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8/8/2019 Demand Supply Management in a Multi Sourcing Environment 12009109655533 3
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Demand & Supply Management in a Multi-Sourcing Environment
Jean-Pierre BeelenManaging / Principal Consultant
ICT as strategic enablerfor high performance
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Introduction
Jean-Pierre Beelen Managing / Principal Consultant Getronics
Lecturer
Background Business Informatics
> 20 years in ICT Management
> 15 years in (Sales)Consultancy
> 5 years in Solution / Services Marketing
Specialism Business Development and Innovation
Marketing and Portfolio analysis
Aligning Business & IT Management
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Wat is de helft?
8
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11 November 2010 Getronics Confidential Page 6
Maturity
AgendaAgenda
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Data Availability
Networked Storage
Tiered Storage
Archiving
BURA
Datacenter Automation
Model Based
Management
Information
Supply Chains
Enabling data mobility &
Central managementSAN / NAS solutions
Replication &
restore solutions
Replication tools Synchroon / Asynchroon Mirroring, etc
Add value to consolidation:
define multi tier storage
Data classification Multi tier storage
Define archive tier
Active archive creation
CASMigrationsPolicies
Next generation Backup BU to disk Incremental BU
Virtualization ILMRemote management
InfoscapeSmartsSOAs
Using others data
Guaranteed Availability
Working with cost effective data
Reducing active data
Assuring business continuity
Integration across the datacenter
Automating Business Processes
Integration acrossBusiness applications
Infrastructure Maturity Level
Source: EMC
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Document Management
Collaboration
Workflow management
Archiving
Enterprise Content
Enabling document sharinge-roomsRoles and privileges
Metadata
Repository
Status Approvals Version management
Add value to document
processing and approving Automated processes E-forms
Policy management Information rights mgtAuthentication
Retention policies Record management Automated archiving
Application
IntegrationBusiness Object integrationProcess Optimization
Information Orchestration
Compliance
Growing
InfrastructureRequirements
Working together
Having a Secure repository
Consistent organization
Guaranteeing relevancy
Collaborative working
Integration across the enterprise
Integration across enterprise applications
Automating Business Processes
Process/Information Analysis Business Process Modeling
Content Maturity Level
Source: EMC
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Growing
InfrastructureRequirements
Secure communication
Access Management
Infrastructurerobustness
Digital Rights Mgt
Automated policies
VPN/SSL
Anti virus
Firewalls
Identity Mgt
Operation security
Access/use control
Anti virus solutions Virus detection Virus elimination
Authentication
Secure Remote Access
Network Access Control 2 way authentication Transmission security
Gateway Traffic Control
Defining Security Protocols
Permit/deny/proxy Mgt Trust zone management
Identity Lifecycle Management User credential management Role based identity mgt
Information rights mgtBusiness Policy mgt
Enterprise Data Protection
Embedded Data ProtectionSecurity Lifecycle Mgt
Data safety
Intruder Protection
Authentication (role based)
Password MgtProcess/activity logging
Key Mgt
Digital
Rights Mgt
Business processrobustness
Security Maturity Level
Source: EMC
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Gartner I&O Maturity Model
RolesBus. Processes
Governance
Automate (Selfhelp)
ICT Process (ITIL)
ICT Catalogue
Role based Standards
Virtualisation
Shared Services
SLA -> KPIs
Balanced Score Card
Business Metrics
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Business Maturity Model
Source: Deloitte
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Business IT Integration (BITI) Maturity Model
Business Perception of need for IT IT Service Organization
Source: Getronics PinkRoccade
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Demand & Supply Maturity Model
ICT isst rategisch
w a p e n
g e e nissuem e e r
geenissuem e e r
integrat ievra ag-aanbod
f lexibelop t i jden op
m a a t
g e e nissuem e e r
geop t i-ma l i seerdi .s.m.
klant viapro-actiefbeheer
to e-gevoegdewaardevoor
bus inessstaat
cen t raa l
op t i-mal isat iea f spraken
i .s.m.klant
integraleontwikkel ing
enonderhoud
va nbus iness
& IT
g e z a m e n-lijke
st rategievorm ing
geopt i-
ma l i seerd,vo lumef lexibel
gest an-
daard i seerdeengentegreerde
processen
geopt i-
ma l i seerd:gest rooml i jnden versne ld
proces
processen
ingericht ,meet baar voor aanbod,
s t a r t metcost mgt.
geop t ima l i-seerdi .s.m.
gebru i ke rs
up todateinformat ie-p lann ing enarchi tectuur
planm at ig,onder cont role processen
ingericht
wi jzigingen &conf igurat ie
p rocesingericht
P& D-catalog us,S LM ge n i ti ee rd ,besch i kbaar -
he ids- &capac i t e i t sbeheer
beheersbaar con f o rm
st andaarden
a lgemenericht ingbepaa ld
met we in iginput van
de bus iness
geen s t andaarden ,geen p lann ing ,v e e l v e rs to r in g o n ge s tr u ct ur e er d
brand jesb lussen :react ief
geen overz i ch tgeen a f spraken
react ief ,geenprojectm at ige
aanpak,ad ho c
geen(formeel)
beleid
T e c h n o l o g i eg e d r e v e n
B e h e e r s t
Se r v i c e g e r i c h t
K l a n tg e r i c h t
B u s i n e s s g e r i c h t
af gest emdop
bus inessprocessen
Strategie&
Beleid
Ontwikkeling
&Onderzoek
Service
Delivery
Wijzigingen&
Projecten
Incidenten&
Problemen
Exploitatie
Strategie&
beleid
Innovatie&
trend
watch
Service
Level
Management
Projectmngt
.
&wijzigingen
(Gebruikers)
-
ondersteuning
Appl.-
beheer&
aansturing
expl.
K l a n tv o l g t
K l a n tk iest
K l a n tb e p a a l t
K l a n ts tu u r t
Klant ise i g e n a a r
ICT isst rategisch
w a p e n
geenissuem e e r
geeni ssuem e e r
geenissuem e e r
f ocusop
innovat ie
geeni ssuem e e r
stabi l i tei ti ssue vanklant en IT
wi jzigingenbeoordee ldvanu i t bus .
& arc h.perspect i e f
toespi tsing opklantgroep
met inzicht inconsequent i esvan e i sen en
w e n s e n
integraalp rogrammam a n a g e m e n t
vanu i tst rategie
gezamen l i j kest rategievorm ing
a f baken ingheldert ussenklant-IT
a f sprakenover n i veauvan onder -steuninge n
ta ak-verdel ing
be t rokkenin
beslui t-vo rm ing
onder -hande lenover bas i sd ienst-
verlening
w e n s e nop e l kaar
a f gest emden g lobaa lop be le id
IC T-st rategiea f gest emd
opbus inessst rategie
aa n-spreek-pun t endee l s
be legd
af-hande l i ngin beg inse l
gest ruc-tureerd
part ici-pat ie
inbelangri jkepro jec t en
part icipat iein
belangri jkepro jec t en
klantk i es t
speer -pun t en
ui t ICT-st rategie
adho c
zel f op-
l ossen /rege len
zel f doen nie t n ie t
geenrelat iem etIT
sturing enopt imal isat ie
van deexploi tat ie
begripdat IT
best uurdm o e t
worden
ICT isst rategisch
w a p e n
g e e nissuem e e r
geenissuem e e r
integrat ievra ag-aanbod
f lexibelop t i jden op
m a a t
g e e nissuem e e r
geop t i-ma l i seerdi .s.m.
klant viapro-actiefbeheer
to e-gevoegdewaardevoor
bus inessstaat
cen t raa l
op t i-mal isat iea f spraken
i .s.m.klant
integraleontwikkel ing
enonderhoud
va nbus iness
& IT
g e z a m e n-lijke
st rategievorm ing
geopt i-
ma l i seerd,vo lumef lexibel
gest an-
daard i seerdeengentegreerde
processen
geopt i-
ma l i seerd:gest rooml i jnden versne ld
proces
processen
ingericht ,meet baar voor aanbod,
s t a r t metcost mgt.
geop t ima l i-seerdi .s.m.
gebru i ke rs
up todateinformat ie-p lann ing enarchi tectuur
planm at ig,onder cont role processen
ingericht
wi jzigingen &conf igurat ie
p rocesingericht
P& D-catalog us,S LM ge n i ti ee rd ,besch i kbaar -
he ids- &capac i t e i t sbeheer
beheersbaar con f o rm
st andaarden
a lgemenericht ingbepaa ld
met we in iginput van
de bus iness
geen s t andaarden ,geen p lann ing ,v e e l v e rs to r in g o n ge s tr u ct ur e er d
brand jesb lussen :react ief
geen overz i ch tgeen a f spraken
react ief ,geenprojectm at ige
aanpak,ad ho c
geen(formeel)
beleid
T e c h n o l o g i eg e d r e v e n
B e h e e r s t
Se r v i c e g e r i c h t
K l a n tg e r i c h t
B u s i n e s s g e r i c h t
af gest emdop
bus inessprocessen
Strategie&
Beleid
Ontwikkeling
&Onderzoek
Service
Delivery
Wijzigingen&
Projecten
Incidenten&
Problemen
Exploitatie
Strategie&
beleid
Innovatie&
trend
watch
Service
Level
Management
Projectmngt
.
&wijzigingen
(Gebruikers)
-
ondersteuning
Appl.-
beheer&
aansturing
expl.
K l a n tv o l g t
K l a n tk iest
K l a n tb e p a a l t
K l a n ts tu u r t
Klant ise i g e n a a r
ICT isst rategisch
w a p e n
geenissuem e e r
geeni ssuem e e r
geenissuem e e r
f ocusop
innovat ie
geeni ssuem e e r
stabi l i tei ti ssue vanklant en IT
wi jzigingenbeoordee ldvanu i t bus .
& arc h.perspect i e f
toespi tsing opklantgroep
met inzicht inconsequent i esvan e i sen en
w e n s e n
integraalp rogrammam a n a g e m e n t
vanu i tst rategie
gezamen l i j kest rategievorm ing
a f baken ingheldert ussenklant-IT
a f sprakenover n i veauvan onder -steuninge n
ta ak-verdel ing
be t rokkenin
beslui t-vo rm ing
onder -hande lenover bas i sd ienst-
verlening
w e n s e nop e l kaar
a f gest emden g lobaa lop be le id
IC T-st rategiea f gest emd
opbus inessst rategie
aa n-spreek-pun t endee l s
be legd
af-hande l i ngin beg inse l
gest ruc-tureerd
part ici-pat ie
inbelangri jkepro jec t en
part icipat iein
belangri jkepro jec t en
klantk i es t
speer -pun t en
ui t ICT-st rategie
adho c
zel f op-
l ossen /rege len
zel f doen nie t n ie t
geenrelat iem etIT
sturing enopt imal isat ie
van deexploi tat ie
begripdat IT
best uurdm o e t
worden
Source: KPMG
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Maturity Model
2
Processes /Controlled
5BusinessOriented
1Ad Hoc/
Technology
4CustomerOriented
3ServiceOriented
Price per seat fixed, but what is in it? Processes embedded Repetition of activities
Business directs
Business is owner
Businessdecides
Businesschooses
Businessfollows
ICT is driven by pains, projects over time and over budget Ad hoc service delivery Processes recognized, but not embedded
Price per seat variabel on basis of actual demand Internal processes tuned and integrated Dynamics in processes on basis of demand shifts
Functionality charged for services actually used ICT services formulated in terms of business
functions
Business & ICT Aligned ICT accountable contribution tomargin
Source: KPMG
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Multi-sourcing
AgendaAgenda
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Whats the most import invention of theindustrial revolution?
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The industrial revolution provides important insights-Standardization of screw thread was one of the key inventions of the industrial
revolution -
Henry Maudslay 1771-1831
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Standardization leads to interchangeability, specialization,economies of scale and mass production
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Ultimately, standards have led to contemporary enterprisearchitectures
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E2E Multi-sourcing modelE2E Multi-sourcing model
Service Oriented Infrastructure
COE
Buil
d
Connectivity
EnterpiseAppl.
Printf
acilities
Busine
ssAppl.
SPoCSPoC
Business
Incid
ents
BusinessAlignm
ent
Bu
sinessAlignment
Sto
rage
Mess
aging
Service DeliveryService Delivery
CIO OfficeCIO Office
E2E ManagementE2E Management
Identity & Access ManagementIdentity & Access Management
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Manage Multi-sourcing
Source: Gartner
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4 Worlds of sourcing
Source: Gartner
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Sourcing related to competence and value
Source: Gartner
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Is there ONE model for Demand & SupplyManagement?
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Current management models
Delivering
change
Delivering
change
1
3
5
2
4
Business Corporate ICT Third parties
BiSL
IS Lite
ASL/ITIL
Source: Atos Consulting
A dA d
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11 November 2010 Getronics Confidential Page 26
Supply Management
AgendaAgenda
8/8/2019 Demand Supply Management in a Multi Sourcing Environment 12009109655533 3
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CIO Office
Business Model - RolesBusiness Model - Roles
Service Oriented Infrastructure
COE
Buil
d
Connectivity
EnterpiseAppl.
Printfacilities
Busine
ssAppl.
Identity & Acces Management
E2E Management
SPoC
Business
Incid
ents
DemandManagem
ent
Sto
rage
Messaging
Getronics
Customer
Business Alignment
Relationship integration
Service Integration
Performance Measurement
Account Management
Vendor Management Reporting
Charging
Customer Satisfaction
Business Alignment
Relationship integration
Service Integration
Performance Measurement
Account Management
Vendor Management Reporting
Charging
Customer Satisfaction
Service Portal SL Management Service Management Systems Management Continuous
Improvement Architecture
Development Procurement Asset Management
Service Portal SL Management Service Management Systems Management Continuous
Improvement Architecture
Development Procurement Asset Management
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Multi-Domain Monitoring
Availab
ilityMonitor i
ng
Perform
anceMonito
ring
Se
curit y
Mon
itoring
Correlation &ConsolidationEngine
Generic
Collector
Cisco WorksLMSQMS
CWSLE
MicrosoftMOM
Net IQ
CheckpointP1
Cisco VMS
CiscoCS-Mars
Concord
Red SirenCollector
Consolida
tion/Cross-Domai n
CorrelationEngin
e
Vigilan
ce
SecurityCorrelation
Engine
Customerdashboards
Capacity reportsTrend reports
Vulnerabilityreports
Incidents
Identity
LAN
Datacenter
WAN
System
Application
Firewall
IDS
Content security
Wireless
object s
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Security Monitoring
A dAgenda
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11 November 2010 Getronics Confidential Page 30
Demand Management
AgendaAgenda
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ICT roadmap drivers
ICT-
infrastructure
chan
ging
nee
ds
Busine
ss
Busine
ss
driv
ers
driv
ers
new
biddersand
posibilties
Technologyand
Technologyand
Service
S
ervice
developm
ents
de
velopments
Continuous
improvement
Servicemanagement driversServicemanagement drivers
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Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4
2007 2008 2009
Q1 Q2 Q3 Q4
2010
Busine
ss
Drive
rs
Tech
nology
and
ServiceDri
vers
ICTInfrastr
ucture
Innovation
Sustainability
Acquisition
Mobility
International Presence
Web
EAI
Ubiquitous Access
Bandwidth
ILMVirtualization
Smart Objects and
Ambient Intelligence
Semantic Connectivity
OS innovation
Application Rationalization
E2E Management
Managed IPT
Performance Management
Wireless workplace
Service
Manageme
nt
Drivers
Centralization
StandardizationTooling
OS innovation
Automate
Aurora 2006
Output Management
Identity & Access Management
Value Add
Hermes
Apollo
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Business Oriented ScenariosBusiness Oriented Scenarios
Application Platform Optimization Model
Business Intelligence
Enterprise Content Management
Collaboration
Unified Communications
Enterprise Search
Business Productivity Infrastructure Optimization Model
Development
SOA and Business Process
Business IntelligenceUser Experience
Data Management
Data Protection and Recovery
Desktop, Device, and Server Mgmt
Identity and Access Management
Security and Networking
Core Infrastructure Optimization ModelIT
and
Sec
urity
Process
BA
SIC
STANDARD
IZE
D
RATIONALIZ
ED
DYNAMIC
BA
SIC
STAND
ARDIZE
D
RATIO
NALIZED
DYN
AMIC
BA
SIC
S
TANDARDIZE
D
ADVAN
CED
DYNAMIC
Build CustomerConnections
Enable YourMobileWorkforce
Drive BusinessPerformance
Drive Real-WorldBusiness
Processes
ImproveCompliance
Optimize YourFinance
Operations
Optimize YourSales Force
Productivity
Optimize YourCustomer
Service
PaymentsOther Industry
PrioritySolutions..
BusinessInfrastructure
Requirements
Optimize yourbusiness
infrastructure
Source: Microsoft
AgendaAgenda
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11 November 2010 Getronics Confidential Page 34
The next barrier
AgendaAgenda
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Person-Centered Computing:Content, Context and Services
Pe
rso
nal
Pe
rso
nal
Pro
fess
ion
al
Pro
fess
ion
al
CommunityCommunity
FamilyFamily
Comms
Services
Content
SchoolSchedule
Tax InfoNewsSportsStandings
E-Gov
Shopping School
E-MailRSS
Memories
Music
Hobbies
FinancialInfo
Banking
Banking
Broadband
Cell
Wi-Fi
TVCalendar
Memories
MedicalFinancial
HomeSecurity
IM E-Mail
PersonalRecords
Corp.Archives
Training
ProductionD
ata
MeetingRecords
Workat
Home
CorpApps
Benefits
Conferencing
VOIP
LAN
Wi-Fi
Cell
Devices
PCC Drivers IT part of the fabric of normal
(non-work) life
Multiple devices
User frustration over non-
integration Vista upgrade will create next
big wave of user upgrade andmigration pain
High-bandwidth connectivity
Automatic updates of Internet
applications
Advertising and other revenuesources
Source: Gartner
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Service Oriented InfrastructureService Oriented Infrastructure
M
anagedWorkplace
M
anagedWorkplace
ManagedLAN
ManagedLAN
ManagedPrinting
ManagedPrinting
ManagedMail
ManagedMail
ManagedERP
ManagedERP
Identity & Acces ManagementIdentity & Acces Management
E2E ManagementE2E Management
Getronics C/ICT
Business
SPoC
DemandManagem
ent
11 November 2010 Getronics Confidential Page 36
Questions Thank you
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Service Oriented InfrastructureService Oriented Infrastructure
M
anagedWorkplace
M
anagedWorkplace
ManagedLAN
ManagedLAN
ManagedPrinting
ManagedPrinting
ManagedMail
ManagedMail
ManagedERP
ManagedERP
Identity & Acces ManagementIdentity & Acces Management
E2E ManagementE2E Management
Getronics C/ICT
Business
SPoC
DemandManagem
ent
Business IT Alignment model
Source: Gartner