allowing their assets to be used by
their customers for gain.
Mustufa Sir 31
32. 9.5.7.2 Reducing market risk through
consolidation
• Consolidation of demand reduces the financial
risks for service providers and in turn reduces
operation risks for customers.
• With an increase in the scale and scope of
demand there is a reduction in the costs to
serve the next unit of demand.
Mustufa Sir 32