Approbation of toolkit of development information infrayostruktury managements of the organisations with application of IT Outsourcing and the design approach

The strategic analysis of an item of the company will help to evaluate its projects on IT Outsourcing and to present their results through system of indicators on the basis of the strategic analysis.

The criteria of an estimation of quality of concrete services provided by the project, their parametres, quality of applied materials in the course of their rendering, and also modern engineering resheyonija in the field of the software will allow to increase quantity and satisfaction of customers.

Importance of such scenario of development is confirmed with that fact, that, according to the general review of Russian market It-autoringa, on the basis of given RBC-CNews, IDC, Gartner, TAdviser and "US", market volume stably uveliyochivaetsja (table 3.7, drawing 3.4).

Table 3.7

Market It-autoringa volume in Russia 2015-2017, mlrd rbl.

2015 2016 2017 Source
78 94 101 RBC-CNEWS
76 88 102 TAdviser
62 80 82 US
72 87 95 Average estimation

In comparison with universal volume of the market of IT Outsourcing, kotoyoryj makes 288 mlrd dollars (according to agency Gartner), to Russia today it is necessary less than 1 %. Despite growth of volume of the Russian market of IT Outsourcing, considerably significant slowing down of its rate in 2016-2017 the Key reasons, according to the author, are:

1. The general depreciation of services because of widely applied practice of a dumping during the competitive auctions;

2. The general decrease in quality of services as consequence of price cut;

3. Partial or complete failure of a part of current customers of the outsourcing practice, caused by decrease in quality of rendered services.

Fig. 3.4. An estimation of volumes of the market of IT Outsourcing in Russia in 2015-2017

The potential of growth of the market is saved thanks to inflow new zakazchiyokov from commercial sector (the retail network companies, the financial organisations, the distributed productions), and also to increase in volumes of the IT Infrastructure in a state sector. Considering universal trends, rossijyosky market It-autoringa remains flexible enough. Readiness to cope with new calls is obvious and to carry out changes, sources kotoyoryh contain in the field of reorganisation of the companies, in the legislation and poyolitike.

The analysis of economic characteristics of branch and the basic motive forces

As the basic economic features analyzed otyorasli it is possible to name following factors:

• market It-autorsinga large enough, on it is present a considerable quantity of players which do its highly competitive;

• the market differs the slowed down growth since rivalry intermeal players acting it (federal and regional kompayonijami) increases also the weakest competitors leave branch;

• at branch there is a big number of competitors, many of which take high enough shares thanks to the differentiated ruler of services of IT Outsourcing and high qualification uzkospetsializiroyovannyh IT professionals in a command;

• input/exit barriers on the granting market IT Autorin - govyh services are high, because of necessity of availability of experience given sfeyore, high expenses for acquisition and the contents necessary for dejayotelnosti technopark, limitation and seller's price IT spetsialiyostov, having necessary skills and kompetentsijami;

• customers basically conclude contracts on vysokodiffeyorentsirovannye services since costs of switching from one IT аутсорсера on other are high enough;

• direct and return integration are extended enough in sfeyore IT Outsourcing.

Granting of services IT аутсоринга is carried out, as a rule, by the several organisations united in holdings and groups;

• the companies entering into groups and holdings which have sobstyovennye software workings out, own technopark, koryoporativnuju system of knowledge have essential economy from scale. The economy from scale in this case increases volumes and the sizes rynyoka these organisations.

As the basic motive forces of branch it is possible to name aspiration of the companies to differentiate offered services for the purpose of increase in demand at them and an establishment of long-term relations with the customer. It is necessary to notice, that the big degree of differentiation is peculiar to larger players of the market of IT Outsourcing. The basic characteristic and driving siyoloj, from an item of a considered portfolio of projects, is the finding of such possibilities of granting of a complex of services of IT Outsourcing, kotoyorye would allow to lower costs of realisation of projects.

The branch analysis with use of model of five competitive forces of Michael Portera

The branch analysis allows to create strategy of positioning of the company which compares strong and weaknesses of its projects with teyokushchej branch structure. So, the Malt liquor model is used for revealing of the basic sources of competitive forces of projects of the organisation and degree of these effects. In the given work for realisation of the branch analysis buyodet the five-point scale of an estimation of competitive forces where the point 5 reflects strong effect, and a point 1 - weak is used.

The analysis of consumers of products of projects

The analysis of customers of services of IT Outsourcing has allowed to establish, that osyonovnaja the problem of activity of the company is directed not on increase kolicheyostva small customers, and on attraction to service Russian komyopany, entering in top-500. The given approach that is not present neobyohodimosti in a set of additional experts for service and soyoprovozhdenija each new client speaks, and also the smaller superstructure pozvoljayoet to work with bolshej marzhinalnostju and as consequence increases konkuyorentosposobnost the companies in the market.

Let's consider this approach on an example of sample of company "us" portfolio of projects. So, for example, from June, 2016 till May, 2017 osyonovnuju weight of new contracts bargains with a turn-over to 2 millioyonov roubles a month (have supplied fig. 3.5). Change of structure of customers uveyolichenija numbers concluding contracts with low cost indicates the party a choice of a true direction of activity of company "us" on cost reduction of services and their cost for customers without loss of quality and concentration on big customers.

Fig. 3.5. Structure of client base "US" (2016-2017)

As a whole, attraction of big customers for considered in isyosledovanii projects can be promoted by following factors:

• expansion of kinds of services and structure of services. The bolshee koliyochestvo problems of the client the company-autsorser, the above costs pereyokljuchenija decides the customer, hence, especially long-term character priyoobretajut concluded contracts;

• integration service deska the customer about service deskom the companies or granting service-deska of the company as a working resource;

• working out with chetom specificity of activity of the customer mobilnoyogo appendices in which possibility to see all statiyostiku is granted and to operate the systems;

• a transparency of all financial streams - availability informayotsii. The financial information should be accessible in a mode of real time in all cuts. If the service partner has removed the metre, has introduced in inyoformatsiju and at it in a personal office how many money it at once was displayed should receive, the customer sees how many money it should pay, at

It if to take statistics of last periods it is granted vozmozhyonost to see the schedule of preferable dates of payment. All financial dvizheyonija are displayed in uniform corporate system and all participants protsesyosov the realised project have access to system in a mode real vreyomeni;

• accurate fulfilment of the criteria fixed in the agreement with zayokazchikom;

• an individual approach to each client (focusing on poyotrebnostjah the client, knowledge of its features etc.);

• data bjurokratizatsii operations to a minimum.

The analysis of inquiries of customers of services of IT Outsourcing allows to draw a conclusion that in the present conditions of the market they make significant impact which has been evaluated in 5 points.

The analysis of services and-or the goods-substitutes of products of projects

The basic requests which are presented to services IT autsorsera according to a technique offered by the author of research, javljayojutsja:

• service structure;

• quality of service;

• the warranty;

• service level (SLA);

• indicators of quality of service (KPI);

• liability for default of indicators kacheyo

stva service;

• an order and terms of start of the project;

• liability for default of terms of start of service.

The combination of stable growth and development of new directions of IT outsourcing together with long-term experience indicates correctness of a choice of the service-provider the customer. Acknowledgement of it are:

• availability of the acting long-term contracts covering with service all territory of presence of customers;

• an operational experience with the companies conducting activity in sphere riyotejla;

• engineering park on the service, several times exceeding quantity of units of equipment of the customer;

• cover by service of all territory of presence of the customer (all branches, branches etc.), and also planned (potential) territoyorii business expansions.

Range of the prices for services in outsourcing of functions of IT Support foryomiruetsja proceeding from following factors (tab. 3.8): a degree of quality preyodostavlenija service; the warranty of observance of procedural terms; structure usyolugi; park of engineering of the customer (a lineup, distribution density, koyolichestvo, age etc.).

It is necessary for customer to consider, that undercharges in sphere of IT outsourcing indicate possible discrepancies of the declared service by the supplier to the actual. It in a consequence can lead ekonomiyocheskim, reputatsionnym and to operational risks. The same situation and in case of overcharges. This variant can indicate inadequacy of an estimation of the market the supplier, its incompetence, unavailability operatively and samoyostojatelno to start service.

The IT Support Standard in ritejle, developed by the author of research, supplies satisfaction of customers with quality, preyodostavljaemyh services and achievement of their major indicators by them uspeshnoyogo business: controllability; a transparency.

Table 3.8

Structure of services Cost from the VAT, rbl. * Unit of measure
Service service desk 95 - 235 Acceptance and support of 1 incident
Press service
The monochrome printing


0,70 - 1,10 Cost of the press of 1 page
polnotsvetnye the printing


4,50 - 6,50 Cost of the press of 1 page
Automated workplace service 750 - 1100 Service cost for 1


Systems samoobslzhivanija
PTO ATM 8000 - 14000 Cost of service of 1 unit the MOUSTACHE in a quarter
PTO IPT 5000 - 7000 Cost of service of 1 unit the MOUSTACHE in a quarter
FML 3000 - 4000 Cost of service of 1 unit the MOUSTACHE in a quarter
Introduction and service


SKS (premium) 5500 - 6500 Cost for 1 port
SKS (standard) 4000 - 5000 Cost for 1 port
SKS (the simplified version) 2500-3500 Cost for 1 port

*По to data of the market analysis of company "us".

Cost of services of IT Outsourcing

From the point of view of the branch analysis by means of five forces of Malt liquor poyokazateli influences of substitutes on results of projects (on an example of a portfolio of projects "US") can be characterised as follows:

• the basic role in a choice of the customer is played by the received significances of set of indicators of an estimation of the supplier;

• propensity of the customer to substitutes the low;

• direct substitutes at projects "US" in the Russian market are not present because of the unique software and acting korpoyorativnyh standards.

Thus, it is possible to draw a conclusion that influence degree subyostitutov on the IT Projects considered as an example "US" low and is evaluated in 2 points.

The analysis of suppliers of projects

IT the companies are dependent enough on those suppliers with whom they work. For neutralisation of threats of dependence on suppliers, rekoyomenduetsja to the companies to form a reserve of executors which in case of occurrence of any non-staff situations will execute a role strayohovki. For example, in practice of many IT аутсорсеров in each region predyostavleny from 2 service partners thanks to what the spirit of a "healthy" competitiveness is created. Demands, in case of their delayed acceptance in work odyonim "are played" by the service partner between others, and that cost which the partner has undertaken to execute the demand, is deducted at that partner which has not executed it in the necessary term.

The organisations directly related to realisation of projects of IT Outsourcing, make strong impact on their final reyozultat. However it is necessary to notice, that the built mutual relations with osnovyonymi partners guarantee results with constant a high level kayochestva for the end user of results of projects. The choice of suppliers and partners is carried out also by results of tender realisation that creates equal conditions for all potential counterparts and unity of requests to them, forms structure of the applicants, supplying blagoyoprijatnuju the competitive environment and allows to evaluate offers of participants of the tender objectively.

The indicated theoretical positions by us have been applied to portfeyolju IT Projects "US". The power of suppliers-partners rather rasyosmatrivaemogo a portfolio has been evaluated in 3 points.

The analysis of competitors

Within last 3-4 years the structure of the services rendered in the field of IT Support, remains practically invariable (fig. 3.6, 3.7). At all uchayostnikov the market of IT Outsourcing they are presented on the following napravleyonijam service: service of multiple copying engineering, service avtomayotizirovannyh jobs, service of points of sales on a turn-key basis, service a game

The trolno-cash engineering, service of systems of self-service, installation works, not procedural works.

Fig. 3.6. Gain structure on various types of service of IT Outsourcing (analytical data of "Our Agency of Service)

Fig. 3.7. Gain structure on various types of service of IT Outsourcing (analytical data of "Our Agency of Service)

50 % extended and taking more in structure of incomes of the Companies-it-autsorserov are "classical" types of service - service of koyopirovalno-multiplying engineering and service of the automated jobs. It is possible to name these services not only the oldest in the market, but also naiboyolee well studied from the point of view of pricing, internal 160

Business processes, registrations of contract relations etc. On the statistican they make the greatest share in the income of the Companies-it-autsorserov. Owing to all it, in segments of service KMT and an automated workplace are observed more rigid competitiveness.

The remained segments of IT Support are less popular, less dohodyony, however, as practice shows, are not less perspective. And if in obyolasti press service (both technologies of cost optimisation for a long time are developed for the customer, and for the supplier) in many other things segments of their service still it is necessary to develop, as is a subject for vnutyorennej works IT аутсорсеров.

For formation of competitive advantages, IT аутсорсеры in svoyoej activity are guided on:

1. On the IT Infrastructure of the customer, kotoyoraja the quantity of repairs and, accordingly, cost seryovisa will allow to lower load optimisation.

2. Optimisation and the maximum automation of processes obrayobotki demands of users of the customer, minimising presence cheyoloveka in this process.

3. Typical designing of infrastructural decisions, that pozvoyolit to customers to lower cost of expansion of new objects, podrjadchiyokam - to optimise purchases, regulations and requests to qualification of staff.

4. Intellectual automated management by engineering staff for the purpose of optimisation of working hours of the given category peryosonala for decrease in a share which they take in the general expenses IT autsorserov.

According to the author, for strengthening and improvement competitive poloyozhenija the companies in the market of granting of services of IT Outsourcing, neobhodiyomo to direct internal activity towards optimisation of algorithms of management and introduction of intellectual control systems, with dalnejyo
shim their use in interaction with the customer. Search new meyotodov works in the IT Outsourcing market, creation and introduction new algoyoritmov and management transfer on a digital platform are those steps, kotoyorye are capable to introduce the market of classical IT Outsourcing in Russia from combined dumping deadlock and to supply its further gorizonyotalnoe and vertical development.

The carried out analysis of competitors (on an example of projects of company "us") has allowed to reveal a moderate competitiveness between projects of IT outsourcing. The competitiveness of projects can be characterised on the basis of such indicators, as:

• an average level of differentiation of services of IT Outsourcing;

• moderately low growth rates of branch;

• an average level of fixed costs of market participants of IT outsourcing with presence more 5ти years;

• activization of the strongest and skilled market participants with history (the weakest competitors and beginners leave from the market as pokayozal the analysis of macroenvironment);

• switching costs high enough for the customer;

• struggle for the customer in an analyzed segment is based in bolyoshej degrees on a price competition, abilities fast to adjust and-or create the software with allowance for specificity of activity of the client, terms of start of the project and indicators of quality of its results.

All considered characteristics of competitors testify that influence of competitors is moderately average and in a case rasyosmatrivaemoj the companies can be evaluated in 3 points. Occurrence soveryoshenno new players in the IT Outsourcing market is improbable because of dostayotochno high barriers of an input in branch, namely:

• presence of large players in the Russian market of the IT outsourcing, having high shares of the market and reliable reputation;

• necessities of financial resources since the branch demands vysoyokih capital costs, especially initial;

• absence of the information on possible actions of the organisations at entry of the new player (sharp drop in prices on usyolugi at the expense of the accumulated experience and high degree of differentiation is possible, for example, that is impossible for the new player);

• unique corporate digital workings out.

The analysis of branch by means of five forces of a competitiveness of M.Portera pozvoyolil to come to conclusions that rivalry in branch has strong hayorakter, source barriers are high, but there is a probability of an exit on ryyonok the large Russian companies, there are no absolute goods-substitutes, the market power of suppliers is moderate, the market power of the customer is high. As a whole, the surrounding competitive environment is attractive: naiyobolshee influence on realisation of projects of IT Outsourcing render konkuyorenty and partners on the basis of what it is necessary to pay bolshee attention to following parametres of design strategy:

• strengthening of mutual relations with customers through sovershenstyovovanie the software;

• concentration on the price policy;

• forming of service of system integration.

Key factors of success of projects

• For definition of indicators of design activity organizayotsii it is necessary to conduct not only the analysis external, but also the analysis of the internal environment of the company from the point of view of projects realised by it. Elements of the internal environment of the project are basis on which basis its competitive advantages in the conditions of the market can be built. Among osnovyonyh factors of success which could promote development IT autsorserov and realised projects within the limits of their portfolio, it is possible to allocate the following: working out and introduction of standards of a quality management IT
Services; special attention - on administrative structure of the company (perepodgoyotovka, advanced training, rotation); formation own tsenyotrov training of staff; working out of own software products; introduction of the mechanism of competitive selection of the suppliers who are carrying out both rendering IT аутсорсинговых of servants to the customer, and uninterrupted obyosluzhivanie supporting processes within the limits of realised projects (competition of service partners and service engineers).

The activity SWOT-analysis

The matrix of the SWOT-analysis of projects of the company - IT аутсорсера pozvoliyola to reveal the basic indicators of design activity, and also them vozyomozhnosti within the limits of a realised company strategy. In table 3.9 predyostavleny results of the analysis - with reference to a portfolio of projects "US".

As a result of the conducted analysis it has been revealed, that in frameworks anayoliziruemogo a portfolio of projects changes, napravyolennye on improvements of conditions of vertical integration within the limits of a portfolio can be conducted. This process demands significant completion of the software.

The basic changes in frameworks of design activity "US" neobhoyodimo to direct on strengthening of mutual relations with the basic podrjadchikayomi-partners of activity of company "us"; to create conditions for vzaimoyovygodnogo cooperation with them and to improve algorithm of their selection, since from contractors as from the basic participants of the project, depend reyozultaty activity "US" as within the limits of investigated projects of a portfolio, and the future projects.

The analysis of indicators of results of projects with the help smodelirovanyonoj has shown systems, that IT аутсорсерам it is necessary to give special vniyomanie to mutual relation with contractors and to forming principles vzaiyomodejstvy with them in the course of realisation of projects since it renders prjayomoe effect on successful end of projects: within the limits of the established budget, terms and demanded qualitative characteristics.

Table 3.9

The SWOT-analysis of IT Projects of company "us"

Strengths Possibilities
• the Significant operational experience in the market (with 1994 goyoda).

• Popularity of the company in the Russian market, especially in public sector.

• a Positive image supported kachestvennyyomi with results of activity of the company in ѮԱүڿ environment and potential customers.

• Availability of positive recalls from dejstvujuyoshchih customers from different sectors of economy.

• the Operational experience on introduction of decisions of the company in various sectors of economy in regions of the Russian Federation

• the Debugged schemes of interaction with organizayotsijami various sectors of economy, including gos. Sector.

• Own technological tool platform allowing flexibly to adapt the decision under requests of the customer.

• Clients "US" are the organisations from ТОП100 the largest Russian companies;

• Trust of clients;

• the Company name;

• Availability of a scientific basis and branch kompeyo


• Conformity to the cores technological treboyovanijam, the presented market of IT Outsourcing.

• Competent staff.

• Deadlines of working out of branch decisions in case of revealing of similar requirement for the account ispolyozovanija own technological tool platform.

• Increase in recognition of a brand of the company and fulfilment of projects for the leading world companies together with vlijatelnyyomi international organizatsijayomi.

• Intensive and extensive increase in customers for the account sozyodanija a wide partner network on sale and introduction of decisions of the company in presence regions, and also in the new countries and regions.

• It-lajn the market;

• New program obespeyochenie for connection bolshego numbers of customers;

• Maintenance kvalifitsiroyovannym staff of increase in volume of workings out and sales blagoyodarja to close co-operation with profile universities

Weaknesses Threats
• Absence of the international experience of realisation of projects of IT Outsourcing.

• Weak presence of the company at the largest world branch conferences, forums, the exhibitions, etc.

• Insufficient degree of protection of intellectual property

• Insufficient financial stability of clients.

• competitiveness Increase in the market.

• Possible technological backlog from the basic world competitors.

• Occurrence of negative reputation of the company in a case neyoudachnogo fulfilment of projects, vyyobora insolvent partners.

• Company merger veyodushchimi the world competitors, the largest IT Corporations.

• Headhunting the best sotrudyonikov the companies competitors

It is necessary to build with service partners of the relation, nayopravlennye on creation of networks of interfirm interaction for povysheyonija qualities of services of IT Outsourcing for the customer and in a consequence povysheyonija satisfactions of consumers its results the basic dejatelnoyosti. Forming of strategy of interfirm interaction will be vystuyopat the guarantor of duly start of projects within the limits of the established budget, their qualitative characteristics that will make competitive poziyotsiju in the market of IT Outsourcing of stronger.

Introduction in practical activities of criteria of selection postavshchiyokov, market partners/counterparts (including for service partyonerov as autsorserov internal processes); definition of necessary level of integration/coordination in mutual relations with each of them; working out and maintenance of conformity of strategy of management vzaimootnoyoshenijami the general company strategy of the customer and the general strategy of the company - of the supplier; use of the mechanisms supplying effective interfirm interactions, - all it can help the organisation razreyoshit problems of realisation of IT Projects.

Working out of strategy of interfirm interaction and possible subsequent creation of a network of interfirm interaction will be sposobyostvovat:

• to labour productivity increase thanks to optimisation proyogrammnogo maintenance with access possibility as customer, and service partners and with the subsequent possibility reduction of the staff;

• to reduction of cost of one demand (on the conducted accounts - to 40 rbl. and more low, current cost - 60-80 rbl.);

• to increase of level of the competence on service avtomatizirovanyonyh jobs.

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A source: Repin Nikita Vasilevich. DEVELOPMENT of the INFORMATION INFRASTRUCTURE of MANAGEMENT by the ORGANIZATION With IT OUTSOURCING USE. The DISSERTATION on competition of a scientific degree of a Cand.Econ.Sci. Perm - 2018. 2018

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