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2010 STKI Summit

Mobile Trends & Office of the CIO

Galit FeinEVP & Senior Analyst

Office of the CIO & Mobile Strategies

www.galitfein.blogspot.com

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Your Text hereYour Text here

Galit Feins work Copyright 2010 @STKI Do not remove source or attribution from any graphic or portion of graphic 2

Presentations Agenda

Introduction

Use of new business models:

Smartphones, Social Networks, Web 2, Web 3

Office of the CIO

Sourcing Strategies

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OperationalExcellence

Run the Business

Business

Services & Support

Change the Business

Business

Competitive Advantage

& Innovation

Transform the Business

IT Focus Transformation

Available & accurate info

IT maintenanceHW availability &uptime

Technical support

Align IT to business

Best solution for bus. needsIT portfolio mng of LOBs

demands

Align IT to customers

Business partnerCore business initiator

Transformation initiator

Introduction

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On the desk of CIO

New products/services

Process improvements/service delivery

Technology improvements

Growing market share

Improving customer satisfaction

Managing operational costs

28%

36%

37%

39%

42%

50%

2010 priorities

Improve organizational processes

Increase org. productivity

Reduce operational costs throughimproved IT efficiency

39%

49%

49%

Top 3 ways IT will help the org.

during the economic recovery

Cloud computing

Social media applica

tions

Web 2.0

IT Governance

Energy efficiency

Mobility/mobile devices

Virtualization

Information security

13%

14%

15%

21%

26%

28%

29%

46%

IT priorities for 2010

Source: CDW IT Trend Release

Introduction

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Use of new models for business innovation

Agenda

Reasons for increasing use of mobile phones

Mobile Trends

Whats all this got to do with IT?

Mobile Banking

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MobileMain Theme

Its not a leading edge

its a necessity

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3.5 billion mobile users globally

by the end of2010Mobile

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Mobile

Reasons:

Y 2010 - Going Mobile

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Going Mobile Social Reason

Personalized

services, info, apps &

interfaces anytime

anywhere

Mobile

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Going Mobile Technology Reason

Improving Internet access

(free WiFi in some cities)

More computing power

Bigger & better screensFaster internet/data bandwidth

LBS/GPS

VPN - secured communicationVOIP - cheaper voice communication

Mobile

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Going Mobile Economic Reason

Decreasing cost of mobile devices & services - increasingdemand: Q1 2009: mobile phone market share fell 15.8% WW;

However, smartphone segment gained 4%

Increasing competition

Emergence of new VAS: Mobile payments

Health care delivery - telemedicine projects, mobile ultrasound & other

diagnostics Location based marketing

Mobile social networks

Source: IDC

Mobile

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Mobile Trends

Mobile Internet

Cloud Computing

Content

LBSSocial Networks

Mobile advertizing

Augmented reality

Present

Mobile

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Mobile Internet

Mobile -first priority

to connect

to the Internet

Smartphoneas a tiny PC

Convergence

of desktop &

smartphoneinto one web

Mobile

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Cloud Computing

Ongoing computing: everything is wired

everything is moving to thecloud

From native programs sitting ona hard drive (like Microsoft Office) toweb/cloud-based apps:

end of native mobile app &applications stores

Android vs. iPhone?

Mobile

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Android one of the fastest growing segments

in smartphones

Source: Company data,

Goldman Sachs Research estimates

Android smartphones

will increase rapidly:from 5% in 2009

to 12% in 2010

Android might take over iPhone, as its

cloud features embrace social webbetter than Apple

Mobile

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Content, content, content

Content will be main service in the mobile package

music, books, new & magazines, film & TV

Free calls = Ads 2.0 + content services

Commission from

all transactions

just like a credit card

Mobile

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Location Based Services

Mobility & location will changehow users & advertisers interactwith the Web:

Real Time Marketing Discount alert & real time

recommendations from where & whenit occurs

Mobile

Provision of exact, contextual info & services based on specific location

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Social Networking

830MM Unique Users, +20% Y/Y; 188MM Total Minutes, +25% Y/Y, 10/09

Mobile

Morgan Stanley

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Facebook

40 M Facebook status updatesa day by 400 M+ users; +137% Y/Y

65 M people use Facebook on amobile device (450K Israelis)

40% of consumers frended abrand on Facebook &/ orMySpace

Source: Razorfish Digital Brand Experience Report 2009

Mobile

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Twitter

Source: GigaTweet 11/2009

58 MM users; +1238% Y/Y

~25M tweets per day

44% of consumers whofollowed a brand on Twitterdid so for actual transaction

48% of those who saw a brandmentioned on Twitter didresearch on that brand

Source: Razorfish Digital Brand Experience Report 2009

Mobile

Source: Morgan Stanley

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Google Buzz

Illustration by Claudio Munoz

Mobile

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Marketing by Social Network Mobile

L i B d S i l N k h h

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Location-Based Social Networks through

Mobile

Real-time recommendations

based on your currentlocation using an app thataggregates info from real-time searches from socialsites, local ads & limited

time discounts on yourmobile

Mobile

How do your customers perceiveHow do your customers perceive

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How do your customers perceive

mobile ads?

Source: Cutter 2009

How do your customers perceive

mobile ads?

Source: Cutter 2009

Mobile

T di i l (I i ) M k i

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Traditional (Interruption) Marketing

Now can be filtered(digital cable recorder)Mobile

k

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Permission Marketing

Do not push ads message to your consumers -

Let them to pull it from you!

The Crme Brulee Cart

Mobile

The Crme

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The CrmeBrulee on

Twitter

9,854 followers

Real Time

advertisement

G S i l

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Get Social

90%

70%

Mobile

A d R li

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Augmented Reality

Beatles Tour: Ringo, Paul, John,

George with YOU on AbbeyRoad

Your hotel is only

2 km away

Historical sites

Mobile

M h j Ph

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More than just a Phone Mobile

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R d fi b i

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Redefine your business

Redefine every internal process & service to mobile: New value for customers

Markets growth

Operating costs reduction

Mobile

Its not about money

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It s not about money

Its about value!Mobile

Why do (some) IT keeping the Smartphone

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Why do (some) IT keeping the Smartphone

out of the Enterprise?Mobile

Is your ITO Proactive or Reactiveregarding Smartphones?

Do you plan to purchase meaningfully (>10%) higher

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Do you plan to purchase meaningfully (>10%) higher

number of smartphones in 2010 vs. 2009, and why?

Source: GS IT Spending Survey

Mobile

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If you dont like change, you are goingto like irrelevance even less!

Mobile

C i ti f IT

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MobileConsumerization of IT

People craving for the best & newest technology

End users will use the Smartphones anyway (38% growth in2010) & increasingly drive this technology into the enterpriseSource: GS

Although, Apple doesnt make it very easy:

iTunes on PC

Exchange 2007

Active Directory requirements

Its already a done deal be ready & start now!


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Secured info (even in personal devices)

Protected data (lost or stolen phones)

Business apps (ERP, CRM, SFA)

Access to BI/Analytics

Wireless access to:

Email

Internet/ Intranets

Enterprise apps

Mobile

It's All Going to Change

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It's All Going to Change

E-mails

Databases

Standalone apps

Dedicated networks

Web servicesContent mng systems

Sophisticated devices:Smartphone, Kindle, iPad, Tablet,

Cell phone/ PDA, Mobile Video, etc

High-speed networks

Mobile

Mobile Banking

Mobile

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Mobile Banking

Do it. Now!

Mobile

Banking

MobileMobile Banking vs Online Banking

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Mobile

BankingMobile Banking vs. Online Banking

Source: MMA,

Mobile Banking

Overview, 01.2009

Customers Point of View

Mobile

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Customers Point of View

People craving for real-time access & control oftheir aggregated financial info

37% would like to be able to interact with their

bank via their mobile Source: Sybase

61% of 25-34 year-olds are interested in making

purchases with their mobile phones Source: Visa

50% of Gen-Y will consider mobile as a criteria

when choosing a bank Source: Celent

Mobile

Banking

Business Point of View

Mobile

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Business Point of View

New audience, new market, new businessmodel

The ROI: Mobile Users contribute 13%

more to Profit & more satisfied

Mobile clients the client you want to keep

Gen Y are pulling their parents into the

mobile space

Source: Huntington Bank

Mobile

Banking

Mobile

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3 Possible Mobile Models:

SMS Easy, common in all devices,

affordable

Catalyst to more bankingactions via mobile

Mobile Downloadable Apps Rich user experience, ability

to work offline

Mobile Internet Familiar, supported by most

devices, UI is an issueSource: Mobile Marketing Association

Mobile

Banking

MobileWhich of the following mobile banking services would

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Mobile

Banking

g g

you be interested in if offered by your bank?

Source: Sybase

Which mobile banking services would you

Mobile

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Which mobile banking services would you

be willing to pay for?

Source: Sybase

Mobile

Banking

The 10 iPhone Finance Apps That Count

Mobile

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The 10 iPhone Finance Apps That Count

1. Bloomberg Mobile (Free)2. Mobile Banking (Free)

3. PayPal (Free)

4. Loan Shark ($4.99)

5. Tipulator (99 cents)

6. Tiptap (Free)

7. PocketMoney ($9.99)

8. SplashMoney ($9.99)9. Day Bank ($3.99)

10. Pennies ($2.99) Source: http://blog.mint.com

Mobile

Banking

Mobile Solutions / Platforms Partial list

Mobile

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Mobile Solutions / Platforms Partial list

Product Name DescriptionIsraeli

Representative

Cellerium Client-side mobile applications Netwise

MintmarkTransforming web content into mobile

web contentNetwise

SMSwise SMS channel Netwise

MMIS (Matrix mobile info.Server)

Platform for mobile solutions Matrix

Bank2go, Ultra Credit,Calldinator

Mobile solutions developed on MMIS Matrix

Fiserv Money Mobile banking, mobile wallet Matrix

MAMA Interactive Information System One1 Mobile

MobileAwareTransforming web/app content into

mobile web contentOne1Mobile

Sybase Mobile Banking 365 Mobile banking Ness

Sybase Paybox Mobile payments Ness

Sybase Unwired platformIntegrating enterprise applications with

mobile devicesNess

mEnterprise Services,mHealth, mBanking

Enterprise Mobile services, MobileHealth, Mobile Banking solutions

Ideomobile

Mobile

Upcoming STKI round table Mobile

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Upcoming STKI round table Mobile

Office of

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Office of the CIOMain Theme

The CIO

Jump on the bandwagon -

Real business value is there

Office of the CIO

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Office of the CIOAgenda

Office of the CIO Trends

Project & Portfolio Mng

PPM Tools

Service Desk

MEGA OTC Trends 2010 Office of

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MEGA OTC Trends 2010

Slight exceed in IT Budget (back to 2008 level)

Demand for IT will gradually expand

Customer-facing & sales-supporting projects will be firston the rise

Need for new projects will return hiring mode into the

market

Office of

the CIO

Demand for IT

Office of

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Demand for IT

Source: Information Week

Office of

the CIO

2010 New Technology Investments OTC

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2010 New Technology Investments

Source: Information Week

Analytics Outlook 2010

Survey of 360 business

technology professionals

Note: Mean average ratingsbased on a 5-point scale,

where 1 is investment will get

cut significantly & 5 is

investment will increase

significantly

Trends

OTC Trends The Good News Office of

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OTC Trends The Good News

After 6 years of talking about OTC its actually happening! Mostly in Financial & Telecom sectors

Financial crisis & budget reduction in 2009 forced better ITG:

Increased focus on IT costs - efficiency increasing

Business oriented CIOs understood the importance of ITG

New regulations requested better transparency

Most ITOs have examined & evaluated their ITG process &tools

ff f

the CIO

OTC Trends The Bad News

Office of

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OTC Trends The Bad News

IT is still mostly viewed as a cost center Too many ITOs cant calculate or prove that IT actually adds

value

Need for improvementin all practices

(planning, demand, prioritization, resource & risk mng)

No formal set of processes in place: Less than 20% of the organizations have a high commitment to

SLAs, EA, PMBOK, ITIL, COBIT, SOX, etcLarge gap between what IT managers & business managers

think about IT contribution to the business

ff f

the CIO

Office ofMore IT managers than BU managers tend

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ff f

the CIOto believe IT delivers value

Source: Cutter

Misalignment Challenges

Office of

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Misalignment Challenges

IT was not regarded as a partner Technology decisions were made

without IT involvement, inc. purchases

Lack of transparencyLack of BU commitment Consistent introduction of unplanned

work into an unmonitored IT portfolio

Reactionary vs. strategy based decisionmaking

ff f

the CIO

Establishment of Office of the CIOOffice of

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Establishment of Office of the CIO

Need for a new department / expanding the existing one

Unlike elsewhere, Israeli OTC / BRM are built under CIO

Business oriented IT managers (mostly IT project managers) CIOs support & ownership

OTC/ BRM responsibilities:

Methodologies & WF definition, process marketing, IT budgetcontrol & mng, PPM, tools evaluation, HR - resource allocation &mng, QA, GRC

the CIO

Office ofWhat is the current status of OTC in your org?

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the CIO

Robust &Automatic17%

Expansion29%

Establish

ment54%

Source: STKI

PMO vs. OTC

Office of

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PMO vs. OTC

PMO - Project Mng Office

Project mng processes

definition

Support in business referents

Accompany the project

implementation

Project Gantt control

milestonesProject risk mng

OTC Office of the CIOBusiness needs definition

IT/Business alignment

Overall perspectiveValue-focused IT spending

Business & technical risks

TCO calculation

the CIO

OTC Staffing Ratio Office of

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OTC Staffing Ratio

Average size of Israeli OTC department: 3-5

~1.5% of IT department (between 0.5% - 4%*)

Compared to ~5-8% in global orgs

* in large enterprises, varies according to the maturity of IT

Governance in the organization

the CIO

Essentials to consider

Office of

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in OTC implementation

Marketing ofOTC process CIOs understanding, embracing & championing the

process

Executive involvement & active support Financial & Osh" departments inclusion - appropriate funding,

good ROI, financial goals

Acknowledging the need for funding of resource time

& appropriate tools to support the program Create a real partnership with your PPM vendor or with a ITG

consultant

the CIO

OTC Myths

Office of

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OTC Myths

1. Takes many years untilit shows a valid value

2. Can build on the

way3. PPMtools are not

important

4. Too much visibility is

bad for IT

5. ITG consultants cant

understand your

business

1. You can see the actualbusiness value after few

month only

2. Must be executives

ownership & dedicatedresources

3. ITG automation provides the

essential transparency

4. When you are undergroundno one notice your success

either

5. Best practices & knowledge

utilization

the CIO

Its all about right decision

Office of

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making based on single source

Collect & inputs

requirements

Financial Depart

Check

business

objectives &project indicators

Approvals

Business

referent

Check projects

content with abudget & capacity

Office of the CIOBusiness

Executives

the CIO

Transparency Office of

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Transparency

When everyone sees the same picture IT strategic planbased on projects contribution to the business,

without political considerations

Not every IT is ready for such a transparency :

BU can now follow after their requirements progress & IT

compliance with SLA

the CIO

Ongoing Activity Report Office of

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g g y p

You can only achieve the realtransparency through hours spentper task report

OTC process & benefits marketingwith executives dedication its the

only solution for employeeresistance

the CIO

Office ofPPM Framework

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the CIOPPM Framework

Source: Cutter

Office of

hCapex vs. Opex Spending

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the CIOCapex vs. Opex Spending

Source: Cutter

Regulatory

$

Number

of projects

What if analysis

Office of

h CIO

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y

If your budget is 1M then your IT portfolio is

If your budget is 3M then your IT portfolio is

You can add your governance polices: If the risk score is > then X

If the projects contribution score is < then Y

If the Payback time is >then 2 years

If the ROI is < then

1M 2M 3M 4M

Projects Size, Risk & Value

the CIO

Project Monitoring Office ofh CIO

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j g

Commonly used set of metrics (budget, schedule, scope)

that does not always reflect the projects contribution to

the business goals or org. success

No post-implementation audits to ensure successful

system-use

the CIO

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OTC as a preparation for

Office of

th CIO

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Galit Feins work Copyright 2010 @STKI 73Do not remove source or attribution from any graphic or portion of graphic

IT Chargeback

IT aim to stop acting as unlimitedresource:

Difficult to allocate operationalbudget

Cloud computing model

IT process mapping, transparency,resource mng & dashboards will be

used as a platform for IT Chargeback

the CIO

Office of

th CIOUpcoming STKI round table

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the CIOUpcoming STKI round table

PPM Tools Office ofthe CIO

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About 10 ITOs implemented end-to-end PPM solution (Clarity,MSP)

Successful implementation started in IT but today across allBU

New PPM player in the Cloud Computing model on Force.complatform

Microsoft launches MS Project 2010 (EA), which promises to be

a full PPM solution & probably will bring to another marketawakening

the CIO

PPM on-Demand Office ofthe CIO

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There is almost no on-Demand PPM solution acceptancein Israel:

Psychological reason - PPM solution concerns all strategicaspects of org. financial, budgeting, strategic projects,

costs & clients Technological reason integration difficulty in SaaS model

Integrators did not offer it to customers

the CIO

Benefits & Importance of OTC Office ofthe CIO

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Greater transparency & communication re what IT is workingon for a business build on: Single (automated) source of truth

Unified methodology

Increased business satisfaction with IT BU have a strong feeling of involvement & ownership of IT projects

Sense of truth Business-IT partnership

Better business & IT value

IT delivery aligned with customers & business strategy IT became a core business initiator!

the CIO

ITG/ PPM- Positioning of the Israeli Market

Office of

the CIO

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LocalSupport

Market Presence

This analysis should be used with its

supporting documents

Vendors to Watch:

CA

HP

Compuware IBM

MSP

PS Next

Enterprise

Worldwide

Leader

Microsoft

New Player

Approach

the CIO

Project Mngt - Positioning of the

I li M k

Office of

the CIO

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Israeli Market

LocalSupport

Market Presence

Enterprise

Existing Israeli

experience inproject mng



Vendors to Watch:Compuware IBM

Worldwide

Leader

Microsoft

CA

PS Next

HP

Primavera

the CIO

PPM Tools & Integrators in Israel Office ofthe CIO

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IntegratorsNew Clients 09Clients

CA, ProceedOrange, Teva,Jewish Agency,Bank Hapoalim

Ministry of Tourism, Clalit,SanDisk,Leumi Card

Clarity (CA)

MSP, ONE1, PWCCellcom, Phoenix,Leumit, JusticeDepartment

Menora, IAI, Tel-AvivMunicipality, Ayalon-insCIO Dashboard: RandomLogic, IDF, Elbit

MSP

HP, BDA-Partner, Mataf,Motorola(Global)

PPM (HP)

Matrix (Sibam)-Jacada (Global), Retalix(Global)

CompuwareChangepoint(Matrix)

IBM-BAW,EPM,RAM, RDComposer(IBM)

PPM Tools & Integrators in Israel

Office ofthe CIO

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Matan, Orantech,Neway, PZ Projects,Proceed, Tefen

Orantech: Netafim, ECI, Navy;Matan: MachteshimAgan,Prime Minister, MaccabiPZ Projects: Min. of ForeignAffers, Justice DepartmentTefen: Clal

M-system, Leumit, IAI, IAA, Lotem,Bezeq, Mekorot, Tel Aviv Municip,Orbotech, Bank Leumi, Coca-Cola,Nice, Strauss-EliteMatan: Alvarion, IAA, Better Place,Tnuva, Random Logic; Orantech:Ceragon, Logic, AD Gency ,Sol gel ,Rocar ,Playtech, Sandisk; KAKAL,MODU, Kodak, RAD; Proceed: Malam

EPM (Microsoft)

*MS Project 2010 Launch @ 05/10

Xioma, Signifer,Aman

Bid Band Networks, IDE, Veraz,Opgal, Teva Tech

Bank Discount, Menora, Teva, VisaCal, BVR, Nova, Evogene, LeadcomHazera Genetics

PS Next (Xioma)

EffectiveX,SalesForce.com

NetafimApproach PPMon Force.com(EffectiveX)

AvivMercava, IDF, IntelPrimavera(Oracle)

Service Desk ServiceDesk

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HD is viewed as an operational part of the IT, hence it has

gained top priority when it comes to cost reduction

It was a year of examining, upgrading or switching of SD

tools

Part of BSM perception integrated with CMBD, Asset

mng, Identity mng, ESM

Desk

PC Support Ratios

ServiceDesk

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pp

Support Per PC for FTE

Support per Employee for FTE

TotalSupport

per PC

Third Image

SecondLevel

ServiceDesk

Per FTE

100136827521025 percentile

1602000400385Median

222363563545875 percentile

Total

Supportper Empl.

Third

Image

Second

Level

Service

Desk

Per FTE

91133025020025 percentile

1621940404300Median

185346753345875 percentile

Source: STKI

IT Service Desk

P iti i f th I li M k t

Service

Desk

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Positioning of the Israeli Market

LocalSupp

ort

Market Presence

Enterprise

MID-Tier



Vendors to Watch:

CA

HP

SysAid

Microsoft

BMC

Pivotal

SAP

PeopleSoft

Siebel

IT HD

Modules

Worldwide

Leader

IBM

Altiris

Desk

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IT Help Desk Modules from CRM packages ServiceDesk

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20 Partners, including:

Matrix-Effect, SIT,Advantech, Malam-Team,Netwise, Bynet SW, Yael,El-AD.

Matrix-Effect: Machteshim-Agan,MarlboroAdvantech: Eged, Shikunbinui,AmidarGuardian: Baad15, JewishagencyAlmog: Telmap

Ministry of Finance, Israeli Navy, Intel,Prime Minister, Eldan

EL AD: Judicial AuthorityMalam-Team: TAUMatrix-Effect: Igud, Malan, Superpharm,Ministry of Education, Cellcom, Visa Cal

Microsoft

CRM*(*ITIL complaint)

ONE1Bat-Yam Municipality, Exlibris, Systematics,Panorama, Telmap, Ericom,FGG Radvision,

Gilat, Maccabi, Shahal, Ritalix, Globs,Tadiran, Negev Ceramics, Orad

Pivotal

Ness, IBM, Taldor,Advantech

Paz, Isr. Government, BazanSAP

MatrixMinistry of Foreign Affairs, Mamram, BezeqPeopleSoft

Taldor, IBMBank LeumiTnuva, Golden PagesSiebel*

Siebel CRM on-Demand

Upcoming STKI round table ServiceDesk

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p g Desk

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Do not remove source or attribution from any graphic or portion of graphic 88

OutsourcingMain Theme

Outsourcing is not dead its just changingto a new form of sourcingCLOUD COMPUTING

Sourcings Agenda

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Sourcing Strategies

Outsourcing Trends

Cloud Computing

Professional Services

Outsourcing Israeli Trends Sourcing

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In last several years outsourcing in Israel received bad reputation: Dramatic decline in number of new deals

Together with successful outsourcing deals we witnessed a few

backsourcing deals, suppliers switching, scope reducing & deals thatdidnt meet the clients expectations Global outsourcer providers didnt leverage methodologies which succeeded in the

world; outs. deal summed up in transferring employees from company A to company B

In agile world with rising complexity in technology, the need foroutsourcing still exists it just requires some adjustments

Source: Israeli CIO

What to Outsource?

Sourcing

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STRATEGIC IT

Strategic functions drive thecompanys dollar, stock value

& competitive advantage:

Business development

New system development

Product marketing support

Sales force automation Business & IT alignment

R&D

TACTICAL IT

Tactical functions simply keepthe business up & running ona day-to-day basis:

Infrastructure maintenance

Service Desk

Testing

Printing BPO

ERP maintenance

Outsource In-House

Source: STKI 2007

Infrastructure Outsourcing

Sourcing

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What about infrastructure mng?

2009 was the worst year for Israeli infrastructure

Cost reduction by commodity solutions is not

always the right decision for the business

Serious problems in DC, disabled org. services &

demanded CEOs involvement

Increasing IT complexity combined with multiple

systems & interfaces resulted in loss of control

Critical Org. Function Sourcing

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As a result of disabling of key business processes : New regulations from Supervisor of Banks

New insurance regulations

Infrastructure is critical to business success

I believe we will see some changes in infra operational

outsourcing model (IaaS)

Outsourcing is not dead its justh i

Sourcing

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changingFrom comprehensive outsourcing

(full IT) in early 2000 to selective

outsourcing on/off-premises

(tactical IT operations) through

offshore, hosting (real estaterental) & utility computing

(computing on-Demand) to a new

form of sourcing Private & Public

CLOUD COMPUTING

Cloud Computing Definition

Sourcing

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Highly scalable IT resources SW, CPUs, storage capacity availableas a service & whose usage is measured & billed per use:

Computers & storage are housed in huge, offsite DC

Internal cloud onside DC

Users don't own the computer / SW

Technology & infra behind the cloud are invisible

Users pay for what they use, similar to electricity

Available over the Internet as a service on Demand: SaaS, PaaS, IaaS

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What's new?

Sourcing

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Centralizing computing power or utility computing is not new

even returns to the computer's roots (MF, Service Bureau), BUT

Technology has matured & stabilized along with attractive

prices made the cloud model highly cost effectiveMultitenancy customized services on unified infra

Subscription pricing

Remote services Remote HD, backup data solution, DRP,Outlook mng, access mng, etc.

Pros & Cons Sourcing

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Galit Feins work Copyright 2010 @STKI Do not remove source or attribution from any graphic or portion of graphic 98http://www.powerpoint-search.com/what-is-cloud-computing-ppt.html

SourcingCloud Computing Offerings

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SaaS

PaaS

IaaS

DaaS

Professional Services

Sourcing

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Compared to last years drop, PS market will grow due to IT

budgets & rise of new projects

Israeli PS market experiences a minor earthquake due to:

Price & PS working hours reduction in economic downturn

Ministry of Finance tender

PS paycheck transparency to prevent overcharged or low

quality WF

SourcingPS Salaries Distribution

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Low quality workers

And once again is cheaper pricethe best solution?

Sourcing

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the best solution?

In recent years service providers gave huge discounts (upto 60%) to win tenders

ITOs set the price as the prime parameter in selectingservice provider, even though quality has its price

Israeli market will move to COST+ model: Average market salary + service providers reasonable fee

Summary

The End

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Mobile Its not a leading edge its a necessity

Office of the CIO - Real business value is there

Cloud Computing - a new form of sourcing

The End

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Thank you!Galit Fein

Blog: www.galitfein.blogspot.com

Twitter: GalitFein
http://www.galitfein.blogspot.com/http://www.galitfein.blogspot.com/http://www.galitfein.blogspot.com/http://www.galitfein.blogspot.com/http://www.galitfein.blogspot.com/

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