{"id":2452,"date":"2012-10-24T19:52:22","date_gmt":"2012-10-24T18:52:22","guid":{"rendered":"http:\/\/www.solucominsight.fr\/?p=2452"},"modified":"2015-01-21T09:56:09","modified_gmt":"2015-01-21T08:56:09","slug":"le-secret-pour-reussir-son-plan-deconomie-it","status":"publish","type":"post","link":"https:\/\/www.riskinsight-wavestone.com\/en\/2012\/10\/le-secret-pour-reussir-son-plan-deconomie-it\/","title":{"rendered":"Le secret pour r\u00e9ussir son plan d\u2019\u00e9conomie IT"},"content":{"rendered":"

Tribune \u00e9crite en collaboration avec Latifa Bouron, consultante<\/strong><\/p>\n

Oscillant entre 1 \u00e0 plus de 10% du CA en fonction du secteur d\u2019activit\u00e9, la d\u00e9pense IT des grandes entreprises connait depuis plusieurs ann\u00e9es \u00a0une croissance quasi-continue. Pourtant, en d\u00e9pit d\u2019une\u00a0 augmentation continue des besoins, 80%([1]<\/strong><\/a>) <\/sup>de nos clients ont lanc\u00e9 ou pr\u00e9voient de lancer un plan de r\u00e9duction des co\u00fbts dans l\u2019ann\u00e9e. La ma\u00eetrise des d\u00e9penses IT devient alors la priorit\u00e9 num\u00e9ro 1 des DSI amen\u00e9es \u00e0 d\u00e9montrer la valeur apport\u00e9e par cette d\u00e9pense aux m\u00e9tiers. Face \u00e0 leurs nouveaux d\u00e9fis, quels sont les leviers de ma\u00eetrise des co\u00fbts que les DSI peuvent activer et quelle d\u00e9marche peuvent-ils adopter afin de r\u00e9aliser des gains p\u00e9rennes ?<\/em><\/p>\n

Ma\u00eetriser l\u2019assiette des d\u00e9penses, un premier pas vers la maturit\u00e9 \u00e9conomique<\/strong><\/h2>\n

La r\u00e9duction des co\u00fbts IT commence par la ma\u00eetrise de l\u2019assiette et de la r\u00e9partition des d\u00e9penses. Il s\u2019agit de mettre la r\u00e9partition du budget IT en regard de points de rep\u00e8res permettant de s\u2019assurer de sa bonne distribution. La comparaison aux ratios du march\u00e9 permet de d\u00e9tecter les postes de d\u00e9penses \u00e0 optimiser. Exemple\u00a0: la composante mat\u00e9riels et licences repr\u00e9sente, g\u00e9n\u00e9ralement, entre 30% et 40% des co\u00fbts DSI contre 60% \u00e0 70% pour les composantes \u00ab\u00a0prestations intellectuelles\u00a0\u00bb.<\/p>\n

Identifier les leviers d\u2019\u00e9conomie \u00e0 court terme, g\u00e9n\u00e9rateurs de gains stables<\/strong><\/h2>\n

Les leviers d’\u00e9conomie couvrent les quatre grands domaines d’activit\u00e9s d’une DSI : gestion de la demande, Sourcing \/ RH, gestion du patrimoine applicatif (AMS) et gestion des infrastructures (IMS). Chaque levier doit \u00eatre analys\u00e9 au regard de son assiette (montant des d\u00e9penses consid\u00e9r\u00e9es) et du potentiel de gain. L\u2019objectif \u00e9tant de s\u00e9lectionner en priorit\u00e9 des domaines \u00e0 fort enjeu et \u00e0 fort volume. L\u2019optimisation du processus de gestion de la demande m\u00e9tier peut g\u00e9n\u00e9rer 4 \u00e0 8% d\u2019\u00e9conomie sur l\u2019ensemble des d\u00e9penses IT l\u00e0 o\u00f9 l\u2019optimisation des contrats voix (fixe et mobile) et data peut g\u00e9n\u00e9rer 5 \u00e0 25% d\u2019\u00e9conomies mais sur un p\u00e9rim\u00e8tre restreint aux d\u00e9penses \u00ab\u00a0t\u00e9l\u00e9com et r\u00e9seau\u00a0\u00bb.<\/p>\n

Par ailleurs, la priorit\u00e9 doit \u00eatre donn\u00e9e aux leviers dont les fondamentaux sont d\u00e9j\u00e0 pos\u00e9s. Ce niveau de maturit\u00e9 permettra de maximiser les gains dans un temps r\u00e9duit. La g\u00e9n\u00e9ralisation de la virtualisation de serveurs permettra par exemple de d\u00e9gager plus rapidement des gains que l\u2019introduction d\u2019une nouvelle technologie de rationalisation d\u2019infrastructure non ma\u00eetris\u00e9e par la DSI.<\/p>\n

Enfin, ce plan doit inscrire dans la dur\u00e9e et les leviers s\u00e9lectionn\u00e9s doivent permettre de d\u00e9gager des gains ann\u00e9e apr\u00e8s ann\u00e9e. Il faut donc veiller \u00e0 \u00e9viter l\u2019activation de levier court-terme du type \u00ab\u00a0tour de vis budg\u00e9taire\u00a0\u00bb offrant des gains rapides mais non p\u00e9rennes.<\/p>\n

Mettre sous contr\u00f4le les gains r\u00e9alis\u00e9s<\/strong><\/h2>\n

Afin d\u2019assurer les gains escompt\u00e9s et d\u2019\u00e9viter les \u00e9cueils des gains virtuels, la r\u00e9duction des co\u00fbts IT doit \u00eatre men\u00e9e dans le cadre d\u2019un programme avec une gouvernance d\u00e9di\u00e9e. Ce programme se doit d’\u00eatre sponsoris\u00e9 \u00e0 haut niveau par le Directeur financier, pilot\u00e9 strat\u00e9giquement par le DSI et men\u00e9 op\u00e9rationnellement par une \u00e9quipe d\u00e9di\u00e9e ayant des interlocuteurs disposant de moyens et de l\u00e9gitimit\u00e9 d\u2019action. Un reporting doit permettre de tracer les gains, les actions et les acteurs associ\u00e9s.<\/p>\n

Afin d\u2019\u00eatre en mesure d’int\u00e9grer des \u00e9volutions de p\u00e9rim\u00e8tre, des r\u00e8gles claires de comptabilisation des \u00e9conomies doivent \u00eatre d\u00e9finies et partag\u00e9es. Les engagements de gains de chaque p\u00e9rim\u00e8tre sont \u00e0 traduire dans la notification budg\u00e9taire. Le non-respect des engagements de gains, souvent compens\u00e9 par des arbitrages d\u2019activit\u00e9 pour rester dans le budget, constitue un risque majeur \u00e0 tracer.<\/p>\n

Aujourd\u2019hui, le plan de r\u00e9duction des co\u00fbts est la premi\u00e8re \u00e9tape qui permet de ma\u00eetriser le pilotage \u00e9conomique de la DSI. Les DSI s\u2019engagent en effet massivement dans des initiatives de r\u00e9duction \/ ma\u00eetrise des couts IT. Ces initiatives constituent une vraie opportunit\u00e9 pour d\u00e9montrer les vertus du pilotage \u00e9conomique de la DSI. Une \u00a0bonne pratique \u00e0 ancrer dans les processus et la culture de la DSI\u00a0!<\/p>\n

\n
\n

[1]<\/a> Source : Enqu\u00eate Solucom \/ PAC \u00ab R\u00e9ussir les grands projets de transformation <\/a>\u00bb – Juin 2011<\/em><\/p>\n<\/div>\n<\/div>\n","protected":false},"excerpt":{"rendered":"

Tribune \u00e9crite en collaboration avec Latifa Bouron, consultante Oscillant entre 1 \u00e0 plus de 10% du CA en fonction du secteur d\u2019activit\u00e9, la d\u00e9pense IT des grandes entreprises connait depuis plusieurs ann\u00e9es \u00a0une croissance quasi-continue. Pourtant, en d\u00e9pit d\u2019une\u00a0 augmentation…<\/p>\n","protected":false},"author":300,"featured_media":2461,"comment_status":"open","ping_status":"closed","sticky":false,"template":"page-templates\/tmpl-one.php","format":"standard","meta":{"_acf_changed":false,"footnotes":""},"categories":[35,34],"tags":[707,704,706,705,142],"coauthors":[2545],"class_list":["post-2452","post","type-post","status-publish","format-standard","has-post-thumbnail","hentry","category-strategie-projets-it","category-strategie-d-entreprise","tag-it-fitness","tag-pilotage-economique-de-la-dsi","tag-pilotage-financier-du-si","tag-reduction-de-couts-it","tag-transformation"],"acf":[],"yoast_head":"\nLe secret pour r\u00e9ussir son plan d\u2019\u00e9conomie IT - RiskInsight<\/title>\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\/10\/le-secret-pour-reussir-son-plan-deconomie-it\/\" \/>\n<meta property=\"og:locale\" content=\"en_US\" \/>\n<meta property=\"og:type\" content=\"article\" \/>\n<meta property=\"og:title\" content=\"Le secret pour r\u00e9ussir son plan d\u2019\u00e9conomie IT - RiskInsight\" \/>\n<meta property=\"og:description\" content=\"Tribune \u00e9crite en collaboration avec Latifa Bouron, consultante Oscillant entre 1 \u00e0 plus de 10% du CA en fonction du secteur d\u2019activit\u00e9, la d\u00e9pense IT des grandes entreprises connait depuis plusieurs ann\u00e9es \u00a0une croissance quasi-continue. 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