Outsourcing by Hanselman Management Services
Peter Hanselman is available to manage and execute the full range of IT outsourcing tasks:
- Strategy
- Data gathering
- RFI/RFP
- Vendor selection
- Digital Dataroom
- Contract negotiation
- Transformation
- Governance
- Contract evaluation
- Contract renewal
Strategy
Before taking the decision to outsource activities it is essential to be clear about what you want to outsource and why you will benefit from doing so.
Data gathering
Once you have taken the decision to outsource, a lot of data needs to be gathered to compose a professional RFI and/or RFP. Tools can be used to automatically scan your network for all IT assets, quickening the data gathering process and creating a sound basis for the RFI/RFP process.
RFI/RFP process
When all the data is collected, an RFI and / or RFP will be written for the selection process.
An RFI isn’t always necessary because sometimes all the parties involved are familiar with the specific vendors who may become your sourcing partner.
The RFP process needs to be managed well in order to create a clear picture of the outsourcing requirements that generates fair but tough competition.
Vendor selection
Vendors selected from a shortlist composed by our outsourcing team or from the RFI process will get a Request for Proposal together with instructions and procedures on how to act in the bidding process.
The outsourcing team will control this process very carefully, particularly with regards to keeping information confidential, as your negotiation power will be ruined if proposed solutions and bid prices become known to others.
Digital data room
When the vendors are selected for the final negotiation round(s), the outsourcing team will set up a digital data room. This facilitates faster working and affords better control over who is allowed to investigate company data than putting documents in a physical data room.
Contract negotiation
The outsourcing team will manage the negotiation process and assist the company’s negotiator in reaching the defined outcome. The outsourcing team will write the contract, based around the company’s general purchase conditions.
All legal aspects will be overseen by first-rate lawyers, specialized in outsourcing.
Transformation
After the contract is signed, preparations for the transformation begin. It is important that you don’t implement policy decisions until all the legal steps have been taken and necessary consents granted.
It is, however, important to act swiftly because it should be clear to everybody concerned what has changed and how to react upon the actual date of transfer.
Governance
Even when major activities are outsourced, your own organization still needs to retain management with regard to demand and supply. After outsourcing, the activities of this department change from being tactical/operational to tactical/strategic. The outsourcing team will develop and implement a governance structure for Managing the Demand and Supply side, handling of escalations from inside the business organization and from the vendor(s), and also stimulates innovations in business processes and technology.
Contract evaluation
It is advisable to re-evaluate the outsourcing contract every year.
After the first year, the main question should be whether the transformation was managed well according to the contract and whether the Future Mode of Operation has been reached.
In the second evaluation it is wise to focus on how the outsourced IT operation is meeting the business’ requirements with regards to realising the promised benefits.
In the third evaluation the main question should be about satisfaction with the outsourcing partner. Is everything fine or should we adjust our way of working or even look for an alternative solution?
