Peter Falden Jensen

Transkript

1 Peter Falden Jensen

2 Disposition Denne præsentation tager udgangspunkt i 3 scenarier som jeg har personlig erfaring med fra Vestas: 1. Captive Center i Manila, Filippinerne 2. Outsourced Application Development i Indien 3. Outsourced Application Maintenance & Support i Indien 1 2 3

3 Captive Center, Manila Phillippines Application Maintenace & support Challenges: Ramp up Need for speed DK resource availability Do not become a bottleneck! DIY IT approach Sourcing Instruments Multi hub organization utilizing Vestas footprint Massive spot sourcing with some consolidation initiatives Using the specialization in P-B-R Establishing Manila office as internal low cost HUB Vækst leder til specialisering PLAN BUILD RUN

4 Manila, Philippines, was selected as location for the offshore center Why Manila? Main considerations Availability of competencies/skills Vestas increased presence in Asia Language skills (English) Cultural compatibility Strong government backing Lowering cost base Site visit and background checks were in favor 4

5 Disposition Denne præsentation tager udgangspunkt i 3 scenarier som jeg har personlig erfaring med fra Vestas: 1. Captive Center i Manila, Filippinerne 2. Outsourced Application Development i Indien 3. Outsourced Application Maintenance & Support i Indien 1 2 3

6 Outsourcing, App. development Challenges: Corporate need for dramatic OPEX reduction Increased dependency on RUN due to (IT) knowledge drain in business Underutilized DK BUILD organization Sourcing Instruments Decision to outsource Application Development Interim Sourcing to close the gap. Mulighed for erfaringsopsamling i overgangsperioden mellem downsizing og sourcing kapabilitet Single/ Multi? Large/ Small? EU/Asia? Partner/ Contract?

7 Outsourcing, App. Development Læring For at udnytte offshore, fastprismodeller og leverancesikkerhed, skal man have virkelig godt styr på sin udviklings model SAP projekter har Vestas traditionelt kørt meget prototypebaseret og iterativt er IT og forretningen villige til at ændre dette, og kan de? Vort feasibility study var ikke godt nok -> falsk BC

8 Disposition Denne præsentation tager udgangspunkt i 3 scenarier som jeg har personlig erfaring med fra Vestas: 1. Captive Center i Manila, Filippinerne 2. Outsourced Application Development i Indien 3. Outsourced Application Maintenance & Support i Indien 1 2 3

9 Outsourcing, Appl. Maintenance & Supp 2014/2015 vedtager Global IT en strategiplan, som indeholder Outsourcing af non-core services som et bærende element. Virksomheden og IT er i en mere rolig gænge Partnerskab med HCL er etableret på Applikations området PLAN BUILD RUN Vi beslutter derfor det oplagte skridt at outsource RUN til HCL også

10 Outsourcing, Appl. Maintenance & Supp Preparation Vi sikrede os at HCL forstod opgaven Open Book Vi havde de rigtige folk på projektet med solidt kendskab til Vestas IT OG AMS Sourcing Vi timede risikoen på servicen for mindst mulig impact på business Vi indgik en kontrakt som begge parter forstod og kunne se sig som vindere i

11 Outsourcing, Appl. Maintenance & Supp Resultat Operationen lykkedes til fulde SOW underskrevet Januar 2015 HCL overtager supportansvaret April 2015 SLA med bøder i kraft Maj 2015 Dvs: Væsentlig bedre SLA til lavere pris (bedre responce- & resolutiontargets med højere SLA)

12 Key takeaways 1. De asistiske lande har en anden kultur end vores. IT folkene er dygtige og ambitiøse som vi, og ofte arbejder de i virksomheder som er langt mere modne og kapable end vores 2. Gå aldrig med en falsk Business Case 3. Overvej om du har de rette kompetencer ombord til den nye Operating Model, og til transformationen derhen 4. Executive sponsorship hos partneren er meget effektivt 5. Vælg den rigtige partner og stol på denne

13 Backup slides

14 Why Manila as the second hub? Manila, Philippines, was selected as location for the offshore center Main rationale: Access to competencies/skills Increased presence in Asia Language skills (English) Cultural compatibility Strong government backing Lowering cost base Site visit and background checks were in favor 14

15 Recommendation to EMT on AD outsourcing - Multi- vs. Single-vendor sourcing within Application Development (AD) Recommendation from AD project team: Single-vendor sourcing within AD Drivers for recommendation: Multi-vendor sourcing requires a higher level of maturity, experience and vendor management capability (staffing) A flexible, partnership-based relationship is a key Critical Success Factor and this will be strengthened via cooperative engagement with a single vendor The above recommendation is based on: Input from GF (Gorrisson Federspiel) based on significant experience with a variety of vendors as well as Vestas Global IT Gartner research and recommendation Internal research and project evaluation based on current maturity level, CSFs & Risks Strategic sourcing perspective: From a strategic sourcing perspective (long-term), Vestas Global IT should engage in multi-vendor sourcing to achieve Best-of-breed within cost, flexibility and quality as our maturity and capabilities increase with respect to outsourcing management & governance. Therefore we should design our IT organization with roles and competencies to support a multi-vender sourcing setup.

16 Recommendation to EMT on AD outsourcing - Selection of vendors (candidate list) for the AD outsourcing tender Vendor selection for AD outsourcing tender: The AD project team recommend that Vestas Global IT invite the following 5 vendors to participate in the AD outsourcing tender: TCS Cognizant HCL IBM Capgemini The recommendation is based on: Recommendation from GF (Gorrisson Federspiel) Gartner research and recommendation KPMG survey 2012 Nordic Service Provider Performance and Satisfaction Internal research, vendor interviews and project evaluation (based on strategic decisions, current maturity level, CSFs & Risks)

17 AD Sourcing High Level Plan

18 Business aspect, Quicker Time to REPAIR Incidents Before - Overall SLA is at 90% - No resolution SLA for P1 and P2 After - Overall SLA new target will be 95% - Resolution Targets set for P1, P2, P3, and P4. Resolution Targets Priority Today Tom orrow P1 None 4 Hours P2 None 8 Hours P3 72 Hours 48 Hours P4 120 Hours 120 Hours - Response SLA only for P1 and P2. AMS2HCL, January 2015, PFJ - Response Targets set: Response Targets Priority Today Tom orrow P1 30 M inutes 15 M inutes P2 30 M inutes 30 M inutes P3 None 1 B-Hour P4 None 4 B-Hours

19 Business aspect, Quicker Time to REPAIR RCA & Requests TODAY - Problem Management is Deployed Across Global IT and RCA is driven on a Best Effort Basis. TOMORROW - According to SLA, RCA must to be presented within 120 Hours for all P1 and P2s being handled by the Partner. - We have a 72% closure rate of Request in 5 Business Days - We will have a 90% closure rate of Request in 5 Business Days. AMS2HCL, January 2015, PFJ 19