IT services: different business cases

What models exist?

Multisorsing and Monosorsing

The Multisorsing is transfer of function of support of IT systems to a large number of the companies. Such scheme is sometimes justified: it is economic, the customer can reduce service cost, having found the niche companies. From minuses – control over suppliers becomes complicated, it is necessary to increase administrative personnel, there is a risk of emergence of a problem "on a joint" when responsible it is difficult to find.

The Monosorsing is a cooperation with one company, it as uniform point of entry redistributes in itself tasks and bears in general responsibility for their execution. For management of services such form seems the most convenient, but not always the cheapest.

Experts of CROC say that the model of rendering IT services at which functions of the supplier are performed not by the independent third-party company, but the organization entering into holding or affiliated with the head company is interesting. Actually it is insourcing, and it has a number of minuses, main of which – isolation of IT structure.

Pay-per-use или Time and Material

Model of calculations pay-per-use assume payment of services of the IT companies upon their receiving and the resources spent by the contractor. According to in T-Systems CIS, many suppliers within the marketing companies declare such model, however not everyone is ready to offer the client really. Within this model the volume and also the greatest possible volume is defined minimum predpolachivayemy by a subscription fee. All resource consumption is measured in this corridor every minute and rated on a monthly rate for exceeding. It allows to reach saving 10-30% under the article "computing resources".

Nevertheless, for example, in Jet Infosystems note that such companies are for them the main. Detailed and tough SLA which defines what service to consider qualitative and as far as is registered in them.

"That happened to the system of the customer, we always reserve specialists who will in case of need be connected and will begin work. The customer has no limits of the number of the eliminated incidents. Our motivation – to achieve result, to minimize the number of failures in a system. This option is optimal if the company needs stability and predictability", - say in the company.

Also the Time and Material model meets. Here cost forms on the predeterminated scale of charges, depending on time spent for works. However this model is not perfect in terms of quality of the service received by the customer. If there is a certain need for accomplishment of urgent works, i.e. probability that they will not be executed as resources under it are not reserved. This scheme is not suitable for systems critical to idle times. And, in fact, in such model the customer pays not for result, and during the time spent for works. However, according to in Borlas, this model the simplest in terms of arithmetics.

"But it badly gives in to quality evaluation, sometimes degenerates in Raikin's aphorism "To buttons of a claim is? – No, are sewn tightly". T&M approaches is suitable for project accounting more", - experts advise.

The third option, specify in Asteros, assumes the combined model at which the scope baseline of the rendered services representing a subscription fee forms. Respectively, when exceeding this volume the payment mechanism for each subsequent address, etc. turns on. Such model allows to have an opportunity to pay the additional volume of services at surges in increase in volume, for example, because of seasonality and other.

Cost Minus model

The Cost Minus model, according to experts of Borlas, is often applied in the presence of budget restrictions of the customer. Own costs of the customer for the function determined by IT make conditional 100 rubles, the provider is offered to render this service for 90 rubles (or competition on lowering with the starting budget in 100 rubles will be organized). Advantages of this model in terms of core business of the customer are obvious. The danger is constituted by unreasonable understating of cost of service by one of participants of tender that at a stage of execution leads to drama losses on workmanship.

How to select model?

The company should estimate efficiency of transition to consumption of external services. For this purpose the provider should have own metrics and techniques. Sometimes transition to outsourcing leads not to cost efficiency, and to break on a certain vertical of the market.

"A striking example – turn by 180 degrees in 2014 of the strategy of Russian Post – for deduction of positions in the market failure from production of services, their purchase in the market (only in such a way rather large company can reach for short term of competitive capacity", - say in Borlas.

Techniques of efficiency evaluation should contain at least three measured parameter:

• Money
• Terms
• Performance

It is necessary to carry out correct calculations of costs for all models. It is necessary to consider all articles of the expenses before transition to outsourcing. So, in case of own IT department to include in calculations taxes, training, work of HR on search and deduction of the personnel, electricity, lease, the workplace equipment, etc. Then before the customer the broad picture on the basis of which it will be possible to make the decision will open.

Large IT service companies offer own techniques of assessment. They consider various cost items, from staff costs and management, costs for subcontractors, the equipment, software, to costs from participation of the third-party divisions which directly are not participating in business - process (HR, accounting, etc.). Also it should be taken into account financial risks which can arise when implementing projects "by own efforts", without participation of the external supplier specializing in narrowly professional area.

Asteros says that in most cases, cost reduction in pure form is not the only reason of transition to outsourcing. The purposes are, as a rule, formulated as follows: receive measurable improvement of service quality, implement the service processes set in SLA for which providing the service provider bears responsibility or to provide an opportunity to manage flexibly the volume of transactions in business process, thereby compensating seasonality, force majeurs, etc.

"Thus, solving the set goals, the customer is rather to aim at an optimal ratio price/quality, than directly at direct cost reduction", - experts of the company concluded.

As a result cost efficiency of outsourcing should be estimated taking into account two components: economy of the budget (if like that is) and added value for business as a result of transition.