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How to set up a legacy wrapping service

  • Writer: Mark Skilton
    Mark Skilton
  • Nov 19, 2004
  • 2 min read

Cost of ownership

  • Multi-services platform

  • Reusability

  • Increased service velocity

  • time to market

  • Transforming customer experience

  • Dependency of modularity

  • Confirmation of Resources roles and responsibilities for integration

  • Resources – technical availability

  • Decouple network from customer/employee migration

  • Leverage estate assets – meta content and experience

  • Managing programme of change

  • In a business environment constantly changing

  • ..with many business initiatives

  • Customer imperatives

  • Need to accelerate move from old technology

  • Need to reduce operating costs of legacy

  • Need to profile costs

  • Need to increase adoption of new services

  • Platforms – Identification of the current and future platforms

  • Current Platform

  • Migration – interim platform

  • Future Platform

  • Identification of roadmap pathways

  • Establish performance management

  • Identify current performance

  • Identify future target performance

  • Establish performance specifications

  • Establish cardinal point specifications

  • 360 Feedback mechanisms

  • Establish collaborative organisation

  • Roles & responsibilities

  • Incentive mechanisms

  • Strategic versus tactical methods

  • Service contracts – SLAs

  • Define what are the contractual commitments

  • Define what is required

  • Define gap between contractual commitments and requirements

  • Transition management

  • Establish a mechanism for modifying current business and programmes to onboard new architecture

  • Define key delivery needs – priorities

  • Migration- technical patterns

  • Orchestration versus replication versus access

  • Current thoughts on problem issues with outsourcing

  • Divergent expectations within the partnership

  • Identify what these are and mitigate

  • Unsustainable levels of innovation over time

  • Identify appropriate technology investment and delivery models

  • Inappropriate application of an outsourcing model borrowed from another business function

  • E.g. procurement of resources as a commodity with no overarching performance targets and contract

  • Current thoughts on making outsourcing work

  • Make sure the chosen provider has sufficient knowledge of organisation on the ground

  • Discovery and content knowledge/skills

  • Manage staff motivation

  • Commoditising the services can demotivate

  • Use appropriate delivery models / work design

  • Set up feedback loop from front line service users

  • Monitor what is actually going on and not just what is heard or think is going on

  • Record ALL costs of the service including overheads and sundry expenses. These can eat into the bottom line profit of the deal.

 
 
 

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