Process Guidance And IT Outsourcing

Process Guidance And IT Outsourcing

Exagon study: Unclear responsibilities and processes at the interfaces between the user and IT provider in the SLAs are mostly only Kerpen takes into account performance agreements and any service processes. the company for IT outsourcing are often not aware what they receive for services. Because the responsibilities for the control of the provider are according to a survey by Exagon consulting among over 200 outsourcing users either associated with different departments or even a service provider has been transferred. A complete responsibility for the interfaces between external and internal IT processes is an exception and is found only in every tenth case. Also a coordination of the various department heads is one of the exceptions (13 percent). The unclear situation of the responsibilities involves significant risks, as the outsourcing services due to lack of sufficient transparency can be effectively controlled and also not consistent in the internal IT processes, acquired”, judge Exagon – Managing Director Joachim Fremmer. “Also great economic disadvantages arising from the low transparency, because the company is not clear, what outsourcing services extent to which it relates at all and whether in addition calculated benefits are not part of the general contract.” But it is missing according to the Exagon study on defined processes for the interfaces to external IT-partners. Only in 11 per cent of the companies surveyed, they are differently described, in three-quarters of the cases, they are only General or inconsistently defined.

Every seventh user has not so far entirely to devote to the sequences from the outside inwards. An efficient provider management demands, to reproduce the external performance additions in standardized and coordinated processes”, emphasizes Fremmer. Only then is a purposeful performance control of the partner possible and visible avoidable costs.” Change of provider could only under transparent conditions and standardized processes can be smoothly implemented. The service contracts according to the Exagon study are problematic, because usually no service processes are defined in the service level agreements. Instead, the outsourcing contracts is typically confined to the specification of technical specifications and quantities description of services. Concrete agreements to the IT processes are what but wholly or partly lacking in normally,”criticized Fremmer. While it is today undisputed that the performance will marked less and less of the technical systems and instead primarily by the processes.

But a process orientation is not found in the outsourcing contracts, so it also lacks the necessary processes in conjunction with the external service providers”, the Exagon CEO points to a glaring deficiency. “Here must the company as soon as possible repair, if outsourcing is to actually bring the desired economic benefits”, Fremmer recommends. About Exagon: The Exagon consulting & solutions GmbH has been established since 1994 as an independent IT consulting firm on the market. The business focus is on holistic support of its customers in establishing a professional IT service management, with regard to the strategic, organisational and also operational aspects. This includes Exagon performance portfolio both consulting services such as extensive training.

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