1. Leveraging Business, Technical and IT Procurement for Effective Outcomes
Policy –
Information Governance Guidance
Business –
e-Records &
e-Discovery
Procurement –
Procure & Contract
Technology –
Enterprise Architecture
ECM
IPMA - Leveraging the Business, Technical and IT Procurement Connection for Effective Outcomes -- Gartner, DES, SOS, DFI
Panel: Linda Cohen, Dave Kirk, Leslie Koziara, and Becci Riley
Moderator: Ginny Schenck

2. Know the Business Problem to Solve

3. Involve the right people
Users
Administrators
Mgmt.
Easy to Store
Easy to Find
Breakthrough Principles
ECM
Secure/
Reliable
Defensible
Disposition
Records
Managers IT
Establish multi-agency, multi-disciplinary teams, to complete key deliverables;
Teams conduct their work in parallel
Teams collaborate and improve materials as they gather input from agencies
Easy to
Disclose
Easy to
Collaborate
Process
Improvement
Security
Legal
Public
Disclosure

4. Take a Collaborative Approach
Establish multi-agency, multi-disciplinary teams, to complete key deliverables;
Teams conduct their work in parallel
Teams collaborate and improve materials as they gather input from agencies

5. Sourcing Strategies & Best Practices
Key issue: What new actions are necessary to advance multisourcing? 1
Business Alignment
Goal: Improved business focus and value
Relationship Integration 2
Goal: Alignment, flexibility, and reduced management costs
Service Integration 3
Goal: End-to-end service, reduce waste, and reduce delivery risk
When the sourcing strategy has been established, create a clear plan of action to move to an optimized environment. Gartner recommends a four-step approach:
Business alignment: Establish the principles for effective performance management. Identify performance measures that correlate with business metrics, collect data and benchmark actual performance, and establish the business principles that will drive behaviors in the overall relationship.
Relationship integration: Establish effective co-management, evaluate trust and control, and review established contracts for relationship inhibitors.
Service integration: Build the process network (that is, the network of service delivery practices and the role of the service providers in those practices), analyze the value chain for weak links and integration issues, and define and establish OLAs between service providers or towers were necessary.
Performance measurement: Establish key operational metrics and operate a trial run for between 30 and 90 days; fine tune and review data sources; focus people and metrics to critical hand-off points; build an integrated "SWAT team" to deal with issues; and baseline, monitor and communicate achieved improvements.
Performance Measurement 4
Goal: Visibility and proactive improvement
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6. Questions