利德华福高压变频器--产品资料.pptVIP

All service contracts have service management frameworks involving service providers, the end-user client and the IT area. They may not be the best possible frameworks, but they exist. Our research indicates that they are generally appropriate from an operations perspective, but deficient in important areas involving the effective business relationships between the two sides. The first reason frameworks are deficient is simply because the parties consider formal controls and the exchange of formal documents as sufficient to manage services. That is far from enough. They must be supplemented by other means of interaction and communication, characterized by collaborative relationships that thrive on mutual action and mutual success. The second reason is that the parties fail to appreciate the difference between demand and supply perspectives over services, and appropriately apply those different perspectives to critical governance processes and decisions in the service life cycle. Finally, many key decisions in service management processes do not have the involvement of the appropriate players. The only answer to these deficiencies is to implement an appropriate governance framework — in addition to all service management activities. The objective of a governance framework is to dynamically steer services toward business objectives. Key Issue: What is sourcing governance and why do we need it? Key Issue: What new leadership and organizational models enable successful multisourcing? Successful IT sourcing requires not only the active management of sourcing relationships, but commonality in the management practices across vendors. This is the governance aspect. Therefore, the role of the sourcing management office is twofold — determining the standards for management and implementing those standards consistently. These responsibilities boil down to three categories: selection, coordination and evaluation. Selection is the process of choosing providers when the sourcin