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the Mechanism of integration of IT Outsourcing in system menedzhmenyota the organisations

Uniting the results received in the previous parts issledoyovanija, we will be based on the business model offered by Gary HemeYOlom [91] (fig. 2.6).

Fig.

2.6. G.Hemela's business model.

Model basic elements are:

1. Organisation strategy - a complex of strategic decisions, including mission, vision of the future and positioning in the market,

2. Strategic resources - all strategic assets, kotoryyomi the company (key processes and key the competence oryoganizatsii) has,

3. Interactions with the consumer - channels of interaction with poyotrebitelem, forms of support of the consumer, a feedback, tsenoobrazoyovanie and level of service,

4. A valuable network - suppliers, partners, alliances and market participants who create the important additions to a product.

The cores 4 components of business model are connected among themselves sleyodujushchim by image:

- Strategy of the organisation and its strategic resources are connected by a configuration - a unique method of a combination kompetentsy, assets and processes of the organisation,

- Strategy of the organisation and interaction with the consumer svjazyvayojut benefits which are received by the consumer at interaction with given business model,

- Strategic resources and valuable network are connected by borders of activity of the company (what exactly the company does independently, and that gives to participants of the given valuable network).

The given business model gives complete submission about potential of organizational profitableness, efficiency, uniqueness and vnutyorennej to a coordination.

In case of business consideration as control systems business - by processes its efficiency depends on cost of coordination transaction. In the conditions of economy of knowledge cost external koordinayotsionnyh transaction tends to fast decrease. The scale effect is swept up outside of the company. According to effect Kouza at equality of cost of external and internal transaction, expenses on vnutyorennie - will be inefficient [92]. The given situation is possible at primeyonenii the organisation insorsinga (when the serving division with attraction of internal resources of the company renders services orgayonizatsionnym to divisions).

Thus, the companies with smaller scale have vozmozhyonost to be more productive large. Outsourcing becomes
The most advantageous for the processes which were earlier internal, at usyolovii depreciation of external transaction. Further follows formiroyovanie network structures which are capable to build service one another with maintenance and general efficiency increase.

Under condition of depreciation external coordination tranyosaktsy appears more and more possibilities for co-ordinated koordinayotsii business processes of the client or the supplier with business processes orgayonizatsii. Result achievement at realisation of the given system coordination is possible at forming of information relations in uniform standards. Relations are co-ordinated on the basis of internal chains of creation of value of the organisation, suppliers and clients.

There is a virtual integration, arrow network creation bizyonesa which assumes formation of uniform information fields and tools of coordination of internal processes various organizayotsy without their association on a corporate basis.

Some links sozyodanija a consumer chain of value in an arrow network are realised by external network communities. A basis of arrow networks is seyotevaja the platform, which for interaction of agents creates and podderyozhivaet organizational-technological space (fig. 2.7) [93].

Fig. 2.7. A network platform

Such model of business forms a multilateral platform on mneyoniju Ostervaldera and Pine [94], uniting two or more connected groups of consumers for extraction of additional value in process vzaiyomodejstvija with one another.

In this case the interrelation of chains of values poyostavshchika is necessary, for the company, the consumer and company partners. At each tsepochyoki values exist inputs and exits, and chain exits tsennoyosti the previous participant of interaction on multilateral platforyome are an input of the subsequent. The chain of value of each of uchastyonikov (depending on definition who in a multilateral platform javyoljaetsja the supplier and who the consumer) is presented on fig. 2.8.

Fig. 2.8. The basic making chains of value of the consumer.

The given economic model grants possibility realizayotsii to highly competitive production and-or services with a high added value [95], creates jobs of new quality (accumulation of knowledge and development competitive kompetentsy), effectively decides sotsiyo
alnye, cultural and ecological problems. In this case IT outsourcing executes a role of the flexible form of the organisation of network communications. The establishment and interaction and exchange maintenance informayotsiej between all participants of a multilateral platform network ekoyonomiki is a basis of development of IT Outsourcing.

It is obvious, that the consumer prefers for forming of mutual relations with that organisation which messages are objective and accurately positioned values on which it is based it dejatelyonost. On the basis of it confidential relations are formed and udovleyotvorennost the consumer is stably positive from acquired toyovarov and-or services. In this case the organisation main task is accurate definition of features to production made to it and-or okayozyvaemyh services and informing of the consumer on all advantages which these goods and-or services have.

Conformity of level of satisfaction of its consumer ozhidaniyojam which are formed proceeding from declared values and given svoyoemu to the client of promises the organisation, is a quality basis proizvoyodimyh the goods and-or rendered services. As quality we will understand in this case degree of conformity of inherent characteristics to services and-or the goods (the peculiarities evaluated qualitatively or koyolichestvenno) to prospective or obligatory requests (potrebnoyostjam or to expectations) the consumer. IT outsourcing is not iskljucheniyoem. According to the presented business model, network interaction and basic elements of a chain of value of all interacting postavyoshchikov-consumers of a multilateral platform - all participants of IT outsourcing also have a certain spectrum generated ozhidayony, conformity which will testify to quality okazyvaeyomyh services.

For the purpose of rendering of qualitative services IT аустсорсинга we will consider PDCA-cycle methodology (Plan - Do - Check - Act) Shuharta-Deminga
(Fig. 2. 9) which represents algorithm of actions on management of organizational processes, applicable to all processes. OsnovYOnymi cycle phases is the following:

• Plan (planning) - statement of problems and the purposes, planning of processes and the works necessary for achievement of objects in view, planning of allocation and distribution of necessary resources;

• Do (fulfilment) - fulfilment of the planned works, soyoglasno to the developed plan, introduction of processes;

• Check (check) the-constant control and measurement protsesyosov, information gathering and the control of result on the basis of system of key indicators of the efficiency, the process which has received during fulfilment, revealing and the analysis of deviations, an establishment of their reasons;

• Act (action) - acceptance of measures on removal of the reasons otkloneyony from the planned result, modification of planning and resource allocation, acceptance of actions on constant improvement of indicators of processes (Heat, 2013).

Fig. 2.9. Cycle PDCA Шухарта-Деминга96

Thus, the given cycle of management begins with planirovayonija, is finished by actions on management of deviations, and lasts besyokonechno, the effect of continuous perfection thereby is reached

96Грей K.F., Larson E.U.management projects: practical guidance. TH.: Business and service, 2003.

Control systems of processes within the limits of the IT Outsourcing organisation. The given cycle repeats the basic groups of processes of management kachestyova the IT Outsourcing portfolio of projects - planning processes, obespeyochenija and quality assurance (fig. 2.10).

97

Fig. 2.10. The basic processes of a quality management of the project

These processes are interconnected with one another, and each can vkljuyochat in itself(himself) actions of one or several persons (suppliers and potrebiyotelej IT Outsourcing) depending on project requests. As as a research basis the process approach all groups of processes will be considered also in input-exit terms is chosen.

Planning processes concern the first group of processes kacheyostva. To start planning process it is necessary to have the information on the Proektait-outsourcing contents. As a result of planning there is a management plan by quality which should describe actions for realisation of a policy in the field of quality with instructions of terms of the fulfilment responsible for fulfilment, criteria of an estimation, budget. A Fig. 2.11. soyoderzhit the scheme of inputs-exits of process of planning of quality.

Fig. 2.11. Quality planning: inputs - exits [98]

Allocate following inputs of considered process:

1. The base management plan the IT Outsourcing project: ispolzuyoetsja for plan development of quality management also includes sleyodujushchie plans:

- The base plan under the contents: the Plan contains the description of the project, its basic results, criteria of acceptance, a detail concerning technical and other important questions which can influence quality planning.

- The base plan of fulfilment of cost: the Plan fixes periodichyonost measurements of fulfilment of cost.

- The base time-table: the Plan fixes terms of the beginning and IT Outsourcing project finish, its basic time stages.

2. The register of interested parties: the Register defines zaintereyosovannyh the parties of the project of the IT Outsourcing, having defined inteyoresy concerning quality or influencing on it.

3. The register of risks: the Register contains the information on potential threats which can influence requests to quality.

4. The documentation on requests: describes requests, svjazanyonye with expectations of all interested parties of the project of IT Outsourcing that is used for planning of introduction of quality assurance.

5. Factors of the environment of the organisation on IT Outsourcing: normative statements, rules, standards, conditions of work/operation of the project which can affect quality of the project.

6. Assets of processes IT аутсорсера: the knowledge which has been accumulated in preyodydushchih projects, internal rules, procedures, a policy in the field of quality.

On an exit of process of planning of quality are formed:

1. The management plan quality: the Plan represents a part of a general plan of project control of IT Outsourcing and regulates how the general policy of the organisation in the field of quality will be nayohodit reflexion in a method of realisation of the project.

2. Quality metrics: methods of measurement, and metrics maximum deviations, nayoprimer, in area observance of the schedule, costs, frequencies of defects Are used in maintenance and quality assurance processes thanks to that parametres promezhuyotochnogo result of process of the project of IT Outsourcing fix, an end-product and-or service.

3. Control lists of quality: lists are used for the account of fulfilment of the scheduled actions in the field of quality management.

4. The plan of perfection of processes: describes an order proyovedenija the analysis of processes - borders, a configuration, system of indicators of processes - for the purpose of definition of the actions increasing value of these processes.

5. Updatings of documents of the project of IT Outsourcing: With the purposes of maintenance of an urgency of data the register of interested parties of a portfolio of projects of IT Outsourcing and a responsibility matrix should be updated periodically.

The second group of processes of a quality management concern proyotsessy the maintenance of quality representing processes of check of observance of requests to quality and results of measurements for sootvetyostvija to standards and metrics of quality. A starting point of processes sluyozhit the confirmed plan of quality, on an exit is formed the updated management plan by quality of the project as a result of planned and off-schedule checks, inspections and other control and test actions. A Fig. 2.12. Schematically represents key inputs and exits of process of maintenance of quality.

Fig. 2.12. Quality maintenance: inputs - exits [99]

So, to inputs of considered process carry:

1. The management plan the project of IT Outsourcing which is an exit of process of planning of quality;

2. The metrics of quality received in results of planning kayochestva;

3. The information on performance of works - data about a course prodvizheyonija the project, presented in the form of an estimation of the status of results of the project, a completion rate according to the time-table and the budget;

4. Results of measurements in the course of quality assurance.

On an exit of process of maintenance of quality:

1. Assets of processes of the organisation are updated;

2. The plan under the projects, including aktualizirovanyonyj the management plan is updated by quality, the time-table and cost;

3. Project documents are updated;

4. Inquiries about change which are used for correction of defects, preventive actions are formed.

To the third group of managerial processes by quality carry quality assurance processes. Quality assurance is carried out on an extent vseyogo the project and represents fixation of results of actions, koyotorye have been directed on quality maintenance, the control for them osushchestyovleniem for formation of recommendations concerning necessary izyomeneny. The Fig. 2.13 reflects key inputs and exits of process of quality assurance of the project of IT Outsourcing.

Fig. 2.13. Quality assurance: inputs - exits [100]

Inputs of analyzed process are:

1. The management plan the project which is an exit proyotsessa quality planning;

2. The metrics of quality received in results of planning kayochestva;

3. Control lists of quality;

4. Data about performance of works: the Received results soderyozhat an estimation of actual performance in comparison with planned in otnosheyonii technical indicators, fulfilment of terms and cost.

5. The approved inquiries about change: the Approved inquiries about change can include such updatings, as correction of defects, revision of methods of work and the time-table.

6. Assets of processes of the organisation: Assets reporting procedures about problems and defects, rules of communications in this case can be.

Exits of process of quality assurance is the following:

1. Results of measurements in the course of quality assurance: dokumenyotirujutsja results of actions on quality assurance in in advance opredelenyonom a format.

2. The confirmed changes: All made changes dolzhyony to be inspected, then them either accept, or reject before granting of the advice of the decision.

3. The confirmed results: Process represents opyoredelenie correctness of results and an input of acknowledgement of the contents for the formalized acceptance.

4. The information on performance of works: Data about performance rayobot, collected within the limits of various processes of the control, received in hoyode the analysis of results then the decision about korrekyotirovke can be accepted, completion and perfection as a whole processes in frameworks proyoekta.

5. Updatings of assets of processes of the organisation: the filled in control lists, as a part dokumentayotsii under the project, documents on the accumulated knowledge, which oformljayo can be Elements akyotivov
jutsja throughout all life cycle of the project and it is obligatory in proyotsesse project completion.

6. Inquiries about change: In case of occurrence neobhodimoyosti modification of the management plan the project, it is required to submit zayopros on change according to acting rules.

7. Updatings of the management plan by the project: the management plan by quality and the plan of perfection of processes Is updated.

8. Updatings of documents of the project: As a result of the control kacheyostva project documents, in particular, the quality standards can be updated.

Thus, the considered business model and its application on a multilateral platform of network interaction, shows, that depreciation of external coordination transaction osushchestvljayoetsja at the expense of arising possibility in coordination to co-ordinate biz - bore-processes the client and IT аутсорсера with own business processes of the organisation. The obvious effect is observed, when the organisation, IT autsosrser and consumers build relations in uniform standards and a uniform information field. It allows to co-ordinate otyonoshenija at level of internal chains of creation of value of the company, IT autsorsera and the consumer.

The mechanism increasing efficiency of the circulation and processing of the information, the cycle of constant perfection, sootvetstyovujushchy to basic elements of these chains of value is. Hence, it is possible to conclude, that:

• There are three basic groups of processes in chains tsenyonosti the organisations, IT аутсорера and the consumer: planning, obespecheyonie and quality assurance, each of which has inputs and exits. DanYOnaja the chain coincides with cycle PDCA which begins with planirovayonija and is finished by actions on management of deviations, and lasts
Infinitely, thereby continuous perfection sisyotemy managements of processes within the limits of the organisation is reached.

• As research considers realisation business - of model on the basis of the process approach splitting of all chain tsennoyosti the organisations, IT аутсорсера, the consumer on three designated stages will allow to pass from management of results to management proyotsessom each participant of a multilateral platform that will allow sozyodavat additional value of a product and-or service of the project of IT outsourcing, thanks to transformation of inputs and exits and without obedineyonija on a corporate basis.

Follows, to notice, that tools of quality management of the project of IT Outsourcing are subdivided depending on managerial processes - planning, maintenance and quality assurance. The choice instrumentalyonyh means depends on specificity of branch and company activity. SoYOotvetstvenno, within the limits of the given work will be considered instrumenyoty, actual for quality management of projects of IT Outsourcing.

Tools of planning of quality the following can be:

1. The comparative expenses analysis and benefits: using data meyotod the estimation of potential benefit from fulfilment of requests to quality in a kind productivity increase, decrease in errors, defects, nesootvestvy, reduction of number of completions with stoiyomostju its realisations [101] will be made.

2. Quality cost: the given method allows to calculate sovoyokupnuju cost of actions throughout the project, directed on improvement of quality (fig. 2.14). Costs owing to defects often razyodeljajutsja on internal (revealed within the limits of the IT Outsourcing project) and external (revealed by the customer). So, conformity cost will include estimation cost - various testings, inspections;
Prevention cost - training, the equipment, documentating of processes. Besides it, discrepancy cost in termiyonah internal costs, for example, necessities of completion, and vneshyonih - obligations, profit loss is described.

102

Fig. 2.14. The planning tool: quality cost

3. Working out of block diagrammes: the Block diagramme is graphic predstavyolenie the process, reflecting interrelations between process stages. SushcheYOstvuet set of regulations of their reflexion. Within the limits of the given work all basic groups of processes are simulated on the basis of methodology IDEF0и SIPOC (fig. 2.15) [102 [103].

Notation IDEF0 allows to describe competently processes with such stepeyonju detailed elaborations which corresponds to the general problems of realisation anayoliza to productivity of construction of the business processes concerning to proyoizvodstvennoj of activity of the company. Moreover, the methodology allows to demonstrate as well logic interrelations between all raboyotami, to define inputs-exits of the processes, responsible persons, and pair -
metrirovat process. So, the decision that optimum the description of processes to 3rd level is represented was accepted:

1 level - the Description of the basic process;

2 level - the Description of the basic process on key stages proyotsessa;

3 level - the Description of the basic process on all podetapam in ramyokah key stages of process;

Fig. 2. 15. The planning tool: construction of block diagrammes (notation IDEF0) [104]

SIPOC - one of the approaches applied with the purposes of perfection of business processes. According to the given approach drawing up of the diagramme of business process with instructions (fig. 2.16) is supposed:

• suppliers of those who grants the basic materials, inyoformatsiju or other resources for process,

• inputs - that is delivered for process,

• process names - a set of the operations transforming and adding value to inputs,

• an exit - result of process or a product,

• the consumer - those who receives result of process or proyodukt.

Fig. 2.16. The planning tool: construction of block diagrammes - SIPOC105

Besides tools and methods of planning of quality of projects of IT Outsourcing, tools of maintenance of quality also is auyodit qualities - the structured, independent check defining, how much project operations correspond, and whether correspond, ustanovyolennym within the limits of the project or the organisation to rules, processes and protseyoduram. One of the audit purposes is the estimation of necessity of realisation of correcting and warning actions. Thus, audit ka -

15ToolsforQualHTyManagement [Elektr. A resource] - the Mode доступа:http://www.bir.org/assets/BIR-Tools-for-QuaMTy-Management-EN.pdf

chestva can confirm realisation of the approved inquiries about change, including correcting effects, corrections of defects and preduyoprezhdajushchie actions.

Following types of audits differ: internal and external. Within the limits of the given work internal audit, proceeding from object of research will be considered only. A self-estimation (internal audit) predyostavljaet itself check of all chain of value from most organiyozatsii or from her name. By results of internal audit, and takyozhe decisions on changes in the management, correcting actions are made on possibility of improvement of a control system as as a whole by the organisation, and a subsystem of management of quality of projects of IT outsourcing. Internal audit - is conducted by the employees who are not bearing direct or indirect responsibility for work checked podrazdeyoleny. By results of internal audit the difference between an actual state of affairs at the enterprise and planned pokazateyoljami qualities [105] is defined.

The quality assurance tool are control leaves: Control leaves can be applied both at the control on kachestvenyonym, and at the control to quantitative signs.

Thus, after studying of tool means upravleyonija quality of the project of IT Outsourcing had been drew following conclusions:

• On each of three basic groups of managerial processes kayochestvom the IT Outsourcing project - planning, maintenance and quality assurance, each of which has the inputs and exits, should primeyonjatsja the control facilities the quality which choice should be caused specificity of activity of the company and in the method of construction of processes;

• the Optimum tooling of management of quality of IT outsourcing is following:

-Tools of planning of quality - account of cost of quality, the comparative expenses analysis and benefits and construction of schemes of processes (SIPOC),

-Tools of maintenance of quality - audit of quality,

Quality assurance-tools - control sheets and kontrolyonye cards.

The choice of the given tools is caused by that they is proyostymi in application, and allow to generate a set of indicators, kotoyorye will serve as indicators of the reached results on each etayope the project of IT Outsourcing and mechanisms of an estimation of that, how much the project meets the established requests of quality.

2.3

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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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