Toolkit of management of a portfolio of projects of IT outsourcing

In the previous paragraphs of the given research components of success of the project have been defined, the basic characteristics for modelling of system of indicators of results of the project have been allocated: an estimation proyotsessa project managements; an estimation of organizational system; an estimation poziyotsii an organisation product in the market.

The algorithm of realisation of the strategic analysis for acknowledgement of correctness accepted reyoshenija about outsourcing of separate functions or business processes organiyozatsii is presented. On the basis of the received results the business model in which basic elements necessary for creation seyotevoj platforms are united is offered.

Association of two or more connected groups of consumers on such platform allows to extract additional value in the course of interaction with one another where IT Outsourcing executes a role of the flexible form of the organisation of network communications. To conformity with the offered functional blocks of IT Outsourcing we will present complex moyodel maintenance of its quality.

Control system of quality of projects including the project of the IT outsourcing, carried out within the limits of management of an organisation portfolio of projects, should be interconnected with obshchekorporativnoj a control system. So, the given coordination is shown, first of all, that the organisation is on one of levels of an environment of the project, representing its nearest environment.

Let's generalise the received results of research in drawing 2.17, koyotoryj represents graphic display of two levels vneshyonej project environments - the organisations (a near environment) and an environment (a distant environment). So, the environment defines general conditions of functioning of the company and factors, important for success in branch that is reflected in its operational and design activity.

Fig. 2.17. Levels of an environment of the project

Factors of an external environment - external factors out of borders orgayonizatsii. The greatest influence is rendered by internal factors inside oryoganizatsii which sets quality management strategy, forms value of quality at corporate level and creates internal stanyodarty in the given area. Besides it, the organisation can develop nayovyki and the competence of staff on quality management, and to adapt in appropriate way own organizational structure and an infrastructure as a whole.

Different approaches adhere to various classifications vnutyorennih factors, but within the limits of the given work organizatsionyonymi factors elements of model 7 With - strategy, skills, values, structure of firm, system, shots and style of actions (fig. 2.18) will be key. The complex model of quality management organizational dejatelnoyosti, including management of a portfolio of projects, is presented on fig. 2.19:

• Interrelation of an environment and the organisation:

So, the organisation environment through set political, economic, technological and sotsiokulturnyh factors forms certain "frameworks" for realisation of activity of the company, sets level of definiteness and stability of an environment. The given factors of a macroenvironment, including branch features, define kljuyochevye success factors.

Those parametres which, mainly, define possibility of achievement by the company of the established purposes and problems, success funkyotsionirovanija in the market.

Accordingly, knowing the given set of factors, oryoganizatsija will form definitely strategy of the development and to create competitive advantages which will allow it to save and strengthen items in the market that will find reflexion in operational and design activity.

Strategy fulfilment will be supplied for the account, the main thing obrayozom, formations of corporate values and organizational navyyokov, corresponding to key factors of success in branch. Those, in turn, will be supported by suitable organizational structure, shots, and also due style of actions and internal systems.

Fig. 2.18. The nearest environment of the project: model GE / McKinsey 7С

1 ∩7

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• Interrelation of organizational activity and complex moyodeli quality managements:

Proceeding from a company strategy various subsystems of management by the organisation in which frameworks the cores (proyoizvodstvennye) are carried out, supporting processes and managerial processes are formed. Among systems, for example, a control system of staff, the finance, marketinyogom, logistics, the IT Infrastructure, etc.

Each of subsystems is responsible for the direction of fulfilment strateyogii, in particular complex model of maintenance of quality - for achievement of conformity of results of processes of the company to requirements and consumer expectations, both obvious, and hidden. It becomes possible blagodayorja to availability of four key elements in the given model: responsibility of a management, management of resources, processes of life cycle of production and-or services, and also constant measurement and improvement of processes.

Thanks to the first element of system it is formed uniform organizatsiyoonnaja a policy in the field of quality, among the purposes and values principles of constant improvement and orientation to the consumer are fixed. Thanks to the second element human, proizvodstvenyonymi by resources and as a whole an organisation infrastructure, and also obespechiyovajutsja their duly deliveries management is made for uninterrupted maintenance protsesyosov. Thanks to last two elements all processes of life cycle of production and-or services not only are identified and regulated, but also on a constant basis are analyzed, measured, on them data gather and there are possible methods of improvement.

• Interrelation of the general control system of quality organizatsiyoonnoj activity and a control system of quality of the project of IT outsourcing:

Proceeding from the chosen strategy, also there can be a choice proyoektov from all possible alternatives which will promote sozdayoniju competitive advantages and consumer value. SootvetstYO
venno, besides management of operational activity which obespechiyovaetsja unity of four complex models of maintenance of quality described before elements, formation of controlling mechanisms and quality of a portfolio of projects including IT Outsourcing is required. For this purpose neyoobhodima system of maintenance of quality of a portfolio of projects as a private element of the general model of maintenance of quality of the organisation, with the description vhoyodov and exits of processes of each of projects, with their definition posledovayotelnosti and interrelations.

Their interrelation will be defined, mainly, in translation of main principles of work and system construction. Within the limits of the given work as a basis for construction of complex model of maintenance of quality standard ISO is chosen. It is caused by that the standard makes metoyodologicheskuju, instead of an ideological basis for construction complex moyodeli, in details describes the basic tools and analysis procedure dosyotignutyh results of all components of the given model.

Summing up methodological bases of construction complex moyodeli quality managements by a portfolio of projects within the limits of management orgayonizatsionnoj activity, it is possible to draw following conclusions:

• Within the limits of the given work under quality it will be understood steyopen conformity of inherent characteristics (peculiarities, otseniyovaemyh qualitatively or quantitatively) to prospective or obligatory requests (to requirements or expectations);

• the Project - the unique activity having the beginning and the end in time, directed on achievement in advance defined rezulta - that/purpose, creation of a certain product or service, at set ograniyochenijah on resources and terms, and also requests to quality and an admissible risk level;

• project Quality management - co-ordinated dejatelyonost on a management and management of the organisation with reference to quality that corresponds to approach ISO 9000.

• Complex model of quality management - system upravleyonija, based on production qualitative from the point of view of the customer of production and the services, directed on achievement of long-term success poyosredstvom formations of a policy of continuous improvement of quality proyodukta and-or, management created within the limits of activity of a portfolio of projects.

• the Basis of construction of complex model of quality management - the process approach which is based on the assumption that reyozultat will be supplied if management of the interconnected resources and activity to consider as uniform process that is as set of the interconnected and interacting kinds of activity, reformative inputs in exits.

• the System of standards and quality management indicators portyofelja projects should be interconnected with obshchekorporativnoj a control system of quality: the environment defines conditions of existence of the company which in turn, sets the general strategy of development orgayonizatsii which including finds reflexion in complex model of maintenance of quality of the organisation, in particular in maintenance of quality of a portfolio of projects, including IT Outsourcing.

Thus, there are four groups of processes of life cycle of the project - initsiatsija, planning, realisation and project end. It corresponds to general model PDCA. Within the limits of each stage there is a quality management of processes that finds reflexion in processes planiyorovanija, maintenance and quality assurance. For transition from one phase zhizyonennogo a project cycle in other it is necessary to pass a control point kachestyova then the decision on the further development of the project on osyonove a set of indicators is made.

The project, gradually passing from one phase in other on the basis of an estimation of the reached results by means of the indicators, received thanking soyovokupnosti tool control facilities quality, will be formiyo
rovat value. Thus the policy of quality management of projects in polyonoj to a measure should be co-ordinated with obshchekorporativnoj strategy. It pozvoyoljaet to generate complex model of quality management of the projects, presented on fig. 2.20.

Thus, summing up studying of a question of formation of model of quality management of the project, have been received following conclusions:

• At each stage of management of quality the tools are applied.

So, the tool of a stage of planning of quality are account of cost of quality, the comparative expenses analysis and benefits and postroeyonie schemes of processes (SIPOC), quality maintenance - quality audit, and quality assurance - cause and effect diagrammes and kontrolyonye cards. Tools allow to generate a set of indicators which will serve as the indicator of quality of results at each stage of life cycle of the project.

• the Termination of each stage of life cycle of the project is accompanied by a point of quality assurance and measurement of indicators thanking primeyoneniju designated before tools. It allows not only to supervise quality of results of each stage of the project, but also priyomenjat correcting operating actions that will be podtveryozhdeno practical results of research.

Summing up studying of methodological bases of management kachestyovom a portfolio of projects, including IT Outsourcing, it is possible to make sleyodujushchie conclusions:

• There are three basic groups of managerial processes kachestyovom the project - planning, maintenance and quality assurance. It sootvetyostvuet methodology PDCA - to algorithm on management of processes in organiyozatsii which is applicable to any kind of processes both begins with planiroyovanija and is finished by actions on management of deviations, and lasts besyokonechno, continuous perfection of a control system by processes within the limits of the organisation thereby is reached.

Fig. 2.20. Complex model of quality management of IT Outsourcing

• the Complex model of quality management within the limits of given rayoboty will be considered from an item of the process approach, that is razbieyonie all chain of quality management to three designated stages will allow to pass from management of results to management of process, that poyozvolit to create additional value of a product of the project thanking preyoobrazovaniju inputs and exits.

• On each of three basic groups of managerial processes kacheyostvom the project (as well IT Outsourcing) the control facilities should be applied. Proceeding from specificity of research and the analysis of projects in oblasyoti information technologies an optimum tooling upravyolenija quality is following: quality planning - account stoiyomosti qualities, the comparative expenses analysis and benefits and construction of schemes of processes (SIPOC), quality maintenance - quality audit, the control - priyochinno-investigatory diagrammes and control cards.

• Transition from one phase of life cycle in other podrazumevayoet delivery of results that corresponds to the concept stage-gate, it agree koyotoroj end of each stage of the project it is accompanied by availability of a point of decision-making. The set of the indicators is for this purpose formed, allowing to evaluate quality of management. The decision on transition to a following stage or completion is as a result made.

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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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