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How to Guide for Cloud Processing and Outsourcing - 2018 Edition

  • ID: 4701512
  • Report
  • November 2018
  • Region: Global
  • 126 pages
  • Janco Associates, Inc
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Cloud Processing has Turned the Tables on Outsourcing - CIOs Now Have More Issues to Address, Choices to Make, and Strategies to Address

ISO Compliant - Including ISO 31000 Includes 3 job descriptions

The How to Guide for Cloud Processing and Outsourcing is provided in MS WORD and Adobe Reader PDF format. It is can be used in whole or in part to plan for, negotiate, and manage the cloud outsourcing process. Included are job descriptions for Manager Cloud applications, Cloud Computing Architect, and Digital Brand Manager, a sample contract, service level agreement, ISO 27001 - 27002 - 27031 security audit checklist, Business and IT Impact Questionnaire and much more.

"How to Guide for Cloud Processing and Outsourcing provides EVERYTHING that is needed to select a vendor, enter into an agreement, and manage the relationship," says a CIO of a Fortune 100 company.

The need to lower cost, increase efficiency and conserve cash has increased the motivation of companies to turn to Cloud Computing and increased the appeal of alternative delivery models. The disruptive shifts in new demand and supply patterns drives changes for how IT services are bought and from whom. Cloud computing requirements need to be well defined.

As interest in cloud computing continues to gain momentum,there is increasing confusion about what cloud computing represents. Without a common, defined vocabulary and a standardized frame of reference, organizations cannot have a cogent discussion about cloud computing. The practical guide for cloud computing outsourcing addresses this challenge by providing a context for productive discussion and a structure for planning, both short- and long-term, for a successful implementation.

With the growth of cloud computing and software-as-a-service initiatives--there is a disturbing trend of some enterprises trusting performance monitoring to the vendors. In addition, Cloud processing is impacting many if not most outsourcing decisions. It enables CIO and IT professionals to access services and technologies on an incremental, pay-as-you-go basis at the moment it is needed, eliminating the need to sign one or two-year contracts.

Nearly six of 10 enterprises outsource some critical function--management, engineering, or development; almost one-fourth keep executive and management functions in-house but look to outsource everything else. As companies rely more on outsiders, a lack of oversight, management, and even monitoring can have catastrophic consequences.

The How to Guide includes -- Sample Cloud Outsourcing Contract along with a Service Level Agreement and other tools to facilitate the cloud  outsourcing process. In addition it includes Janco's exclusive Business and IT Impact Questionnaire.

The How to Guide for Cloud Processing and Outsourcing contains over 115 packed pages and includes everything needed to plan for, negotiate, and manage the cloud and outsourcing processes.

The electronic document includes:

  • Cloud Outsourcing Management Standard Overview of outsourcing, Service Level Agreements and responsibilities
  • Cloud Outsourcing Policy Standard Policy that can be used to determine when outsourcing is an option
  • Cloud Outsourcing Approval Standard Process which can be used in approving an outsourcing agreement. Includes a process flow chart on steps to a successful outsourcing agreement
  • Sample Service Level Agreement Includes several sample service level agreements
  • Service Level Agreement Metrics Definition of over 150 metrics presented in 18 tables that can be used to manage an outsourcing vendor
  • Outline for Contract Negotiation  Over 17 pages which issues to be addressed including service to be provided, service level requirements, term of the agreement, enterprise's facilities, enterprise's equipment (owned/leased), intellectual property, third party service providers, IT application project (current / future), responsibilities, training and conversion to mention a few
  • Base Case Development Detail listing of factors to include
  • Mutual Non-Disclosure Template that can be used to create an enterprise's own document for use with outsourcing vendors.
  • Job Descriptions for:
    • Manager Cloud Applications
    • Cloud Computing Architect
    • Digital Brand Manager
  • Business & IT Impact Questionnaire - Inventory and assess all application - addresses Sarbanes-Oxley Compliance issues.
  • ISO 27001 & 27002 Security Process Audit Checklist
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How to Guide for Cloud Processing and Outsourcing
License for This Document
Limitations
Cloud and Outsourcing Management Standard
Service Level Agreements (SLA)
Problem Responsibility
Cloud Processing and Outsourcing Policy Standard
ISO 31000 Compliance – Risk Management
Cloud Processing and Outsourcing Approval Standard
Steps to implement Software as a Service (SaaS) via the Cloud
Cloud Outsource Service Provider Level Agreements and Metrics
SLA and Metrics Reporting
Finding and Selecting a Cloud Outsource Vendor
Outline for RFP and Negotiation of Contract Terms

Appendix
Mutual Non-Disclosure Agreement
Base Case Development
Sample Service Level Agreement
Sample Metrics for Service Level Agreements
Business and IT Impact Analysis Questionnaire
ISO - Security Process Audit Checklist
Cloud/Outsourcing Security Checklist Looking Ahead
Detail Job Descriptions Manager of Cloud Applications, Cloud Computing Architect, and Digital Brand Manger
Cloud and Outsourcing Forms
Outsourcing Security Compliance Aggreement Form and Outsourcing and Cloud Securty Compliance Aggreement Form

What’s new

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When CEOs and executive management broach the subject of cloud outsourcing, CIOs need to avoid making critical decisions in a state of crisis or panic. Decisions made in haste can be simplistic and may adversely impact the ability to deliver real business advantage.

  • CIOs should start their cloud outsourcing endeavor by building a solid sourcing strategy that focuses on creating short and long term value. This strategy should be aligned with the organization's management maturity and include business value scenarios, open options and a road map of value creation with a time line of expected results.
  • CIOs must take a long-term view of the developing global presence of countries that can provide high-quality resources at the right price point. If your geographic presence is diverse, seek providers that are not exclusively focused on single country, so that you can mitigate risks (such as geopolitical instability) and also take advantage of the benefits of alternative countries, which may offer opportunities close to your own growth markets.
  • CIOs should actively monitor the market to determine the best combination of software and IT services and service provider options to meet their requirements and specify their appetite for risk.
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