IS Management, IT Governance Gouvernance SI, straté · PDF fileIS Management, IT...

IS Management, Gouvernance de la DSI

Orsys, with 30 years of experience, is providing high quality, independant State of the Artseminars and hands-on courses corresponding to the needs of IT professionals. Orsysproposes a set of courses on the most important topics in IT technologies and management.

The digital company, challenges and opportunities (réf. TUN) .... p.2

IT Governance (réf. GOU) .... p.3

ITIL®, COBIT, CMMI: Essential Concepts (réf. ICM) .... p.5

ITIL® Foundation v3 (réf. ITP) .... p.6

EXIN Certification (réf. CTP) .... p.8

CGEIT®, IT governance, certification preparation (réf. CGT) .... p.9

Project Management overview (réf. MAP) .... p.11

Multiprojects Management (réf. GMP) .... p.13

P3O®, Foundation, certification (réf. PTO) .... p.15

P3O®, Practitioner, certification (réf. PRA) .... p.17

Sourcing Gouvernance, Foundation, certification (réf. SOG) .... p.18

Enterprise Architecture (réf. RBA) .... p.20

ORSYS, La Grande Arche, Paroi Nord, 92044 Paris La Défense cedex. Tél : +33 (0)1 49 07 73 73. Fax : +33(0)1 49 07 73 78 page 1

Seminar , 2 day(s)Ref : TUN

ParticipantsPurchasing managers, budgetand finance directors, projectmanagers and businessleaders engaged in digitaltransition projects.

Pre-requisitesNo particular knowledge.

2018 Price : 1910€ excl.VAT

Next sessions

BRUXELLESnov. 29 2018

GENEVEnov. 29 2018

LUXEMBOURGnov. 29 2018

The digital company, challenges and opportunities> IS Management> Gouvernance de la DSI

Costs are one of the key obstacles to digital transitions at companies. It's still important to know how toaccurately estimate them. This course will help you understand the impact of the digital transformation froman economic perspective, calculate its cost, and identify potential gains.

OBJECTIVES

Understand from a macroeconomic viewpoint the impact of a digital transition at a companyMeasure the company's technical, structural and organizational changesEstimate and calculate the financial costs of those transitions.Determine the corresponding potential for gainsAnticipate structural changes to the corresponding budgets

1) The digital transformation of processes2) New forms of relationships with partners

3) Technical optimization of infrastructure4) Financial management of transitions

1) The digital transformation of processes

- Digital business: Definition, examples, sources of information.- The impacts of the digital transition at the company.- Digitizing information: Major cost items and corresponding gains.- Digitizing operational processes: Costs of new control and management methods.- Streamlining decision-making with Big Data.- Outsourcing or insourcing: Financial aspects, availability and security costs.

2) New forms of relationships with partners

- Optimizing the customer relationship by measuring the use and profitability of communication channels.- The costs of segmentation methods, customer analyses, and setting up points of contact.- New communication and distribution channels: Platforms and connections with suppliers.- Disintermediation and reintermediation costs.- Setting up new growth calculation methods.

3) Technical optimization of infrastructure

- A new flexible, active IS infrastructure- Internal development vs. outsourcing: SAAS, PAAS, workstations, cloud, and application virtualization.- Calculating profitability vs. technical quality, and security restrictions.- Big Data: Impact on infrastructure and tools.- Cybersecurity: Investments, operating costs, budgeting risks and insurance.- The costs of stopping IT and the transition: CAPEX/OPEX budgets and gains.- The transformation of IT business units: Provisional plan for managing the necessary means.

4) Financial management of transitions

- Managing the transition project portfolio.- Business cases of operations: Objectives, ROI, costs, and risks.- The costs of change management operations.- The structure of transition budgets.- Changes to be made to the current structures and budgets.


Seminar , 3 day(s)Ref : GOU

ParticipantsThis seminar is aimed at ITmanagers, IS managers,and, more generally, at thedecision-makers in chargeof information systemsand the way the companyorganization.

Pre-requisitesKnowledge about DSI'srole. Experience requiredin Information Systemmanagement.


Next sessions

BRUXELLESjun. 25 2018, oct 08 2018

GENEVEjun. 25 2018, oct 08 2018

LUXEMBOURGjun. 25 2018, oct 08 2018

IT Governancestrategies, resources, dashboards, best practices> IS Management> Gouvernance de la DSI

OBJECTIVES

The Information Systems Department is often seen as a world apart, in which the rules of governancecommon to the other departments in the company do not apply. This seminar explains the best organizationalpractices to have in order for the Information Systems Department to fully demonstrate its contribution to thecompany's strategy, justify operating costs and investments and demonstrate how well it performs. In short,this helps the Information Systems department finally become a unit "like the others" within the company.

1) Introduction2) The IS Department's place in the company

3) Implementing governance4) Demonstrating IS performance

1) Introduction

- IT governance: an integrated part of company governance. Review of practices in French companies.- The bases of governance. The basic law. The key principles for good IT governance.- The debate on IS "cost" and "value". Measuring the value of the company. IT expenditure: a necessary evilor an investment? The Solow paradox. IS as a source of value creation.- How governance is practiced.

2) The IS Department's place in the company

- Modelling the ISD's activity. The IT value chain. The IS Department's main processes. The general activitymodels: ITIL, COBIT, CMM.- Perception of the CIO within the company. The dynamics of relationships between General Management,the IS Department and operating departments. Cost center or profit center. Service provider or partner.- The link between governance and organization. The breakdown of power between IS Departments andoperating departments. Mechanisms and bodies for making decisions and assuming control.- The IS Department's internal organization. A centralized, decentralized or federated model. The advantagesand disadvantages of the different models. Finding the right balance: the functions to be centralized andthose to be distributed. Standard organization-chart types for an IS Department: based on in-house clients,based on the business value chain, or based on the IS value chain. Close-up look at the engineering anddesign unit.- Governance and IT risks.

3) Implementing governance

The technology strategy

- The innovation cycle. Classification of technologies according to their life curves. Entropy within the IS.Defining a technology strategy. Identifying and taking advantage of opportunities.- IT urbanism. The origins of the concept: the metaphor of the city. Urbanism's key ideas and vocabulary."Top-down" approaches based on mapping. "Bottom-up" approaches provided by technology. A proposal foran original, integrated approach combining the two previous approaches.- Free software. Overview of the current offering related to the different IS layers. "Free" versus "free ofcharge." The real level of savings. The issues and the risks. Free-software-service companies. A strategy forfree software.- Integrating systems. UML. Principles of integration by HMI, by processes, by data. Overview of the availablesolutions. Limits of the EAI concept. Special features of the EAI project. SOA architectures: principles andlimitations. SAN architectures.

The portfolio of projects

- Managing a portfolio of projects. Project inventory. Presentation of the process. Metrics for analyzing andqualifying projects. Process for the "decision to go ahead" and prioritization.- The standard plan of a pre-project file.- The project's business case. Types of costs and benefits. Project costs and recurrent costs. Ten rules forproperly constructing your business case.- Evaluating Return On Investment (ROI). Traditional financial methods (VAN, TRI, payback-period, EVA).Tangible and intangible benefits. Financial impact of immaterial gains. Examples and counter-examples.- Estimating project workloads. The usual methods: COCOMO, Delphes method, function points. Advantagesand disadvantages. Field of application of these methods. An example utilizing the function-points method.The relationship between total workload, time scale and resources. Key ratios.- Managing the project trajectory. The problem. Parceling out according to added value. Avoiding the "tunneleffect." Allowing for an early end to the project. The scalability curve: theory and practice. Identifying thewarning signs of drift.

Human capital management

- The IT staff. Measuring the efficiency of teams: productivity metrics. Monitoring staff workload. Optimizingthe assignment of people to projects.


- Skills management. Defining a skills repository and job sheets. Carrying out forward-looking skillsmanagement. The probable changing nature of IT Department jobs: rising, falling, transforming.- Purchasing intellectual services. Creating and sustaining a panel of suppliers. Choosing the most suitableservice provider for each situation: general-computing-services company, packaged-software supplier,temporary staff, freelance. Drawing up a reference list of tariffs. Controlling the purchase process. Using the"time-and-material," "fixed-price" concepts and their variants advisedly.- Outsourcing. Good and not so good reasons for outsourcing. Selecting functions that are candidates foroutsourcing. Risks and problems with outsourcing. Models of co-operation between the customer and theservice provider: TMA, ASP, outsourcing, and joint venture. Conducting the outsourcing process. The keysuccess factors.- Offshore. The type of services proposed. The issues and risks of the concept. The real degree of savings.The contractual aspect. Application case studies.

Controlling costs

- IS cost dynamics. The principal sources of IT costs. The underlying trends that govern cost changes. Thestandard IS Department budget structure and its evolution over time. The company's total IT expenditure.- IS-cost measurement. Collecting data about costs. Breakdown by activity according to an ABC (ActivityBased Costing) approach. Itemizing the costs in order to better reduce them.- TCO: a key indicator. The concept's origin, evolution and derivation. Proposal of a realistic definition and acalculation method.- Drawing up a cost-control strategy. One-off and long-lasting savings. The behaviors to be improved.Creating initiatives within the IS Department. Implementing IT-management control.- Concrete approaches to reducing costs. Optimizing technical infrastructures. Standardizing work-stations.The thin client. Managing assets. The cost of software licenses. Sourcing policy.- The budget process. Constructing the IT budget and "selling" it to General Management. Operatingexpenses versus investments. Budget monitoring and analyzing differences. Redefinition during the financialyear. Towards the end of the yearly budget cycle?- In-house billing for the IS Department's services. Constructing the IS Department's catalogue of productsand services. Cost mechanisms and standard costs. Billing and price mechanisms. Advantages anddisadvantages of in-house billing.

4) Demonstrating IS performance

- IT dashboards. General rules for constructing relevant dashboards. The properties of a good indicator.Dashboards internal to the ISD: Design dashboards, operations dashboards, help-desk dashboards,and financial dashboards. Dashboards for operating departments: Project dashboards, service-qualitydashboards. General dashboards: example of the IT Balanced Scorecard.- Measuring user satisfaction. Perceived quality. Satisfaction surveys.- Service Contracts or SLAs (Service Level Agreements). Fixing the level of service required. Measuring andimproving performance: example of the "6 Sigma" method. Relevant indicators per SLA family (application,help-desk, network, server hosting, and work-station).- Benchmarking. Good use of the contract's benchmarks. Relevance of current indicators. Internal or externalbenchmarking procedure. Application case study.


Synthesis Course , 2day(s)Ref : ICM

ParticipantsThis seminar is for anyonewho must play a role indefining or managingcomputing services: CIOs,auditors, IT departmentheads, project owners, leadcontractors.

Pre-requisitesNo particular knowledge.


Next sessions

BRUXELLESoct 04 2018, dec. 06 2018

GENEVEoct 04 2018, dec. 06 2018

LUXEMBOURGoct 04 2018, dec. 06 2018

ITIL®, COBIT, CMMI: Essential Concepts> IS Management> Gouvernance de la DSI

To cover the issue of governing their IS, companies have decided to adopt and ensure the compatibilityof various standards of best practices, COBIT®, CMMi, and ITIL®. This seminar describes the field ofapplication of these standards, their differences, and their complementary features.

OBJECTIVES

Identify how COBIT® can help with IS governanceIdentify how ITIL® can help with IS governanceIdentify how CMMI® can help with IS governanceConnect the COBIT®, ITIL® and CMMI standards

1) Introduction2) IS governance under COBIT3) What ITIL® contributes to information systemgovernance4) What CMMi contributes to information systemgovernance

5) Study of five points of interface.6) Complementary standards and practices7) Conclusion

1) Introduction

- Defining the concept of information system governance.- Overview of its challenges.- Why adopt the "process" approach to governance?- Best practices and process development.

2) IS governance under COBIT

- Information system governance under COBIT.- The COBIT philosophy.- COBIT's field of action.- Diagram of its processes.- Control requirements

3) What ITIL® contributes to information system governance

- ITIL® v3 and information system management.- The ITIL® philosophy, its architecture, its concepts.- ITIL®'s field of action.- Diagram of its processes.- Interface with COBIT®.

4) What CMMi contributes to information system governance

- CMMi and project management.- The CMMi philosophy, its architecture, its concepts.- CMMi's field of action.- Diagram of its processes.- Interface with COBIT® and ITIL®.

5) Study of five points of interface.

- Process harmonization.- Service Design, SLA vs Requirement Management.- Urbanization and Enterprise Architecture.- Configuration Management.- Service Transition vs Validation, Verification.- Incident Management, Problem Management.

WorkshopA case study and solutions will be offered in order to harmonize the processes, and consequently thebehaviors of those involved in managing information systems.

6) Complementary standards and practices

- Essential complementary standards and practices for information system governance are presented.- Interface of information system governance standards with COBIT®, CMMi, ITIL®.- ISO 25000. ISO 27001.

7) Conclusion

- Self-evaluations and identification of an initial action plan.


Synthesis Course , 2day(s)Ref : ITP

ParticipantsThis seminar is aimedat anyone in charge ofInformation Technologymanagement and/or in chargeof definition or management ofIT Services. These individualsinclude CIOs as well asmanagers of: InformationSystem Departments, ClientRelations, Call Centers,Network Systems, andApplications.

Pre-requisitesKnowledge in InformationSystem management.


Next sessions

BRUXELLESjun. 20 2018, sep. 05 2018dec. 05 2018

GENEVEjun. 20 2018, sep. 05 2018dec. 05 2018

LUXEMBOURGjun. 20 2018, sep. 05 2018dec. 05 2018

ITIL® Foundation v3> IS Management> Gouvernance de la DSI

OBJECTIVES

The purpose of this seminar is to give an overview of ITIL that can enable you to learn, understand anduse the best practices promoted in ITIL and thus establish the baseline from which you can improvethe management of your organization. In particular, you will discover its language and processes. Thisseminar will also provide an opportunity to think about professionalism in the context of Information andCommunication Technology. The instructor illustrates the points presented in this course with many examplestaken from real projects.

1) General presentation of ITIL and of ServiceManagement2) Service Strategy3) Service Design4) Service Transition5) Service Operation

6) Continuous Service Improvement7) ITIL Use and Implementation Plan8) Conclusion: certification and self-assessment9) Preparation

1) General presentation of ITIL and of Service Management

- ITIL History: origins, players.- ITIL Approach - best practices; ITIL and IT Governance.- ITIL Ethos and main related concepts.- Service Management and its life cycle.- Using ITIL: documentation structure.

2) Service Strategy

- Definition: Service, Service Strategy and Service Management.- Service Strategy principles.- Processes and organization.- Implementing Service Strategy.

3) Service Design

- Service Design principles.- Processes and organization.- Implementing Service Design.

4) Service Transition

- Service-Transition principles.- Processes and organization.- Implementing Service Transition.

5) Service Operation

- Service Operation principles.- Processes and organization.- Implementing Service Operation.

6) Continuous Service Improvement

- Continuous Service Improvement principles.- Processes and organization.- Implementing Continuous Service Improvement.

7) ITIL Use and Implementation Plan

- The instructor describes how to implement ITIL best practices and suggests a project template fordeveloping ITIL processes and restructuring Service Desk activity.- An exercise based on a concrete case will allow participants to confirm and consolidate their understandingof the subject.

8) Conclusion: certification and self-assessment

- ITIL and certifications: presentation of certification norms for organizations and persons.- ITIL and you: Analysis of self-assessment results and identification of an initial action-plan.

WorkshopDuring this seminar participants will use a self-assessment questionnaire allowing them to evaluate thefunctioning of their own organization with regard to ITIL best practices. With the instructor's help, they willthink about and answer numerous questions related to the implementation of ITIL best practices within their


organizations: How and where to begin? How to organize the Service Desk? Is the IT Project Departmentconcerned about ITL best practices? How to draw up an SLA? Which indicators must be implemented tomonitor SLAs? Etc.

9) Preparation

Participants who wish can register for an optional day that includes ITIL-certification preparation and thecertification exam itself. During this day, a review and summary of concepts and processes is followed by apractice test corrected collectively by participants and instructor. The official ITIL Foundation exam is thentaken.- This certification is the first level in the ITIL curriculum. The exam involved asks 40 multiple-choice questionsand lasts one hour. Each question can have only one correct response. Certification is awarded to thoseparticipants having answered at least 26 questions correctly. The exam is monitored by an examinerindependent of the instructor. The test papers are sent to EXIN to be corrected; results arrive withinapproximately three weeks.


Hands-on course , 1day(s)Ref : CTP

Pre-requisitesTo have attended the ITILFoundation v3 seminar.


Next sessions

GENEVEjun. 22 2018, sep. 07 2018dec. 07 2018

LUXEMBOURGjun. 22 2018, sep. 07 2018dec. 07 2018

EXIN Certification> IS Management> Gouvernance de la DSI

OBJECTIVES

Prepare and pass the ITIL v3 Foundation certification. All Certification ITIL Foundation r3 on this page areoffered by Amettis, FCT Solutions and Synopse, all of them ATO/Affiliate.

1) Preparation

1) Preparation

Participants, who wish, can register for an optional day that includes ITIL-certification preparation and thecertification exam itself. During this day, a review and summary of concepts and processes is followed by apractice test corrected collectively by participants and instructor. The official ITIL Foundation exam is thentaken.- This certification is the first level in the ITIL curriculum. The exam involved asks 40 multiple-choice questionsand lasts one hour. Each question can have only one correct response. Certification is awarded to thoseparticipants having answered at least 26 questions correctly. The exam is monitored by an examinerindependent of the instructor. The test papers are sent to EXIN to be corrected; results arrive withinapproximately three weeks.


Hands-on course , 3day(s)Ref : CGT

ParticipantsNominees for CGEIT exam,anyone who wants toimprove his knowledge in ITgovernance.

Pre-requisitesParticipants should have abasic knowledge of the areasthat will be addressed. Thecourse provides intensivepreparation for the certificationexam. English required.

Next sessions

CGEIT®, IT governance, certification preparation> IS Management> Gouvernance de la DSI

This course is designed for professionals who wish to SI and trades successfully CGEIT exam. The programcovers five key areas addressed in the review: Frame IT corporate governance, strategic management,service implementation, optimization of risk money.

OBJECTIVES

Apply best practices in IT governanceUnderstanding the tools and concepts of strategic management in the IT governanceUse best practices to control the value of IT for the organizationUse risk management and optimization methods of IT governanceOptimize resources to ensure they will be used as a key support for IT governanceEntrez ici un objectif pédagogique

1) Certified in the Governance of Enterprise ITintroduction2) Understanding the context and associatedstandards3) Domain 1: Governance of IT referential4) Domain 2: Strategic Management

5) Domain 3: benefit of risk optimization6) Domain 4: risk optimization7) Domain 5 : optimizing resources8) Exam preparation

Certification

After the examination, the candidate must be able to justify 5 years of real experience in management,consulting or audit in IT governance and validate their experience by a third party attesting to the validity ofthe information provided and to sign a code of ethics.

1) Certified in the Governance of Enterprise IT introduction

- CGEIT overview.- Presentation of the review model and certification.

2) Understanding the context and associated standards

- COBIT, ITIL, ISO20000, ISO38500, ISO31000.- SWOT, BCG Matrix, Balanced Scorecard.- Val IT maturity models. RISK IT, COSO ERM.- Business continuity and disaster recovery.

ExerciseIT governance referentials.

3) Domain 1: Governance of IT referential

- IT governance and the company.- Governance practices, norms and standards.- Enterprise Architecture: components and principles.- Processes and continuous improvement techniques.

ExerciseIT Governance and associated standards.

4) Domain 2: Strategic Management

- Strategic Business Plan.- Impacts of IT profession changes.- Barriers to strategic alignment.- Policies and procedures necessary to support the alignment.- Strategic planning process.- Scope, objectives and benefits of investment programs.

ExerciseExercise about strategic management.

5) Domain 3: benefit of risk optimization

- Investment management. Management of the portfolio.- Processes and services measurement.- Planning, development, transition and support services.- Continuous service improvement. Performance and results.- Investments evaluation. Cost optimization.

Exercise


Exercise about benefit of risk optimization.

6) Domain 4: risk optimization

- Various levels of the risk in the company.- Standards and benchmarks. Risk management & profession resilience.- Risk appetite & risk tolerance.- Key risk indicators (KRI). Risk mitigation IT.

ExerciseExercise about risk optimization.

7) Domain 5 : optimizing resources

- Human resources, application, information and infrastructure.- Outsourcing and Offshoring. OLA and SLA.- Performance evaluation. Management of service levels.

8) Exam preparation

- Good practice for the exam.- Exam simulation.


Seminar , 3 day(s)Ref : MAP

ParticipantsThis seminar is aimed atjunior project leaders whowish to learn more aboutall the aspects of their joband increase their level ofperformance.

Pre-requisitesKnowledge in computing.


Next sessions

BRUXELLESjun. 11 2018, oct 15 2018dec. 03 2018

GENEVEjun. 11 2018, oct 15 2018dec. 03 2018

LUXEMBOURGjun. 11 2018, oct 15 2018dec. 03 2018

Project Management overview> IS Management> Gouvernance de la DSI

OBJECTIVES

Managing an IT project requires pragmatic management know-how, and knowledge of tools and techniques.For each of these topics, this seminar provides a step-by-step approach of the techniques and rules actuallyemployed. Based on recognized good practices, it proposes effective responses to the main requirements ofprojects (controlling costs, time scales and quality) and positions the project leader's role in the company.

1) IT projects2) Leading an IT project3) The key points for leading an IT project4) Basic management techniques

5) Managing sub-contracting6) The project leader, project manager7) Managing projects in the company

Presenter

Daniel MAHEProject manager and consultant, he has developed and led software developments in the research andindustrial sectors before directing large IS management and out-sourcing projects. He is especially interestedin risk management techniques, and has assisted large ISDs in changing their project managementprocedures and methods.

1) IT projects

Today's IT projects

- The findings, the recognised good practices.- Adapt the project management to the company's maturity level (CMMI).- Success criteria: identify them, validate them and monitor them over time.

The role of the project leaders

- The two aspects of project management: Organising a Project and leading it.- The required expertise, the nine skills areas.- The project leader's role depending on the company: manager, administrator, team leader, coordinator.- Organising your work in practice.

2) Leading an IT project

Managing according to the type of project: the procedures and the rules

- Development and maintenance projects.- Integration project.- Package implementation.- Rollout project.- The project procedures.

Project start-up

- Analysing a project: business cases, value analysis, ROI or added value.- Preparing a Project Plan: choosing and implementing processes and rules.- Determining the Quality factors and the related Quality measurements and means.

Operational control

- The four reserved fields: project management, external communications, production control and decision-making.- The decision-making process: identifying the decision point and considering the action plans.- Decision-taking by a project committee.

The end of the project

- Know how to hand over to the Production, Support or Maintenance services.- Finishing a project "on time": indicators and rules.- Handling the staff departures.- The project reviews and capitalising on experience.

3) The key points for leading an IT project

Controlling risks

- One constant, uncertainties, risks, inaccuracies, elements to be managed, a "Risk Manager" attitude.- The risk management process, reduction strategies.- The Project Risks dashboard.- Managing information about the project.- The procedure for managing upgrades, its sizing and its implementation. Know how to include an"Upgrades" budget.


4) Basic management techniques

- Estimation- Scheduling.- Starting-up and controlling the work.- Project monitoring and control.

5) Managing sub-contracting

- The legal framework: obligations of means and obligations of results, the rules of sub-contracting.- The contracting authority - general contractor relationship: the basic rules.- Defining a fixed-price job.- Technical and contractual monitoring of the service provider.- The delegation of staff.

6) The project leader, project manager

Managing teams

- Structuring teams: building an organisation chart, integrating staff.- Managing from a distance, rules and practices.- Meeting performance.- Managing everyone taking part in the project.

7) Managing projects in the company

Transverse projects

- The stumbling blocks of transverse projects, leading without hierarchical power.- Know how to involve the divisions of the company in your project.- Know how to challenge a participant from another division.- The case of multi-site projects and using remote-working tools.

Project communications

- Analysing communications: break with closed practices.- The rules for good communication.

Managing change

- Analysing changes and defining a change management plan.- Identifying help and hindrances, implementing management tools.

Project management by the company

- Maturity levels in integrated project management.- "Projects Portfolio Management", the strategic alignment of projects. Overall management of Projectinvestments. COBIT rules.


Hands-on course , 3day(s)Ref : GMP

ParticipantsProject leaders, personsin charge for serviceshaving to carry out severalprojects, people implied inthe support or the control ofseveral projects (Steeringcommittees), persons incharge or members of ProjectManagement Office.

Pre-requisitesGoods Knowledges in projectmanagement. Experiencerequired in company'sprojects.

Next sessions

Multiprojects Management> IS Management> Gouvernance de la DSI

OBJECTIVES

When in a firm the projects and actors are numerous, it becomes imperative to set up a specific and clearproject management. This course addresses this topic and shows how to plan, to establish the roles and theresponsibilities for each project, and how to arbitrate and communicate. At the end, you will be autonomous inmulti-project management.

1) Introduction2) Aligning strategy, economy and projects3) Standardising methods4) Defining the roles, organising the teams5) Project Management Office (PMO)6) Establishing a Schedule Baseline7) Setting up the Budgets, the Resources

8) Monitoring the projects work progress,schedule change9) Behaviours in a team10) Deciding in Multi-projects environment11) Being productive in Multi-projects12) Communicating in multi-projects13) Multi-projects Dashboard

1) Introduction

- Pedagogy - the program.- The challenge to work in multi-projects.

2) Aligning strategy, economy and projects

- Apprehending the strategy of the firm.- Positioning each project compared to the strategy.- Classifying projects within the firm.- Selecting projects.

3) Standardising methods

- "The Customers" of the multi-projects management system.- The system Objectives: adequacy load/capacity, costs and time scale monitoring.- Defining management levels: granularity.- Programs, projects, actions, except projects work.- Structuring Projects: phases, milestones, work packages, activities, and deliverables.- Standardising calendars, the categories of costs, resources.

4) Defining the roles, organising the teams

- Portfolio of projects.- Various types of projects organizations.- Clarifying roles and contributions in the projects.- Finding synergies between projects.

5) Project Management Office (PMO)

- Its mission, its responsibilities.- Its composition.

6) Establishing a Schedule Baseline

- The Multi-projects strategy map.- A three levels planning system - strategic planning - project planning - department planning.- Exchanges between levels.- Working out the Schedule Baseline.

7) Setting up the Budgets, the Resources

- Step of budget estimate.- Establishing the activity resource estimate (workload).- Knowing the capacities.- Adjusting the adequacy of resources workload/capacity- The planning process of medium-term and long term.

8) Monitoring the projects work progress, schedule change

- Monitoring status and progress of times and costs performance.- Earned value, estimate to complete, variances, forecasted completion.- The monthly update process.- The quarterly update process.- Management of planning change: to analyze the impacts.


9) Behaviours in a team

- Building and organising the teams.- Planning Obstacles.- The internal consensus and commitment related to the schedule.- Risks Analysis.- The unavailability of the resources.- Solidarity.

10) Deciding in Multi-projects environment

- Steering Committee Procedure of the Multi-projects.- Analysing the demand and its evolution.- Analysing supplies status and forecasts.- Integrating financial, work load, and commitments topics.- Analysing and classifying Risks.- Analysing competing solutions: Multi-criteria's choices table.- Preparing decision of the Steering committee.- Ensuring decision's traceability: to justify choices.- Prioritising projects.

11) Being productive in Multi-projects

- The myth of man/month.- Sources of waste of time.- Organising oneself in multi-projects context.- Preserving balance between projects.- Motivating stakeholders.- Optimising resources allocation: the point of view of the functional manager of the department.

12) Communicating in multi-projects

- Setting up the communication: what to communicate, to whom to communicate, how to communicate.- Optimising and harmonising the communication modes: meeting, email, phone call.

13) Multi-projects Dashboard

- Keys for Dashboard development.- Project Dashboard. Multi-projects Dashboard.- Improving oneself practice with the Quality Dashboard.

Workshop- CONCERTO Micro-project: This is a multi-projects environment to model the operation of a company andto exempt a rich teaching through an enterprise game. The workshop proposes a simulation of a companyorganised by projects. Three teams symbolizing the departments of a company must each one carry outsome concrete tasks representing the projects. Each participant is, in turn, pilot of a wallet of projects and ischarged, with his team to take into account a framework of constraints (objectives, means, time...), to steerthe projects of its department. Meetings of projects team and the steering committee allows coordinatingactions at various levels. - Synergic exercises: these exercises make it possible to evaluate the attitudes,values, motivations and points of view, at personal level and in teamwork. - Diagnosis exercises: theseexercises make it possible to be on a behaviours scale, values or psychological typology. - Case studies: theydescribe a real context which it is necessary to analyse in order to propose adapted solutions. - Problemssolving: this analysis, carried out in group, makes it possible to qualify the problems and to implement acause / effect study.


Hands-on course , 3day(s)Ref : PTO

ParticipantsAny member of an Portfolio,Programme and Projectmanagement Team, Supportteams and offices andmembers of a Portfolio centerof excellence.

Pre-requisitesThere are no pre-requisites forthis course, although a basicknowledge of PRINCE2® and/or MSP® are helpful.

Next sessions

P3O®, Foundation, certificationPortfolio, Programme and Project Office> IS Management> Gouvernance de la DSI

P3O® is a model for the implementation and management of a "project office" or PMO. This course willintroduce you to the tools and techniques as well as associated implementation approach. It will allow you toobtain Foundation P3O® certification.

OBJECTIVES

Ensure consistent delivery of projects and programmes and meet business objectives through effect use ofresourcesDevelop capability, capacity and risk models to suit the organizational maturity cultureHelp identify potential opportunities to be realized, exploited or enhanced as part of risk analysisImprove organizational accountability, decision making, transparency and visibility

1) Introduction to P3O®2) Why have a P3O®?3) What is a P3O® model?4) The P3O® roles

5) The P3O® tools and techniques6) P3O® implementation7) Exam

Certification

This course includes a 60 min certification exam. Multiple choice, 75 questions per paper, 5 questions to betrial and not counted in scores, 35 marks required to pass (out of 70 available) - 50%, closed book.

1) Introduction to P3O®

- Project management, program management, portfolios management. Definitions. Differences.- Context. Business strategy. Portfolio lifecycle, program and project.- P3O®, the support role.

EchangesExchanges on the role of the P3O® support.

2) Why have a P3O®?

- Opportunities and goals of a P3O®. Value creation of a P3O® in an organization.- The value matrix. Measure the success of projects and programs, as specified by P3O®.

ExempleExamples of relevant indicators for measuring success.

3) What is a P3O® model?

- Organizational models. Permanent office, temporary and virtual office. The case of small organizations.- Functional areas.- Supported functions and services. Choice of organizational model and its integration.- Good practices of responsibility definition for each model. Model Maturity and evolution.

ExerciseChoose a model from the context and goals of an organization.

4) The P3O® roles

- Skills required of P3O® management and portfolio management team.- Recruiting officers.- The cross functional roles and specific management roles.

Réflexion collectiveOn a given situation, identify the best possible distribution of roles.

5) The P3O® tools and techniques

- The terms of use of the tools.- Key strategic benefits and success factors for the development of tools.- Adaptation of tools at different levels.- Organization. The information portals and workshops. Human Resource Management.

Case studyChoosing appropriate tools.

6) P3O® implementation

- Define the vision. Identify stakeholders.- Define the Blueprint: processes, organization decisions, tools, information flows.


- Manage risks. The "temporary office" lifecycle.

Réflexion collectiveDefine the content of the Blueprint.

7) Exam

- Summary of important points. Exam preparation. Questions.

ExamP3O® Foundation exam.


Hands-on course , 2day(s)Ref : PRA

ParticipantsBe certified P3O®Foundation.

Pre-requisitesManager of project andprogram, PMO, Seniormanager, every stakeholderinvolved in portfolio, programor project management.

Next sessions

P3O®, Practitioner, certificationPortfolio, Programme and Project Office> IS Management> Gouvernance de la DSI

This course will help you to deepen your knowledge of P3O® model. You will see in detail how to design,implement and manage each component of the model. This course also prepares you for the P3O®Practitioner certification exam.

OBJECTIVES

Define a Business Case for the Implementation of P3O®Build a P3O® model adapted to the needs and maturity of the organizationPlan the implementation of P3O® within an organizationUse the right tools and techniques to help the implementation of P30®Pass P3O® Practitioner certification exam

1) Introduction to P3O® Practitioner2) The implementation of the P3O® model

3) Tools and Techniques4) Exam

Certification

This course includes P3O® Practitioner exam: 4 questions of 20 marks each - 80 marks in total, 150 minutes,50% pass mark - 40 out of 80, open book - (only the P3O Guide is allowed).

1) Introduction to P3O® Practitioner

- The goals of P3O® Practitioner.- Introduce the certification exam: structure, content, preparation tips.- Global vision and principles of P3O® Practitioner.- Context of applying P3O®. Revision: Portfolio concepts, program and project.

EchangesExchanges and feedback on the managing of a portfolio, programs and projects in various types oforganization.

2) The implementation of the P3O® model

- Convince the direction staff: benefits, value matrix, key success factors and key performance indicators.- Set a proper business case to the organization for the implementation of P3O®.- Presentation of different ways to implement the concepts and P3O® model.- Adaptation of the model to the specificity of an organization: structure, governance, functions and services.- Determine the roles and responsibilities within the P3O® model. Criteria to select different roles.- Implement or update the P3O® model within an organization according to its goals and maturity.- A pragmatic and planned lifecycle approach. Set the schedule for implementation.

ExerciseExam preparation exercises. Commented correction. Practical advice.

3) Tools and Techniques

- Presentation of the tools helping to implement P3O®.- Presentation of techniques helping to implement P3O®.- Discussions on cases of practical use of various tools and techniques to support the implementation ofP3O®.

ExerciseExam preparation exercises. Commented correction. Practical advice.

4) Exam

- Revision.- Final exam.


Hands-on course , 2day(s)Ref : SOG

ParticipantsProfessionals at both clientsand providers in the ITindustry who have littleexperience in outsourcing andwho want to get a kick-start onthis topic.

Pre-requisitesNone.

Next sessions

Sourcing Gouvernance, Foundation, certification> IS Management> Gouvernance de la DSI

OBJECTIVES

The Sourcing Governance Foundation course is designed to provide basic knowledge of what the mainconcepts of Outsourcing and Demand Supply Governance are and how they can be applied. Successfulcandidates will be prepared to take the exam.

1) Introduction to outsourcing2) Prepare outsourcing3) Supplier selection and due dilligence4) Financial management of outsourcing

5) Contract and negociation6) Managing the transition to outsourcing7) Framework for Governance of Outsourcing8) Organization of outsourcing

Pedagogic Methods

An interactive approach is used combining lecture, discussion and real life examples to prepare participantsfor the optional exam.

Certification

This course is followed by an 1 hour certification exam.

1) Introduction to outsourcing

- History of outsourcing. Outsourcing concepts.- The different forms of outsourcing.- The CIO mission. The business plan.- The Key critical factors.- Why outsource. The alternatives.

Réflexion collectiveCurrent issues of IT outsourcing.

2) Prepare outsourcing

- Embed outsourcing in business strategy.- Top-down approach. Bottom-up approach.- The different stakeholders.- Risk management of outsourcing.- Prioritize outsourcing opportunities.

Case studyComparing top-down and bottom-up approach.

3) Supplier selection and due dilligence

- Definition of outsourcing needs.- The cost analysis.- The communication of outsourcing.- The supplier selection process.- The due diligence.

ExerciseSupplier selection from a real business case.

4) Financial management of outsourcing

- Developing a Financial model analysis.- Analyse the key issues.- Supplier price analysis.- Cost reduction approach and ROI calculation.

ExerciseCreating a financial model for analysis.

5) Contract and negociation

- Contractual architecture, service recipients.- The scope of the contract.- Regulations of outsourcing.- Create an outsourcing contract. Negotiate.

6) Managing the transition to outsourcing

- Definition of transition.


- Develop a transition plan.- Defining a control check-list.

7) Framework for Governance of Outsourcing

- What is the "Demand Supply Governance Framework"?- The three areas of the "Demand Supply Governance Framework". The keys to success.

8) Organization of outsourcing

- Key stakeholders. The roles and responsibilities.- The organizational structure.- The organization of meetings.- The steps and success factors.

ExamRevision. Final exam.


Seminar , 3 day(s)Ref : RBA

ParticipantsThis seminar is for allinformation-systemsmanagers who are seekingto concretely understandinformation-systemsarchitecture.

Pre-requisitesBasic knowledge of the ISComponents.


Next sessions

BRUXELLESnov. 26 2018

GENEVEnov. 26 2018

LUXEMBOURGnov. 26 2018

Enterprise Architecture> IS Management> Gouvernance de la DSI

OBJECTIVES

The evolution of information technology and the rapid development of Web-based services have given rise tonew approaches that allow for the introduction of architecture that is more adaptable, upgradable and likelyto satisfy a company's need for flexibility. What are the efficient approaches to software architecture? Howcan we manage the complexity of the existing software assets? How can we take advantage of what the newconcepts in service-architecture have to offer? These are the stakes of IS architecture.

1) Enterprise Architecture Issues2) General presentation of generic models andgeneral approaches3) Modeling and mapping

4) The four layers of the IS5) Modeling tools6) The Enterprise-Architecture Project

1) Enterprise Architecture Issues

- The need to master increasingly complex information systems; the company as part of an ecosystem.- The stakes of Enterprise Architecture: managing the complexity; knowledge management; communicating;combining efforts; organizational constraints; guiding technological choices...- A new definition of Enterprise architecture: from theoretical vision to on-the-ground reality; the benefits ofservice architecture (SOA) in architecture procedures.

2) General presentation of generic models and general approaches

- Organizing IS layers; a general understanding of the classical EA model and the relationships among ISlayers; examples.- Determining a new frontier between information system and computer system.- The IS Enterprise-Architecture process: the classical approaches, critical analysis, and emergence of a"third way." Application examples.- Enterprise architect, architect, and specialist: their roles, hierarchical positions, skills, respectivecontributions within the management process, within the model.

3) Modeling and mapping

- The role of mapping in the Enterprise Architecture Process: the steps of IS transformation; producing aglobal graphical representation; some best practices for successful IS mapping.- The City Planning Metaphor: the metaphor's origin and stakes; applying Comprehensive Development AreaMap and building-permit principles to the IS; the notions of areas / neighborhood/block.- Enterprise-architecture rules: instructions for relevant implementation.- A suggested blended-method.

4) The four layers of the IS

The layers and their different levels

- The business layer: Taking "missions" and "strategy" into account in the analysis, examples of modelingand of implementing the strategic stakes. Taking the organization into account: the process, the profession,the activities; organizational charts: people, sites, macro-processors, professions, activities, procedures, KPI.Example.- The information-system layer: From the business process to service identification; importance andcontribution of the notion of service to IS software architecture; rules for identifying and conceiving services;examples of mapping.- The application layer. The application level: the principles of service architecture. The notion of service:going from the notion of service (weak coupling, contract display, etc.) to the notion of software component(physical unit of implementation), service typology. Concepts: N-tiers of intermediaries; interface between theprofession and the service orchestrator. A new conception of applications and their tools (BNP, workflow, EAI,ESB, etc.). Examples of application mapping from real-life missions. Diagram of the application environment,application description template. The software level: examples of graphical representation and of taxonomy(nomenclature).- The infrastructure layer: definition; real-life examples of graphical representations.- Case Studies: In order to concretize the knowledge thus gained, participants will consider a case study.

5) Modeling tools

- Synthesis and examples of products (i.e., tools) on the market.- Tool stakes, benefits and limits.- How to organize ourselves to use these tools: contributions, roles and responsibilities of each player.

6) The Enterprise-Architecture Project

- How to organize the project.- Objectives, deliverables, organizing the teams, role distribution, steps.


- Risk management and key success factors.


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