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  • Case Study: Transformation Management Office Design and Implementation
    6B with principal activities in North America and Europe The Challenge The client faced significant cost pressure within the IT Application Development and Maintenance area and requested assistance to support an RFP for an outsourcing initiative Due to a series of acquisitions the client s IT organization was faced with multiple redundant processes 147 distinct job descriptions and six separately managed IT organizations that supported markets in 100 countries across six continents The challenge was to support a downsizing initiative affecting over 700 employees through a managed services RFP initiative whose aim was to reduce costs improve operational efficiency and harmonize processes The Solution The Hackett Group provided insights into pricing strategy vendor selection criteria and contractual terms in a collaborative approach with select vendors Solution requirements were created based on the suppliers individual solution to the customer s as is state Best practice workshops were run to clarify requirements and to review the suppliers proposed solutions Additional services were provided after RFP receipt for business case preparation normalization and review of bid submissions what if analysis for contract terms and the management of the bid scoring model A Program Management Office PMO was installed to ensure the execution of

    Original URL path: http://www.archstoneconsulting.com/services/it-strategy-opeations/case-studies/application-strategy-deployment.jsp?height=450&width=835 (2016-04-24)
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  • Case Study: Large-Scale Infrastructure Optimization
    company a diversified defense technology and information solutions provider and a diversified manufacturer of engineered industrial products The Hackett Group was engaged to develop a detailed Service Delivery Model SDM for infrastructure services that would accommodate the split and enable the entities to operate seamlessly when the switch was thrown on the given date The Solution Based on its expertise and understanding of the client The Hackett Group assembled a core infrastructure separation team to oversee six functional work streams messaging services network and voice data center service desk desktop and directory services and service management For each work stream identified a list of assumptions that would allow the separation to be completed within the required timeframe Assumptions were validated with key infrastructure applications IT security and business stakeholders In conjunction with the client s technical architects established a phased approach that allowed the three new infrastructures to be constructed within the existing infrastructure tested in place and then segregated very rapidly by breaking links at network co locations Established a centralized 24x7 command center and standard process to enable a series of email and active directory migrations covering 293 sites around the globe To the extent possible leveraged SDM

    Original URL path: http://www.archstoneconsulting.com/services/it-strategy-opeations/case-studies/infrastructure-optimization.jsp?height=450&width=835 (2016-04-24)
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  • Case Study: IT Application Managed Services Outsourcing
    Client The client is a division of a large multinational services organization providing education services and technology The Challenge The IT organization had engaged an outsourcing firm to provide application management and support services on a time and materials basis There were no formal service levels established The client wanted to convert the managed service to a fixed fee contract and establish formal service levels with penalties The objectives of the engagement were to Rapidly develop a statement of work SOW outlining the scope of the managed services governance model and a continuous improvement plan to drive down costs year over year Develop service level agreements SLAs with penalties for non performance Establish a plan to guide negotiations with the service provider to ensure an optimal outcome for client The Solution The Hackett Group s rapid approach involved three project phases Define organization requirements Capturing unique business requirements that impact organizational considerations and defining the full complement of skills roles needed to support the new operating environment Develop SOW requirements Validating scope and guiding principles reviewing existing requirement documents defining workflow for the business client IT and service provider defining SLAs including penalties and incentives defining desired governance framework and

    Original URL path: http://www.archstoneconsulting.com/services/it-strategy-opeations/case-studies/it-outsourcing-advisory.jsp?height=450&width=835 (2016-04-24)
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  • Case Study: Call Center Outsourcing for HRO Provider
    based employee benefits provider The Challenge The benefits provider wanted to outsource operations to a third party service provider and form a joint alliance for marketing The benefits provider had experienced significant operating cost increases and technology challenges in the last several years yet maintained market share due to brand recognition and customer service focus The initial premise was an outsourcing arrangement with a vendor with significant call center and processing expertise joined with the client s domain technical expertise and brand to form a first in class HRO offering This initiative was an innovative proposition in outsourcing the client chose a provider and decided to create a new company with it that focused on technology and contact center solutions for benefits providers The Solution Performed a detailed review of potential vendors strategic operational and technology capabilities Assessed cost quality service and productivity Performed additional probing to assess the strategic and operational fit of the partner Provided negotiating positions and requirements for additional services and capability augmentation by third parties Identified activities requiring changes to reach a standardized service delivery model which was client independent Validated processes roles responsibilities and structure for how the remaining operations would interact with the

    Original URL path: http://www.archstoneconsulting.com/services/it-strategy-opeations/case-studies/strategic-sourcing-vendor-governance.jsp?height=450&width=835 (2016-04-24)
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  • Case Study: Supplier Relationship Management (SRM) Program for a Fortune 100 Pharmaceutical Company
    The overall raw material supplier base was reduced by 30 The Client A leading U S based diversified pharmaceutical and life sciences company The Challenge Developing a comprehensive Supplier Relationship Management SRM program implemented across direct material supplier base Understanding key gaps challenges and opportunities in current SRM practices Aligning stakeholders in support of formal SRM program and vision and developing a customized SRM model incorporating processes tools and template

    Original URL path: http://www.archstoneconsulting.com/services/it-strategy-opeations/case-studies/supplier-relationship-management.jsp?height=450&width=835 (2016-04-24)
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  • Case Study: SG&A Benchmark-Driven IT Transformation
    on the strength of the benefits case and business leaders approval of the benchmark analysis and findings The Hackett Group was engaged to define the future state organizations for IT Finance Procurement and Human Resources The IT program focused on creating global IT functions reducing redundancy and improving global planning and program management capability Thirteen core initiatives formed the basis of a five year journey to form a globally integrated IT organization while supporting the significant technology requirements for creating global business services functions for Finance Procurement and Human Resources The Solution The Hackett Group assembled a team to assess the service delivery models regional IT organizations and governance structure The program working team included global representation from each IT function area Leveraging our deep understanding of the client s regional operations and utilizing Hackett s database of best practices worked with client to define a set of Global Operating Principles and the Global Operating Framework Established individual teams focused on specific IT areas to develop a framework for the future state Held presentations with the full program team to review proposed approaches Functional IT leaders reviewed solutions with key resources and provided feedback on issues concerns in regular checkpoints

    Original URL path: http://www.archstoneconsulting.com/services/it-strategy-opeations/case-studies/it-benchmarking-performance-improvement.jsp?height=450&width=835 (2016-04-24)
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  • White Paper - Is It Time To Revisit Your IT Outsourcing Agreements? | Archstone Consulting
    to the cloud with another provider which allows the client to test the market and move a portion of services away from the provider if the contract allows it We suggest CIOs take a four step approach when reviewing these long term agreements Analyze the contracts and determine where there are opportunities such as Benchmark clauses that would allow costs to be reviewed by a neutral 3rd party Termination for convenience clauses Services that are not guaranteed to the vendor moved to a lower cost provider Conduct a review session with the incumbent supplier that allows them to provide innovative solutions i e ask them what could we do differently together to drive down cost improve performance Hold informal meetings with competitors to understand how they may approach services within scope to see if there are more innovative models than what your provider is proposing Determine as an IT leadership team how you might approach the services within scope differently if you were performing them in house and share that data with your incumbent By following these steps it allows the client to have an intelligent fact based discussion around the vendor s service delivery approach and challenge them based on industry practices Should the vendor still not be willing to renegotiate the informal meetings in step 3 makes it easier to send out an RFI to capture pricing and determine if there is a business case for exiting the agreement or piloting services with a new provider vendors typically don t like to respond to RFIs where they don t have an existing relationship with the client as they feel it s nothing more than an exercise to renegotiate with the incumbent by conducting the informal sessions to understand their offerings they will likely feel that it s a more qualified opportunity In addition as IT departments move to more consumption based agreements there will likely be a need to revisit their supplier governance model In a resource based agreement it is common for IT leaders to act as though the supplier is an extension of their staff managing the vendor resources as though they were their own In a consumption based model IT leaders need to focus on managing the outcome not the process people This shift in governance may also help lower internal labor costs as there is less effort required from IT leaders A Case Study The CIO of a large consumer packaged goods company was feeling pressure to cut costs and evaluated his outsourcing agreement with a Tier 1 vendor which was centered around dedicated labor and other fixed resources His IT team would constantly be involved in hardware and software upgrades staying abreast of capacity trends and resource utilization and in general spent more time managing vendor resources than helping their business take advantage of technology investment He was in year five of a ten year agreement when he approached his vendor asking them to think about creative ways to reduce costs The vendor

    Original URL path: http://www.archstoneconsulting.com/services/it-strategy-opeations/white-papers/revisit-it-outsourcing-agreements.jsp (2016-04-24)
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  • White Paper - Implementing an ERP Solution? Don't forget to revisit your operating model! | Archstone Consulting
    main responsibility of IT business liaisons is demand management In this mode the business users define how they want the systems to behave and the requirements are passed along from the liaisons to developers to make changes With a global ERP solution these resources need to shift from being order takers to driving global processes bringing regional leaders together to help define requirements and make decisions The required skills may not be inherent in the existing IT staff as there is a need to have personnel that fully understand the business processes and industry practices for a given function Adding to the challenge is that in many cases business units are not aligned globally This makes it difficult to change the way IT operates as they are moving ahead of the business and may feel like they are losing alignment However this should not dissuade organizations from making the necessary change To help facilitate the new model the CIO will need to convince the regional leaders to appoint resources to help create and manage global processes A practice used by many crafty CIOs is to recruit respected business managers into the IT organization to help facilitate the development and management of global processes Such a move is often needed to help build credibility and get business functions to adapt to new ways of working At the next level of the organization the role of technical experts shift from understanding the internals of code to knowing options for configuring software packages and how modules interact While developers can adapt to new programming languages e g shifting from C to Java the leap from coding to ERP subject matter expertise is not a simple task CIOs will need to rethink the future of their technical resources a task that may require eliminating valuable contributors The sourcing model for these types of resources varies with a split between hiring application subject matter experts or contracting with consultants on a project by project basis Perhaps the most visible need for a shift in skills with the user community comes at the lowest level of the organization In companies with a high number of local systems first level support is typically provided by onsite resources The user community becomes used to initiating support requests informally in many cases just walking up to the appropriate cubical to ask questions This level of support is preferred by users as they have immediate access to help with a known resource that speaks their native language When shifting to a global ERP instance it is very difficult to coordinate first level support in this manner Most organizations chose to outsource this work leaning on service providers that have the ability to take on support across the globe using a diverse set of call centers to cover all required languages If choosing to outsource CIOs will need to decide whether to bundle other help desk functions such as desktop support or keep them separate Finally as the new IT global

    Original URL path: http://www.archstoneconsulting.com/services/it-strategy-opeations/white-papers/implementing-erp-solution.jsp (2016-04-24)
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