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ACN - Outsourcing Overview V02
ACN - Outsourcing Overview V02
May 2005
Copyright © 2005 Accenture All Rights Reserved. Accenture, its logo, and High Performance Delivered are trademarks of Accenture.
Agenda
• Introduction to Outsourcing
• Preparing for Outsourcing
• Running Outsourcing
• Next Steps in Outsourcing
Services
COMPANY OUTSOURCER
Organization Service
Level Level
Agreement Agreement
Outsourcing models:
Business
processes BPO: Business Process Outsourcing
BPO
Administrative APO: Administrative Process Outsourcing
processes
ASP: Application Service Provider
AMO Application Development
and Maintenance
DBRO: Design, Build, Run & Operate
ADM: Application Develop. & Maintenance
Customized Industrialized
One-to-one One-to-many
Degree of industrialization
Custom designed services Similar services delivered Single service delivered
leveraging know-how to multiple clients to multiple clients
simultaneously
Riga (1)
Ireland (1)
Montreal (1) London (1) Prague (1)
Bratislava (1)
Chicago (1) Toronto (1) Budapest
Madrid (1) Dalian (1)
Cincinnati (1) Wilmington (1)
Atlanta (1) Malaga (1)
Houston (1) Shanghai (1)
Mumbai (3) Hyderabad (1) Manila (8)
Bangalore (3) Chennai (1)
• IBM
One Stop • Accenture
• EDS
• Cap
Locals • CSC
• Fujitsu
• Tata
Pure Players • InfoSys
• Guja
• Introduction to Outsourcing
• Preparing for Outsourcing
• Running Outsourcing
• Next Steps in Outsourcing
Spin-off
Determine Scope
In-House Co-Sourcing
Transformation
Captive
Understand Internal
Constraints
Joint Venture
Shoring
Change Management Service Budget Financial Infrastructure Skill & Organizational Time to
Drivers Control Scope & Levels Flexibility Quality Capability Impact Benefit
Level Pool
Client
Rating
Budget Levels
Financial Flexibility
Infrastructure Quality
Organizational Impact
Time to Benefit
Sourcing
Option
36 months
• Business vs. IT Projects – Most projects are
ICT
invisible to the normal business users and do not Budget
Business Projects
directly contribute to business revenue generation - Illustrative - 20 %
Discretionary
• Capacity & Know-How – Are there sufficient SWR & NSWR
10 %
internal resources available to drive the change in a
Maintenance
timely fashion? Will heavy external resource usage 15 %
kill the business case?
Operate &
• Change Capacity – Can the internal organization Infrastructure Fixed
absorb this change now (ex. Overall moral, unions, 45%
etc.)
Manage & Support
• Sustainability – Can initiatives be maintained in 10 %
light of business development?
Criteria Assessment
Financials • Service providers are mainly driven by volume, and to a lesser extend
by margin and margin composition
Duration of Contract • 3 years is standard, but will not allow time for fundamental
transformations.
• 5 years gives more room for change
Scope of Technology & • In how far can the existing park be integrated into provider’s
Services infrastructure & skill pool
Demand Stability • In how far can demand for service delivery be accurately assessed?
Scope of Control • How much insight & governance control does the client want to exert?
Which service model will prevail?
Transformation Potential • What are the potential synergies in terms of people, processes,
infrastructure etc. What are the hand-back constraints? How will
benefits be shared?
Follow-up Business • What else might be offered to the client (ex. Business process
outsourcing?)
… …
IT Opportunity Assessment
Supplier selection
Transition
Transformation
High • Baseline the business and operating • From workshop, identify and • Develop high-level implementation
Level direction and strategy as applicable build out “to-be” state roadmaps based on approved
Activities target operating model and
• Benchmark expenses to similar • Define future sourcing strategy
sourcing strategy
industry segments across
• Identify initial areas of cost
functions/processes • Identify key stakeholders and
savings and prioritize based on
related action plan
• Interview key stakeholders future direction
• Define economic model for the
• Understand key drivers of resource • Identify 4-5 areas for focused
integrated change program
utilization to set a baseline and planning
construct an economic model
• Identify Infrastructure &
• Plan and develop material for Operations management and
executive workshop organization impacts and
corresponding risks
Detailed Design
20%Functional Design 30% Design 70% Technical Design
40%Requirements refinement/design control 20% Build 80% Majority of build offshore
Product test
25%Acceptance test 30% Test 70% Integration test and fixing
Deployment assistance
5% Deployment 75% Deploy 25% Offshore resources onshore
40%Requirements, Functional Design and Acceptance 30% 70% Build, test and implementation
Enhancements
Maintanance
“What needs to change?” “What must we change to?” “How will we implement
the changes?”
Im p r o v e C o m m u n i t y In fo r m a t io n
B a l a n c e d M e m b e r s h i p G r o w th
Im p r o v e C u s t o m e r In f o r m a ti o n
I m p r o v e P r o v id e r I n fo r m a t i o n
I m p r o v e I n t e r n a l In f o r m a t i o n
R is k o f A b i li ty to Im p l e m e n t
S u p p o r t s A ll i n a E x p e r i e n c e
I m p r o v e E m p lo y e e S e r v i c e
( E a r l y e s ti m a t e in M i l li o n s )
L e n g t h o f P r o j e c t ( m o n th s )
Im p r o v e C u s t o m e r S e r v i c e
A d m i n is tr a ti v e C o s t M g m t.
M a t c h w it h A l li n a IT F o c u s
I m p r o v e H e a l th O u t c o m e s
Im p r o v e P r o v i d e r S e r v i c e
I m p r o v e C li n i c a l Q u a l i ty
Financial
Margin/Growth Service Health Information Allina
R e v e n u e G e n e ra tio n
M e d ic a l C o s t M g m t .
P r o je c t C o s t R a n g e
B a r rie r s to C h a n g e
Analysis Target Business Process Area /
Change Initiatives
Operating
Model
Develop Products and Services
1.1 Pr edict local market changes… 0.1 - 0.2 12 L L M L L H L
1.2 Assess internal execution capabilities… 0.1 - 0.2 12 L L M M L L M
1.3 Design more flexible products… 0.5 - 1 6 M L H L L L M
1.4 Segment population better… 0.5 - 1 6 H H H M M H H
1.5 Communicate during product development… 0 3 L L L L L M L
Manage Delivery Capacity
2.1 Suppor t pull-through strategy… 0.3 - 0.5 6 M M M M L M H
2.2 Better manage provider contract terms… 0.1 - 0.2 3 M L M L L L L
2.3 Model provider locations… 0.2 - 0.5 9 M L L H L L M
2.4 Track contracts mor e closely… 0.5 - 1 9 M M L H L M M
2.5 Innovate new reimbursement models… 1 - 1.5 12 H H H M L L M
2.6 Roll out provider profiling… 0.5 - 1 12 H M H M L H M
2.7 Enhance Q- Star to suppor t providers 0.3 - 0.5 6 L L L H L H L
Maturity
4.5 Develop P roactive Interventions… 0.5 - 1 9 H M M M M H H
Strategy Development Inadequate
Best Highly reactive organisation, unintegrated silos, limited 4.6 Improve case management capability… 0.5 - 1.5 12 L M H M M L M
Practice coherence of vision
& Planning 4.7 Better match transitions and transactions across Allina… 0.5 - 1.5 12 M H L H L M H
4.8 Improve disease management capability… 0.5 - 1.5 18 M H H M H M M
Model™
Inadequate 5.1 Create reimbursement modeling system… 0.5 - 1 12 L H M L L L L
Practice evidence of architecture leadership
Management 5.4 Stabilize key system availability and performance… 0.5 - 2 12 L L L M L H L
5.5 Create business-specific data warehouses… 1 - 3 18 L H M M L H H
Solutions 5.6 Increase electronic claims submission… 0.5 - 1.5 12 M M M M L H L
Best Major issues recognised; but change is hugely challenging. 5.7 Implement utilization management tools… 0.5 - 1 9 L M H L L M L
Development & Inadequate
Practice There is still a lack of partnership between SC and ISSM 5.8 Improve referral/authorization/precerts… 0.25 - 0.5 6 L L M H L L H
Planning 5.10 Improve COSMOS management reporting… 0.1 - 0.3 6 L L L L L H L
Gap Analysis
6.5 Develop life care plans for members… 1 - 2 18 H H M H H M H
6.6 Improve information distribution… 0.1 - 1.5 9 L M L M L H L
Resource Inadequate
Best Some poor financial controls; cultural issues inhibit getting 6.7 Improve access to compliance data… 0.1 - 0.2 6 L L L L L H L
Management Practice best value from IT people. 6.8 Improve per formance reporting capabilities… 0.1 - 0.5 6 L M L M L H L
6.9 Improve Q-S tar stability… 0.1 - 0.3 6 L L L H L M M
6.10 Roll out HealthVillage… 1 12 L L L H L H H
6.11 Develop common call center infrastructure… 1 - 1.5 12 L L M M L L M
Manage Infrastructure
7.5 Enhance communication thr ough entire system… 0.1 - 0.1 3 L L L L L H L
7.6 Turn our data into revenue… 0.5 - 1 6 M M H L L L M
7.7 Solve help desk responsiveness issues… 0.1 - 0.3 6 L M L H L M L
Infrastructure (D)
(E)=
Other savings opportunities
(H) = (A) -
Cash Flow -32 -36 55 139 160
Review (G)
(H) = (A) -
Cumulative Cash Flow -32 -68 -13 126 286
(G)
• Introduction to Outsourcing
• Preparing for Outsourcing
• Running Outsourcing
• Next Steps in Outsourcing
LOCAL
and skills
Common Processes
SPOC • Formalised SLAs, OLAs, KPIs
• Forum for engaging multiple
NEAR-SHORE sources in the key processes of
communication, coordination and
SPOC
integration
• Optimize global resources
OFF-SHORE
• Encourage collaborative working
• Leverage technology to enable
business strategy
• Establishes a single point of
Client Accenture Skill Pool AMP +… responsibility for entire
relationship.
© 2005 Accenture All Rights Reserved. 28
RUNNING OUTSOURCING
Common Objectives & Goals
Off-Site Coordinator Deployment Support Solution Delivery Team Test & Release Team
Team
Functional Architect Technical Architect & Associate Manager Test Team
Business Lead
(Change Manager) Configuration Table Management & Application Customization
Specialists Release
Local Design & Management
Acceptance Team
Data Migration Team Documentation Data Migration & Deployment Tools Configuration
Management
Perform Detailed
Technical Review &
Management Sign Off TP Configuration Design & TP Interface Impact Analysis
Prepare Work Package
Functional Technical
Design Design
Check List Check List
Build Prepare Assembly & Non-
(Configure & Code) Regression Test
Support Build Process Support Build & Validate Component Test &
Test Documentation
Component &
Prepare UAT
Product Work TP Quality
Package Check Lists
Delivery
Check List Check List
• Introduction to Outsourcing
• Preparing for Outsourcing
• Running Outsourcing
• Next Steps in Outsourcing