{"id":2440,"date":"2012-12-14T14:37:32","date_gmt":"2012-12-14T13:37:32","guid":{"rendered":"http:\/\/www.solucominsight.fr\/?p=2440"},"modified":"2015-08-17T10:43:26","modified_gmt":"2015-08-17T09:43:26","slug":"pourquoi-et-comment-renegocier-ses-contrats-dinfogerance","status":"publish","type":"post","link":"https:\/\/www.riskinsight-wavestone.com\/en\/2012\/12\/pourquoi-et-comment-renegocier-ses-contrats-dinfogerance\/","title":{"rendered":"Pourquoi et comment ren\u00e9gocier ses contrats d&#8217;infog\u00e9rance ?"},"content":{"rendered":"<p>Afin de renforcer la comp\u00e9titivit\u00e9 des services IT qu\u2019elles d\u00e9livrent, les DSI r\u00e9\u00e9valuent constamment leurs contrats d\u2019infog\u00e9rance. En effet, la bonne gestion de ces contrats donne aux DSI la marge de man\u0153uvre n\u00e9cessaire pour faire \u00e9voluer les co\u00fbts et la qualit\u00e9 des services IT, en leur permettant d\u2019asseoir leur position au sein de l\u2019entreprise dans un contexte march\u00e9 particuli\u00e8rement concurrentiel.<\/p>\n<p>Cependant, les principes de la ren\u00e9gociation des contrats d\u2019infog\u00e9rance sont contradictoires, car la DSI cherche constamment \u00e0 innover et augmenter sa qualit\u00e9 de service, tout en diminuant le co\u00fbt et les moyens techniques \u00e0 mettre en \u0153uvre. Une bonne connaissance des leviers d\u2019action et de leurs limites est donc n\u00e9cessaire pour que la n\u00e9gociation reste r\u00e9aliste et puisse aboutir.<\/p>\n<h2>\u00a0Un objectif de r\u00e9duction des co\u00fbts\u2026<\/h2>\n<p>Le premier objectif \u00e9voqu\u00e9 lors de la plupart des ren\u00e9gociations de contrats d\u2019infog\u00e9rance est la baisse des co\u00fbts.<\/p>\n<h4>Trois leviers de ren\u00e9gociations financi\u00e8res<\/h4>\n<ul>\n<li><strong>De productivit\u00e9<\/strong>\u00a0: la n\u00e9gociation peut s\u2019appuyer sur la connaissance du contexte et l\u2019industrialisation des processus par l\u2019infog\u00e9rant historique pour esp\u00e9rer des gains de productivit\u00e9, et ce quitte \u00e0 pr\u00e9voir des projets de transformation permettant des gains de productivit\u00e9 partag\u00e9s entre la DSI et l\u2019infog\u00e9rant\u00a0;<\/li>\n<li><strong>Strat\u00e9giques<\/strong>: d\u00e9localisation de toute ou partie des activit\u00e9s de l\u2019infog\u00e9rant (hors site, nearshore, offshore)\u00a0;<\/li>\n<li><strong>Techniques<\/strong>: adaptation des ressources techniques pour mieux correspondre aux besoins et \u00e9viter la surqualit\u00e9 (capacit\u00e9, performance), renouvellement des solutions techniques pour gagner en efficacit\u00e9 financi\u00e8re.<\/li>\n<\/ul>\n<h4>\u00a0Une ren\u00e9gociation financi\u00e8re non ma\u00eetris\u00e9e peut cependant pr\u00e9senter certains risques :<\/h4>\n<ul>\n<li>\u00a0<strong>La limite de l\u2019efficacit\u00e9 humaine <\/strong>: rechercher toujours plus de productivit\u00e9 doit se faire dans la limite de l\u2019impact de la baisse des co\u00fbts des unit\u00e9s d\u2019\u0153uvre associ\u00e9es sur la qualit\u00e9 du service d\u00e9livr\u00e9\u00a0;<\/li>\n<li><strong>La baisse de qualit\u00e9 de service <\/strong>: d\u00e9localiser toute ou partie de l\u2019activit\u00e9 de l\u2019infog\u00e9rant (offshore) semble \u00eatre un levier efficace et simple pour abaisser drastiquement les co\u00fbts de la DSI. Dans la pratique, le bas co\u00fbt des ressources offshore est rapidement compens\u00e9 par les effectifs suppl\u00e9mentaires \u00e0 mettre en place pour piloter les \u00e9quipes et garantir la qualit\u00e9 de la prestation\u00a0;<\/li>\n<li><strong>La difficult\u00e9 d\u2019anticipation <\/strong>: l\u2019optimisation des co\u00fbts des infrastructures et ressources techniques doit tenir compte du niveau de qualit\u00e9 de service exig\u00e9, des SLA (<em>service level agreements<\/em>) contract\u00e9es, ainsi que du <em>capacity planning<\/em> et des urgences \u00e9ventuelles. Ajuster ces ressources au plus juste sans anticipation pourrait amener la DSI \u00e0 investir plus lourdement dans le futur.<\/li>\n<\/ul>\n<h2>\u00a0\u2026mais aussi d\u2019\u2019am\u00e9lioration de la qualit\u00e9 des services IT<\/h2>\n<p>Si la DSI ne doit pas faire dans la surqualit\u00e9, ses services se doivent avant tout d\u2019\u00eatre fiables et de respecter les SLA. La ren\u00e9gociation d\u2019un contrat d\u2019infog\u00e9rance peut donc \u00eatre dirig\u00e9e par une volont\u00e9 d\u2019am\u00e9lioration de la qualit\u00e9 des services IT.<\/p>\n<h4>La ren\u00e9gociation du contrat d\u2019infog\u00e9rance peut alors se baser sur des termes :<\/h4>\n<ul>\n<li><strong>Organisationnels : <\/strong>adaptation des \u00e9quipes IT aux changements d\u2019organisation des m\u00e9tiers\u00a0; mise en place d\u2019interlocuteurs sp\u00e9cifiques afin de simplifier et s\u00e9curiser les relations avec les correspondants m\u00e9tier ; revue des engagements de service internes et externes \u00e0 la DSI, etc.\u00a0;<\/li>\n<li><strong>Techniques : <\/strong>la n\u00e9gociation peut int\u00e9grer des projets de transformation techniques permettant d\u2019am\u00e9liorer la qualit\u00e9 des services \u00e0 co\u00fbts partag\u00e9s entre la DSI et l\u2019infog\u00e9rant.<\/li>\n<\/ul>\n<h4>\u00a0La recherche de la qualit\u00e9 g\u00e9n\u00e8re n\u00e9anmoins quelques difficult\u00e9s pour la DSI :<\/h4>\n<p><strong>En effet, la surqualit\u00e9 est \u00e0 proscrire.\u00a0<\/strong>Le d\u00e9fi est de d\u00e9livrer les niveaux de ressources et de qualit\u00e9 de service les plus en ligne possible avec les objectifs des m\u00e9tiers, tout en garantissant une \u00e9volutivit\u00e9 des services et des ressources.<\/p>\n<h2>L\u2019infog\u00e9rance: une d\u00e9l\u00e9gation \u00e0 construire en continu par la DSI<\/h2>\n<p>L\u2019\u00e9volution des contrats d\u2019infog\u00e9rance est constante. Qu\u2019elle soit provoqu\u00e9e par des opportunit\u00e9s technologiques ou financi\u00e8res, des obsolescences ou des r\u00e9organisations, elle ne doit pas d\u00e9tourner la DSI de son objectif premier\u00a0qui est la comp\u00e9titivit\u00e9, mais au contraire faire office de facilitateur dans une d\u00e9marche strat\u00e9gique et ma\u00eetris\u00e9e de son organisation. Le recours \u00e0 l\u2019infog\u00e9rance n\u2019est en aucun cas pour la DSI une mani\u00e8re de se d\u00e9lester d\u2019une partie de ses activit\u00e9s, ni de ses responsabilit\u00e9s.<\/p>\n<p>Le contrat doit donc \u00eatre assez flexible pour ne pas avoir \u00e0 le ren\u00e9gocier r\u00e9guli\u00e8rement, notamment gr\u00e2ce \u00e0\u00a0des gammes de services modulables et un mod\u00e8le de facturation autorisant des \u00e9volutions de p\u00e9rim\u00e8tre. Mais cette flexibilit\u00e9 a des limites et pour les att\u00e9nuer, les DSI doivent\u00a0concevoir la gouvernance des contrats de mani\u00e8re \u00e0 laisser de la place \u00e0 la n\u00e9gociation.<\/p>\n<p>Les facteurs cl\u00e9s de succ\u00e8s de ces n\u00e9gociations seront\u00a0donc premi\u00e8rement de conna\u00eetre le terrain, et donc de disposer d\u2019indicateurs permettant un comptage rigoureux des \u00e9l\u00e9ments dimensionnants\u00a0; deuxi\u00e8mement d\u2019identifier clairement les objectifs, les sources de gains, les quantifier et s\u2019assurer qu\u2019ils resteront mesurables \u00e0 iso-volume tout au long du processus de ren\u00e9gociation\u00a0; et enfin la signature du nouveau contrat ne doit se faire qu\u2019en pleine connaissance des gains attendus, mais aussi des nouvelles obligations de chaque partie, afin d\u2019atteindre une situation gagnant-gagnant entre la DSI et l\u2019infog\u00e9rant.<\/p>\n<p>[Article r\u00e9dig\u00e9 en collaboration avec Jean-Charles Prabonneau, Consultant]<\/p>\n","protected":false},"excerpt":{"rendered":"<p>Afin de renforcer la comp\u00e9titivit\u00e9 des services IT qu\u2019elles d\u00e9livrent, les DSI r\u00e9\u00e9valuent constamment leurs contrats d\u2019infog\u00e9rance. En effet, la bonne gestion de ces contrats donne aux DSI la marge de man\u0153uvre n\u00e9cessaire pour faire \u00e9voluer les co\u00fbts et la&#8230;<\/p>\n","protected":false},"author":33,"featured_media":2442,"comment_status":"closed","ping_status":"closed","sticky":false,"template":"page-templates\/tmpl-one.php","format":"standard","meta":{"_acf_changed":false,"footnotes":""},"categories":[35],"tags":[51,702,698,699,701,700,543,100],"coauthors":[806],"class_list":["post-2440","post","type-post","status-publish","format-standard","has-post-thumbnail","hentry","category-strategie-projets-it","tag-dsi","tag-hebergement","tag-infogerant","tag-negociations","tag-offshore","tag-prestataires-de-service","tag-reduction-des-couts","tag-sourcing"],"acf":[],"yoast_head":"<!-- This site is optimized with the Yoast SEO plugin v27.0 - https:\/\/yoast.com\/product\/yoast-seo-wordpress\/ -->\n<title>Pourquoi et comment ren\u00e9gocier ses contrats d&#039;infog\u00e9rance ?<\/title>\n<meta name=\"description\" content=\"Afin de renforcer la comp\u00e9titivit\u00e9 des services IT qu\u2019elles d\u00e9livrent, les DSI r\u00e9\u00e9valuent constamment leurs contrats d\u2019infog\u00e9rance. En effet, la bonne gestion de ces contrats donne aux DSI la marge de man\u0153uvre n\u00e9cessaire pour faire \u00e9voluer les co\u00fbts et la qualit\u00e9 des services IT, en leur permettant d\u2019asseoir leur position au sein de l\u2019entreprise dans un contexte march\u00e9 particuli\u00e8rement concurrentiel.\" \/>\n<meta name=\"robots\" content=\"index, follow, max-snippet:-1, max-image-preview:large, max-video-preview:-1\" \/>\n<link rel=\"canonical\" href=\"https:\/\/www.riskinsight-wavestone.com\/2012\/12\/pourquoi-et-comment-renegocier-ses-contrats-dinfogerance\/\" \/>\n<meta property=\"og:locale\" content=\"en_US\" \/>\n<meta property=\"og:type\" content=\"article\" \/>\n<meta property=\"og:title\" content=\"Pourquoi et comment ren\u00e9gocier ses contrats d&#039;infog\u00e9rance ?\" \/>\n<meta property=\"og:description\" content=\"Afin de renforcer la comp\u00e9titivit\u00e9 des services IT qu\u2019elles d\u00e9livrent, les DSI r\u00e9\u00e9valuent constamment leurs contrats d\u2019infog\u00e9rance. En effet, la bonne gestion de ces contrats donne aux DSI la marge de man\u0153uvre n\u00e9cessaire pour faire \u00e9voluer les co\u00fbts et la qualit\u00e9 des services IT, en leur permettant d\u2019asseoir leur position au sein de l\u2019entreprise dans un contexte march\u00e9 particuli\u00e8rement concurrentiel.\" \/>\n<meta property=\"og:url\" content=\"https:\/\/www.riskinsight-wavestone.com\/2012\/12\/pourquoi-et-comment-renegocier-ses-contrats-dinfogerance\/\" \/>\n<meta property=\"og:site_name\" content=\"RiskInsight\" \/>\n<meta property=\"article:published_time\" content=\"2012-12-14T13:37:32+00:00\" \/>\n<meta property=\"article:modified_time\" content=\"2015-08-17T09:43:26+00:00\" \/>\n<meta property=\"og:image\" content=\"https:\/\/www.riskinsight-wavestone.com\/wp-content\/uploads\/2012\/10\/Fotolia_11274436_XS.jpg\" \/>\n\t<meta property=\"og:image:width\" content=\"447\" \/>\n\t<meta property=\"og:image:height\" content=\"268\" \/>\n\t<meta property=\"og:image:type\" content=\"image\/jpeg\" \/>\n<meta name=\"author\" content=\"Francois Delourme\" \/>\n<meta name=\"twitter:label1\" content=\"Written by\" \/>\n\t<meta name=\"twitter:data1\" content=\"Francois Delourme\" \/>\n\t<meta name=\"twitter:label2\" content=\"Est. reading time\" \/>\n\t<meta name=\"twitter:data2\" content=\"5 minutes\" \/>\n<script type=\"application\/ld+json\" class=\"yoast-schema-graph\">{\"@context\":\"https:\/\/schema.org\",\"@graph\":[{\"@type\":\"Article\",\"@id\":\"https:\/\/www.riskinsight-wavestone.com\/2012\/12\/pourquoi-et-comment-renegocier-ses-contrats-dinfogerance\/#article\",\"isPartOf\":{\"@id\":\"https:\/\/www.riskinsight-wavestone.com\/2012\/12\/pourquoi-et-comment-renegocier-ses-contrats-dinfogerance\/\"},\"author\":{\"name\":\"Francois Delourme\",\"@id\":\"https:\/\/www.riskinsight-wavestone.com\/en\/#\/schema\/person\/408c1bc82e760b6d947d759dbe947934\"},\"headline\":\"Pourquoi et comment ren\u00e9gocier ses contrats d&#8217;infog\u00e9rance ?\",\"datePublished\":\"2012-12-14T13:37:32+00:00\",\"dateModified\":\"2015-08-17T09:43:26+00:00\",\"mainEntityOfPage\":{\"@id\":\"https:\/\/www.riskinsight-wavestone.com\/2012\/12\/pourquoi-et-comment-renegocier-ses-contrats-dinfogerance\/\"},\"wordCount\":959,\"publisher\":{\"@id\":\"https:\/\/www.riskinsight-wavestone.com\/en\/#organization\"},\"image\":{\"@id\":\"https:\/\/www.riskinsight-wavestone.com\/2012\/12\/pourquoi-et-comment-renegocier-ses-contrats-dinfogerance\/#primaryimage\"},\"thumbnailUrl\":\"https:\/\/www.riskinsight-wavestone.com\/wp-content\/uploads\/2012\/10\/Fotolia_11274436_XS.jpg\",\"keywords\":[\"DSI\",\"h\u00e9bergement\",\"infog\u00e9rant\",\"n\u00e9gociations\",\"offshore\",\"prestataires de service\",\"r\u00e9duction des co\u00fbts\",\"sourcing\"],\"articleSection\":[\"M\u00e9tiers - Strat\u00e9gie &amp; projets IT\"],\"inLanguage\":\"en-US\"},{\"@type\":\"WebPage\",\"@id\":\"https:\/\/www.riskinsight-wavestone.com\/2012\/12\/pourquoi-et-comment-renegocier-ses-contrats-dinfogerance\/\",\"url\":\"https:\/\/www.riskinsight-wavestone.com\/2012\/12\/pourquoi-et-comment-renegocier-ses-contrats-dinfogerance\/\",\"name\":\"Pourquoi et comment ren\u00e9gocier ses contrats d'infog\u00e9rance ?\",\"isPartOf\":{\"@id\":\"https:\/\/www.riskinsight-wavestone.com\/en\/#website\"},\"primaryImageOfPage\":{\"@id\":\"https:\/\/www.riskinsight-wavestone.com\/2012\/12\/pourquoi-et-comment-renegocier-ses-contrats-dinfogerance\/#primaryimage\"},\"image\":{\"@id\":\"https:\/\/www.riskinsight-wavestone.com\/2012\/12\/pourquoi-et-comment-renegocier-ses-contrats-dinfogerance\/#primaryimage\"},\"thumbnailUrl\":\"https:\/\/www.riskinsight-wavestone.com\/wp-content\/uploads\/2012\/10\/Fotolia_11274436_XS.jpg\",\"datePublished\":\"2012-12-14T13:37:32+00:00\",\"dateModified\":\"2015-08-17T09:43:26+00:00\",\"description\":\"Afin de renforcer la comp\u00e9titivit\u00e9 des services IT qu\u2019elles d\u00e9livrent, les DSI r\u00e9\u00e9valuent constamment leurs contrats d\u2019infog\u00e9rance. 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