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SIAC Vendor Management Office. Robert Durso Director - Vendor Management Office October 8 th 2002. Mission. Expand and improve the use of third party vendors throughout the NYSE and SIAC To improve time to market capabilities To augment technical and domain competencies

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siac vendor management office

SIAC Vendor Management Office

Robert Durso

Director - Vendor Management Office

October 8th 2002

mission
Mission

Expand and improve the use of third party vendors throughout the NYSE and SIAC

  • To improve time to market capabilities
  • To augment technical and domain competencies
  • To improve operational efficiencies and reduce costs
vendor management office
Vendor Management Office
  • Maintain Master Services Agreements (MSA) with Preferred Vendors
  • Maintain Vendor Relationship & Qualify additional Vendors
  • Maintain Program & Project Measurement Metrics
  • Provide training workshops for Project Managers
  • Assist Project Managers in:
    • the evaluation and selection of projects,
    • developing and evaluating proposals, statements of work, service level agreements and other support documents,
    • monitoring vendor performance
critical success factors
Critical Success Factors
  • Careful Selection and Planning of Projects
  • Competencies of Preferred Vendors
  • Strong Support Mechanism for Project Managers
  • Well planned Knowledge Acquisition Phase
  • Close monitoring of Vendor Performance
  • Well Defined Outsourcing Infrastructure
selection criteria
Selection Criteria
  • Vendor Selection Criteria
    • Corporate Profile – Revenue, number of employees, listing
    • Enterprise Competencies or Boutique Technology
    • Domain Expertise
    • Quality Initiatives (CMM Level 3 or higher)
    • HR Policies
    • Offshore Development Center Experiences
    • Offshore Contingency Plan and Infrastructure
    • Flexibility, Reliability and Peer Organization References
selection criteria1
Selection Criteria
  • Project Selection Criteria
    • Projects with resource constraints
    • Projects with clearly defined requirements
    • Conversion Projects
    • Maintenance and Enhancement Projects
    • Support Projects
an assessment should be performed prior to launch
An assessment should be performed prior to launch

NEW DEVELOPMENT

MAINTENANCE

TECHNICAL UPGRADES

PARALLEL RUNNING

(PRODUCTION SUPPORT ONLY)

Setting the stage for a successful launch

Offshore Feasibility Assessment

KNOWLEDGE ACQUISITION

QUALITY ASSURANCE

USER ACCEPTANCE

PROJECT EXECUTION

PREPARATION

competitive bidding verification
Competitive Bidding Verification
  • Competitive Bidding - RFP's will be sent to preferred vendors as is stated by SIAC Procurement and the Competitive Bidding Procedure.
  • Phased Bids - It is recommended that each project is broken down into smaller phases. Each bid response should include all associated fees for each phase. This will give us the ability to evaluate each Vendor's phased bid response.
  • Internal Verification of Effort*Cost - the VMO and the project managers will work together to calculate and verify bids by estimating effort and multiplying by Fees within the MSA (Exhibit F - "Fees".).
project management workshops
Project Management Workshops
  • Course is a scaled down version of a 3-semester hour graduate level software engineering class offered by SMU.
  • It builds on the best practices from both Government and Industry to provide Project Managers with essential information needed to either solicit bids for a development project or to respond to a request for proposal (RFP) for a development project.
  • It introduces the Project Managers to the most common legal issues that are encountered in a software acquisition.
five views for managing the program
Five Views For Managing The Program
  • Measuring Organizational Commitment
  • Measuring Project Status
  • Measuring Time-to-Market
  • Measuring Skills Augmentation
  • Measuring Costs
measuring organizational commitment

50

45

40

35

30

25

20

15

10

5

Measuring Organizational Commitment

In Pipeline

  • Vendor Data
  • Vendor A:
  • No of Projects:
  • $$ of Projects:
  • Vendor B:
  • No of Projects:
  • $$ of Projects:
  • Vendor C:
  • No of Projects:
  • $$ of Projects:
  • Vendor D:
  • No of Projects:
  • $$ of Projects:

Active Projects

Off-Shore

Onsite

Project Size

  • Portfolio Data
  • No. of Engagements =
  • Type of Projects
  • Development =
  • Maintenance =
  • Technical Upgrades/Conversions =
  • Other =
  • Total FTEs Under Program
  • On-Site =
  • Off-Shore =
  • Total $$ Committed to Projects =
  • Total $$ in Local Equivalent =
  • Total $$ VMO =
  • % Offshore $$ to IT Budget =

Project Name

Project Name

Project Name

Project Name

Project Name

Project Name

Project Name

TOTAL

measuring project status
Measuring Project Status

Project Description: {Replace with Brief Project Description}

Business Objective: {Replace with Cost Savings, Revenue Generation, Compliance, Governance, Quality}

Project Type:

Technologies:

Project Phase:

Scheduling Variance:

Resource Variance:

Vendor Costs To Date:

Original Vendor Budget:

Revised Vendor Budget:

Outstanding Issues:

{Replace With Outstanding Issues}

Major Achievements

Aug- {Replace with Major Achievements either for current month or previous months.

Sep – {This section is indented for 7 characters.

{Insert Major Statement Regarding Project For Current Month}

measuring time to market
Measuring Time-to-Market

Actions To Accelerate Throughput And Measuring Their Impact

Actions

Measurement

  • Re-engineer Delivery Process
  • Adopt a “Service-Based” Requirements/Design Model
  • Employ Parallel Development Process (24x7)
  • Add additional resources, I.e. Skills/Staff Augmentation
  • Backlog Size
  • Backlog Duration
  • Average Elapse Time for Work-Unit, e.g. Function Point
  • Elapse Times against Fixed Delivery Time-frames
measuring skills augmentation
Measuring Skills Augmentation

Local Staff Augmentation Project Type

  • Local Staff Augmentation versus Offshore Staff By:
    • Environment Work (Mainframe, Internet, Client/Server, Other)
    • Project Type (Development, Maintenance, Upgrade, Conversion, Other)
    • Skills Mix (SAP, COBOL, Websphere, C/C++, Other)
    • Functional Area (Administration, Trade Support, Q/A, Other)

Offshore Functional Area

example for measuring cost
Example for Measuring Cost

[T & M]Gross Billing Savings = (Local Equivalent Rate x #Man Days/Hours) – (Vendor Rate x #Man Days/Hours)

[Fixed Price]Gross Billing Savings = (Local Equivalent Rate x #Man Days/Hours) – (Contracted SOW)

offshore status
Offshore Status
  • 6 Active projects at the NYSE with 3 Off-Shore Vendors
  • Master Service Agreement negotiated with several Off-Shore Vendors
  • MSA Supporting Documents Available
    • Request For Proposal Template
    • Statement Of Work Template
    • SOW Change Request Document
    • Service Level Agreement Template
  • Project Evaluation & Cost Analysis Template developed
  • Vendor Management Office Intranet Site
measuring our mission 1 project requirements through implementation
Measuring our Mission1 Project - Requirements through Implementation
  • Speed to Market
    • 2 time-zone prototyping
    • Strong Project Management coupled with CMM Level 5 company
    • Active defect containment measures
  • Skills Augmentation
    • Ramped-up 25 skilled developers in 6 weeks
  • Resulting Time and Cost Savings
    • 18 modules, with significant process re-design
    • 10 months
    • Approximately 50% Gross Billing Savings (excluding transition, communication and other overhead costs)
vmo lessons learned
VMO Lessons Learned
  • Senior Level Sponsorship
  • Define a Clear Mission
  • Communicate and Educate Early and Often
  • Define VMO Infrastructure Early (Even before first pilot)
  • Continuous Process Improvement
  • Establish Achievable Goals
  • Define Program/Project Metrics early
  • Solid Risk Management Strategy
  • Plan Transition in/Transition Out for all projects
  • VMO ease of use is as important as a delivery model