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 Demand Management - How to Align Stakeholders and Deliver on Promises
White Paper |
Category: Transition & Governance IT Infrastructure & Applications Finance & Accounting Services...
Demand management is not a new discipline. A clear understanding of labor, materials and service requirements is essential in order to have predictable delivery of any finished product. Traditional manufacturing businesses have had this process down pat for over 100 years. Information Technology (IT) organizations have employed variations of formal demand management methods since the 1960’s. IT organizations today have well-structured processes focused on prioritized expenditures, key resources and satisfied customers. In the last decade, sophisticated applications have hit the market containing logic that "understands" the dynamics of multi-source demand, business prioritization, budget accountability and the resource management necessary to get the work done. One of the first and most important steps to implementing a demand management structure with built-in accountability is establishing a process and tool to monitor, adjust, and govern the decisions surrounding how to best satisfy the inflow of new requests for service.
A demand planning model is designed to serve as a macro-level demand reporting and planning tool. A typical demand planning model is comprised of three key work categories, including: strategic initiatives, discretionary projects, and operational "run" activities, delivered internally or through an outsourcing arrangement. The overall goal is to establish an annual plan with an appropriate workforce mix and resource pyramid to meet investment objectives. On a monthly basis, creating a view into resource consumption allows a comparison to the planned year-to-date investment plan.
The objectives of demand management and the detailed planning processes that enable it are focused on managing the collection, prioritization and approval for new IT services and service upgrades. Operational service organizations are the delivery units for the approved demand and thus play a crucial role in the overall success of a demand management solution. As soon as both sides of the business request cycle are aligned around managing demand within approved budgets, resource constraints and committed timelines, the world of IT becomes a less stressful, more predictable place for customers and delivery teams alike. The objectives of demand management and the detailed planning processes that enable it are focused on managing the collection, prioritization and approval for new IT services and service upgrades. Operational service organizations are the delivery units for the approved demand and thus play a crucial role in the overall success of a demand management solution.
This white paper discusses how to get both sides of the business request cycle aligned around managing demand within approved budgets, resource constraints and committed timelines, making the world of IT a less stressful, more predictable place for customers and delivery teams alike.
 Shared Services - The Pros, Cons, and Where They're Heading
eNews |
Category: Strategy & Business Case Finance & Accounting Services Shared Services...
Shared Service Centers (SSCs) and outsourcing are the two most commonly adopted solutions today by businesses as part of their back office process sourcing strategy. However, this has not always been the case.
In this article, Alsbridge offers insights into the pros and cons of SSCs and where the market is heading.
Adding Value to your SSC through BPO
eNews |
Category: Strategy & Business Case Business Processes Shared Services
Today's executives are all asking similar questions of their shared service organizations, "How do I get to the next generation of shared services?" Executives want to know how to realize more value, how to expand services and how to drive continuous process improvement initiatives.
Process improvement efforts have used technology as an enabler, with shared services and outsourcing as a vehicle to meet cost drivers. In many instances, the transition efforts met short-term budgetary goals of FTE reductions or a reduction of specific operating costs. Once a shared services center was implemented, the initial processes migrated/transformed and the operation was stabilized (after a few years), the Shared Services Organization (SSO) was considered mature.
In today's business environment, executives are now aligning their shared services goals with overall long-term corporate goals and the SSO's vision is expanding to a broader strategic role in sourcing. With demands and opportunities of globalization, new sourcing models are being developed with a focus on value-added processes.
Shared service organizations are moving to the next generation by implementing the following five processes and capabilities:
- Standardize and Re-Engineer
- Develop Service
- Focus on Relationship Management
- Leverage Technology Innovations
- Implement New Operating Models
For those organizations that have implemented shared services, one of the next steps in the maturity level continuum is to evaluate BPO to determine how to gain further value. SSOs are in a perfect position to manage these third-party providers for their companies as they typically have already developed a strong governance organization. With an internal relationship to the customer and on-going collaboration with the stakeholders, they are able to proactively manage the mixed service portfolio and provide continuous improvement and ongoing productivity savings.
The Practitioner's Guide to Shared Services and BPO - Vol. 4
White Paper |
Category: Strategy & Business Case Business Processes Outsourcing...
This white paper is volume four in a series of guidelines developed by Alsbridge to reflect a shared understanding of best practices for Shared Services and BPO including:
- Developing a business case
- Organizational design
- Change management
- SLAs and service levels, charging and benchmarking
This document provides guidance on SLAs and service levels, charging and benchmarking for organizations that are undertaking or contemplating a shared service or BPO initiative. It can be read straight through, as an introduction or overview, or it can be used on a section by section basis as appropriate. The ideas within this white paper evolved through a process of continual testing, both in debate and in practice.
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