{"id":4473,"date":"2013-11-04T17:54:54","date_gmt":"2013-11-04T16:54:54","guid":{"rendered":"http:\/\/www.solucominsight.fr\/?p=4473"},"modified":"2015-08-17T09:37:46","modified_gmt":"2015-08-17T08:37:46","slug":"quel-pilotage-economique-pour-les-offres-de-service-de-la-dsi","status":"publish","type":"post","link":"https:\/\/www.riskinsight-wavestone.com\/en\/2013\/11\/quel-pilotage-economique-pour-les-offres-de-service-de-la-dsi\/","title":{"rendered":"Quel pilotage \u00e9conomique pour les offres de service de la DSI ?"},"content":{"rendered":"

Pour atteindre un \u00e9quilibre budg\u00e9taire optimal de la DSI, il est n\u00e9cessaire de se pr\u00eater \u00e0 l\u2019exercice sur les principales offres de service de cette derni\u00e8re. Mais cela est particuli\u00e8rement challenging \u00e9tant donn\u00e9 qu\u2019on \u00e9largit la population \u00e0 associer et qu\u2019on sait que la population IT est peu familiaris\u00e9e au contr\u00f4le de gestion et \u00e0 la rigueur de l\u2019exercice de suivi budg\u00e9taire. Comment accompagner la mise en place d\u2019un contr\u00f4le r\u00e9gulier des charges et des produits\u00a0? Comment industrialiser le pilotage \u00e9conomique des services propos\u00e9s par la DSI\u00a0? Voici les 3 \u00e9tapes \u00e0 suivre. <\/em><\/p>\n

\u00c9tape 1\u00a0: structurer son offre, une base n\u00e9cessaire <\/strong><\/h2>\n

La premi\u00e8re question que la DSI doit se poser afin de structurer son offre concerne la nature des services qu\u2019elle souhaite proposer \u00e0 ses clients. Le choix doit se faire entre une offre orient\u00e9e infrastructures et une offre orient\u00e9e business.<\/p>\n

Dans le premier cas, l\u2019offre de services est structur\u00e9e en briques d\u2019infrastructure (ex\u00a0: To de stockage, m\u00b2 d\u2019h\u00e9bergement) destin\u00e9es \u00e0 \u00eatre assembl\u00e9es par des DSI m\u00e9tiers. Dans le second cas, l\u2019offre de services est compos\u00e9e de services packag\u00e9s, imm\u00e9diatement utilisables par des MOA m\u00e9tiers (ex\u00a0: infog\u00e9rance d\u2019applications). Quelle que soit l\u2019orientation retenue, la DSI devra garder \u00e0 l\u2019esprit que l\u2019offre construite doit rester facilement benchmarkable<\/em> pour ses clients.<\/p>\n

\"\"<\/p>\n

Enfin, la cl\u00e9 de r\u00e9ussite de cette \u00e9tape sera de pr\u00e9senter son offre dans un catalogue de services en y indiquant les caract\u00e9ristiques techniques, les tarifs et les niveaux de services qui leur sont associ\u00e9s sans oublier bien s\u00fbr les modalit\u00e9s de gestion et de facturation de ces services.<\/p>\n

\u00c9tape 2\u00a0: savoir jouer avec certaines compl\u00e9mentarit\u00e9s en mati\u00e8re de pilotage \u00e9conomique\u00a0!<\/h2>\n

Premier concept \u00e0 assimiler\u00a0: pilotage \u00e9conomique des offres de services et pilotage \u00e9conomique de la DSI au global sont in fine<\/em> compl\u00e9mentaires.<\/p>\n

En effet, le pilotage \u00e9conomique par un ABC peut sembler compliqu\u00e9 et, \u00e0 l\u2019inverse, le pilotage de l\u2019offre de la DSI par l\u2019interm\u00e9diaire d\u2019une logique tarifs x volumes peut sembler trop simpliste. C\u2019est pourquoi un pilotage fin des principales offres doit \u00eatre r\u00e9alis\u00e9 en compl\u00e9ment.<\/p>\n

Sch\u00e9matiquement, pour un tel pilotage, il s\u2019agira de collecter l\u2019ensemble des postes de d\u00e9pense relatifs \u00e0 une offre donn\u00e9e afin de les comparer aux produits g\u00e9n\u00e9r\u00e9s par les souscriptions (tarifs x volumes) \u00e0 cette offre.<\/p>\n

Quelques principes sont \u00e0 respecter pour s\u2019assurer un pilotage efficace de l\u2019offre de services. Il faut d\u2019une part prendre conscience de l\u2019impossibilit\u00e9 d\u2019atteindre l\u2019\u00e9quilibre parfait car les hypoth\u00e8ses de volumes prises en d\u00e9but d\u2019ann\u00e9e \u00e9voluent par construction au cours de l\u2019ann\u00e9e. Pour les offres r\u00e9cemment construites, il est n\u00e9cessaire par ailleurs d\u2019accepter le d\u00e9ficit sur la premi\u00e8re ann\u00e9e pour ne pas imposer un tarif trop \u00e9lev\u00e9 aux premiers souscripteurs.<\/p>\n

\u00c9tape 3\u00a0: les cl\u00e9s d\u2019une bonne gouvernance<\/h2>\n

Les pr\u00e9visions de volumes de souscription \u00e9tant un \u00e9l\u00e9ment tr\u00e8s structurant pour l\u2019\u00e9tablissement des bilans \u00e9conomiques, elles devront faire l\u2019objet d\u2019une attention particuli\u00e8re. Un \u00e9quilibre devra \u00eatre trouv\u00e9 entre n\u00e9cessit\u00e9 d\u2019engagement de la part des souscripteurs et flexibilit\u00e9 des volumes vis-\u00e0-vis des tarifs fix\u00e9s.<\/p>\n

Les \u00e9l\u00e9ments concernant le pilotage \u00e9conomique devront par ailleurs \u00eatre partag\u00e9s au niveau DSI \u00e0 chaque trimestre. Ils seront \u00e9galement communiqu\u00e9s aux clients au moment de l\u2019\u00e9tablissement des tarifs en lien avec les budgets de l\u2019ann\u00e9e suivante.<\/p>\n

En se focalisant ainsi sur les probl\u00e9matiques de pilotage \u00e9conomique, le chef de projet devient progressivement un \u00ab\u00a0chef de produit\u00a0\u00bb. Il se charge \u00e0 la fois de la mise en \u0153uvre de la solution technique et de l\u2019atteinte de l\u2019\u00e9quilibre \u00e9conomique de cette solution. C\u2019est \u00e0 lui que revient la responsabilit\u00e9 de mettre en place ce suivi avec la participation du contr\u00f4le de gestion.<\/p>\n","protected":false},"excerpt":{"rendered":"

Pour atteindre un \u00e9quilibre budg\u00e9taire optimal de la DSI, il est n\u00e9cessaire de se pr\u00eater \u00e0 l\u2019exercice sur les principales offres de service de cette derni\u00e8re. Mais cela est particuli\u00e8rement challenging \u00e9tant donn\u00e9 qu\u2019on \u00e9largit la population \u00e0 associer et…<\/p>\n","protected":false},"author":172,"featured_media":2818,"comment_status":"closed","ping_status":"closed","sticky":false,"template":"page-templates\/tmpl-one.php","format":"standard","meta":{"_acf_changed":false,"footnotes":""},"categories":[35],"tags":[1389,1390,720,178,543],"coauthors":[1126,1391],"class_list":["post-4473","post","type-post","status-publish","format-standard","has-post-thumbnail","hentry","category-strategie-projets-it","tag-equilibre-budgetaire","tag-offres-de-service-de-la-dsi","tag-pilotage-economique","tag-rationalisation-des-couts","tag-reduction-des-couts"],"acf":[],"yoast_head":"\nQuel pilotage \u00e9conomique pour les offres de service de la DSI ?<\/title>\n<meta name=\"description\" content=\"Pour atteindre un \u00e9quilibre budg\u00e9taire optimal de la DSI, il est n\u00e9cessaire de se pr\u00eater \u00e0 l\u2019exercice sur les principales offres de service de cette derni\u00e8re. Mais cela est particuli\u00e8rement challenging \u00e9tant donn\u00e9 qu\u2019on \u00e9largit la population \u00e0 associer et qu\u2019on sait que la population IT est peu familiaris\u00e9e au contr\u00f4le de gestion et \u00e0 la rigueur de l\u2019exercice de suivi budg\u00e9taire. Comment accompagner la mise en place d\u2019un contr\u00f4le r\u00e9gulier des charges et des produits ? Comment industrialiser le pilotage \u00e9conomique des services propos\u00e9s par la DSI ? Voici les 3 \u00e9tapes \u00e0 suivre.\" \/>\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\/2013\/11\/quel-pilotage-economique-pour-les-offres-de-service-de-la-dsi\/\" \/>\n<meta property=\"og:locale\" content=\"en_US\" \/>\n<meta property=\"og:type\" content=\"article\" \/>\n<meta property=\"og:title\" content=\"Quel pilotage \u00e9conomique pour les offres de service de la DSI ?\" \/>\n<meta property=\"og:description\" content=\"Pour atteindre un \u00e9quilibre budg\u00e9taire optimal de la DSI, il est n\u00e9cessaire de se pr\u00eater \u00e0 l\u2019exercice sur les principales offres de service de cette derni\u00e8re. Mais cela est particuli\u00e8rement challenging \u00e9tant donn\u00e9 qu\u2019on \u00e9largit la population \u00e0 associer et qu\u2019on sait que la population IT est peu familiaris\u00e9e au contr\u00f4le de gestion et \u00e0 la rigueur de l\u2019exercice de suivi budg\u00e9taire. Comment accompagner la mise en place d\u2019un contr\u00f4le r\u00e9gulier des charges et des produits ? Comment industrialiser le pilotage \u00e9conomique des services propos\u00e9s par la DSI ? Voici les 3 \u00e9tapes \u00e0 suivre.\" \/>\n<meta property=\"og:url\" content=\"https:\/\/www.riskinsight-wavestone.com\/2013\/11\/quel-pilotage-economique-pour-les-offres-de-service-de-la-dsi\/\" \/>\n<meta property=\"og:site_name\" content=\"RiskInsight\" \/>\n<meta property=\"article:published_time\" content=\"2013-11-04T16:54:54+00:00\" \/>\n<meta property=\"article:modified_time\" content=\"2015-08-17T08:37:46+00:00\" \/>\n<meta property=\"og:image\" content=\"https:\/\/www.riskinsight-wavestone.com\/wp-content\/uploads\/2013\/01\/Fotolia_15385861_XL-58x39.jpg\" \/>\n\t<meta property=\"og:image:width\" content=\"58\" \/>\n\t<meta property=\"og:image:height\" content=\"39\" \/>\n\t<meta property=\"og:image:type\" content=\"image\/jpeg\" \/>\n<meta name=\"author\" content=\"Herv\u00e9 Greff, chloe viseux\" \/>\n<meta name=\"twitter:label1\" content=\"Written by\" \/>\n\t<meta name=\"twitter:data1\" content=\"Herv\u00e9 Greff, chloe viseux\" \/>\n\t<meta name=\"twitter:label2\" content=\"Est. reading time\" \/>\n\t<meta name=\"twitter:data2\" content=\"3 minutes\" \/>\n<script type=\"application\/ld+json\" class=\"yoast-schema-graph\">{\"@context\":\"https:\/\/schema.org\",\"@graph\":[{\"@type\":\"Article\",\"@id\":\"https:\/\/www.riskinsight-wavestone.com\/2013\/11\/quel-pilotage-economique-pour-les-offres-de-service-de-la-dsi\/#article\",\"isPartOf\":{\"@id\":\"https:\/\/www.riskinsight-wavestone.com\/2013\/11\/quel-pilotage-economique-pour-les-offres-de-service-de-la-dsi\/\"},\"author\":{\"name\":\"Herv\u00e9 Greff\",\"@id\":\"https:\/\/www.riskinsight-wavestone.com\/en\/#\/schema\/person\/cf31213dfd52372585a123c48e7745ff\"},\"headline\":\"Quel pilotage \u00e9conomique pour les offres de service de la DSI ?\",\"datePublished\":\"2013-11-04T16:54:54+00:00\",\"dateModified\":\"2015-08-17T08:37:46+00:00\",\"mainEntityOfPage\":{\"@id\":\"https:\/\/www.riskinsight-wavestone.com\/2013\/11\/quel-pilotage-economique-pour-les-offres-de-service-de-la-dsi\/\"},\"wordCount\":692,\"publisher\":{\"@id\":\"https:\/\/www.riskinsight-wavestone.com\/en\/#organization\"},\"image\":{\"@id\":\"https:\/\/www.riskinsight-wavestone.com\/2013\/11\/quel-pilotage-economique-pour-les-offres-de-service-de-la-dsi\/#primaryimage\"},\"thumbnailUrl\":\"https:\/\/www.riskinsight-wavestone.com\/wp-content\/uploads\/2013\/01\/Fotolia_15385861_XL.jpg\",\"keywords\":[\"\u00e9quilibre budg\u00e9taire\",\"offres de service de la DSI\",\"Pilotage \u00e9conomique\",\"rationalisation des co\u00fbts\",\"r\u00e9duction des co\u00fbts\"],\"articleSection\":[\"M\u00e9tiers - Strat\u00e9gie & projets IT\"],\"inLanguage\":\"en-US\"},{\"@type\":\"WebPage\",\"@id\":\"https:\/\/www.riskinsight-wavestone.com\/2013\/11\/quel-pilotage-economique-pour-les-offres-de-service-de-la-dsi\/\",\"url\":\"https:\/\/www.riskinsight-wavestone.com\/2013\/11\/quel-pilotage-economique-pour-les-offres-de-service-de-la-dsi\/\",\"name\":\"Quel pilotage \u00e9conomique pour les offres de service de la DSI ?\",\"isPartOf\":{\"@id\":\"https:\/\/www.riskinsight-wavestone.com\/en\/#website\"},\"primaryImageOfPage\":{\"@id\":\"https:\/\/www.riskinsight-wavestone.com\/2013\/11\/quel-pilotage-economique-pour-les-offres-de-service-de-la-dsi\/#primaryimage\"},\"image\":{\"@id\":\"https:\/\/www.riskinsight-wavestone.com\/2013\/11\/quel-pilotage-economique-pour-les-offres-de-service-de-la-dsi\/#primaryimage\"},\"thumbnailUrl\":\"https:\/\/www.riskinsight-wavestone.com\/wp-content\/uploads\/2013\/01\/Fotolia_15385861_XL.jpg\",\"datePublished\":\"2013-11-04T16:54:54+00:00\",\"dateModified\":\"2015-08-17T08:37:46+00:00\",\"description\":\"Pour atteindre un \u00e9quilibre budg\u00e9taire optimal de la DSI, il est n\u00e9cessaire de se pr\u00eater \u00e0 l\u2019exercice sur les principales offres de service de cette derni\u00e8re. Mais cela est particuli\u00e8rement challenging \u00e9tant donn\u00e9 qu\u2019on \u00e9largit la population \u00e0 associer et qu\u2019on sait que la population IT est peu familiaris\u00e9e au contr\u00f4le de gestion et \u00e0 la rigueur de l\u2019exercice de suivi budg\u00e9taire. Comment accompagner la mise en place d\u2019un contr\u00f4le r\u00e9gulier des charges et des produits ? Comment industrialiser le pilotage \u00e9conomique des services propos\u00e9s par la DSI ? Voici les 3 \u00e9tapes \u00e0 suivre.\",\"breadcrumb\":{\"@id\":\"https:\/\/www.riskinsight-wavestone.com\/2013\/11\/quel-pilotage-economique-pour-les-offres-de-service-de-la-dsi\/#breadcrumb\"},\"inLanguage\":\"en-US\",\"potentialAction\":[{\"@type\":\"ReadAction\",\"target\":[\"https:\/\/www.riskinsight-wavestone.com\/2013\/11\/quel-pilotage-economique-pour-les-offres-de-service-de-la-dsi\/\"]}]},{\"@type\":\"ImageObject\",\"inLanguage\":\"en-US\",\"@id\":\"https:\/\/www.riskinsight-wavestone.com\/2013\/11\/quel-pilotage-economique-pour-les-offres-de-service-de-la-dsi\/#primaryimage\",\"url\":\"https:\/\/www.riskinsight-wavestone.com\/wp-content\/uploads\/2013\/01\/Fotolia_15385861_XL.jpg\",\"contentUrl\":\"https:\/\/www.riskinsight-wavestone.com\/wp-content\/uploads\/2013\/01\/Fotolia_15385861_XL.jpg\",\"width\":4361,\"height\":2911},{\"@type\":\"BreadcrumbList\",\"@id\":\"https:\/\/www.riskinsight-wavestone.com\/2013\/11\/quel-pilotage-economique-pour-les-offres-de-service-de-la-dsi\/#breadcrumb\",\"itemListElement\":[{\"@type\":\"ListItem\",\"position\":1,\"name\":\"Accueil\",\"item\":\"https:\/\/www.riskinsight-wavestone.com\/en\/\"},{\"@type\":\"ListItem\",\"position\":2,\"name\":\"Quel pilotage \u00e9conomique pour les offres de service de la DSI ?\"}]},{\"@type\":\"WebSite\",\"@id\":\"https:\/\/www.riskinsight-wavestone.com\/en\/#website\",\"url\":\"https:\/\/www.riskinsight-wavestone.com\/en\/\",\"name\":\"RiskInsight\",\"description\":\"The cybersecurity & digital trust blog by Wavestone's consultants\",\"publisher\":{\"@id\":\"https:\/\/www.riskinsight-wavestone.com\/en\/#organization\"},\"potentialAction\":[{\"@type\":\"SearchAction\",\"target\":{\"@type\":\"EntryPoint\",\"urlTemplate\":\"https:\/\/www.riskinsight-wavestone.com\/en\/?s={search_term_string}\"},\"query-input\":{\"@type\":\"PropertyValueSpecification\",\"valueRequired\":true,\"valueName\":\"search_term_string\"}}],\"inLanguage\":\"en-US\"},{\"@type\":\"Organization\",\"@id\":\"https:\/\/www.riskinsight-wavestone.com\/en\/#organization\",\"name\":\"Wavestone\",\"url\":\"https:\/\/www.riskinsight-wavestone.com\/en\/\",\"logo\":{\"@type\":\"ImageObject\",\"inLanguage\":\"en-US\",\"@id\":\"https:\/\/www.riskinsight-wavestone.com\/en\/#\/schema\/logo\/image\/\",\"url\":\"https:\/\/www.riskinsight-wavestone.com\/wp-content\/uploads\/2021\/08\/Monogramme\u2013W\u2013NEGA-RGB-50x50-1.png\",\"contentUrl\":\"https:\/\/www.riskinsight-wavestone.com\/wp-content\/uploads\/2021\/08\/Monogramme\u2013W\u2013NEGA-RGB-50x50-1.png\",\"width\":50,\"height\":50,\"caption\":\"Wavestone\"},\"image\":{\"@id\":\"https:\/\/www.riskinsight-wavestone.com\/en\/#\/schema\/logo\/image\/\"}},{\"@type\":\"Person\",\"@id\":\"https:\/\/www.riskinsight-wavestone.com\/en\/#\/schema\/person\/cf31213dfd52372585a123c48e7745ff\",\"name\":\"Herv\u00e9 Greff\",\"url\":\"https:\/\/www.riskinsight-wavestone.com\/en\/author\/herve-greff\/\"}]}<\/script>\n<!-- \/ Yoast SEO plugin. -->","yoast_head_json":{"title":"Quel pilotage \u00e9conomique pour les offres de service de la DSI ?","description":"Pour atteindre un \u00e9quilibre budg\u00e9taire optimal de la DSI, il est n\u00e9cessaire de se pr\u00eater \u00e0 l\u2019exercice sur les principales offres de service de cette derni\u00e8re. Mais cela est particuli\u00e8rement challenging \u00e9tant donn\u00e9 qu\u2019on \u00e9largit la population \u00e0 associer et qu\u2019on sait que la population IT est peu familiaris\u00e9e au contr\u00f4le de gestion et \u00e0 la rigueur de l\u2019exercice de suivi budg\u00e9taire. Comment accompagner la mise en place d\u2019un contr\u00f4le r\u00e9gulier des charges et des produits ? Comment industrialiser le pilotage \u00e9conomique des services propos\u00e9s par la DSI ? Voici les 3 \u00e9tapes \u00e0 suivre.","robots":{"index":"index","follow":"follow","max-snippet":"max-snippet:-1","max-image-preview":"max-image-preview:large","max-video-preview":"max-video-preview:-1"},"canonical":"https:\/\/www.riskinsight-wavestone.com\/2013\/11\/quel-pilotage-economique-pour-les-offres-de-service-de-la-dsi\/","og_locale":"en_US","og_type":"article","og_title":"Quel pilotage \u00e9conomique pour les offres de service de la DSI ?","og_description":"Pour atteindre un \u00e9quilibre budg\u00e9taire optimal de la DSI, il est n\u00e9cessaire de se pr\u00eater \u00e0 l\u2019exercice sur les principales offres de service de cette derni\u00e8re. Mais cela est particuli\u00e8rement challenging \u00e9tant donn\u00e9 qu\u2019on \u00e9largit la population \u00e0 associer et qu\u2019on sait que la population IT est peu familiaris\u00e9e au contr\u00f4le de gestion et \u00e0 la rigueur de l\u2019exercice de suivi budg\u00e9taire. Comment accompagner la mise en place d\u2019un contr\u00f4le r\u00e9gulier des charges et des produits ? Comment industrialiser le pilotage \u00e9conomique des services propos\u00e9s par la DSI ? Voici les 3 \u00e9tapes \u00e0 suivre.","og_url":"https:\/\/www.riskinsight-wavestone.com\/2013\/11\/quel-pilotage-economique-pour-les-offres-de-service-de-la-dsi\/","og_site_name":"RiskInsight","article_published_time":"2013-11-04T16:54:54+00:00","article_modified_time":"2015-08-17T08:37:46+00:00","og_image":[{"width":58,"height":39,"url":"https:\/\/www.riskinsight-wavestone.com\/wp-content\/uploads\/2013\/01\/Fotolia_15385861_XL-58x39.jpg","type":"image\/jpeg"}],"author":"Herv\u00e9 Greff, chloe viseux","twitter_misc":{"Written by":"Herv\u00e9 Greff, chloe viseux","Est. reading time":"3 minutes"},"schema":{"@context":"https:\/\/schema.org","@graph":[{"@type":"Article","@id":"https:\/\/www.riskinsight-wavestone.com\/2013\/11\/quel-pilotage-economique-pour-les-offres-de-service-de-la-dsi\/#article","isPartOf":{"@id":"https:\/\/www.riskinsight-wavestone.com\/2013\/11\/quel-pilotage-economique-pour-les-offres-de-service-de-la-dsi\/"},"author":{"name":"Herv\u00e9 Greff","@id":"https:\/\/www.riskinsight-wavestone.com\/en\/#\/schema\/person\/cf31213dfd52372585a123c48e7745ff"},"headline":"Quel pilotage \u00e9conomique pour les offres de service de la DSI ?","datePublished":"2013-11-04T16:54:54+00:00","dateModified":"2015-08-17T08:37:46+00:00","mainEntityOfPage":{"@id":"https:\/\/www.riskinsight-wavestone.com\/2013\/11\/quel-pilotage-economique-pour-les-offres-de-service-de-la-dsi\/"},"wordCount":692,"publisher":{"@id":"https:\/\/www.riskinsight-wavestone.com\/en\/#organization"},"image":{"@id":"https:\/\/www.riskinsight-wavestone.com\/2013\/11\/quel-pilotage-economique-pour-les-offres-de-service-de-la-dsi\/#primaryimage"},"thumbnailUrl":"https:\/\/www.riskinsight-wavestone.com\/wp-content\/uploads\/2013\/01\/Fotolia_15385861_XL.jpg","keywords":["\u00e9quilibre budg\u00e9taire","offres de service de la DSI","Pilotage \u00e9conomique","rationalisation des co\u00fbts","r\u00e9duction des co\u00fbts"],"articleSection":["M\u00e9tiers - Strat\u00e9gie & projets IT"],"inLanguage":"en-US"},{"@type":"WebPage","@id":"https:\/\/www.riskinsight-wavestone.com\/2013\/11\/quel-pilotage-economique-pour-les-offres-de-service-de-la-dsi\/","url":"https:\/\/www.riskinsight-wavestone.com\/2013\/11\/quel-pilotage-economique-pour-les-offres-de-service-de-la-dsi\/","name":"Quel pilotage \u00e9conomique pour les offres de service de la DSI ?","isPartOf":{"@id":"https:\/\/www.riskinsight-wavestone.com\/en\/#website"},"primaryImageOfPage":{"@id":"https:\/\/www.riskinsight-wavestone.com\/2013\/11\/quel-pilotage-economique-pour-les-offres-de-service-de-la-dsi\/#primaryimage"},"image":{"@id":"https:\/\/www.riskinsight-wavestone.com\/2013\/11\/quel-pilotage-economique-pour-les-offres-de-service-de-la-dsi\/#primaryimage"},"thumbnailUrl":"https:\/\/www.riskinsight-wavestone.com\/wp-content\/uploads\/2013\/01\/Fotolia_15385861_XL.jpg","datePublished":"2013-11-04T16:54:54+00:00","dateModified":"2015-08-17T08:37:46+00:00","description":"Pour atteindre un \u00e9quilibre budg\u00e9taire optimal de la DSI, il est n\u00e9cessaire de se pr\u00eater \u00e0 l\u2019exercice sur les principales offres de service de cette derni\u00e8re. Mais cela est particuli\u00e8rement challenging \u00e9tant donn\u00e9 qu\u2019on \u00e9largit la population \u00e0 associer et qu\u2019on sait que la population IT est peu familiaris\u00e9e au contr\u00f4le de gestion et \u00e0 la rigueur de l\u2019exercice de suivi budg\u00e9taire. Comment accompagner la mise en place d\u2019un contr\u00f4le r\u00e9gulier des charges et des produits ? Comment industrialiser le pilotage \u00e9conomique des services propos\u00e9s par la DSI ? Voici les 3 \u00e9tapes \u00e0 suivre.","breadcrumb":{"@id":"https:\/\/www.riskinsight-wavestone.com\/2013\/11\/quel-pilotage-economique-pour-les-offres-de-service-de-la-dsi\/#breadcrumb"},"inLanguage":"en-US","potentialAction":[{"@type":"ReadAction","target":["https:\/\/www.riskinsight-wavestone.com\/2013\/11\/quel-pilotage-economique-pour-les-offres-de-service-de-la-dsi\/"]}]},{"@type":"ImageObject","inLanguage":"en-US","@id":"https:\/\/www.riskinsight-wavestone.com\/2013\/11\/quel-pilotage-economique-pour-les-offres-de-service-de-la-dsi\/#primaryimage","url":"https:\/\/www.riskinsight-wavestone.com\/wp-content\/uploads\/2013\/01\/Fotolia_15385861_XL.jpg","contentUrl":"https:\/\/www.riskinsight-wavestone.com\/wp-content\/uploads\/2013\/01\/Fotolia_15385861_XL.jpg","width":4361,"height":2911},{"@type":"BreadcrumbList","@id":"https:\/\/www.riskinsight-wavestone.com\/2013\/11\/quel-pilotage-economique-pour-les-offres-de-service-de-la-dsi\/#breadcrumb","itemListElement":[{"@type":"ListItem","position":1,"name":"Accueil","item":"https:\/\/www.riskinsight-wavestone.com\/en\/"},{"@type":"ListItem","position":2,"name":"Quel pilotage \u00e9conomique pour les offres de service de la DSI ?"}]},{"@type":"WebSite","@id":"https:\/\/www.riskinsight-wavestone.com\/en\/#website","url":"https:\/\/www.riskinsight-wavestone.com\/en\/","name":"RiskInsight","description":"The cybersecurity & digital trust blog by Wavestone's consultants","publisher":{"@id":"https:\/\/www.riskinsight-wavestone.com\/en\/#organization"},"potentialAction":[{"@type":"SearchAction","target":{"@type":"EntryPoint","urlTemplate":"https:\/\/www.riskinsight-wavestone.com\/en\/?s={search_term_string}"},"query-input":{"@type":"PropertyValueSpecification","valueRequired":true,"valueName":"search_term_string"}}],"inLanguage":"en-US"},{"@type":"Organization","@id":"https:\/\/www.riskinsight-wavestone.com\/en\/#organization","name":"Wavestone","url":"https:\/\/www.riskinsight-wavestone.com\/en\/","logo":{"@type":"ImageObject","inLanguage":"en-US","@id":"https:\/\/www.riskinsight-wavestone.com\/en\/#\/schema\/logo\/image\/","url":"https:\/\/www.riskinsight-wavestone.com\/wp-content\/uploads\/2021\/08\/Monogramme\u2013W\u2013NEGA-RGB-50x50-1.png","contentUrl":"https:\/\/www.riskinsight-wavestone.com\/wp-content\/uploads\/2021\/08\/Monogramme\u2013W\u2013NEGA-RGB-50x50-1.png","width":50,"height":50,"caption":"Wavestone"},"image":{"@id":"https:\/\/www.riskinsight-wavestone.com\/en\/#\/schema\/logo\/image\/"}},{"@type":"Person","@id":"https:\/\/www.riskinsight-wavestone.com\/en\/#\/schema\/person\/cf31213dfd52372585a123c48e7745ff","name":"Herv\u00e9 Greff","url":"https:\/\/www.riskinsight-wavestone.com\/en\/author\/herve-greff\/"}]}},"_links":{"self":[{"href":"https:\/\/www.riskinsight-wavestone.com\/en\/wp-json\/wp\/v2\/posts\/4473","targetHints":{"allow":["GET"]}}],"collection":[{"href":"https:\/\/www.riskinsight-wavestone.com\/en\/wp-json\/wp\/v2\/posts"}],"about":[{"href":"https:\/\/www.riskinsight-wavestone.com\/en\/wp-json\/wp\/v2\/types\/post"}],"author":[{"embeddable":true,"href":"https:\/\/www.riskinsight-wavestone.com\/en\/wp-json\/wp\/v2\/users\/172"}],"replies":[{"embeddable":true,"href":"https:\/\/www.riskinsight-wavestone.com\/en\/wp-json\/wp\/v2\/comments?post=4473"}],"version-history":[{"count":10,"href":"https:\/\/www.riskinsight-wavestone.com\/en\/wp-json\/wp\/v2\/posts\/4473\/revisions"}],"predecessor-version":[{"id":8145,"href":"https:\/\/www.riskinsight-wavestone.com\/en\/wp-json\/wp\/v2\/posts\/4473\/revisions\/8145"}],"wp:featuredmedia":[{"embeddable":true,"href":"https:\/\/www.riskinsight-wavestone.com\/en\/wp-json\/wp\/v2\/media\/2818"}],"wp:attachment":[{"href":"https:\/\/www.riskinsight-wavestone.com\/en\/wp-json\/wp\/v2\/media?parent=4473"}],"wp:term":[{"taxonomy":"category","embeddable":true,"href":"https:\/\/www.riskinsight-wavestone.com\/en\/wp-json\/wp\/v2\/categories?post=4473"},{"taxonomy":"post_tag","embeddable":true,"href":"https:\/\/www.riskinsight-wavestone.com\/en\/wp-json\/wp\/v2\/tags?post=4473"},{"taxonomy":"author","embeddable":true,"href":"https:\/\/www.riskinsight-wavestone.com\/en\/wp-json\/wp\/v2\/coauthors?post=4473"}],"curies":[{"name":"wp","href":"https:\/\/api.w.org\/{rel}","templated":true}]}}