Specialist Certificate in Supplier Management Syllabus. Version 1.2

Transcription

1 Specialist Certificate in Supplier Management Syllabus Version 1.2 September 2010

2 Specialist Certificate in Supplier Management Syllabus Contents Rationale...2 Aims and Objectives...2 Target Group...2 Specific Learning Objectives...3 Syllabus Summary...4 Question Weighting...9 Additional Information...9 Levels of Skill and Responsibility...9 Level 1: Follow...9 Level 2: Assist...9 Level 3: Apply...10 Level 4: Enable...10 Level 5: Ensure and Advise...10 Level 6: Initiate and Influence...11 Level 7: Set Strategy, Inspire and Mobilise...11 Levels of Knowledge...12 Level 1: Remember (K1)...12 Level 2: Understand (K2)...12 Level 3: Apply (K3)...12 Level 4: Analyse (K4)...12 Level 5: Synthesise (K5)...12 Level 6: Evaluate (K6)...12 Format of the Examination...13 Trainer Qualification Criteria...13 Class Room Size...13 Reading list...13 Page 1 of 13

3 Rationale This qualification reflects the general industry best practices currently in use in IT Service Management (ITSM) and particularly Supplier Management. The subject matter within this qualification is based on industry best practice, frameworks and guidelines. This qualification forms part of the ITSM Specialist series. Aims and Objectives This course provides candidates with an understanding of the principles of, and practical experience of using, industry best practice involved in identification, selection, contracting, monitoring, reporting, and managing of suppliers, leading to a Specialist qualification in Supplier Management. Target Group This course is aimed at those working or preparing to work in a Supplier Management role and/or within a Supplier Management process whether at a technical, operational, supervisory or managerial level. This course may also be of interest to Project Managers, Business Managers and Business Process Owners. The purpose of the Specialist qualification in Supplier Management is to certify that the candidate has gained the knowledge of relevant industry best practices and is capable of applying them in a working environment. This course is aimed at: Individuals who require a working knowledge of the industry best practice used in Supplier Management and how it may be used to enhance the quality of ITSM within an organisation. IT professionals who are working within an organisation which has adopted and adapted some of these practices and are required to deliver or improve Supplier Management within an ongoing Service Improvement Programme (SIP). Page 2 of 13

4 Specific Learning Objectives Holders of the ISEB Specialist Certificate in Supplier Management will be able to demonstrate their competence in, and their ability to: Explain the goal and objectives of Supplier Management Understand and explain the processes, roles and functions, especially those related to Supplier Management Use different approaches to, and application of, standards, industry best practice frameworks and guidelines, relevant to Supplier Management Develop and improve the customer and business focus of Supplier Management Understand the different supplier categories and use and apply the Supplier Management process to manage interfaces between the business and the supplier(s) in conjunction with all other areas of IT Define Supplier Management requirements and understand, select, develop and implement the most appropriate Supplier Management solutions, technology and environment Manage suppliers through all stages of the supplier lifecycle, from identification of requirement, through to exit strategy Identify and agree deliverables from suppliers in conjunction with the relevant stakeholders Be aware of selection and negotiation techniques employed in Supplier Management with regards to invitation to tender (ITT) and contract approval Identify and manage resources required in the management of suppliers, ensuring these are aligned with set priorities Be aware of the support tools and techniques available for the implementation and support of Supplier Management and where possible identify and instigate improvements Practically manage suppliers to ensure objectives are met, contracts are managed, performance is monitored and measured, interfaces and processes are effective, and exit strategies are compiled and implemented. This to be done in conjunction with other areas of IT and the business. Produce Supplier Management reports for dissemination and interpret and use these to manage suppliers and their performance Understand the interdependencies between Supplier Management and other IT areas and processes Assist with the planning and implementation of Supplier Management Page 3 of 13

5 Syllabus Summary Syllabus code SCSU01 SCSU02 Content Introduction Introduction to course. Overview of course structure, objectives, exam format and agenda. History of ITSM, introduction to ITSM in general, including standards, good practice and frameworks such as ISO/IEC 20000, ITIL and COBIT and the differences in approach. The goal and objectives of the Supplier Management process, and an outline of the related functions, roles and processes. Supplier Management process, based on industry best practices Note: This session should incorporate at least one practical session to help delegates understand the Supplier Management process and its operation. Supplier Management concepts and principles: The responsibilities and objectives in support of generic Supplier Management The different categories of supplier and the circumstances under which each is used The selection of suppliers and contract negotiation, development and exit The relationship between suppliers Supplier performance measures Obtaining value for money The how - ITIL and its application to Supplier Management: The structure intent and use of ITIL The key Supplier Management guidelines within ITIL Interfaces with and dependencies on other areas of ITIL and ISO/IEC especially: Service Catalogue Management, Service Level Management, IT Service Continuity Management and Information Security Management A generic Supplier Management process, including: Identifying the need for a supplier and assessing options Supplier selection and contract negotiation Contract and performance management Improvement of supplier performance Integration of suppliers with each other and with the business Contract renewal/termination Syllabus Weighting % 5% 30% Page 4 of 13

6 The what the requirements of the ISO/IEC standard: The structure, intent and use of ISO/IEC The key Supplier Management requirements of Part 1 of the standard (Relationship Processes) Supporting material from Parts 2 and 3 of the standard The overall Service Management System Interfaces with and dependencies on other areas of the standard On completion of the course the candidate should be able to: Assess which category of supplier is suitable for a given set of requirements or conditions Understand criteria to be used in supplier selection Identify data required in reports in order to continually assess supplier performance and match this to contractual obligations Recognise when penalty clauses should be invoked Manage all categories of supplier throughout the Supplier Management lifecycle Design processes to improve supplier performance Negotiate between suppliers to resolve issues where areas of responsibility may require clarification Translate internal requirements from IT and the business into supplier terms Understand the importance of interfaces with Service Catalogue Management and Service Level Management Assess where multiple suppliers may overlap and ensure appropriate responsibilities and accountabilities are in place Produce reports to indicate the value provided by a supplier and take remedial action when this is not optimal Liaise between suppliers and between suppliers, IT and the business Ensure contracts underpin service and SLA targets Compile processes and procedures for Supplier Management Assess when it is best to move functions to external suppliers from in-house and vice versa Determine at what level individual suppliers need to be managed and educate staff in the management thereof, where relevant Understand the strategic perspective with regards to outsourcing functions Understand the importance of, and take an active role in, supplier forums Manage the changeover of suppliers Assess contract clauses and the amendment and updating of these in line with changing needs of the business explain the ISO/IEC requirements of Supplier Management support the Supplier Management aspects of an ISO/IEC certification Page 5 of 13

7 SCSU03 SCSU04 Tools, methods and techniques Awareness, knowledge and use of Supplier Management support tools and techniques Toolsets designed for other IT functions, such as Financial Management, which incorporate parts of the Supplier Management process Generic requirements for Supplier Management toolsets Integration with other areas, processes and functions The benefits of automation On completion of the course the candidate should be able to assist with the: definition of assessment criteria for choosing appropriate support tools selection of appropriate support tools and techniques justification, procurement and implementation of such tools Supplier Management roles and responsibilities SFIA and ITIL The skills and knowledge required by Supplier Management personnel. Skills Framework for the Information Age (SFIA) and its use with defining Supplier Management roles: Overview of the structure and content of the SFIA framework Supplier Management roles, levels of responsibility and work activities ITIL and its use in defining Supplier Management roles: Supplier Management roles and responsibilities On completion of the course the candidate should be able to: Apply the SFIA framework to the definition of Supplier Management roles and responsibilities Apply the ITIL guidelines to the definition of Supplier Management roles and responsibilities 10% 5% Page 6 of 13

8 SCSU05 SCSU06 Control, measurement and reporting activities COBIT and its application to Supplier Management: The structure, intent and use of COBIT The key Supplier Management requirements of COBIT AI 5 and DS 2 Interfaces with, and dependencies on, other areas of COBIT The preparation of Supplier Management reports for dissemination: The purpose of supplier reports, management reports and reporting. What to report on - and what not to? Key Performance Indicators (KPIs) and Critical Success Factors (CSFs) How statistics can be used, and abused Common categories of supplier classification and analysis On completion of the course the candidate should be able to: describe the Supplier Management reports required and their use use and apply COBIT principles and techniques to Supplier Management describe and explain the Supplier Management control objectives of COBIT and how they could be achieved produce regular, ad hoc and exception Supplier Management reports define, measure and report on the metrics and KPIs of Supplier Management analyse reports and take appropriate action Analysis of supplier performance statistics and trends Note: This session should incorporate a practical session to help delegates understand the importance of accurate and relevant reports, statistics and their analysis. The analysis of supplier performance statistics and reports, identifying trends: Identification of areas of under-performance, where contractual obligations, or value for money criteria, are not being met. Proposing remedial actions and identifying hotspots where proactive measures should be instigated 5% 15% On completion of the course the candidate should be able to: analyse supplier performance reports and match these against contractual terms identify trends make use of statistical techniques e.g. extrapolation, trendlines, distribution curves identify areas of underperformance and/or contract breaches and initiate remedial actions, including invoking penalty clauses Page 7 of 13

9 SCSU07 SCSU08 SCSU09 Interfaces and dependencies The appreciation and understanding of the interfaces and dependencies Supplier Management has with other areas, functions and processes, including. Service Level Management Service Catalogue Management Financial Management Projects and major changes Service Asset and Configuration Management IT Security Management Capacity, Availability and Continuity Technical, Support, Operations and Applications Management teams Demand Management Service Portfolio Management Business Relationship Management Request Fulfilment Change and Release Management On completion of the course the candidate should be able to: identify and understand the interfaces that Supplier Management has with other areas, functions and processes define and document the dependencies between other areas, functions and processes and Supplier Management assist with the development, implementation and automation of procedures facilitating interfaces and dependencies Planning, improvement and implementation The planning, implementation and continual improvement (Plan/Do/Check/Act ) of Supplier Management On completion of the course the candidate should be able to: explain the activities involved in the planning of Supplier Management understand the potential costs, benefits and problems associated with the implementation of Supplier Management know the objectives and scope of Supplier Management review the functionality and the operation of the Supplier Management process identifying areas of weakness Monitor and review supplier performance Assist with the definition of an improvement plan and initiate and monitor actions within this SIP Mock Examination The purpose of this unit is to help the candidate to pass the examination. Specifically, candidates will sit one full mock examination which will subsequently be reviewed. 10% 10% 10% Page 8 of 13

10 Question Weighting Syllabus code Target number of questions SCSU01 0 SCSU02 8 SCSU03 3 SCSU04 2 SCSU05 2 SCSU06 4 SCSU07 3 SCSU08 3 SCSU09 0 Total 25 Additional Information This course will provide candidates with the levels of knowledge highlighted within the following table, enabling them to develop the skills to operate at the levels of responsibility indicated. The levels of knowledge, skill and responsibility are explained in the following text: Level Levels of knowledge Levels of skill and responsibility 7 Set strategy, inspire and mobilise 6 Evaluate Initiate and influence 5 Synthesise Ensure and advise 4 Analyse Enable 3 Apply Apply 2 Understand Assist 1 Remember Follow Levels of Skill and Responsibility The levels of knowledge above will enable candidates to develop the following levels of skill to be able to operate at the following levels of responsibility (as defined within the SFIA framework) within their workplace: Level 1: Follow Work under close supervision to perform routine activities in a structured environment. They will require assistance in resolving unexpected problems, but will be able to demonstrate an organised approach to work and learn new skills and applies newly acquired knowledge. Level 2: Assist Works under routine supervision and uses minor discretion in resolving problems or enquiries. Works without frequent reference to others and may have influence within their own domain. They are able to perform a range of varied work activities in a variety of structured environments and can identify and negotiate their own development opportunities. They can also monitor their own work within short time horizons and absorb technical information when it is presented systematically and apply it effectively. Page 9 of 13

11 Level 3: Apply Works under general supervision and uses discretion in identifying and resolving complex problems and assignments. They usually require specific instructions with their work being reviewed at frequent milestones, but can determines when issues should be escalated to a higher level. Interacts with and influences department/project team members. In a predictable and structured environment they may supervise others. They can perform a broad range of work, sometimes complex and non-routine, in a variety of environments. They understand and use appropriate methods, tools and applications and can demonstrate an analytical and systematic approach to problem solving. They can take the initiative in identifying and negotiating appropriate development opportunities and demonstrate effective communication skills, sometimes planning, scheduling and monitoring their own work. They can absorb and apply technical information, works to required standards and understand and uses appropriate methods, tools and applications. Level 4: Enable Works under general direction within clear framework of accountability and can exercise substantial personal responsibility and autonomy. They can plan their own work to meet given objectives and processes and can influence their team and specialist peers internally. They can have some responsibility for the work of others and for the allocation of resources. They can make decisions which influence the success of projects and team objectives and perform a broad range of complex technical or professional work activities, in a variety of contexts. They are capable of selecting appropriately from applicable standards, methods, tools and applications and demonstrate an analytical and systematic approach to problem solving, communicating fluently orally and in writing, and can present complex technical information to both technical and non-technical audiences. They plan, schedule and monitor their work to meet time and quality targets and in accordance with relevant legislation and procedures, rapidly absorbing new technical information and applying it effectively. They have a good appreciation of the wider field of information systems, their use in relevant employment areas and how they relate to the business activities of the employer or client. Level 5: Ensure and Advise Works under broad direction, being fully accountable for their own technical work and/or project/supervisory responsibilities, receiving assignments in the form of objectives. Their work is often self-initiated and they can establish their own milestones, team objectives, and delegate responsibilities. They have significant responsibility for the work of others and for the allocation of resources, making decisions which impact on the success of assigned projects i.e. results, deadlines and budget. They can also develop business relationships with customers, perform a challenging range and variety of complex technical or professional work activities and undertake work which requires the application of fundamental principles in a wide and often unpredictable range of contexts. They can advise on the available standards, methods, tools and applications relevant to own specialism and can make correct choices from alternatives. They can also analyse, diagnose, design, plan, execute and evaluate work to time, cost and quality targets, communicating effectively, formally and informally, with colleagues, subordinates and customers. They can demonstrate leadership, mentor more junior colleagues and take the initiative in keeping their skills up to date. Takes customer requirements into account and demonstrates creativity and innovation in applying solutions for the benefit of the customer. Page 10 of 13

12 Level 6: Initiate and Influence Have a defined authority and responsibility for a significant area of work, including technical, financial and quality aspects. They can establish organisational objectives and delegates responsibilities, being accountable for actions and decisions taken by them self and their subordinates. They can influence policy formation within their own specialism to business objectives, influencing a significant part of their own organisation and customers/suppliers and the industry at senior management level. They make decisions which impact the work of employing organisations, achievement of organisational objectives and financial performance, developing high-level relationships with customers, suppliers and industry leaders. They can perform highly complex work activities covering technical, financial and quality aspects. They contribute to the formulation of IT strategy, creatively applying a wide range of technical and/or management principles. They absorb complex technical information and communicate effectively at all levels to both technical and non-technical audiences, assess and evaluate risk and understand the implications of new technologies. They demonstrate clear leadership and the ability to influence and persuade others, with a broad understanding of all aspects of IT and deep understanding of their own specialism(s). They take the initiative in keeping both their own and subordinates' skills up to date and to maintain an awareness of developments in the IT industry. Level 7: Set Strategy, Inspire and Mobilise Have the authority and responsibility for all aspects of a significant area of work, including policy formation and application. They are fully accountable for actions taken and decisions made, by both them self and their subordinates. They make decisions critical to organisational success and influence developments within the IT industry at the highest levels, advancing the knowledge and/or exploitation of IT within one or more organisations. They develop long-term strategic relationships with customers and industry leaders, leading on the formulation and application of strategy. They apply the highest level of management and leadership skills, having a deep understanding of the IT industry and the implications of emerging technologies for the wider business environment. They have a full range of strategic management and leadership skills and can understand, explain and present complex technical ideas to both technical and non-technical audiences at all levels up to the highest in a persuasive and convincing manner. They have a broad and deep IT knowledge coupled with equivalent knowledge of the activities of those businesses and other organisations that use and exploit IT. Communicates the potential impact of emerging technologies on organisations and individuals and analyses the risks of using or not using such technologies. They also assess the impact of legislation, and actively promote compliance. Page 11 of 13

13 Levels of Knowledge The following levels of knowledge shall be defined and applied for syllabus creation. Each topic in the syllabus shall be examined according to the learning objectives defined in the section devoted to that topic. Each learning objective has a level of knowledge (K level) associated with it and this K level by association defines the nature of any examination questions related to that topic. Note that each K level subsumes lower levels. For example, a K4 level topic is one for which a candidate must be able to analyse a situation and extract relevant information. A question on a K4 topic could be at any level up to and including K4. As an example, a scenario requiring a candidate to analyse a scenario and select the best risk identification method would be at K4, but questions could also be asked about this topic at K3 and a question at K3 for this topic might require a candidate to apply one of the risk identification methods to a situation. Level 1: Remember (K1) The candidate should be able to recognise, remember and recall a term or concept but not necessarily be able to use or explain. Typical questions would use: define, duplicate, list, memorise, recall, repeat, reproduce, state. Level 2: Understand (K2) The candidate should be able to explain a topic or classify information or make comparisons. The candidate should be able to explain ideas or concepts. Typical questions would use: classify, describe, discuss, explain, identify, locate, recognise, report, select, translate, paraphrase. Level 3: Apply (K3) The candidate should be able apply a topic in a practical setting. The candidate should be able to use the information in a new way. Typical questions would use: choose, demonstrate, employ, illustrate, interpret, operate, schedule, sketch, solve, use, write. Level 4: Analyse (K4) The candidate should be able to distinguish/separate information related to a concept or technique into its constituent parts for better understanding, and can distinguish between facts and inferences. Typical questions would use: appraise, compare, contrast, criticise, differentiate, discriminate, distinguish, examiner, question, test. Level 5: Synthesise (K5) The candidate should be able to justify a decision and can identify and build patterns in facts and information related to a concept or technique, they can create new meaning or structure from parts of a concept. Typical questions would use: appraise, argue, defend, judge, select, support, value, evaluate. Level 6: Evaluate (K6) The candidate should be able to provide a new point of view and can judge the value of information and decide on its applicability in a given situation. Typical questions would use: assemble, contract, create, design, develop, formulate, write. Page 12 of 13

14 Format of the Examination This syllabus has an accompanying examination at which the candidate must achieve a pass score to gain the relevant qualification. Type: Multiple choice, 25 questions, scenariobased Duration: 90 minutes. Candidates sitting the examination in a language other than their native language have an additional 30 minutes and are allowed the use of a paper dictionary. The dictionary will need to be checked by the invigilator prior to the examination Pre-Requisite for course and/or exam: Candidates must hold either the ITIL Foundation Certificate (in any version) or the ITIL v2-v3 Foundation Bridge Certificate. It is recommended that candidates have a minimum of two years experience in IT Service Management Invigilated/Proctored: Yes, by an independent invigilator Closed Book (No reading materials allowed Yes into the examination room) Learning Hours 18 hours Pass Mark 16/25 (64%) Distinction Score None Delivery: Online or paper based Trainer Qualification Criteria Criteria: Trainers must hold the ISEB Specialist in Supplier Management Certificate Class Room Size Trainer to candidate ratio: 1:16 Reading list ITIL Service Design Supplier Management sections COBIT Supplier Management sections AI 5 and DS 2 ISO/IEC Ch 7 Relationship Processes SFIA Supplier Management areas Page 13 of 13