IS Management, IT Governance

IS Management, IT Governance Orsys, with 30 years of experience, is providing high quality, independant State of the Art seminars and hands-on courses...
Author: Vivien Henry
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IS Management, IT Governance Orsys, with 30 years of experience, is providing high quality, independant State of the Art seminars and hands-on courses corresponding to the needs of IT professionals. Orsys proposes a set of courses on the most important topics in IT technologies and management.

Gouvernance SI, stratégie IT Governance

(réf. GOU) Best

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The digital company, challenges and opportunities

(réf. TUN) Best

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Pilotage de la DSI ITIL®, COBIT, CMMI: Essential Concepts

(réf. ICM) Best

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L'offre de services de la DSI ITIL® Foundation v3

(réf. ITP) Best

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Portfolio, Programme and Project Office MSP®, Foundation, certification

(réf. MSF)

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P3O®, Foundation, certification

(réf. PTO)

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P3O®, Practitioner, certification

(réf. PRA)

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EXIN Certification

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(réf. CTP) Best

CGEIT®, IT governance, certification preparation Project Management overview Multiprojects Management

(réf. MAP) Best

(réf. GMP)

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.... p.18

Sourcing Gouvernance, Foundation, certification Enterprise Architecture

(réf. CGT)

(réf. RBA) Best

(réf. SOG)

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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

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Seminar , 3 day(s) Ref : GOU

Participants This seminar is aimed at IT managers, IS managers, and, more generally, at the decision-makers in charge of information systems and the way the company organization.

Pre-requisites Knowledge about DSI's role. Experience required in Information System management.

Next sessions Brussels oct 25 2016

Geneve dec. 12 2016

Luxembourg dec. 12 2016

IT Governance strategies, resources, dashboards, best practices Best > IS Management > IT Governance

OBJECTIVES The Information Systems Department is often seen as a world apart, in which the rules of governance common to the other departments in the company do not apply. This seminar explains the best organizational practices to have in order for the Information Systems Department to fully demonstrate its contribution to the company'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) Introduction 2) The IS Department's place in the company

3) Implementing governance 4) 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 evil or 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 activity models: 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 and operating departments. Mechanisms and bodies for making decisions and assuming control. - The IS Department's internal organization. A centralized, decentralized or federated model. The advantages and disadvantages of the different models. Finding the right balance: the functions to be centralized and those 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 and design 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 for an original, integrated approach combining the two previous approaches. - Free software. Overview of the current offering related to the different IS layers. "Free" versus "free of charge." The real level of savings. The issues and the risks. Free-software-service companies. A strategy for free software. - Integrating systems. UML. Principles of integration by HMI, by processes, by data. Overview of the available solutions. Limits of the EAI concept. Special features of the EAI project. SOA architectures: principles and limitations. SAN architectures. The portfolio of projects - Managing a portfolio of projects. Project inventory. Presentation of the process. Metrics for analyzing and qualifying 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 for properly 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. Advantages and 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 "tunnel effect." Allowing for an early end to the project. The scalability curve: theory and practice. Identifying the warning signs of drift. Human capital management - The IT staff. Measuring the efficiency of teams: productivity metrics. Monitoring staff workload. Optimizing the assignment of people to projects. 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

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- Skills management. Defining a skills repository and job sheets. Carrying out forward-looking skills management. The probable changing nature of IT Department jobs: rising, falling, transforming. - Purchasing intellectual services. Creating and sustaining a panel of suppliers. Choosing the most suitable service 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 for outsourcing. Risks and problems with outsourcing. Models of co-operation between the customer and the service provider: TMA, ASP, outsourcing, and joint venture. Conducting the outsourcing process. The key success 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. The standard 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 (Activity Based 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 a calculation 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. Operating expenses versus investments. Budget monitoring and analyzing differences. Redefinition during the financial year. Towards the end of the yearly budget cycle? - In-house billing for the IS Department's services. Constructing the IS Department's catalogue of products and services. Cost mechanisms and standard costs. Billing and price mechanisms. Advantages and disadvantages 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-quality dashboards. 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 and improving 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 external benchmarking procedure. Application case study.

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

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Seminar , 2 day(s) Ref : TUN

Participants Purchasing managers, budget and finance directors, project managers and business leaders engaged in digital transition projects.

Pre-requisites No particular knowledge.

Next sessions

The digital company, challenges and opportunities Best > IS Management > IT Governance

Costs are one of the key obstacles to digital transitions at companies. It's still important to know how to accurately estimate them. This course will help you understand the impact of the digital transformation from an economic perspective, calculate its cost, and identify potential gains. OBJECTIVES Understand from a macroeconomic viewpoint the impact of a digital transition at a company Measure the company's technical, structural and organizational changes Estimate and calculate the financial costs of those transitions. Determine the corresponding potential for gains Anticipate structural changes to the corresponding budgets

Brussels sep. 22 2016, nov. 17 2016

Geneve sep. 22 2016, nov. 17 2016

1) The digital transformation of processes 2) New forms of relationships with partners

3) Technical optimization of infrastructure 4) Financial management of transitions

Luxembourg sep. 22 2016, nov. 17 2016

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.

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

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Seminar , 2 day(s) Ref : ICM

Participants This seminar is for anyone who must play a role in defining or managing computing services: CIOs, auditors, IT department heads, project owners, lead contractors.

Pre-requisites No particular knowledge.

ITIL®, COBIT, CMMI: Essential Concepts Best > IS Management > IT Governance

To cover the issue of governing their IS, companies have decided to adopt and ensure the compatibility of various standards of best practices, COBIT®, CMMi, and ITIL®. This seminar describes the field of application of these standards, their differences, and their complementary features. OBJECTIVES Identify how COBIT® can help with IS governance Identify how ITIL® can help with IS governance Identify how CMMI® can help with IS governance Connect the COBIT®, ITIL® and CMMI standards 1) Introduction 2) IS governance under COBIT 3) What ITIL® contributes to information system governance 4) What CMMi contributes to information system governance

5) Study of five points of interface. 6) Complementary standards and practices 7) 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. Workshop A case study and solutions will be offered in order to harmonize the processes, and consequently the behaviors 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.

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

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7) Conclusion - Self-evaluations and identification of an initial action plan.

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

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Synthesis Course , 2 day(s) Ref : ITP

Participants This seminar is aimed at anyone in charge of Information Technology management and/or in charge of definition or management of IT Services. These individuals include CIOs as well as managers of: Information System Departments, Client Relations, Call Centers, Network Systems, and Applications.

Pre-requisites Knowledge in Information System management.

ITIL® Foundation v3 Best > IS Management > IT Governance

OBJECTIVES The purpose of this seminar is to give an overview of ITIL that can enable you to learn, understand and use the best practices promoted in ITIL and thus establish the baseline from which you can improve the management of your organization. In particular, you will discover its language and processes. This seminar will also provide an opportunity to think about professionalism in the context of Information and Communication Technology. The instructor illustrates the points presented in this course with many examples taken from real projects. 1) General presentation of ITIL and of Service Management 2) Service Strategy 3) Service Design 4) Service Transition 5) Service Operation

6) Continuous Service Improvement 7) ITIL Use and Implementation Plan 8) Conclusion: certification and self-assessment 9) Preparation

Next sessions Brussels sep. 21 2016, dec. 7 2016

Geneve sep. 21 2016, dec. 7 2016

Luxembourg sep. 21 2016, dec. 7 2016

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 for developing ITIL processes and restructuring Service Desk activity. - An exercise based on a concrete case will allow participants to confirm and consolidate their understanding of 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. Workshop During this seminar participants will use a self-assessment questionnaire allowing them to evaluate the functioning of their own organization with regard to ITIL best practices. With the instructor's help, they will 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

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think 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 Department concerned about ITL best practices? How to draw up an SLA? Which indicators must be implemented to monitor SLAs? Etc.

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

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

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

MSP®, Foundation, certification

Participants

This course covers the basics and main principles of the MSP® methodology for managing successful programs. MSP® is an internationally recognized methodology. The MSP® 2011 Foundation course is the entry level certification course for Best Practices training in MSP.

Program managers, Program Executives and sponsors Any member of a Program or project management team.

Pre-requisites There are no pre-requisites for this course, although a basic knowledge of Service Management concepts will be helpful.

> IS Management > IT Governance

OBJECTIVES To be able to understand and apply the main principles of MSP® To learn how to manage programs according to the MSP® methodology To distinguish the different MSP® flows To Prepare to take the MSP® Foundation Certification exam 1) Overview, principles and governance themes 2) Programme design

3) Refine program design 4) Implement the programme

Certification This course is followed by an 1 hour certification exam. Exam format : 75 multiple choice questions, 5 questions to be trial and not counted in scores, 35 marks required to pass (out of 70 available) - 50%, 60 minutes duration, closed book.

1) Overview, principles and governance themes - Definitions of programme, project and programme management. Characteristics of programmes. - Three core concepts of MSP (principles, governance themes and transformational flow). - Three critical organizational elements aligned by programme management. - Three types of programme (vision-led, emergent and compliance). - Seven principles that improve the probability of a programme achieving its objectives. - Nine governance themes. - Governance areas of focus of: SRO, Programme manager, BCM(s), Programme office.

2) Programme design - Organization and programme office. - Defined roles: Sponsoring Group, SRO, Programme Board, Programme Manager, BCM, Business Change Team, Programme Office. - The purpose of a vision and a vision statement. Characteristics of a good vision statement. - Definition of stakeholder. Roles and responsibilities. Management and leadership.

3) Refine program design - Blueprint design and delivery. Definition of each of element of the ‘POTI’ model. - The purpose and type of contents of a business case. - Planning and control. Definition of a resource. - Risk and issue management. Definition of: Risk, Issue, Configuration item. - Quality and assurance management. Assurance management principles.

4) Implement the programme - Benefits management. Four critical validation tests of a benefit (DOAM). - How benefits are best described using change terms. - Characteristics of KPIs and benefits measures. - Three types of dependencies that must be managed during a programme. - Delivering the Capability. - Determine activities and roles involved in the execution of tasks undertaken. - Closing a Programme.

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

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

Participants Any member of an Portfolio, Programme and Project management Team, Support teams and offices and members of a Portfolio center of excellence.

Pre-requisites There are no pre-requisites for this course, although a basic knowledge of PRINCE2® and/ or MSP® are helpful.

P3O®, Foundation, certification Portfolio, Programme and Project Office > IS Management > IT Governance

P3O® is a model for the implementation and management of a "project office" or PMO. This course will introduce you to the tools and techniques as well as associated implementation approach. It will allow you to obtain Foundation P3O® certification. OBJECTIVES Ensure consistent delivery of projects and programmes and meet business objectives through effect use of resources Develop capability, capacity and risk models to suit the organizational maturity culture Help identify potential opportunities to be realized, exploited or enhanced as part of risk analysis Improve 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 techniques 6) P3O® implementation 7) Exam

Certification This course includes a 60 min certification exam. Multiple choice, 75 questions per paper, 5 questions to be trial 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. Echanges Exchanges 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®. Exemple Examples 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. Exercise Choose 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 collective On 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 study Choosing appropriate tools.

6) P3O® implementation - Define the vision. Identify stakeholders. - Define the Blueprint: processes, organization decisions, tools, information flows. 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

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- Manage risks. The "temporary office" lifecycle. Réflexion collective Define the content of the Blueprint.

7) Exam - Summary of important points. Exam preparation. Questions. Exam P3O® Foundation exam.

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

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

Participants Be certified P3O® Foundation.

Pre-requisites Manager of project and program, PMO, Senior manager, every stakeholder involved in portfolio, program or project management.

P3O®, Practitioner, certification Portfolio, Programme and Project Office > IS Management > IT Governance

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 organization Plan the implementation of P3O® within an organization Use the right tools and techniques to help the implementation of P30® Pass P3O® Practitioner certification exam 1) Introduction to P3O® Practitioner 2) The implementation of the P3O® model

3) Tools and Techniques 4) 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. Echanges Exchanges and feedback on the managing of a portfolio, programs and projects in various types of organization.

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. Exercise Exam 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 of P3O®. Exercise Exam preparation exercises. Commented correction. Practical advice.

4) Exam - Revision. - Final exam.

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

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

Pre-requisites To have attended the ITIL Foundation v3 seminar.

EXIN Certification Best > IS Management > IT Governance

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

Next sessions Brussels

1) Preparation

sep. 23 2016, dec. 9 2016

Geneve sep. 23 2016, dec. 9 2016

Luxembourg sep. 23 2016, dec. 9 2016

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

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

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

CGEIT®, IT governance, certification preparation

Participants

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

Nominees for CGEIT exam, anyone who wants to improve his knowledge in IT governance.

Pre-requisites Participants should have a basic knowledge of the areas that will be addressed. The course provides intensive preparation for the certification exam. English required.

> IS Management > IT Governance

OBJECTIVES Apply best practices in IT governance Understanding the tools and concepts of strategic management in the IT governance Use best practices to control the value of IT for the organization Use risk management and optimization methods of IT governance Optimize resources to ensure they will be used as a key support for IT governance Entrez ici un objectif pédagogique 1) Certified in the Governance of Enterprise IT introduction 2) Understanding the context and associated standards 3) Domain 1: Governance of IT referential 4) Domain 2: Strategic Management

5) Domain 3: benefit of risk optimization 6) Domain 4: risk optimization 7) Domain 5 : optimizing resources 8) 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 of the 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. Exercise IT 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. Exercise IT 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. Exercise Exercise 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

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

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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. Exercise Exercise 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.

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

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Seminar , 3 day(s) Ref : MAP

Participants This seminar is aimed at junior project leaders who wish to learn more about all the aspects of their job and increase their level of performance.

Project Management overview Best > IS Management > IT Governance

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 actually employed. Based on recognized good practices, it proposes effective responses to the main requirements of projects (controlling costs, time scales and quality) and positions the project leader's role in the company.

Pre-requisites Knowledge in computing.

Next sessions Brussels dec. 5 2016

Geneve dec. 5 2016

Luxembourg dec. 5 2016

1) IT projects 2) Leading an IT project 3) The key points for leading an IT project 4) Basic management techniques

5) Managing sub-contracting 6) The project leader, project manager 7) Managing projects in the company

Presenter Daniel MAHE Project manager and consultant, he has developed and led software developments in the research and industrial sectors before directing large IS management and out-sourcing projects. He is especially interested in risk management techniques, and has assisted large ISDs in changing their project management procedures 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 decisionmaking. - 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.

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

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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 Project investments. COBIT rules.

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

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

Multiprojects Management

Participants

OBJECTIVES

Project leaders, persons in charge for services having to carry out several projects, people implied in the support or the control of several projects (Steering committees), persons in charge or members of Project Management Office.

Pre-requisites Goods Knowledges in project management. Experience required in company's projects.

> IS Management > IT Governance

When in a firm the projects and actors are numerous, it becomes imperative to set up a specific and clear project management. This course addresses this topic and shows how to plan, to establish the roles and the responsibilities for each project, and how to arbitrate and communicate. At the end, you will be autonomous in multi-project management. 1) Introduction 2) Aligning strategy, economy and projects 3) Standardising methods 4) Defining the roles, organising the teams 5) Project Management Office (PMO) 6) Establishing a Schedule Baseline 7) Setting up the Budgets, the Resources

Next sessions

1) Introduction

Brussels

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

oct 10 2016, dec. 19 2016

Geneve oct 10 2016, dec. 19 2016

Luxembourg oct 10 2016, dec. 19 2016

8) Monitoring the projects work progress, schedule change 9) Behaviours in a team 10) Deciding in Multi-projects environment 11) Being productive in Multi-projects 12) Communicating in multi-projects 13) Multi-projects Dashboard

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.

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

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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 and to exempt a rich teaching through an enterprise game. The workshop proposes a simulation of a company organised by projects. Three teams symbolizing the departments of a company must each one carry out some concrete tasks representing the projects. Each participant is, in turn, pilot of a wallet of projects and is charged, with his team to take into account a framework of constraints (objectives, means, time...), to steer the projects of its department. Meetings of projects team and the steering committee allows coordinating actions 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: these exercises make it possible to be on a behaviours scale, values or psychological typology. - Case studies: they describe a real context which it is necessary to analyse in order to propose adapted solutions. - Problems solving: this analysis, carried out in group, makes it possible to qualify the problems and to implement a cause / effect study.

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

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

Sourcing Gouvernance, Foundation, certification

Participants

OBJECTIVES

Professionals at both clients and providers in the IT industry who have little experience in outsourcing and who want to get a kick-start on this topic.

Pre-requisites None.

> IS Management > IT Governance

The Sourcing Governance Foundation course is designed to provide basic knowledge of what the main concepts of Outsourcing and Demand Supply Governance are and how they can be applied. Successful candidates will be prepared to take the exam. 1) Introduction to outsourcing 2) Prepare outsourcing 3) Supplier selection and due dilligence 4) Financial management of outsourcing

5) Contract and negociation 6) Managing the transition to outsourcing 7) Framework for Governance of Outsourcing 8) Organization of outsourcing

Pedagogic Methods An interactive approach is used combining lecture, discussion and real life examples to prepare participants for 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 collective Current 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 study Comparing 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. Exercise Supplier 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. Exercise Creating 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.

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

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- 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. Exam Revision. Final exam.

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

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Seminar , 3 day(s) Ref : RBA

Participants This seminar is for all information-systems managers who are seeking to concretely understand information-systems architecture.

Pre-requisites Basic knowledge of the IS Components.

Next sessions

Enterprise Architecture Best > IS Management > IT Governance

OBJECTIVES The evolution of information technology and the rapid development of Web-based services have given rise to new approaches that allow for the introduction of architecture that is more adaptable, upgradable and likely to satisfy a company's need for flexibility. What are the efficient approaches to software architecture? How can we manage the complexity of the existing software assets? How can we take advantage of what the new concepts in service-architecture have to offer? These are the stakes of IS architecture. 1) Enterprise Architecture Issues 2) General presentation of generic models and general approaches 3) Modeling and mapping

4) The four layers of the IS 5) Modeling tools 6) The Enterprise-Architecture Project

Brussels nov. 28 2016

Geneve nov. 28 2016

Luxembourg nov. 28 2016

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 of service 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 IS layers; 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, respective contributions 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 a global graphical representation; some best practices for successful IS mapping. - The City Planning Metaphor: the metaphor's origin and stakes; applying Comprehensive Development Area Map 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 modeling and 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 and contribution 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 the profession 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. 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

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- Objectives, deliverables, organizing the teams, role distribution, steps. - Risk management and key success factors.

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

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