The Road to SIAM. Dutch Service Management Day. 23 rd March Copyright 2015 Tata Consultancy Services Limited

Transcription

1 The Road to SIAM Dutch Day 23 rd March Copyright 2015 Tata Consultancy s Limited

2 Agenda Introduction What is SIAM? Theoretical SIAM Models What decides your SIAM Model? Real world SIAM Models And some more points Questions 2

3 Martin Goble 3

4 Why SIAM? Optimal individual services Simpler introduction of new technologies Inconsistent quality of service and experience for the business Lack of flexibility to support business change No transparency on cost of services Multi-vendor sourcing and horizontalization of IT services have delivered benefits from use of best-of-breed service providers, but with significant challenges Integration and (SIAM) is the coordination of people, processes, tools & technology, data and governance across multiple suppliers (internal and external), to ensure efficient, predictable and flexible delivery of end-to-end services to the business user to maximize business value 4

5 What is SIAM? SIAM SI MSI SMI and Integration + Integration 5

6 A B C What is SIAM? Business Integration 6

7 What do we mean by towers? 7

8 Theoretical Models - Who can be SI 1 Single Supplier (Full E2E) Outsourcing 2 Client Organization act as an SI Client Business Client Business Single Supplier SI Outsourced s/suppliers SI 3 Lead Supplier act as an SI * 4 Outsourcing SI as a separate Supplier Client Client Business Business Outsourced SI SI SI Outsourced s/suppliers Outsourced s/suppliers * Note: This has many variants. E.g., ADM+ SI, IS+SI, SD+SI,.. 8

9 SIAM Models: What do we need to consider? 9

10 What do you want your SIAM to achieve? Governance Report and manage performance Act as process manager and a point of escalation Operation Run the processes across the suppliers 10

11 s The scope of Integration can encompass the following functions Business and Retained IT Organization Integrator SI Governance Drive processes, collaboration and systems for optimal alignment of multiple service providers, Delivering End to End services to achieve maximum business value Vendor Transformation Program Risk & Compliance Ensure end to end service delivery to support business needs Maximize value from vendors by optimizing vendor base and vendor performance Ensure future readiness by driving achievement of target architecture Drive alignment across programs and projects for overall benefits Safeguard organization from business risks through adequate controls Application Development Application Maintenance IT Operations IT Infrastructure Data Centre End User s Network s - N 11

12 s however different customers choose to define the scope differently Business and Retained IT Organization Integrator SI Governance Strategy Design Transition Operations Integrated Desk Vendor Procurement and Sourcing Contract Vendor Performance Billing and Invoicing Transformation Architecture Transformation Innovation Organization Change Continual Improvement Program Project/Program Portfolio Project Planning Benefits Quality Assurance Program Governance and Reporting Risk & Compliance Risk and Compliance Identity and Access Information Security Continuity Application Development Application Maintenance IT Operations IT Infrastructure Data Centre End User s Network s - N 12

13 A customer with a light version of Integration (Brewing) Salient Features TCS was responsible for Incident, Problem and Change and CSI TCS had a team of 5 which was managing 3 vendors 13

14 A customer with a larger SIAM scope (Maunfacturing) Salient Features TCS was responsible for Business KPIs TCS had a team of 140 (20 SIAM 20 VM) which was managing 40 vendors 14

15 Integration scope for Oil and Gas Company Salient Features TCS was responsible for governance and reporting of cross supplier processes TCS drove cross supplier CSI initiatives 15

16 Where are we starting from? Multi-sourcing initiative Failure to achieve expected results SIAM Bolt On Challenges: SIAM established as part of, or prior to a Multisourcing initiative Vendors on-boarded into established SIAM Governance E 2 E control Contractual Alignment Right to Use Right to Manage Process Alignment Tool Integration Organisational Change Business Case 16

17 The SIAM Operating Model in the future? SI as IT Partner SI as Transformation Lead IT (incl Demand ) IT Strategy Transformation Innovation SI as Guardian Arch Portfolio & Capability Vendor Risk & Compliance Org. Change. E2E SM Desk Multivendor & Governance Program IT Performance IT Asset IAM 17

18 Real World SIAM Models: 18

19 Supplier 2 Supplier 1 Supplier 2 Supplier 1 Supplier 2 Real World Solutions: Lead Supplier acts as SIAM (Oil and Gas) Retained Organisation Integration (SI) function (Governance and coordination) Applications Datacentre Network End User Computing Desk 19

20 3 rd party supplier 1 3 rd party supplier 2 3 rd party supplier 3 3 rd party supplier 4 Supplier 5 Supplier 1 Supplier 2 Supplier 1 Supplier 2 Real World Solutions Hybrid 1 (Manufacturing) Retained Organisation Integration External Integration (SI) function and Desk Applications Datacentre Network End User Computing Other Systems Providers 3rd parties 20

21 3 rd party supplier 1 3 rd party supplier 2 3 rd party supplier 3 3 rd party supplier 4 Real World Solutions Hybrid 2 (Logistics) Client Integration (SI) function Foundation Core Enabling Customer Interface HSI VSI HSI VSI HSI VSI HSI VSI 3rd parties Delivery AD AM 3rd parties Delivery AD AM 3rd parties Delivery AD AM 3rd parties Delivery AD AM Application Operations and Infrastructure Operations (AO & IO) 21

22 3 rd party supplier 1 3 rd party supplier 2 3 rd party supplier 3 3 rd party supplier 4 Real World Solutions Hybrid 3 - Proposed (Chemicals) Client Business 1 Business 2 Business 3 Infrastructure HSI VSI HSI VSI HSI VSI HSI VSI 3rd parties Delivery AD AM 3rd parties Delivery AD AM 3rd parties Delivery AD AM 3rd parties Delivery AD AM 22

23 What else you need to think about going forward.. Be aware of DevOps Consider the importance of new contractual models including shared risk/reward models How can you shift to outcome based measurement (Business KPIs)? SIAM beyond IT (enterprise service management and BPO) Role of automation in real time plug and play cloud sourcing Consider the difference between managing value adding, commodity and cloud suppliers 23

24 Some other Take Aways.. Scope of the model may be much wider than ITSM It will not necessarily be based on a green field model Clear splits between management and governance s not (necessarily) built on technologies Avoid building complex management structures 24

25 Click Thank to You edit Master title style 25

26 Typical benefits delivered from SIAM function.. End to End ownership Higher operational efficiency Improved Quality of Reporting reflecting true performance Customer view of IT performance Collaborative approach Formalised CSI and innovation Contract consolidation Cost savings 26