gss s8 shared services model v1.0

8/3/2019 GSS S8 Shared Services Model v1.0

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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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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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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

gss s8 shared services model v1.0

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