2005 tcgsug governance presentation
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© neoIT 2005. All rights reserved
www.neoIT.com
GOVERNANCE
Beyond Vendor & Project Management
September 22, 2005
Chas MullinsManaging Director
Atul VashisthaCEO
© 2005 neoIT2
neoIT Overview
Services Globalization Lifecycle
Governance Framework
• Layers of Governance
• Organizational
• Functional
• Operational
Agenda
© 2005 neoIT3
About neoIT: Our Capabilities & Client Outcomes
StrategyEffective services globalization strategy that stands the test of
time
ExecutionOptimized, efficient operations
through flawless execution
GlobalizationDriving competitive advantage by harnessing the forces of services
globalization
neoIT advises clients on how to best plan and implement services globalization strategies
Operations Improvement
Risk ManagementDe-risking services globalization is a prerequisite for any corporation.
Expansion & GrowthAddressing growth issues through services globalization should be a priority for every organization positioning for long-term success.
Through services globalization organizations are becoming streamlined, effective operating units.
© 2005 neoIT4
Some of Our Valued Clients
CONFIDENTIAL LIST
© 2005 neoIT5
SUPERSTARSUPERSTAR
Thought Leaders
neoIT leverages experience, expertise and proprietary methodologies to create superior outcomes
Industry RecognitionOpinionPublications
Original Content
$0
$5,000
$10,000
$15,000
$20,000
$25,000
$30,000
$35,000
$40,000
$45,000
Vietnam
IndiaChina
Thailand
Philippines
Romania
Brazil
Costa Rica
Russia
Malaysia
Mexico
Hungary
Poland
South Africa
Israel
Singapore
Canada
Ireland
0%
2%
4%
6%
8%
10%
12%
14%
Salary Grow th rate
Average annual salary, USD Year-over-year growth in average salary
Industry average growth rate = 8.7%
© 2005 neoIT6
neoIT Overview
Services Globalization Lifecycle
Governance Framework
• Layers of Governance
• Organizational
• Functional
• Operations
Agenda
© 2005 neoIT7
• Knowledge & Learning
• Planning & Strategy
• Sourcing
• Management & Governance
A Lifecycle Approach to Governance
Leveraging Services Globalization is more than sourcing….… and requires governance through the entire lifecycle
Leveraging Services Globalization is more than sourcing….… and requires governance through the entire lifecycle
Source: neoIT
© 2005 neoIT8
neoIT Overview
Services Globalization Lifecycle
Governance Framework
• Layers of Governance
• Organizational
• Functional
• Operations
Agenda
© 2005 neoIT9
Governance – At All Levels
© 2005 neoIT10
ExecutiveSteering Committee
Global Solutions Firm wide“Air Traffic Control”
“Deal Team”“Air Traffic Control”
Operational Governance
LOB/HR Finance IT CRM
IT IT IT IT
Contact Center of Excellence (CCOE)SoftwareVoice Related
ApplicationsLOB Specific
HardwareInfrastructure
ProcessesDemand Analysis
Business Requirements
ProgramManagement Office
Functional Governance
Captive Site“Satellite PMO”
Other LOB “ATC”Structures
Organizational Governance
Enterprise Technology Services
Third PartyVendors
Governance – Level By Level
© 2005 neoIT11
Company Culture
Affinity for outsourcing & globalization including
past experiences
QualityNeed for consistent quality
and service levels
RiskManage stability, security, privacy,
volatility, etc.
ControlOwnership
preference as influenced by risk &
culture factors
Cost SavingsNeed for reducing cost or
fundamentally altering business model
CorporateStrategy
Business plan, goals and results expected-acquisition,
cost structure, growth, flexibility, risk aversion, profitability, cash etc.
SocialResponsibili
tyIssues related to job loss, globalization, employee upheaval,
etc.
Industry Activity
Offshore actions of competitors and industry
players
Globalization
Strategy
Framework
Globalization
Strategy
Framework
Source: neoIT
Organizational Governance – Strategic Alignment
© 2005 neoIT12
LeadershipCommitment
OrganizationDesign &Structure
Transition Planning
CommunicationsEducation & Development
6 1
2
34
5Process Redesign
1
2
3
4
5
6
Leadership CommitmentObtaining executive-level buy-in and commitment
Organization Design & StructureDevelop new operating model to include jobs and work structures & performance management systems
Transition PlanningDevelop transition activities including application and business process sequencing, knowledge transfer and resource planning; managing current commitments
CommunicationsProvide communication to all stakeholders throughout the transition
Education & DevelopmentBuilding the needed competencies to perform in a global delivery model
Process RedesignDefine processes to include new development cycle, knowledge management processes and problem-change management processes
Understand Transformation Levers
Organizational Governance – Managing Transformation
Source: neoIT
© 2005 neoIT13
Functional Governance
Air Traffic ControlInitiative Coordination, Facilitation and Consolidation
North America Asia / PacificEMEA
LOB LOBLOBLOB LOBLOBLOBLOBLOB
Shared Services Shared ServicesShared Services
Project Project ProjectProjectProjectProjectProject ProjectProject
Supply SideDemand Side
External Providers
Internal Captive
Tactical
Cross-Functional
Strategic
© 2005 neoIT14
Operational Governance – All About Execution
Expect to invest 5-8% of total spend in governance
• Service levels – monitoring, reporting
• Schedule management
• Issues in quality
• Offshore workload management
• Process flow for onsite/offshoredelivery
Performance Management
Invoice reviewBudget to actualsExpense allocationInvoicing procedureChange management to base model
Financial Management
Contract ManagementKey personnelStaffing, attritionBackground checks, insuranceDR/BCP plans, readinessReformulate service levels forrelevancy
Resource ManagementRetention, buffer, trainingVacation, holidaysOnboarding, resource transitionsConserve knowledge transfer Skills update
Relationship ManagementClient of choice initiativesOne teamTrack issues to closureBridge culture gaps
© 2005 neoIT15
Finally The PMO, But P is for Program
PMO Charter
Communications
Management
Integration Management
Quality Management
Scope Management
Cost Management
Project (Time) Management
Resource Management
Risk Management
Provider/Vendor
Management
The following diagram highlights the primary functions that will be managed by the PMO across all projects.
PMO Charter
The Project Charter provides an overview of the project and formally authorizes the project. The project charter should be issued at a level appropriate to the needs of the project, so that the PMO/Project Governance Committee will have the authority to apply organizational resources to project activities.
The primary function of the PMO is to support firmwide initiatives and provide a framework to:
Mitigate and manage risks and interdependencies,
Enhance and optimize cross LOB interaction,
Promote transparency of communications among all constituents
Enabling knowledge and best practice sharing,
Leverage synergies across all lines of business,
Implement a common language and process understanding, and
Track, monitor and report project progress against plan.
Identify and communicate the benefits and critical success factors associated with the effort.
Clarify how the PMO can assist with the aggregation and analysis, coordination and facilitation, marketing and communication across all agenda constituents.
© 2005 neoIT16
Contact Information
Chas MullinsManaging Director, neoITchas@neoIT.com
Atul VashisthaCEO, neoITCo-Author, The Offshore Nationatul@neoIT.com925.548.5710 (m)
neoIT Global Headquarters
2603 Camino Ramon, 2nd FloorSan Ramon, CA 94583 USA
neoIT Asia Headquarters
210, Bellary Road Upper Palace OrchardsBangalore - 560 080 India
neoIT Philippines8/F Pacific Star BuildingSenator Gil Puyat Ave. cor Makati Ave.Makati City, Metro Manila, 1200, Philippines
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