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Global Strategic SourcingSession 8: Sourcing IT services Shared Services Model
Anveshika Shrivastava11th December , 2011
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Symbiosis Centre for Information Technology
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CLASS TEST !!!
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Recap
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Recap from the last session
Functions - Onsite ,Onshore, Offshore
SLA Management Types, Development of SLAs
Shift Management (Support Projects)
Demand Management
Support Ticket Vs Enhancement Request
Forecasting and variable Resourcing to handle spikes in demand
Training
GSS-GA-6 Presentations
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Session Agenda
Why Shared services model is necessary SI perspective. (One Stop Shop)
Structure of Shared service model
How does it sync with IT strategy?
Implementation of a shared services model in an organization.
SSM Roll out Process
Assessing implementation and tracking measures.
Downstream Revenues
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What is a SharedServices Model?
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Introduction to Shared Services Model
Shared services model is a collaborative organizational set up, constituted by
different stakeholders, with a view to sustain IT-Business alignment within an
organization.
Stakeholders include :
Top management
IT Management
Vendors senior leadership (SI & Products)
Vendors account & project management
IT team, business users
Vendors project team Fixed and Variable
& the business analysts (client & vendor)
Other groups: QAG, Testing, Infrastructure
This groups primary objective is to promote solution envisioning, application
development/deployment, enhancements and support services with a view
to implement, sustain and monitor IT strategy.
This partnership is the ideal positioning for clients as well as system
integrators in the market
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Introduction to Shared Services Model
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Operational
Components
Innovation &
Knowledge Group
Organizational
Entities
Leadership Committee
Strategy & Management Office
Project Management Office (PMO)
Teams Fixed / Variable
Advisory Services
Implementation
Upgrade / Migration Services
Support & Maintenance ServicesQuality Assurance & Testing Services
Best Practices Group
Process Analyst Group
Frameworks / Architecture Group
Reusable Collateral/Asset Development Group
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Relevance in Sourcing / Advantages
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Long term resource mobilization andutilization opportunity
Opportunity for downstream revenues
Strategic Infiltration
Negating the competition
Greater insight into clients problems
Training platforms: New staff
Vendor Client Operational Improvements
Greater control and visibility into IToperations
Distributed risk
Savings on staff and infrastructure
Reduced sourcing costs (RFP Floatation,Evaluation etc)
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What are thedisadvantages?
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Relevance in Sourcing / Advantages
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Too much reliance on one client (Toomany eggs in one basket)
Steep learning curve Initial phases
Need dedicated management and strongadministration measures
Needs to maintain a pool of deployableresources to support spikes in demandHolding costs
Innovation & Knowledge Group , throughimportant, bites into profitability
Vendor Client IP / Possible Security issues
SLA Monitoring intensive
Intensive project management
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How does it sync with IT strategy?
Infuses existent strategy with fresh insights
From collaborating with vendors
From Interdepartmental cooperation
Structured (non siloed) development
Operational efficiency
Process Improvements
Institutes a culture of knowledge management and innovation
Greater control and visibility into IT operations
Cost Advantages
Variable teams ~ cost optimization
Reuse prevents reinvention of wheel ~ saves time, hence money.
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Organizational Entities
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Entity : Leadership Committee Stakeholders
Provides strategic direction
Supreme decision making authority
Periodical review
Shared services model Sponsor (CxO) , Directors
Vendor Practice Head
Entity : Strategy & Mgmt Office Role
Identifies areas of IT Optimization
Project prioritization, monitoring,
Issue tracking & holistic coordination
Shared Services model Manager
Managers
Vendor Account Managers
Entity : PMO Role
Managing project delivery
Tactical control , Resource, Technology and
risk management
Reporting
Issue resolution
Departmental Heads,
Vendor Delivery Manager
Entity : Teams Fixed /Variable Role
Fixed team: all project executions
Dependent on minimal project
requirements
Variable Team: buffer - on project need
basis. Ramped up / down on the basis of
project requirements
Operations Team: Client and Vendor Architects/ Leads/
Developers / Consultants/Analysts
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Operational Components
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Component : Advisory Services
Strategy definition
Application Portfolio Analysis
Application Rationalization / Consolidation
Vendor/product Evaluation
Road Map and future state architecture definition
Component : Implementation Services
POC Development
Analysis and requirement elicitation/elaboration services
Design Services Build & UAT
SIT & UAT
Component : Upgrade / Migration Services
Content Migration
Version Migration
Component : Support & Maintenance Services Level 1: Support: Voice & Helpdesk Services
Level 2: Support: Application Maintenance / Infrastructure Monitoring
Level 3: Enhancements | Level 4: KPO Support
Component : Quality Assurance & Testing Services
QA Monitoring & Process Audits
Reviews
Performance / Load Testing
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Innovation & Knowledge Group
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Sub Group: Best Practices Group
Best Practices aggregation and dispersal
Research on emergent technology, standards, architectural issues
Validating projects estimates and technical feasibility - Standardize estimation
Technical guidance /Process Simulations
Sub Group : Process Analyst Group
Coordinate model setting up
Define , monitor , standardize and review project processes SDLC/AGILE Implementation, migration,
consulting
In house consulting for areas of process optimization
Process Standardizations: Estimation process and methodologies
Sub Group : Frameworks / Architecture Group
Assess existing application landscape
Facilitate creation and institutionalization of corporate / departmental taxonomy
Evaluating IT strategy with future state enterprise architecture
Define Integrated approach for design and implementation
Create tools, frameworks for reducing development/migration cycle times
Sub Group : Reusable Collateral/Asset Development Group
Minimize product customizations through re use
Create repository of reusable project components
Maintain resource backup
Facilitate project inductions
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SSM Implementation Process
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Pre Roll OutPlanning
SSM Roll OutActivities
Steady StateSSMOperations
Post Roll OutMonitoring
Note: Allocate time and budget for
SSM Set up operations , prior to
project initiations (Relevant for MBC
Case Study)
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Pre Roll Out Planning
Initial Due Diligence and Gap Analysis :Landscape Assessment
Business Case Validation/Approval based on established scope SSM Roll Out plan creation
Identification of IT optimization opportunities
Itemizing Project, existing skill sets, resource requirements
Establish Organizational Elements and roles
Leadership Committee
SMO
PMO
Requisite Approvals
Sponsorship Approval
Roll Out Plan approvals
Project Prioritizations
Formulate Standardized SSM Processes
Formulate Change, Risk and Communication Management Standards
Evaluate SSM risks / mitigations
Create SSM Operations Scorecard / Metrics (tracking performance)
Deliverable : SSM Charter17
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SSM Roll Out Activities
Populate SSM Positions (inclusive of Fixed team for initial project)
Deployment of SSM Specific tools and infrastructure Establish Training Infrastructure
Standardize operational processes
Consulting processes
Project Execution processes
Migration/Upgrade processes
Support Processes and administration
Testing Processes
Standardize Quality Management Process
QA Monitoring & Process Audits
Formal Kick Off: SSM
Usually , a small scale project initiated to test SSM structure and systems
Deliverable : SSM Processes and operations database
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Steady State SSM Operations
Initiate SMO,PMO Governance (Project Specific)
Project tracks initiation -Mobilization ofFixed Team
On boarding of Variable team
Innovation & Knowledge Group Operations
Prepare and update best practices
Enforcing Process Standardization
Tools/Frameworks/ Accelerators development
Detailed mapping of evolving organizational IT landscape
Initiate training sessions
Deliverable: Projects, SSM Steady State Operations
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Post Roll Out Monitoring
Regular SSM Efficiency Level Assessment
Project Specific Monitoring Continuous Reporting and monitoring
Future Expansions / Rationalization ~ Future Projects
Kaizen
Deliverable :SSM Efficiency Assessment Reports
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SSM Efficiency Level Assessment: Level 1
People
Processe
s
Technolo
gy&
Resour
ces
Initial Deployment of SMO, PMO and a rudimentary SSMFixed team
Minimal Staff Certification
Basic Alliances (Non leveraged)
Engagement in initial test case projects
High Level Processes for SSM, Projects
Minimal Documentation
Minimum SSM Monitoring
Rudimentary Training
Sharing existing organizational infrastructure
Usage of guest licenses for POC etcRudimentary Process/SSM Databases
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SSM Efficiency Level Assessment: Level 2
People
Processe
s
Full Fledged Deployment of Fixed and variable teamsacross multiple projects
Increased Staff Certification on products , technology
Leveraged alliance- primarily for resourcing
Mobilizing all Operational Components & projects
Detailed and operational Processes for SSM, Projects
Detailed Documentation
Established and robust SSM Monitoring
Upgraded , more relevant training Program
Deployed SSM specific infrastructure
Purchased Licences for SSM projectsMature repository for SSM processes/Tools/frameworks
etc
Technolo
gy&
Resources
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SSM Efficiency Level Assessment: Level 3
People
Processe
s
Apart from effective capacity planning based variableresourcing, mature I & K operations.
Certification on Internal Applications and technology
Global Alliances - Leveraged across the world
Development of futuristic 'next wave' applications
Standardized Refined Processes for SSM, Projects
Mature Knowledge Management Processes
Mature Reporting Structure and Dashboards
Project Specific Trainers / Change Management
Initiatives
Setting up dedicated technology excellence centers/labs
Project Type ~ Process/Product type applications andofferings
Development of Solution Accelerators, Migration tools
Internal SSM specific Consulting teams
Achieving ERA visionTechnology&
Resource
s
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Downstream Revenues / Operations
Life Line of SSM operations and the vendor
Best Measure for a successful sustained model
Best Measure for efficacy of established SSM structure and processes
Helps sustain and develop Vendor- Client Alliance
Relevant Projects help sustain IT Strategy- Business Alignment
Vertical specific excellence for vendor
Technology specific excellence for client
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End of GSS S8