Comprehensive assessments and targeted enhancements of current service delivery management practices and processes in indirect service functions; employment of tools and methodologies including process mapping, best practices gap analysis and improvement action planning.
Implementation of shared services or outsourced service management models call for changes in the manner in which organizations today manage the delivery of services.
The service delivery management models of the past relied largely on automated financial, problem and project management tools, supplemented by direct work supervision conducted by distributed personnel. These approaches are largely inadequate today as the pace of organizational change and complexity of sourcing solutions have increased, and service delivery organizations have been driven to find cost efficiencies through consolidation, centralization and elimination of non-essential management layers.
In order to fully realize the potential benefits from shared services and outsourcing today, organizations need to invest in careful design and staffing of efficient management structures and processes that enable effective management of service delivery. To be highly effective, service delivery program management offices require sufficient resources with capability to do the following, from a total enterprise perspective:
- Regularly gather, analyze and communicate information about costs and performance.
- Develop and recommend strategy for improvement of existing service delivery operations in the form of enterprise policy (e.g., a strategy for simplification of the enterprise desktop environment and lowered support costs through implementation of lock down policy) or in the form of contract scope or other modifications (e.g., inclusion of related services into single agreements with service providers to gain synergies, instead of establishing process by which related service offerings will be delivered by different parties).
- Develop and recommend strategy for new service offerings.
- Support extension of service delivery, as well as changes in service delivery through internal restructuring and/or new outsourcing contract development and/or contract renegotiation.
- Manage both customer and vendor relationships; assuring effective communication about enterprise business requirements and service delivery issues.
- Establish/promulgate standard processes by which service delivery will be managed and performance and cost will be measured, in order to better assure standard services throughout the global enterprise and enable accumulation of meaningful data for analysis at an enterprise level.
- Perform knowledge management and transfer activities; assuring that what has been learned in establishing shared services or outsourcing services is utilized to assure smoother implementation in future extensions; providing guidance to business unit management in managing transitions, implementing new standards and processes, conducting baseline performance assessments, measuring performance, etc.
TBI works with clients to review existing service delivery management models and processes and develop and implement recommendations for improvement of these through recognized best practices in program management.