itme 2015 - module introduction

IT Management Educa/on 2015 Module Introduc/on

M3 – IT Sourcing

MODULE M3

IT SOURCING

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M3 Module Abstract •  Principles for sourcing management, covering the full lifecycle from sourcing

strategy to managing the relaConship (including the end), through the FRP process and the selecCon of a Vendor and contracCng along with the transiCon phase. Includes a review of common bodies of knowledge and sourcing Framework (eSCM) with pracCcal, hands-‐on applicaCons

•  The topics include:

–  Why is sourcing management important

–  How to create a good Sourcing stategy –  All the phases of the implementaCon of the sourcing strategy

–  eSCM as a maturity assessment tool & other framewoks

–  Legal aspects –  HR aspects and Skills Framework (SFIA)

9/27/15 Test of a Footer -‐ EXECUTIVE EDUCATION -‐ 2010

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M3 Module Objec/ves •  A]er following this module, the students should be able to :

–  Define the sourcing strategy of a company and understand the specificiCes, applicabiliCes, levelers, risks, challenges and benefits of the different sourcing alternaCves.

–  Learn how to implement each of the lifecycle phases from supplier selecCon and contracCng to exit strategy, through managing the contract execuCon and the relaConship, relying on best pracCces and with an awareness of the major traps

–  Understand the sourcing maturity levels and be able to use eSCM to assess a maturity level and make it progress, along with other market frameworks

–  Apply SFIA for resource planning, recruitment, and assessment

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Test of a Footer -‐ EXECUTIVE EDUCATION -‐ 2010 9/27/15

M3 Module Agenda Session Title Learning objec/ves Par/cipants

par/cipa/on Lecturer

1 30/09 -‐ IntroducCon Understand the drivers and trends of sourcing and why sourcing management is important

15% (Q&A) Philippe Van Belle

2 7/10 -‐ Sourcing Strategy Define the sourcing strategy of a company and understand the specificiCes, applicabiliCes, levelers, risks, challenges and benefits of the different sourcing alternaCves.

15% (Q&A) Philippe Bardyn

3 14/10 -‐ Vendor & contract Management

Learn how to scope and express the requirements , execute a call for tender and evaluate and select suppliers. Be aware of the key aspects of contract management and negociaCon

33% (exercice) Hans Hujoel

4 21/10 -‐ TransiCon & TransformaCon

Understand the challenges linked to the transiCon to an outsourced operaCng model

33% (case) Philippe Bardyn

5 28/10 -‐ RelaConship management

Learn the basics of relaConship Management, including evaluaCng of performance and disengagement. Be aware of how do organizaCons, employees and managers need to adapt to operate effecCvely in an outsourcing environment

15% (Q&A) Dominique Kindt

6 18/11 -‐ eSCM and other frameworks

Understand eSCM and be able to use it as a sourcing maturity assessment tool

66% (case) Georges ATAYA -‐ Cathy Coolen

7 25/11 -‐ Legal Learn how to write and manage good service contracts that anCcipate problems and protect the company

33 % (case) Benjamin Docquir

8 2/12 -‐ HR Aspects Use SFIA as a tool for competence management, hiring and evaluaCon of staff, and career management

33 % (exercice) Tamara Alen

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Outsourcing LifeCyle (NOA)


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7. Legal

8. HR

6. Framew

orks

1. Drivers and trends

Session 1 -‐ Understand the drivers and trends of sourcing and why sourcing management is important

•  DefiniCons

•  Global market perspecCve

•  Sourcing strategy : the Why •  Sourcing strategy: the What

•  Pilalls and CSF’s

•  SyntheCc case: AG Insurance IT sourcing strategy

•  Wrap up

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9/27/15

Session 2 – Sourcing Strategy

Purpose : iniCate the adequate steps in order to define your future sourcing stragegy by

•  Having an in depth understanding of your IT Sourcing AS-‐IS SituaCon Understanding the high level approach to shape the future in line with your stakeholders expectaCons

•  Using a pragmaCc approach to generate and select opCons

While receiving some elements of though the ensure general adopCon and comitment of your organisaCon to embrace the journey

Agenda :

1.  IntroducCon 2.  Know the as-‐is

1.  Know your as-‐is sourcing mix : Capacity, Capability, Financial, Supplier, Asset, Process maturity

3.  Shape the future 4.  Generate and select opCons 5.  Be ready for next steps

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Session 3 – Vendor and contract management •  Introduc/on + Recap on:

–  IT Sourcing Lifecycle –  Outsourcing complexiCes

•  Part 1: Vendor Management –  DefiniCon –  Vendor Management Challenges

–  Best pracCces •  Part 2: From requirements to negocia/on

–  Requirements –  RFP & contract development

–  EvaluaCon and selecCon –  Contract negociaCon

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Session 4 – Transi/on & Transforma/on

1. IntroducCon

2. IntroducCon & Fundamentals 3. Embrace Change Management as of day -‐100 4. Perform TransiCon & TransformaCon

5. Organize your Standing OrganisaCon

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Session 5 – Rela/onship Management •  Introduc)on:

–  Business context and market challenges –  PosiConing BRM in the sourcing lifecycle

•  Part I: Why do strategic business & outsourcing relaConships maner? –  Focus on Benefits & Added value:

•  Benefits & added value of relaConship management •  DetecCng & PrevenCng value leakage in business relaCons

•  Part II: What does relaConship management means to a CIO? –  Focus on Market tools & Techniques:

•  What tools and techniques currently exist in the market •  Difference between “insight” and “oversight” in relaCons

•  Part III: How have CIOs engaged in managing & maintaining partnerships –  Focus on Client Cases:

•  2 cases where relaConship management and maintenance lead to increased trust and value for money •  Tangible benefits and results of collaboraCve relaConship management

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Session 6 – eSCM & other frameworks Case study

•  Part 1 : Globaly accepted Sourcing Frameworks

–  OPBOK –  Vendor Management with COBIT 5 –  ISO 27500 –  eSCM global framework presentaCon

•  Part 2 : case study

–  Case Study will be distributed during 1st Session –  You must have read and understood the case study prior to aZending Session 6

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Session 7 – Legal

•  Legal framework of IT sourcing –  Importance of the contract as a framework for the relaConship –  Basics of contract law –  InformaCon security and data protecCon : shi]ing the liability to the IT

provider ? –  Specifics of outsourcing:

•  ProtecCon of secrets, ideas, creaCons and innovaCon in IT sourcing –  Trade secrets and intellectual property –  Basics of copyright, so]ware & database protecCon –  How the contract can help ? Typology of IP clauses

•  Risk factors in IT sourcing –  NegoCaCon hurdles –  Contract structure

–  TerminaCon & damages

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Session 8 – SFIA •  SFIA (Skills Framework for the InformaCon Age) is your essenCal resource for organisaConal design and talent

management in InformaCon Technology.

•  As IT becomes more complex and pervasive there is an ever growing need clearly to define, recruit and grow the skilled resources that you need. SFIA provides a language that is the foundaCon for consistent, unambiguous and clear definiCons of IT based skills.

•  Whether recruiCng through agencies or the press, using contractors or outsourcing whole capabiliCes, never has there been a greater need for simplicity and consistency of language. SFIA provides the common language that integrates with an organisaCon’s way of working, to improve capability and resource planning, resource deployment and performance management.

•  SFIA has achieved worldwide recogniCon and use. It reflects the views of informed professionals; it is based on pracCcal management consideraCons; it is compaCble with different ways of working. It is the product of the collaboraCon of many individuals and groups working in IT -‐ people with real expereince of managing and developing IT skills. As a result SFIA answers a need experienced by all IT managers.

•  Agenda:

–  IT Management Frameworks and SFIA –  Origin and background –  SFIA skills & levels –  Capability Management & SFIA

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M3 Module examina/on

•  The Module examinaCon is :

–  Group Work (session 6) – 15%

–  Exam

•  Open quesCon on case study – 15% •  MCQ – 70%

•  No excepCon is granted


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Mandatory pre readings


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Session

0 NOA Life Cycle -‐ Overview Gives a good overview of the (out)sourcing lifecyle elements and potenCal problems

1 A three-‐stage strategic vision for creaCng value through global sourcing – Carine Peeters

Explains how global sourcing is a ‘learning journey’ that can bring severalstrategic bene]is beyond cost savings

2 Outsourcing models -‐ Aligning Sourcing Strategy to Business ObjecCves -‐ Infosys

Introduces the most common outsourcing models

3 SelecCng effecCve suppliers 8 key lessons regarding the selecCon process, especialy avoiding the “winner’s course”

5 Business leaders urged to collaborate with partners ISO: The future belongs to those who collaborate

-‐ A short arCcle on what is collaboraCve leadership -‐ An introducCon to the new ISO framework “CollaboraCve Business RelaConship Management”

Bibliography •  Vendor Management using COBIT 5

•  The Outsourcing Enterprise – Willcockx, Cullen and Craig

•  eSCM-‐CP and e-‐SCM-‐CL

•  The Demand Supply Governance Framework (IAOP) •  Outsourcing Professional Body of Knowledge (IAOP)

•  ISO27500 Guidance on Outsourcing


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M3 Module Recommanded Readings

•  NOA’s best pracCce Guides (hnp://www.noa.co.uk/knowledge-‐centre/best-‐pracCce-‐guides/)

•  Vendor Management using COBIT 5 – ISACA – Case Study

•  Raising the Standard for CollaboraCon. Harnessing the benefits of BS 11000: CollaboraCve Business RelaConships -‐ BSI

•  Available on mySBS –  A bener way to structure outsourcing contracts –  New center of power (middle manager and outsourcing)

–  Toward a successful Target OperaCng Model

–  Outsourcing Models: Aligning Sourcing Strategy to Business ObjecCves

–  The 18 C’s model for a successful long-‐term outsourcing arrangement –  Building RelaConships that Create Value –  RelaConship management for outsourcing service providers

–  Smart Guide to CollaboraCve Business RelaConships

–  And others…


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M3 Module Educa/on Experience •  The best educaCon experience is granted to the parCcipants thanks to:

–  Best in class speakers with extended experience in their domains and a will to transfer their knowledge

–  Mix theory/pracCces allowing to apply the learned concepts and check understanding of the material

•  The module will be most beneficial for the following parCcipants profiles: –  No specific background expected


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M3 Module related cer/fica/ons


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Module related cer/fcates

Cer/ficate body of knowledge coverage (%)

Body of knowledge material lectured

Module sufficient to prepare for cer/ficate?

Sourcing Governance Founda/on Cer/fica/on (link) – COS-‐FP (IAOP)

30% OPBOK No

CerCfied Outsourcing professional (link) – COP (IAOP)

15% OPBOK No

CerCfied Outsourcing Specialist – COS (IAOP)

30% OPBOK No

Career Summary Expertise Summary Education/ Certification

Cathy Coolen (Topic Leader)

•  Project Manager, Master Data domain owner at bpost

•  IT Business RelaConship Manager at BNP Paribas ForCs

•  PMO, CMMI auditor at Euroclear and AG Insurance

•  IT Business RelaConship Management

•  Enterprise Governance of IT

•  Project, Program and Porlolio management

•  Enterprise InformaCon Management, Master Data Management

•  Sourcing Management

•  IT Engineer

•  Master in Business AdministraCon

•  Prince II pracCConner, PMI CAPM

•  CGEIT

•  ITIL

9/27/15 PARTICIPANT INTRO

ITME Expectations

Cathy wants to select the best industry leaders and pracCConner as speakers, and make sure they bring the students at the appropriate level of mastering the various aspects of IT sourcing in a coherent, comprehensive, and passionate manner, inspiring them from their own experience.


Philippe Van Belle

•  Group IT @ Ageas

•  BOO & CIO @ AG Insurance

•  I&O General Manager @ ForCs

•  Leadership -‐-‐-‐ Strong ParCcipaCve OrientaCon. Key anenCon in involving and gaining commitment of all stakeholders at all levels

•  Team Building/Coaching -‐-‐-‐Team/people development is as important as delivering the results, simply because the challenges will become higher, consequently people development is of the essence

•  Building Diversity in teams. Key to maximize complementarity

•  Strategic Thinking -‐-‐-‐ Business is IT and IT is the Business – Thinking together with the Business

•  Delivery Focused -‐-‐-‐ delivery culture is the corner stone of a success culture in IT

•  Wide IT experience -‐-‐-‐ Wide IT knowledge from implemenCng systems, to managing the infrastructure; Emphasizing 4 facets: Architecture (key of long term sustainability), Project management (key to effecCve delivery), OperaConal ConCnuity, Professionalism (simple and effecCve processes)

•  Master in Computer Sciences

•  Bachelor, Economy



Philippe Bardyn

•  Head of IT Sourcing & Group Partnership Management. BNP Paribas For/s

•  Head of CRM & BI Development, For/s/ABN Amro

•  Head of IT Distribu/on Channels, CRELAN

•  IT Management in various development and producCon environments

•  Outsourcing •  IT Strategy •  Program Management •  Systemic OrganizaCon

Enabler

•  Bachelor, psychology

•  CerCficate in Competence & Change Management

•  Datanews IT Manager of the Year 2001



Hans Hujoel

•  Currently Head of Quality Assurance, Methods, LEAN at Euroclear Group

•  Previously Director at Gartner ConsulCng

– Within Gartner also leading the Benelux Sourcing PracCce Lead

•  Accenture

•  IT Sourcing strategy

•  IT Sourcing Management – Outsourcing, Offshoring, CapCve Centers, Saas, Cloud…

– RFI/RFP development

– Contract development

– Vendor EvaluaCon & SelecCon

•  IT Strategy & IT Governance

•  Master in Civil Engineering, ICT TelecommunicaCon and TelemaCcs

•  LEAN CerCfied

•  ITIL V2 & V3, APICS, PMI, Prince 2


ITME Expectations Hans wants to share his experCse and real-‐life experiences in the areas of Outsourcing, IT vendor management, RFP development and contract negoCaCons.


Dominique Kindt

•  Managing Director, cofounder @ with

•  Chairman @ European Outsourcing AssociaCon -‐ Belgian Chapter

•  Country Manager Belgium & Luxembourg @ EquaTerra

•  Director @ Deloine Enterprise Risk Services

•  CollaboraCve RelaConship Management

•  (Out)sourcing & Shared Services

•  Strategic visionary

•  Master, Applied Computer Science

•  Master, Applied Economics



Benjamin Docquir

•  Partner @ Simont Braun

•  Collaborateur scienCfique @ Unité de droit économique, Université Libre de Bruxelles

•  Associate (IP/IT pracCce) @ Simont Braun

•  IP, IT and Trade PracCces

– Intellectual Property – InformaCon Technology

– Trade PracCces – DistribuCon and Licensing

– CompeCCon Law and Regulatory Aspects

•  Master Intellectual Property Rights, IP law

•  Economisch Recht, Business Law

•  Master, Law



Tamara Alen

•  Managing Partner at SMME

•  Business Unit Manager at M-‐Eye

•  Management Consultant & Account Manager at D-‐Sense

•  Marketeer at Vacature

•  Project Manager at GfK

•  SFIA IT Skills Management

•  Skills ConsulCng

•  Capability Management

•  People Management

•  Customer Delight Management

•  Business ConsulCng

•  Project Management

•  Account Management

•  Business Economics

•  SFIA Accredited Consultant

•  ITIL

•  Cobit

•  Prince2

•  LeanIT

•  AgilePM

•  Scrum Master


ITME Expectations Tamara is driven by customer experience and focusses with SMME on delivering best-‐in-‐class IT Management training. As a trainer/consultant she adds value where necessary based on her customers’ needs: by training people in a comprehensible and pracCcal way, by sharing experiences, by facilitaCng or/and by consulCng on site.

itme 2015 - module introduction

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