Sujet: Impartition
Ce papier explique de façon claire les structures de rôles et responsabilités lorsqu’une organisation veut impartir ses services TI. Pour le CDG ce texte est très pertinent car il explique qui est responsable de quoi lors d’une impartition.
Définitions
relatedness: “The described risk factor is termed relatedness, sometimes called interdependence and refers to the interconnections between tasks, business units or
functions.”
retained organization: “The main responsibility of the retained organization is to continually align the business units, which are in fact the customers of the retained
organization, and service provider expectations and furthermore to manage the service provider relationship on a daily basis in order to ensure that the outsourcing engagement delivers the expected value to the business.”
governance of it outsourcing: “According to these researchers, the governance of IT outsourcing relationships is about realizing the mutually defined set of outsourcing goals which requires an actively managed partnership.”
Normes
“In order to manage the outsourcing partnership and to mitigate the inherent risk the customer in conjunction with the service provider needs to establish a governance model.”
“To manage the alignment between business and IT departments within the organization a clear management structure with roles, responsibilities, decision structures and appropriate process between both parties have to be in place.”
“A governance model between the outsourcing company and an external service provider has to address the following general governance questions (adapted from [11]):
• How does the outsourcer get his service provider
to return the expected business value to him?
• How can the outsourcer ensure that the service
provider does not waste the capital they supply or
invest in bad projects?”
“The role of the retained organization becomes more focused on strategic planning, (project) portfolio management, project management, management of IT architecture,
contract management and relationship management [10]. The retained organization is now responsible for managing the demand rather than the supply of IT services.”
“A governance model between the parties has to reflect the new responsibilities appropriately. According to Feeny and Willcocks [9] four core IT categories must kept in-house even if the customer wants to outsource nearly all of the IT. These core capabilities are IT governance, business requirements, technical ability and external service provider management.
Furthermore, the retained organization must have business and IT knowledge in order to fulfill their responsibilities [5]. In order to cope with these requirements, several new roles have to be established within the retained organization. The core roles of a
retained organization are:
- Head of retained organization
- Finance / Administration Manager
- Contract Manager
- Business Unit Manager
- IT Architect
- Service Level Manager”
“In order to set up the governance model it is necessary to clearly define the key responsibilities from strategic to operational level. The appropriate allocation of responsibilities between the partners is crucial for the delivery of the expected value within the outsourcing engagement.”
Factoids
“According to recent studies the average size of the retained organization is between five and seven percent of the former IT organization [20].”
“A governance model provides an overarching structure which helps to support the business objectives of the customer on strategic, functional and operational level. The governance model defines “”what to do”", “”how to do it”", “”who should do it”" and “”how it should be measured”". It addresses the rules, processes, metrics and organizational structures needed for effective planning, decision making, steering and control of the outsourcing engagement in order to mitigate the risk inherent in any outsourcing relationship.”
“The organizational structure comprises roles, functions and the necessary reporting and decision structure in the new organization. The organizational structure also clearly defines the responsibilities for dedicated topics on outsourcer and service provider
side. There will be proprietary responsibilities for certain topics on each side and also joint responsibilities.”
“The success of the overall outsourcing transaction will considerably depend on how well both parties are capable of covering the required roles, establishing joint structures and building up joint processes at both ends of the two organizations. Therefore, the “”right
team”" at the “”right levels”" in the respective organizations will be the cornerstone for building strong, long-term relationships at all levels.”
“Critical to the success of the mentioned structures and processes is an effective communication among all parties based on a collaborative relationship.
Relationship management is an integral part of each governance model. A recent study [8] has shown that more than 50% of the alliances fail due to relationship
issues and not because of bad contracts or financial issues.”
