Given the critical Monaco Email List of the subject, it is legitimate to have internal resources that devote all or part of their time to it. Depending on their size, not all businesses can afford bloated in-house IT skills. But it is very rare today, even for an SME, not to have at least one IS manager. In the smallest structures, it is often a more technical profile generally having a lot to do to cover the operational needs of his various colleagues. In larger structures, there is generally an Information Systems Director, often attached to General Management. But more and more, business profiles, dedicated to the transformation of the company, are

closely interested in the evolution of the system: Director of transformation, But the information system is an intrinsically complex matter: on the one hand tools which structure operational practices and have an impact on management and strategy, on the other hand technologies of extreme variability and volatility. , potentially requiring an inaccessible range of skills, an abundance of micro-subjects among which are hidden ultra-structuring points, no established and definitive truth, and a perpetual arbitration between contradictory objectives. This is why most managers resort to external services to support their information

Project Management Assistance Services

systems strategy. The challenge: bringing an external and contradictory perspective, know-how not available internally or too long to acquire, and new connections. There are different forms of services: ESN, AMOA, consulting, freelancers. ESN is not always the best placed to carry the IS strategy IT services companies, now called Digital Services Companies, have a big advantage: they have the technical skills necessary to carry out projects but also to design them and challenge their design. They have generally also developed functional skills associated with the tools they deploy. On the other hand, whatever their good will to be a


force of advice and challenge, they are seldom able to do it, by their positioning and their business model. Positioned on the delivery of projects, they are often considered as “judge and jury” if they are also involved in the strategy or the management of the roadmap. Organized to maximize the invoicing rate for their resources and to minimize the risks in the event of a lump sum commitment, they will always naturally tend towards an execution positioning, regardless of the attempts at contractual accountability. Project management assistance services are the link between the profession and the technique The French market

Strategy And Transformation Consulting

generally groups together under the term Project Management Assistance (AMOA) services which consist of analyzing the needs expressed by the trades, transforming them into IT specifications, managing and receiving the achievements of project managers, and to provide certain deliverables of the change support. These types of services are often offered either by entities dedicated to ESNs, or by companies specializing in the subject, or by consulting firms such as ours which include these services in their dedicated transformation offers. Developing professionals capable of taking on business challenges while mastering IT

project management methods is a difficult but crucial exercise and the market is very heterogeneous on this subject. Above all, unfortunately, he has a tendency to structure these services towards positioning of pure assistance (as its name indicates it is true) in “management” mode for trades, without the ability to go back to the issues or to include the needs in a dynamic of business transformation, and sometimes also without real capacity to challenge the solutions of the project management because of their positioning. “Pure” AMOA type contracts therefore prove to be useful for securing the execution of projects with external skills,

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