O slideshow foi denunciado.
Seu SlideShare está sendo baixado. ×

IT frameworks

Carregando em…3

Confira estes a seguir

1 de 74 Anúncio

Mais Conteúdo rRelacionado

Diapositivos para si (20)

Semelhante a IT frameworks (20)


Mais recentes (20)

IT frameworks

  1. 1. IT frameworks ITIL, CMMi, Cobit, eSCM 23 06 2007 http://youssoufchotia.info [email_address] What you can do with this document ? http://creativecommons.org/licenses/by-nc/3.0/deed.fr
  2. 2. Needs <ul><li>Why are you here ? </li></ul><ul><li>What are your needs ? </li></ul><ul><li>Why will you be satisfied ? </li></ul>
  3. 3. <ul><li>IT as matured and start industrializing </li></ul><ul><li>IT frameworks flourished but few is getting mainstreamed </li></ul><ul><li>COBiT, ITIL, CMMi and eSCM actualy fit the best the CIO needs </li></ul><ul><ul><li>CobiT : IT gouvernance </li></ul></ul><ul><ul><li>Cmmi : Software delivering </li></ul></ul><ul><ul><li>ITIL : IT as service mgt </li></ul></ul><ul><ul><li>eSCM : Because (out)sourcing issue is irreversible </li></ul></ul><ul><li>« quality » issues => new kind of jobs in IT </li></ul>
  4. 4. Agenda <ul><li>Process mgt </li></ul><ul><li>IT frameworks </li></ul><ul><li>ITIL </li></ul><ul><li>COBiT </li></ul><ul><li>CMMi </li></ul><ul><li>eSCM </li></ul>
  5. 5. <ul><li>No institution can possibly survive if it needs geniuses or supermen to manage it. It must be organized in such a way as to be able to get along under a leadership composed of average human beings. </li></ul><ul><li>Peter Drucker </li></ul>1 - Process mgt
  6. 6. Between specialisation and adaptation <ul><li>Static environment </li></ul><ul><ul><li>Mass production => Real need to improve production process => Taylorism </li></ul></ul><ul><ul><li>Company is divided in highly dedicated functions for specialised people </li></ul></ul><ul><li>Changing environment </li></ul><ul><ul><li>Change as a principle => permanently adapting objectives of the company </li></ul></ul><ul><ul><li>Focus on a customer vision (internal or end-user) </li></ul></ul><ul><ul><li>What is your entity/company delivering ? </li></ul></ul>
  7. 7. Functions <ul><li>5 main functions </li></ul><ul><ul><li>Research and development </li></ul></ul><ul><ul><li>Production </li></ul></ul><ul><ul><li>Marketing and sales </li></ul></ul><ul><ul><li>Human ressources </li></ul></ul><ul><ul><li>Financial mgt </li></ul></ul><ul><li>Corporate mgt is not enough to create a synergy between people with very different objectives </li></ul>
  8. 8. Process examples <ul><li>Beyond the functions, what are the objectives ? </li></ul><ul><ul><li>External view : the customer </li></ul></ul><ul><ul><ul><li>What are the needs (explicit and implicit) ? </li></ul></ul></ul><ul><ul><ul><li>What do we deliver ? </li></ul></ul></ul><ul><ul><li>Internal view : the organisation </li></ul></ul><ul><ul><ul><li>What is our added value ? </li></ul></ul></ul><ul><ul><ul><li>Are we efficient in doing the product ? </li></ul></ul></ul><ul><li>Process examples </li></ul><ul><ul><li>Neuf Telecom </li></ul></ul><ul><ul><li>Devoteam </li></ul></ul>
  9. 9. Process definitions <ul><li>Set of linked activities and controls done by humans or machines that creates value by transforming an input into a more valuable output </li></ul>
  10. 10. Responsibilities <ul><li>Process mgt </li></ul><ul><li>More interactions with different functions </li></ul><ul><ul><li> Defining everybody’s roles is even more important </li></ul></ul><ul><li>RACI </li></ul><ul><ul><li>R: Responsible -> Realise </li></ul></ul><ul><ul><li>A: Accountable -> Approve </li></ul></ul><ul><ul><li>C: Consulted </li></ul></ul><ul><ul><li>I: Informed </li></ul></ul>
  11. 11. Objectives <ul><li>Specific </li></ul><ul><li>Mesurable </li></ul><ul><li>Acceptable </li></ul><ul><li>Realisable </li></ul><ul><li>With a Time objective </li></ul><ul><li>Ex : </li></ul><ul><li>We must improve our quality ! </li></ul><ul><li>After the audit, we must lower the time of incident resolution by 30% in 3 monthes by affecting 2 people to this task </li></ul>S M A R T
  12. 12. Indicators <ul><li>You can’t improve what you can’t measure ! </li></ul>
  13. 13. How to deal with a process KGI Key goal indicator Indicators to measure the results of your process KPI Key performance indicator Indicators to measure interactions inside your process KPI KGI
  14. 14. 2 - IT frameworks <ul><li>Process mgt </li></ul><ul><li>IT frameworks </li></ul><ul><li>ITIL </li></ul><ul><li>COBiT </li></ul><ul><li>CMMi </li></ul><ul><li>eSCM </li></ul>
  15. 15. History of IT organisations <ul><li>IT as a black box </li></ul><ul><li>IT as a cost center </li></ul><ul><li>IT as a profit center </li></ul><ul><li>IT supporting business strategy </li></ul><ul><li>IT driving innovation for the business </li></ul>
  16. 16. IT global trends <ul><li>IT needs industrialisation </li></ul><ul><ul><li>Reducing cost </li></ul></ul><ul><ul><li>Improving security </li></ul></ul><ul><ul><li>Reducing risks </li></ul></ul><ul><ul><li>Becaming agile to support changing business strategy </li></ul></ul><ul><li>IT seen as a service </li></ul><ul><ul><li>IBM : 92 billion $ in 2006 : 40% by IBM global services </li></ul></ul><ul><ul><li>ASP -> Application on demand -> SaaS </li></ul></ul><ul><ul><ul><li>Salesforce </li></ul></ul></ul><ul><ul><ul><li>Service-now </li></ul></ul></ul><ul><ul><ul><li>google mail : 50$ /user / year for 10Gb </li></ul></ul></ul>
  17. 17. Frameworks overview ISO27000 ISO14000 ISO20000 ISO9000 PRINCE2 PMP ABC ITIL COBiT eSCM Business IT CMMi Val IT Six sigma COPC-2000 IT scorecard Balance scorecard
  18. 18. The tetralogy <ul><li>IT tetralogy </li></ul><ul><ul><li>ITIL </li></ul></ul><ul><ul><li>COBIT </li></ul></ul><ul><ul><li>CMMi </li></ul></ul><ul><ul><li>eSCM </li></ul></ul>ITIL COBiT eSCM CMMi <ul><li>Wagner tetralogy </li></ul><ul><ul><li>The Rhinegold </li></ul></ul><ul><ul><li>The Valkyrie </li></ul></ul><ul><ul><li>Siegfried </li></ul></ul><ul><ul><li>Twilight of the Gods </li></ul></ul>
  19. 19. IT house Support process Solution CMMi Operation ITIL ISO20000 Governance COBiT PROJECT : PMI, Prince2 SOURCING : eSCM
  20. 20. Frameworks global trends <ul><li>Maturity approach </li></ul><ul><ul><li>Progressive steps to achieve the entire scope </li></ul></ul><ul><li>Deming’s « Plan Do Check Act » cycle </li></ul><ul><ul><li>Continual improvement </li></ul></ul><ul><li>Life cycle approach </li></ul><ul><ul><li>Adressing specific needs at different moments </li></ul></ul>
  21. 21. Maturity <ul><li>Level 1 : Initial (chaotic, ad hoc, heroic) the starting point for use of a new process. </li></ul><ul><li>Level 2 : Repeatable (project management, process discipline) the process is used repeatedly </li></ul><ul><li>Level 3 : Defined (institutionalized) the process is defined/confirmed as a standard business process. </li></ul><ul><li>Level 4 : Managed (quantified) process management and measurement takes place. </li></ul><ul><li>Level 5 : Optimised (process improvement) process management includes deliberate process optimization/improvement. </li></ul>
  22. 22. Frameworks overview : functions map Business IT Solution Operation COBiT ITIL CMMi eSCM
  23. 23. Frameworks overview : abstraction / diffusion All companies IT High abstraction COBiT ITIL CMMi eSCM Low abstraction Software company Big corporation
  24. 24. Frameworks history 1991 COBiT V1 1996 2002 2000 2005 2006 2007 2004 1994 COBiT V4 ITIL V1 ITIL V2 ITIL V3 CMM CMMi eSCM-CL eSCM-SP COBiT V3 ISO20000 CMMi 1.2
  25. 25. Defining a service 3 Technology SERVICE 1 Process 2 Organisation S P O T
  26. 27. 3 - ITIL <ul><li>Process mgt </li></ul><ul><li>IT frameworks </li></ul><ul><li>ITIL </li></ul><ul><li>COBiT </li></ul><ul><li>CMMi </li></ul><ul><li>eSCM </li></ul>
  27. 28. 2 - ITIL <ul><li>IT infrastructure library </li></ul>
  28. 29. ITIL global map
  29. 30. Certification <ul><li>ITIL Certification Management Board </li></ul><ul><ul><li>OGC : Office of Government Commerce (UK) </li></ul></ul><ul><ul><li>IT Service Management Forum </li></ul></ul><ul><ul><li>EXIN (Netherlands) </li></ul></ul><ul><ul><li>ISEB (UK ) </li></ul></ul><ul><li>Levels </li></ul><ul><ul><li>Foundation Certificate : the basics </li></ul></ul><ul><ul><li>Practitioners Certificates : for a specific topic </li></ul></ul><ul><ul><li>Managers Certificate </li></ul></ul>
  30. 31. Service support <ul><li>Concerning the accessibility of users to the appropriate services </li></ul><ul><ul><li>Service Desk </li></ul></ul><ul><ul><li>Incident Management </li></ul></ul><ul><ul><li>Problem Management </li></ul></ul><ul><ul><li>Configuration Management </li></ul></ul><ul><ul><li>Change Management </li></ul></ul><ul><ul><li>Release Management </li></ul></ul>
  31. 32. Service delivery <ul><li>Concerning proactive and forward-looking services for the business requirements </li></ul><ul><ul><li>Service Level Management </li></ul></ul><ul><ul><li>Capacity Management </li></ul></ul><ul><ul><li>IT Service Continuity Management </li></ul></ul><ul><ul><li>Availability Management </li></ul></ul><ul><ul><li>Financial Management </li></ul></ul>
  32. 33. Mapping SS and SD
  33. 34. ITIL adoption Step1 : large and quick adoption Quickwins industrialisation Step2 : slow and focused adoption Maturity process assessment Justification and ROI to go beyond ITILV3
  34. 35. ITIL adoption : step 1 <ul><li>IT state </li></ul><ul><ul><li>Focused on itself : server, storage, network, … </li></ul></ul><ul><ul><li>Silos centric , no process management ; </li></ul></ul><ul><ul><li>No industrialized methods </li></ul></ul><ul><li>ITIL response </li></ul><ul><ul><li>Client centric </li></ul></ul><ul><ul><li>Process oriented </li></ul></ul><ul><ul><li>Industrialized methods </li></ul></ul><ul><ul><li>Common language for the IT world </li></ul></ul>
  35. 36. ITIL adoption : step 2 <ul><li>IT state </li></ul><ul><ul><li>Large adoption of service support process </li></ul></ul><ul><ul><li>Starting maturity assement </li></ul></ul><ul><ul><li>No more quick wins </li></ul></ul><ul><ul><li>Why investing more on ITIL best practices ? </li></ul></ul><ul><li>ITIL V3 response </li></ul><ul><ul><li>Back to the ROI </li></ul></ul><ul><ul><li>Alignement with business priorities and IT governance (COBIT) </li></ul></ul>
  36. 37. ITIL V3 <ul><li>Service Strategies </li></ul><ul><li>Service Design </li></ul><ul><li>Service Transition </li></ul><ul><li>Service Operation </li></ul><ul><li>Continual Service Improvement </li></ul><ul><li>3 differences </li></ul><ul><ul><li>Strategies, life cycle and PDCA </li></ul></ul>
  37. 38. ITIL V3 – 30/05/07
  38. 39. What’s new <ul><li>Security mgt more detailed (cf ISO27000 ) </li></ul><ul><li>CLOSELY LINKED </li></ul><ul><ul><li>Access and security mgt </li></ul></ul><ul><ul><li>Release and deploy mgt </li></ul></ul><ul><ul><li>Service asset and configuration mgt </li></ul></ul><ul><ul><li>Risk and testing mgt </li></ul></ul><ul><li>Request management </li></ul><ul><li>Supplier and contrat mgt (cf eSCM) </li></ul><ul><li>Knowledge mgt system </li></ul><ul><li>Service catalogue mgt out of service level mgt </li></ul><ul><li>… </li></ul>
  39. 40. 4 - COBit <ul><li>Process mgt </li></ul><ul><li>IT frameworks </li></ul><ul><li>ITIL </li></ul><ul><li>COBiT </li></ul><ul><li>CMMi </li></ul><ul><li>eSCM </li></ul>
  40. 41. Definition <ul><li>Control Objectives for Information and related Technology </li></ul><ul><ul><li>IT governance </li></ul></ul><ul><ul><li>IT audit </li></ul></ul><ul><li>Information System Audit & Control Association ( ISACA ) 1996 </li></ul><ul><li>4 domains </li></ul><ul><ul><li>34 high level objectives </li></ul></ul><ul><ul><ul><li>318 control objectives categorized </li></ul></ul></ul>
  41. 42. IT governance <ul><li>What the company wants </li></ul><ul><ul><li>Effectiveness </li></ul></ul><ul><ul><li>Confidentiality </li></ul></ul><ul><ul><li>Availability </li></ul></ul><ul><ul><li>Efficiency </li></ul></ul><ul><ul><li>Reliability </li></ul></ul><ul><ul><li>Integrity </li></ul></ul><ul><ul><li>Compliance </li></ul></ul><ul><li>What CIO can action </li></ul><ul><ul><li>People </li></ul></ul><ul><ul><li>Information </li></ul></ul><ul><ul><li>Applications </li></ul></ul><ul><ul><li>Infrastructure </li></ul></ul>Control between business needs and IT operations
  42. 43. Link the business to IT
  43. 45. Plan and Organize <ul><li>PO1 Define a Strategic IT Plan and direction </li></ul><ul><li>PO2 Define the Information Architecture </li></ul><ul><li>PO3 Determine Technological Direction </li></ul><ul><li>PO4 Define the IT Processes, Organization and Relationships </li></ul><ul><li>PO5 Manage the IT Investment </li></ul><ul><li>PO6 Communicate Management Aims and Direction </li></ul><ul><li>PO7 Manage IT Human Resources </li></ul><ul><li>PO8 Manage Quality </li></ul><ul><li>PO9 Assess and Manage IT Risks </li></ul><ul><li>PO10 Manage Projects </li></ul><ul><li>PO11 Manage Quality </li></ul>
  44. 46. Acquire and Implement <ul><li>AI1 Identify Automated Solutions </li></ul><ul><li>AI2 Acquire and Maintain Application Software </li></ul><ul><li>AI3 Acquire and Maintain Technology Infrastructure </li></ul><ul><li>AI4 Enable Operation and Use </li></ul><ul><li>AI5 Procure IT Resources </li></ul><ul><li>AI6 Manage Changes </li></ul><ul><li>AI7 Install and Accredit Solutions and Changes </li></ul>
  45. 47. Deliver and Support <ul><li>DS1 Define and Manage Service Levels </li></ul><ul><li>DS2 Manage Third-party Services </li></ul><ul><li>DS3 Manage Performance and Capacity </li></ul><ul><li>DS4 Ensure Continuous Service </li></ul><ul><li>DS5 Ensure Systems Security </li></ul><ul><li>DS6 Identify and Allocate Costs </li></ul><ul><li>DS7 Educate and Train Users </li></ul><ul><li>DS8 Manage Service Desk and Incidents </li></ul><ul><li>DS9 Manage the Configuration </li></ul><ul><li>DS10 Manage Problems </li></ul><ul><li>DS11 Manage Data </li></ul><ul><li>DS12 Manage the Physical Environment </li></ul><ul><li>DS13 Manage Operations </li></ul>
  46. 48. Monitor and Evaluate <ul><li>ME1 Monitor and Evaluate IT Processes </li></ul><ul><li>ME2 Monitor and Evaluate Internal Control </li></ul><ul><li>ME3 Ensure Regulatory Compliance </li></ul><ul><li>ME4 Provide IT Governance </li></ul>
  47. 49. IT audit <ul><li>Process audit using CobiT </li></ul><ul><ul><li>Understand how a process contributes to the business needs </li></ul></ul><ul><ul><li>Assess effectiveness of the controls </li></ul></ul><ul><ul><li>Test if controls are done consistently </li></ul></ul><ul><ul><li>Assess the risk if objectives are not met </li></ul></ul>
  48. 50. CobiT quickstart <ul><li>Simple self assessment tool for small companies </li></ul><ul><li>Basics controls </li></ul><ul><ul><li>34 -> 32 process </li></ul></ul><ul><ul><li>318 -> 62 activities / detailed controls </li></ul></ul>
  49. 51. 5 - CMMi <ul><li>Process mgt </li></ul><ul><li>IT frameworks </li></ul><ul><li>ITIL </li></ul><ul><li>COBiT </li></ul><ul><li>CMMi </li></ul><ul><li>eSCM </li></ul>
  50. 52. Definition <ul><li>Capability maturity model integrated </li></ul><ul><ul><li>Funded by the US Air Force </li></ul></ul><ul><ul><li>Objective = evaluation of software subcontractors. </li></ul></ul><ul><ul><li>Study at the Carnegie-Mellon Software Engineering Institute </li></ul></ul><ul><ul><li>Model for managing software process published in 1989 </li></ul></ul>
  51. 53. Process area and capability levels
  52. 55. Process area
  53. 56. Goals for each of 22 process <ul><li>Generic goals and practices are a part of every process area. </li></ul><ul><li>L2 Institutionalise a Managed Process </li></ul><ul><ul><li>GP 2.1 Establish an Organizational Policy </li></ul></ul><ul><ul><li>GP 2.2 Plan the Process </li></ul></ul><ul><ul><li>GP 2.3 Provide Resources </li></ul></ul><ul><ul><li>GP 2.4 Assign Responsibility </li></ul></ul><ul><ul><li>GP 2.5 Train People </li></ul></ul><ul><ul><li>GP 2.6 Manage Configurations </li></ul></ul><ul><ul><li>GP 2.7 Identify and Involve Relevant Stakeholders </li></ul></ul><ul><ul><li>GP 2.8 Monitor and Control the Process </li></ul></ul><ul><ul><li>GP 2.9 Objectively Evaluate Adherence </li></ul></ul><ul><ul><li>GP 2.10 Review Status with Higher Level Management </li></ul></ul>
  54. 57. Configuration Management (CM) <ul><li>CM : establish and maintain the integrity of work products using configuration identification, configuration control, configuration status accounting, and configuration audits. </li></ul><ul><ul><li>SG 1 Establish Baselines </li></ul></ul><ul><ul><ul><li>SP 1.1 Identify Configuration Items </li></ul></ul></ul><ul><ul><ul><li>SP 1.2 Establish a Configuration Management System </li></ul></ul></ul><ul><ul><ul><li>SP 1.3 Create or Release Baselines </li></ul></ul></ul><ul><ul><li>SG 2 Track and Control Changes </li></ul></ul><ul><ul><ul><li>SP 2.1 Track Change Requests </li></ul></ul></ul><ul><ul><ul><li>SP 2.2 Control Configuration Items </li></ul></ul></ul><ul><ul><li>SG 3 Establish Integrity </li></ul></ul><ul><ul><ul><li>SP 3.1 Establish Configuration Management Records </li></ul></ul></ul><ul><ul><ul><li>SP 3.2 Perform Configuration Audits </li></ul></ul></ul>
  55. 58. Measurement and Analysis (MA) L2 <ul><li>Develop and sustain a measurement capability that is used to support management information needs. </li></ul><ul><li>SG 1 Align Measurement and Analysis Activities </li></ul><ul><ul><li>SP 1.1 Establish Measurement Objectives </li></ul></ul><ul><ul><li>SP 1.2 Specify Measures </li></ul></ul><ul><ul><li>SP 1.3 Specify Data Collection and Storage Procedures </li></ul></ul><ul><ul><li>SP 1.4 Specify Analysis Procedures </li></ul></ul><ul><li>SG 2 Provide Measurement Results </li></ul><ul><ul><li>SP 2.1 Collect Measurement Data </li></ul></ul><ul><ul><li>SP 2.2 Analyze Measurement Data </li></ul></ul><ul><ul><li>SP 2.3 Store Data and Results </li></ul></ul><ul><ul><li>SP 2.4 Communicate Results </li></ul></ul>
  56. 59. Process and Product Quality Assurance L2 <ul><li>Provide staff and management with objective insight into processes and associated work products. </li></ul><ul><li>SG 1 Objectively Evaluate Processes and Work Products </li></ul><ul><ul><ul><li>SP 1.1 Objectively Evaluate Processes </li></ul></ul></ul><ul><ul><ul><li>SP 1.2 Objectively Evaluate Work Products and Services </li></ul></ul></ul><ul><li>SG 2 Provide Objective Insight </li></ul><ul><ul><ul><li>SP 2.1 Communicate and Ensure Resolution of Noncompliance Issues </li></ul></ul></ul><ul><ul><ul><li>SP 2.2 Establish Records </li></ul></ul></ul>
  57. 60. Project Planning (PP) L2 <ul><li>Establish and maintain plans that define project activities. </li></ul><ul><li>SG 1 Establish Estimates </li></ul><ul><ul><ul><li>SP 1.1 Estimate the Scope of the Project </li></ul></ul></ul><ul><ul><ul><li>SP 1.2 Establish Estimates of Work Product and Task Attributes </li></ul></ul></ul><ul><ul><ul><li>SP 1.3 Define Project Life Cycle </li></ul></ul></ul><ul><ul><ul><li>SP 1.4 Determine Estimates of Effort and Cost </li></ul></ul></ul><ul><li>SG 2 Develop a Project Plan </li></ul><ul><ul><ul><li>SP 2.1 Establish the Budget and Schedule </li></ul></ul></ul><ul><ul><ul><li>SP 2.2 Identify Project Risks </li></ul></ul></ul><ul><ul><ul><li>SP 2.3 Plan for Data Management </li></ul></ul></ul><ul><ul><ul><li>SP 2.4 Plan for Project Resources </li></ul></ul></ul><ul><ul><ul><li>SP 2.5 Plan for Needed Knowledge and Skills </li></ul></ul></ul><ul><ul><ul><li>SP 2.6 Plan Stakeholder Involvement </li></ul></ul></ul><ul><ul><ul><li>SP 2.7 Establish the Project Plan </li></ul></ul></ul><ul><li>SG 3 Obtain Commitment to the Plan </li></ul><ul><ul><ul><li>SP 3.1 Review Plans that Affect the Project </li></ul></ul></ul><ul><ul><ul><li>SP 3.2 Reconcile Work and Resource Levels </li></ul></ul></ul><ul><ul><ul><li>SP 3.3 Obtain Plan Commitment </li></ul></ul></ul>
  58. 61. Pros of CMMi L2 / L3 <ul><li>Creation of Software Specifications, </li></ul><ul><ul><li>stating what is going to be developed, combined with formal sign off, an executive sponsor and approval mechanism. This is NOT a living document, but additions are placed in a deferred or out of scope section for later incorporation into the next cycle of software development. </li></ul></ul><ul><li>A Technical Specification, </li></ul><ul><ul><li>stating how precisely the thing specified in the Software Specifications is to be developed will be used. This is a living document. </li></ul></ul>
  59. 62. Pros of CMMi L2 / L3 <ul><li>Peer Review of Code (Code Review) </li></ul><ul><ul><li>with metrics that allow developers to walk through an implementation, and to suggest improvements or changes. Note - This is problematic because the code has already been developed and a bad design can not be fixed by &quot;tweaking&quot;, the Code Review gives complete code a formal approval mechanism. </li></ul></ul><ul><li>Version Control </li></ul><ul><ul><li>a very large number of organizations have no formal revision control mechanism or release mechanism in place. </li></ul></ul><ul><li>The idea that there is a &quot;right way&quot; to build software, </li></ul><ul><ul><li>that it is a scientific process involving engineering design and that groups of developers are not there to simply work on the problem </li></ul></ul>
  60. 63. Dangers <ul><li>Relying only on process with a top down vision </li></ul><ul><li>Low creativity </li></ul><ul><li>Low motivation </li></ul><ul><li>Only procedures </li></ul><ul><li>Lack of responsibilities </li></ul>
  61. 64. CMMi facts <ul><li>3 years to go from level 1 to level 3 </li></ul><ul><li>L2 assessemnt of projects (same method) </li></ul><ul><ul><li>change of customer requirements Mgt </li></ul></ul><ul><ul><li>Assessing all the consequences in the planning </li></ul></ul><ul><ul><li>Indicators of produictivity, bugs, spec, … </li></ul></ul><ul><li>L3 assessement of all the entity </li></ul>
  62. 65. CMMi certified <ul><li>French IT provider (10 to 20) </li></ul><ul><ul><li>Atos, CapGemini, Steria, Unilog, SQLI CMMi 3 or 4 </li></ul></ul><ul><li>100 indian companies at CMMi 5 </li></ul>
  63. 66. 6 - eSCM <ul><li>Process mgt </li></ul><ul><li>IT frameworks </li></ul><ul><li>ITIL </li></ul><ul><li>COBiT </li></ul><ul><li>CMMi </li></ul><ul><li>eSCM </li></ul>
  64. 67. Definition <ul><li>e Sourcing Capability Model </li></ul><ul><ul><li>eSCM SP : Service Provider </li></ul></ul><ul><ul><ul><li>Can our provider outsource reach my expectations and add value to my contract ? </li></ul></ul></ul><ul><ul><li>eSCM SC : Service Client </li></ul></ul><ul><ul><ul><li>Do I have the maturity to outsource ? </li></ul></ul></ul>
  65. 68. Why eSCM ? We can’t manage an outsourcing contrat only with contractual indicators … Not enough transparency !
  66. 69. eSCM model overview <ul><li>3 dimensions to deal with </li></ul><ul><ul><li>Differents skills to assess at each step </li></ul></ul><ul><ul><li>Different steps of the contract </li></ul></ul><ul><ul><ul><li>Initialisation, Operation, Ending </li></ul></ul></ul><ul><ul><li>Diffrent level of maturity </li></ul></ul><ul><ul><ul><li>1 to 5 </li></ul></ul></ul>
  67. 70. Domains <ul><li>Generic skills </li></ul><ul><ul><li>Knowledge mgt </li></ul></ul><ul><ul><li>HR mgt </li></ul></ul><ul><ul><li>Performance mgt </li></ul></ul><ul><ul><li>Relations mgt </li></ul></ul><ul><ul><li>Technology mgt </li></ul></ul><ul><ul><li>Risks mgt </li></ul></ul><ul><li>Specific skills </li></ul><ul><ul><li>Contract mgt </li></ul></ul><ul><ul><li>Service design </li></ul></ul><ul><ul><li>Service mgt </li></ul></ul><ul><ul><li>Reversibility </li></ul></ul>
  68. 71. CONCLUSION
  69. 72. From
  70. 73. To
  71. 74.  Questions ? Thank you