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Purchasing and Procurement

  • Being a good customer of consulting Part 2: Driving value and successful outcomes by aligning RFP scope to supplier skills

    Conclusion: When engaging the market for consulting services, estimating the resource mix, including experience and skills, can form an excellent basis for evaluating if what is being proposed by consultants is likely to be optimal for the scope, and effective, given the environment of the purchasing organisation.
    There are four main elements that should be

    Related Articles:

    "Being a good customer of consulting Part 1: The importance of a client-side project manager in consulting engagements" IBRS, 2019-11-02 01:24:20

    "Being a good customer of consulting Part 3: Maximising the value of stage gates through considered design and definition of unique objectives" IBRS, 2020-01-08 03:32:07

  • Rethinking the request for proposal process by replacing written responses with a competitive discovery phase

    Conclusion: When engaging the market for suppliers, the objective of the procurement process is to select the supplier with the most suitable approach, who is able to accurately define the scope, and deliver in an effective and risk-mitigated way. In the context of a full project, for a proportionally minor investment, and a comparable amount of time and effort from key

  • The security of third-party access

    Conclusion: Relying on third parties to succeed in business has become the norm. Cost limitations and workforce requirements mean that businesses need to find efficient ways to achieve their goals. This regularly includes creating an ecosystem of organisations that offer technology, consulting and support services that can be leveraged when required for a fraction of the cost

    Related Articles:

    "2FA is a no-brainer" IBRS, 2018-11-02 11:06:25

    "When it comes to security, when is enough... enough?" IBRS, 2018-10-04 11:56:31

  • IT management leadership role in risk management

    Conclusion: In a world where organisations increasingly rely on the successful performance of their business systems it is important IT management takes the lead in managing the risk of systems failure and cyber security breaches from all sources.

    Boards are ultimately responsible for monitoring risks. They direct IT (and business) management to create a framework and

  • Use the software demonstration to differentiate vendors

    Conclusion: When multiple application software vendors claim they have the solution to an organisation’s requirements, challenge them to prove it by demonstrating their product’s differentiators and ability to process use cases.

    To make the right buying decision, clients must insist the demonstration stretch the software’s functionality and the vendor’s grasp of its

  • Channel technology value and potential return

    Conclusion:The range of channel and customer engagement tools needs thorough and continuous evaluation. There are two challenges to this objective. Firstly, the initial impediment is to gather data from various sources. The second problem is to apply a coherent and durable methodology to all of it.

    The greater complexity of technologies and increased channel support

  • Running IT-as-a-Service Part 35: The outsourced option

    Conclusion:One strategy to implement IT-as-a-Service models is to outsource the IT delivery capability to multiple service providers. However, the IT organisation remains accountable for the success of the outsourced arrangements. This requires the IT organisation to have a mature procurement and service provider governance function. The rationale is to acquire services and

  • Deciding between Google G Suite and Microsoft Office 365

    Conclusion:The decision to adopt Microsoft Office 365 or Google G Suite rarely comes down to cost. The decision is more often based on the speed at which an organisation wishes to change from “the old way of doing things” to the “new way”. More succinctly, it is a statement about how quickly the organisation wishes to transform its workforce to be mobile and deeply

  • Software Asset Management maturity Part 4: Approaches for selecting a solution

    Conclusion:There are four broad approaches to consider when procuring Software Asset Management. The approach should be based upon an organisation’s SAM maturity1, and its appetite to grow this maturity2.

    Related Articles:

    "Software Asset Management Maturity Part 1: A pragmatic model" IBRS, 2014-05-30 00:00:00

    "Software Asset Management Maturity Part 2: A Process for bootstrapping maturity" IBRS, 2014-06-29 00:00:00

    "Software Asset Management Maturity Part 3: Aligning Architecture" IBRS, 2014-07-29 11:24:24

  • Use Market Scans to qualify ICT Vendors

    Conclusion: Organisations that by law must issue open tenders for systems solutions know they will be inundated with multiple responses and spend scarce work days assessing them. Staff involved in the process also know that many solutions proposed are not practical and, even if they are, often doubt the vendor has the capacity and capability locally to implement

  • The Era of In-House Email is over – What’s next?

    Conclusion: email and basic collaboration services have reached a point where Cloud-based solutions deliver features, quality of service and reliability at price points that cannot be met by the vast majority of in-house IT groups. The question is not should an organisation move its email and basic collaborations services to the Cloud, or even when an

  • Use of Investment Analysis Models

    Conclusion:Financial models provide insights and support better understanding. Using the right model depends on a thorough knowledge of its output and what it means. A powerful and valid model must have currency outside IT.

  • Understanding and Optimising Software Assurance: Part 2

    Conclusion:Determining the optimum licensing mix involves not only an understanding of Software Assurance, but also consultation with the organisation’s business strategy groups, as well as a firm understanding of potential structural changes, such as mergers, de-mergers, acquisitions, and growth strategies. Getting the wrong mix can result in overspend, or

    Related Articles:

    "Understanding and Optimising Microsoft Software Assurance: Part 1 – The Basics" IBRS, 2014-10-01 20:28:23

  • Last Word: You can’t outsource maturity

    Software Asset Management tools vendors have been spreading the FUD (fear, uncertainty, doubt) as thick and as fast as they can. It’s not that they’re wrong in their claims of the risks. It’s just that mitigating these risks is not a matter of technology. SAM is a matter of process. It’s a matter of maturity. And here lies a problem with how software asset management is currently

  • Comparison of Investment Analysis Models

    Conclusion: There are several established models which have been used to evaluate technology investments. Some models are applied to assess the value of technology in use within an organisation.

    Organisations can select a model for a particular need; however it is fundamental that the assumptions and the factors that construct the model are realistic and

  • The IBRS Investment Model and Methodology

    Conclusion: The IBRS technology investment model only assesses costs. It shows costs in net present value terms and can also compare those costs with a typical total cost of ownership calculation. It does not measure so-called benefits or other intangible features of a product. Its principal aim is to reveal what an investment will cost over its duration and to

  • Getting Value from Off-the-Shelf Implementations

    Conclusion:There are many benefits in off-the-shelf applications, whether they be onsite or SaaS,  available to organisations in terms of cost reductions, increased productivity, improving market share or customer satisfaction. For organisations that have traditionally followed a custom build approach, there are some

  • Public Cloud requires IT procurement paradigm shift

    Conclusion: With the migration to complex hybrid sourcing strategies, traditional IT organisations based on ‘plan/build/run’ models won’t be suitable for acquiring public cloud services in an increasingly changing market. This is due to vague understanding of service total cost of ownership and limited contract negotiation skills. IT organisations wishing to rely on external

  • Choose your VDI deployment method with care

    Conclusion: Due to recent advances in IT infrastructure, the capital cost of VDI is now comparable to that of a Full Desktop, making it suitable for a wider range of use cases. However, there remain significant project risks due to the large upfront infrastructure costs and the very high technical risks associated with building the VDI infrastructure. IT organisations need to


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