Responsibility for the provision and support of an organisation’s outsourced Information Technology infrastructure, processes, applications, internal integration and connectivity, and external communications.
OUR DEFINITION AND INTRODUCTION
Responsibility for the provision and support of an organisation’s outsourced Information Technology infrastructure, processes, applications, internal integration and connectivity, and external communications. |
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This includes:
Application Software
In respect of Infomace International, we might expect this to include, but not be restricted to, software applications we have developed for the client. For example if the client was a Microsoft Office user, we would also support its use of Applications such as Microsoft Word, Excel, and so on. With Applications that have been written or supplied by Third Party providers, Infomace would ALSO be the first line support for these products, but would set-up direct escalation paths with those providers as necessary.
Operating System Software Network Software
To the user these would just be part of the Total System, so again support and other associated services would be the responsibility of Infomace. The associated services would include all technical and management liaison in respect of telecommunications, connectivity and integration issues.
Servers including Network Hardware
These would be housed at Infomace’s premises, and their maintenance in all respects be the responsibility of Infomace, including any necessary upgrade recommendations to the client, security, disaster recovery, and liaison with manufacturers.
PC User Hardware
If the client was located within a reasonable traveling distance of Infomace’s offices we would take direct responsibility for support and maintenance of devices such as user PCs, printers and cables. However, where a client’s operations were dispersed or outside of reasonable travel time, we would employ "local" reputable hardware technicians who were acceptable to the client. They would be given, under Infomace direction, minor hardware support work to carry out. It is also possible that a client employee, could be trained as a part-time provider of these services at each location.
Web-Site and Interfaces Internet Access
So much of the software we develop, and indeed the operations of a client’s business now make use of these facilities. Infomace develops and maintains Web Sites and their interfaces, and provides full Internet Access, Traffic Monitoring, and essential Security and Virus Protection software services.
WHY MIGHT AN ORGANISATION OUTSOURCE TO A FACILITIES MANAGEMENT PROVIDER
It should first be made clear that the level of outsourcing can vary from organization to organization. It could be the transfer of the entire I.T. infrastructure, personnel tasks and responsibilities, or it could just be a part of it, say all Application and Operating Software.
For much of this "document" we are really looking more at the "entire" (or close to it) transfer.
The basic reasons for outsourcing include:
BASIC CLIENT CONCERNS
ADDRESSING THOSE CONCERNS FROM THE OUTSET
The key to this is the establishment of a solid I.T. Business Partner Relationship.
Ideally there may already have been a relationship of some sort in place over a period of time, and even some part of what might become a full outsourcing relationship in the future.
As such, the "service provider" may already have learned much about the client’s business, and also have proven itself in the efficiency of its work to date.
When a partnership already exists it is comparatively easy and risk-free to extend it, but where it is a new one, certain steps have to be considered:
One is obviously to seek out references to ensure that the "Service Provider" is both "solid" and "capable" of providing Long-Term Client Relationships. That is not difficult in respect of Infomace International.
Once those criteria are satisfied there needs to be a mutual agreement that the Client and Service Provider are both fully committed to the potential outsourcing arrangement, and thus allow discussion to ensue, and a formal written agreement prepared.
The following would need to be the main areas of discussion and agreement:
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ESTABLISHING THE LEVEL TO WHICH OUTSOURCING MIGHT TAKE PLACE
First let us look at the objectives for employing internal I.T. personnel rather than working with an external resource as an I.T. Business partner:
We would expect these might be:
(i) - to save money by avoiding the payment of ongoing external resource costs
(ii) - to give the client a better feeling of security in that it controls its own I.T. and direction and has no worries that something might happen to any external resource which effects its operational efficiency
For the purpose of the following, we will refer to Infomace International as the external resource.
Looking at (ii) first, and ignoring the obvious statement from us that Infomace International is financially solid, fully technically equipped, and has no intention of 'selling out', it should be borne in mind that the most important and sensitive part of any I.T. Systems Environment, other than the data itself, is the software and its full enterprise-wide integration. Even if a client employed a whole internal I.T. Division, we doubt that it, or the software and services it was capable of providing would remain as consistently or necessarily advanced as those capable of being provided by Infomace. I.T. Technology, particularly all aspects of software and its integration, is Infomace’s core business and, by very virtue of the industry’s dynamic nature, successful I.T. Business partners must always be at the forefront of the technology industry in which it operates.
Perhaps the biggest concern of an organization in outsourcing its I.T. function is the development of purpose-written software. We believe any organisation’s feeling of security needs to come, intangibly, from a trust and faith in Infomace, and tangibly in the fact that the 'contract' would obviously allow the organisation both access to any purpose-written software source code and to seek other software developer skills should the unlikely circumstances arise that would be referred to in that contract.
Now to (i) and because of what we have said in respect of (ii) an organisation might only consider employing personnel to look after all of the less-critical aspects of its I.T. environment. While we could be wrong, we don't believe most organizations who had decided to outsource their full software development, integration and support services, would consider employing more than one or two people, so we need to look at what skills those people would need to have. We shall return to that matter in a minute, but we would actually suggest that organizations would NOT reduce their external I.T.costs, but increase them, as well as having the salaries of its own people to pay. (And "quality" I.T. people do not come cheap!)
The reason for that is as follows:
Infomace or any external resource would presumably be fully responsible for the system operations of the very core of the organisation’s I.T. environment, its software and its enterprise-wide integration, and, in one way or another, every other I.T. aspect of the environment that runs, interfaces or integrates with it. Certainly, the organization would have a negotiated fixed-sum Support Contract in place for its core Application, Operation System, Network, and Communications Software etc, but under that contract, if it were with Infomace, we would also, by nature of a proposed full "I.T. Partnership" relationship, also support those other I.T. aspects. (and usually without an additional charge where it is not definite where the problem lies) Should any ONE external I.T. resource have its responsibility limited to just a part of the Total Software, EACH would be charging for every occasion it became involved in any other of those associated integrated, interfaced aspects of the system. Apart from the additional costs this can also cause ill-feeling, and more importantly cloud the issue of responsibility. We’re sure you know what we mean: "It's the Application Software", "No it's the Operating System", "No it's the Network Server Settings".
With full outsourcing, if the organisation has an I.T. problem it would be Infomace’s full responsibility to resolve it, either by its own endeavours, or by liaising with a third party expert. That would be an excellent position for an organization to be in, and one we like and recommend too, the reason being that there is no other 'techie' doing anything with the system we would possibly have predominantly developed, configured and supported.
Let us again look at all of the various "components":
They include:
Now, for which of these might we consider internal client personnel taking responsibility:
Certainly not the Application Software, and we would think not the Operating Systems. For the latter the internal personnel would need a high level of expertise with a wide range of skills, and a liaison path with the developer or manufacturer (eg Microsoft). They would either need expensive training from the outset, need to go on ongoing courses to keep up with the speed of technology development, and THEN, after all that possibly leave the organisation for a higher paid job. Infomace International has in depth expertise.
Infomace’s business is Information Technology so the very nature of the company’s Research and Development is software, and our clients ALL benefit from this focus at minimal cost. We should point out that in normal circumstances R/D is carried out in recognition of the particular needs of our clients. In some cases though, it has been initiated after recognising a general industry need. Examples over the last few years have included Computational Intelligence Vehicle Scheduling, both for ‘goods collection’ and ‘goods distribution purposes’, Forecasting, Production Scheduling, and Process Control, together with, most recently, the ongoing development of the full Microsoft Windows-Based Financial Suite, "Winfomace", to accompany our long-standing Informix Financial Suite.
The same theory for the Operating Systems also really applies to Network and Telecommunications Software so again it would not be recommended that any one internal person gets involved in those areas. Even Infomace sometimes has to seek advice from experts in those areas, but when we do, we can immediately apply the advice given to how it would relate to the TOTAL enterprise-wide I.T. picture. A client I.T. person would really only serve as some kind of intermediary, and then we are back to clouding the issue of 'who is responsible?" again.
All aspects of hardware might seem the most likely area for which the possible client I.T. person may take responsibility, but again the same arguments of 'who is responsible', 'keeping up with technological advances', 'their knowledge lost when they are on holiday or leave', 'their understanding of how it fits in the TOTAL environment' etc. come up against it. Furthermore, how hardware is configured, switch settings, database structure usage etc are all but part of the TOTAL system. We are not talking about setting up a stand-alone PC here, or even a small network. It is usually a complex mission-critical state-of-the-art environment that will need to communicate with others of a similarly complex ilk. Again, Infomace not only has all of the necessary continuous backed-up hardware skills, (and are continually being updated by virtue of our role in life), but we know who to liaise with to get the manufacturers support when we need it, and how again, to use that advice in respect of the TOTAL system. We doubt that any one person could have that skill base for a medium-sized organization internally, and even if he did, he would still need to externally liaise anyway, and that would increase external costs, as well as clouding lines of responsibility.
Having said all that, there would certainly be a key role to be played by at least one, but probably and PREFERABLY one, Senior Client Manager.
The overall task associated with that role would be to work with Senior Infomace Management to ensure that the organization’s business needs are being met, and at the anticipated I.T. cost, together with responsibility for liaison in respect of all contractual and financial issues.
It would normally be expected that this Senior Manager would be the Chief Financial Officer, or even General Manager, and NOT a Technical NOR Operations Manager.
WHY INFOMACE INTERNATIONAL AS AN IDEAL I.T. BUSINESS PARTNER
A SUMMARY
So many individuals and Information Technology companies today have taken advantage of the surge in demand for latest technology without necessarily understanding or wanting to know how a particular I.T. project, however small, fits into the clients’ overall business strategy and development. It has often been a case of supply and run.
It is quite certain that as time progresses these ‘time and place’ entrepreneurs will direct their attention to other ‘quick return’ ventures, and only established companies with in-depth, long-term, and wide ranging computer understanding and associated business understanding will remain. We possess that pedigree, and are committed to dedicated long-term client relationships.
We hope we demonstrate across our entire Web-Site how we bring a thoroughly professional methodology to our project and facilities management and consultancy activity, but it is the long-term attention to our clients which shows our commitment to building and maintaining long-term relationships.
These days, the bottom line measures the performance of computer systems; inefficiently used or crashed systems mean lost potential.
To maximise investment, our key objectives are to:
Expert Consultancy
When clients have a problem, our expertise and experience is there to help them.
Apart from detailed product knowledge, our team has years of field experience in their specialist operational environment:
System Upgrades
A task of the Technical Team Leader formerly assigned to each client, is to ensure that recommendations are given in respect of ALL software and hardware when appropriate, but only when appropriate and proven within a total integration plan.
Similarly, our own Systems Development team is continually upgrading our own generic software to keep up-to-date with latest technological advances. We are therefore able to keep our clients own software suites fully current with:
Performance Monitoring
Our Project Managers, and Technical Team Leaders, by nature of our whole methodology of client relationship, regularly meet clients to:
We know that our clients need a fully operational system, and our performance standards are set to meet that need.
Apart from a fast response and a quick resolution, we need to know that our clients are continuously satisfied with the service we provide.
Coverage and Availability
To ensure speedy and efficient responses our technical analysts are:
Escalation Procedures
We recognise that our clients would probably prefer to spend their time managing their business than managing the intricacies of their computer system. Ideally, we would be fully managing and servicing, even if not having provided, all aspects of the total enterprise-wide environment. Indeed, in the Open Systems Environment in which we all now operate, clients still prefer to make their initial support call to a single point.
We make it our business to understand the total enterprise-wide environment into which all "product" contribution has been integrated. As such, even when a client has multiple hardware and software suppliers, their problems can be reported to a single point, diagnosed, and routed to the appropriate source for resolution.
For instance, we have established escalation procedures with most leading New Zealand software and hardware suppliers and distributors, and as part of our project team methodology would already have involved their representatives in project meetings and strategies as appropriate.
Advice On Client Operational Responsibilities
Our company and our clients share the common objective of maintaining the highest level of systems efficiency.
In virtually all cases, the installed systems will be managed and used by client personnel who have their own business objectives to meet, and wish to spend as little time as possible on computer systems related issues. Of course, we acknowledge this, and indeed set our own objective to be the major part of client "Information Technology" strategising and monitoring; however we also like to discuss with clients how results can be optimised by their own activity and responsibilities:
The implementation and support of innovative systems is one thing, but it is just as important that they properly interface and integrate with other external systems, and that they are 'secure' in the mission critical environment in which they operate.
Once, the focus of Infomace International client activity was on developing, enhancing and supporting systems in a predominantly in-house environment followed by a need for more integration and connectivity with other systems and the outside world. These days however, as world wide ‘Information Technology’ has evolved, and while Infomace has continued its traditional work, there has needed to be a stronger emphasis on "System Security", be it on aspects of deliberate or accidental misuse, or on essential disaster recovery procedures for the whole host operational environment.
Once, a company’s computer system and equipment was provided strictly for work related duties and activities, and there was no way that outside non-business activity software could be downloaded electronically. Now there are numerous ways in which a system can be misused by employees, or be the victim of external "hacking". Such circumstances, apart from crashing the systems, delaying business processing, and corrupting business software processing, also increase the direct costs of dollars, lost man-hours, and overall business efficiency.
This is another reason why Infomace International has further established such solid long-term relationships with its clients. We work to understand ALL of their business needs and strategies, develop systems which serve as an integral part of them, possess technical expertise across the disparate I.T. platforms available today, and perhaps above all else, recognise that they must continue operation, with no loss of information, in any situation. Also, it is imperative that recovery plans are in place in the event of any failure due to a hardware malfunction, a software corruption or any other extraneous cause.
Outsourcing to Infomace International is a very significant step in achieving total enterprise-wide systems security.
Security Measures include: