Shulou(Shulou.com)06/03 Report--

How to do IT operation and maintenance outsourcing work well and ensure the whole software quality? from opening the "black box" work of IT operation and maintenance outsourcing, Shandong Software Evaluation Center summarizes the concept of "black box" according to many years' experience. This paper focuses on the four "black boxes" existing in IT operation and maintenance service outsourcing management, and the next section describes how to crack the four "black boxes". Four "black boxes" of IT operation and maintenance service outsourcing management: IT assets black box, IT outsourcing management black box, cost black box and technology black box. In order to solve these black boxes, we must fundamentally sort out the management process of IT operation and maintenance outsourcing and establish a complete system from organizational system construction, asset management, contractor management, cost management to technical solution management. Information system carries and supports the operation of enterprises. Ensuring the safe, continuous and available operation of enterprises is the goal of IT operation and maintenance management. In practice, the two common modes of IT operation and maintenance outsourcing management and the four "black boxes" commonly existing in IT operation and maintenance management often perplex enterprises. Many enterprises are caught in a dilemma. The two modes of IT outsourcing management enterprise information system construction can be divided into IT planning stage, IT construction stage and IT operation and maintenance stage according to the life cycle, of which IT operation and maintenance stage is the longest. Therefore, IT operation and maintenance management is not only related to the quality, cost and speed of IT operation and maintenance, but also to the security, continuity and availability of IT system. In recent years, enterprises often adopt outsourcing mode in the stage of IT operation and maintenance. In IT operation and maintenance outsourcing management, there are two management modes: 1. According to the result-oriented model, Party An only manages and evaluates the service results of the subcontractor, while the service process management is put into practice by Party B. This is the ubiquitous outsourcing management mode of Party A. The advantage of the result-oriented outsourcing management model is that Party A saves personnel, the management is simple, and Party B can play its management role. From the perspective of professional division of labor, this seems to be an ideal model. The reality is that Party B due to its own reasons, its management level is uneven, management methods and processes are different. Some large companies suffer from "big enterprise neck, overstaffing, unclear responsibility and slow response; small companies respond quickly and have a good service attitude, but because of different bosses' backgrounds, different management abilities and methods, there is a large turnover of personnel. There is even a situation in which the supervisor of Party A wants to teach Party B how to plan and how to manage. The problem is that Party A has outsourced services but has no outsourcing responsibility, and Party A's information center is still fully responsible for the security, continuity and availability of its information system! When something goes wrong, the first thing the leader will pursue is the responsibility of the IT department, and then the responsibility of the subcontractor. In fact, the responsible department of Party A, which manages in accordance with the results, cannot rest assured and feel at ease. When something really goes wrong, everything is a foregone conclusion and out of control. The result-oriented management mode is easy to cause the result out of control, so it is not an effective solution in IT operation and maintenance outsourcing management. two。 Management process and result-oriented model according to this management model, Party A manages both Party B's service process and Party B's service results. The advantage of the management process and results-oriented outsourcing management model is that the responsibility corresponds to the control goal, and the management is more specific and meticulous. It seems to overcome the limitations of the above model. The reality is that Party A's management ability and management support tools are insufficient, so that good management ideas do not produce good management results, many process management is a mere formality or give up halfway, and Party An and Party B play the game of "cat and mouse". In the end, it is Party A who suffers. The problem is that Party A lacks both the systematic design of the IT operation and maintenance outsourcing management system and the support of management tools. After the process design is released, the implementation is out of shape, or the tools are too idealized, not taking into account the integrated structural design and actual needs, resulting in the use of either this function is not easy to use, or the lack of that necessary function, resulting in Party A's good wishes without good results. Therefore, the current two mainstream outsourcing management models can not completely solve the existing problems of enterprises. Through a lot of research, we also find that there are four "black boxes" in a large number of IT operation and maintenance service outsourcing management, whether it is results-oriented outsourcing mode or management process and results-oriented outsourcing mode: IT assets black box, IT outsourcing management black box, operation and maintenance cost black box, operation and maintenance technology black box. 1. Black box of IT assets in many enterprises, the IT asset management method is that the information center is responsible for the purchase request, distribution, maintenance and annual budget of IT assets, the equipment department is responsible for the procurement of IT assets, each user department is responsible for the custody, use and internal deployment of IT assets and the budget of IT assets department, and the finance department is responsible for the value management of IT assets. When the operation and maintenance of different IT assets are outsourced, the number of responsible persons increases. Maintenance, upgrading and transformation not only lead to changes in the value of IT assets, but also lead to changes in the useful life and configuration information of IT assets, resulting in discrepancies in accounts, physical location and reality, man-machine inconsistencies, no security responsibilities, and so on. The current IT asset management can not provide a clear structure and context map for relevant managers and service personnel. These decentralized, dynamic and characteristic IT asset management is a black box of the information management department. 2. IT Outsourcing Management Black Box perfect IT outsourcing management is a closed loop, that is, selecting subcontractors-using outsourcers-evaluating subcontractors-optimizing subcontractors. The current widely used standard system of information technology infrastructure library is mainly the process management of outsourcing service process. But how to choose a subcontractor? How to evaluate outsourcers? How to optimize the subcontractor? What does this have to do with the service contract? There is no substantial mention in the ITIL standard. In other words, for an operation and maintenance outsourcing closed-loop management, there are three important links that are not included in the ITIL standard. Therefore, enterprises managed in accordance with ITIL standards will feel that outsourcing management is not in place even if they have done a good job of process management. For decision makers and information management departments, IT outsourcing management is actually a black box. 3. It is easy and difficult to determine the outsourced cost of IT operation and maintenance by cost black box. Party A can easily determine the outsourcing price through bidding or negotiation, but the rationality of the price is difficult to define, and it is sometimes more difficult to determine the service items covered by the price. It is common that some service providers have two or three times a year. When Party An encounters a sudden emergency failure, it often does not get a quick response, either the personnel are not local, or additional fees are required beyond the scope of service, and so on. Party B's substantial contribution is very small, but the service cost is very high. Other service providers have a lot of staff on site every day, which can be solved immediately when they encounter urgent problems, and the cost of service is not high. These companies have high pay and low returns, which may lead to problems in their survival in the future. how can we talk about maintaining good service for a long time? Party A's financial department also has a headache for approving the budget for increased costs, and the lack of data to justify it often leads to the lack of budget for those who should spend the money, and the IT department is deeply confused. How to measure the service cost and determine the service price is another black box in the outsourcing management of IT operation and maintenance. 4. Technical black box because the object of IT operation and maintenance service is different, its technical method is also different. Usually the purchase of Party B's service includes the purchase of Party B's service plan for this purpose. In fact, the technical service solutions are all in the minds of the technicians of Party B and are lost with the departure of the personnel. Therefore, many IT service companies change the management of technology to the management of technical personnel, but with little effect. Those who should go still go, and those who should stay do not wish that the result is that the standardization and standardization of technology has almost become a forbidden area, restricting the improvement of the development speed and quality of IT operation and maintenance services. Therefore, for both parties, the technical solution is a management problem. For Party A, this is a technical black box. In many cases, this technology black box has also become the black box of the game between An and B. Although the above four black boxes are not all the problems of IT operation and maintenance, they are the main problems and the key. The next section focuses on how to crack the four "black boxes". Please pay attention.

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