{"id":5548,"date":"2014-07-04T16:21:43","date_gmt":"2014-07-04T15:21:43","guid":{"rendered":"http:\/\/www.solucominsight.fr\/?p=5548"},"modified":"2015-02-04T10:36:56","modified_gmt":"2015-02-04T09:36:56","slug":"dsi-cle-dune-relation-apaisee-vos-directions-metiers-se-trouvait-simple-partage-planning","status":"publish","type":"post","link":"https:\/\/www.riskinsight-wavestone.com\/en\/2014\/07\/dsi-cle-dune-relation-apaisee-vos-directions-metiers-se-trouvait-simple-partage-planning\/","title":{"rendered":"DSI : et si la cl\u00e9 d\u2019une relation apais\u00e9e avec vos Directions m\u00e9tiers se trouvait dans le simple partage de planning ?"},"content":{"rendered":"<p align=\"left\">L&#8217;entreprise est devenu \u00a0le ring privil\u00e9gi\u00e9 sur lequel s\u2019affronte r\u00e9guli\u00e8rement \u00a0Directions m\u00e9tiers et DSI. Heureusement, des solutions existent et nous avions, dans un <a href=\"http:\/\/www.solucominsight.fr\/2014\/06\/partage-dobjectifs-levier-cle-renouer-relation-dsi-metiers\/\">pr\u00e9c\u00e9dent article<\/a>, d\u00e9j\u00e0 identifi\u00e9\u00a0 l\u2019importance de faire partager \u00e0 ces deux &#8220;parties&#8221; des objectifs communs, qui les obligent \u00e0 travailler main dans la main. Dans cette qu\u00eate de \u00ab\u00a0collaboration DSI-Directions m\u00e9tiers stable et apais\u00e9e \u00bb, un autre levier s\u2019av\u00e8re \u00e0 son tour essentiel\u00a0: celui d\u2019une planification commune car elle permet de mieux anticiper et de g\u00e9rer au mieux des variations de charge qui peuvent \u00eatre source de conflits et d&#8217;incompr\u00e9hension. Une variation peut toujours survenir pour tenir compte d\u2019al\u00e9as au cours du projet, ou de pr\u00e9cision dans la demande M\u00e9tier, mais cela ne doit pas remettre en cause la pertinence de l\u2019engagement initial. La DSI doit donc d\u00e9velopper son savoir-faire dans l\u2019\u00e9valuation de sa capacit\u00e9 \u00e0 faire. Voyons comment.<\/p>\n<h2 align=\"left\">Ne pas tomber dans le pi\u00e8ge d\u2019une planification annuelle\u00a0incantatoire<\/h2>\n<p align=\"left\">La construction annuelle du plan d\u2019activit\u00e9 et du portefeuille projet est un temps fort pour les d\u00e9cideurs m\u00e9tiers et IT. Elle est le reflet des orientations budg\u00e9taires de l\u2019ann\u00e9e \u00e0 venir de part et d\u2019autre.<\/p>\n<p align=\"left\">Cet exercice permet de d\u00e9finir des priorit\u00e9s pour les investissements \u00e0 venir, compte-tenu des orientations strat\u00e9giques et des montants budg\u00e9t\u00e9s. Il donne \u00e9galement un cadre pour les d\u00e9penses de fonctionnement, souvent avec une volont\u00e9 affirm\u00e9e de r\u00e9duction.<\/p>\n<p align=\"left\">Or beaucoup d\u2019entreprises n\u2019anticipent pas assez les impacts sur les charges des \u00e9quipes. Il arrive ainsi que certains portefeuilles projet se r\u00e9v\u00e8lent irr\u00e9alisables, non pour une raison budg\u00e9taire, mais parce qu\u2019ils demanderaient de doubler une \u00e9quipe fonctionnelle pendant quelques mois.<\/p>\n<p align=\"left\">Quand les M\u00e9tiers disposent du budget d\u2019investissement n\u00e9cessaire, ils ont parfois du mal \u00e0 le comprendre. Ils s\u2019attendent \u00e0 ce que la DSI sache absorber des pics de charge importants en tirant parti de ses contrats fournisseurs existants ou en r\u00e9allouant rapidement ses ressources.<\/p>\n<p align=\"left\">C\u00f4t\u00e9 DSI, cette souplesse existe mais elle ne peut pas d\u00e9passer des limites raisonnables (de l\u2019ordre de 20 \u00e0 30%). Ces pics ponctuels peuvent en effet impliquer un temps de mont\u00e9e en comp\u00e9tences non compressible (notamment sur des activit\u00e9s d\u2019expertises tant fonctionnelles que techniques et qui ne peuvent \u00eatre g\u00e9r\u00e9es comme de simples <i>commodities<\/i>).<\/p>\n<p align=\"left\"><b>\u00a0<\/b><\/p>\n<h2 align=\"left\">Professionnaliser la gestion des ressources<\/h2>\n<p align=\"left\">Par cons\u00e9quent, la DSI doit mettre en place une v\u00e9ritable gestion de ses ressources afin d\u2019\u00e9valuer sa capacit\u00e9 \u00e0 faire et d\u2019anticiper les actions n\u00e9cessaires si besoin (\u00e9volution de la strat\u00e9gie de <i>sourcing<\/i>, recours ponctuel \u00e0 de la prestation, demande d\u2019arbitrage de planification projet\u2026.).<\/p>\n<p align=\"left\">Le processus associ\u00e9 de gestion des ressources permet de g\u00e9rer diff\u00e9rentes temporalit\u00e9s et granularit\u00e9s : la planification strat\u00e9gique (pr\u00e9cisant la capacit\u00e9 \u00e0 faire au-del\u00e0 de 6 mois \u00e0 1 an), le macro-planning capacitaire (estimation macro des \u00a0besoins entre 3 et 9 mois, la planification d\u00e9taill\u00e9e (nominative, \u00e0 moins de 3 mois). Il permet d\u2019anticiper au mieux les probl\u00e9matiques de capacit\u00e9 \u00e0 faire. Il s\u2019adosse \u00e0 un processus pluri-mensuel ou mensuel d\u2019affectation des ressources r\u00e9unissant des managers (et des gestionnaires de ressources) afin de r\u00e9ajuster la planification d\u00e9taill\u00e9e et de r\u00e9gler les conflits <i>in fine<\/i>.<\/p>\n<p align=\"left\">Un outil de <i>capacity planning <\/i>doit \u00eatre d\u00e9ploy\u00e9, en lien avec l\u2019affectation et la planification des ressources par projet et par activit\u00e9 (r\u00e9currente ou projet). L\u2019un des enjeux majeurs du d\u00e9ploiement de ces processus et outils est de g\u00e9n\u00e9rer une capacit\u00e9 de gestion transverse des ressources (affecter un collaborateur sur un nouveau projet l\u00e0 o\u00f9 il est n\u00e9cessaire, \u00e9ventuellement sur un domaine fonctionnel diff\u00e9rent).<\/p>\n<p align=\"left\">Managers et RH se synchronisent pour g\u00e9rer ces d\u00e9tachements \u00e9ventuels sur des domaines distincts, dans le respect des pratiques RH et en prenant en compte les parcours individuels et les comp\u00e9tences des collaborateurs. C\u2019est ainsi que l\u2019\u00e9quilibrage des charges permet d\u2019optimiser la capacit\u00e9 \u00e0 faire de la DSI et est un levier puissant pour tenir les engagements IT. Alors, pr\u00eats \u00e0 anticiper\u00a0?<\/p>\n","protected":false},"excerpt":{"rendered":"<p>L&#8217;entreprise est devenu \u00a0le ring privil\u00e9gi\u00e9 sur lequel s\u2019affronte r\u00e9guli\u00e8rement \u00a0Directions m\u00e9tiers et DSI. Heureusement, des solutions existent et nous avions, dans un pr\u00e9c\u00e9dent article, d\u00e9j\u00e0 identifi\u00e9\u00a0 l\u2019importance de faire partager \u00e0 ces deux &#8220;parties&#8221; des objectifs communs, qui les&#8230;<\/p>\n","protected":false},"author":57,"featured_media":6132,"comment_status":"closed","ping_status":"closed","sticky":false,"template":"page-templates\/tmpl-one.php","format":"standard","meta":{"_acf_changed":false,"footnotes":""},"categories":[35],"tags":[],"coauthors":[820],"class_list":["post-5548","post","type-post","status-publish","format-standard","has-post-thumbnail","hentry","category-strategie-projets-it"],"acf":[],"yoast_head":"<!-- This site is optimized with the Yoast SEO plugin v27.0 - https:\/\/yoast.com\/product\/yoast-seo-wordpress\/ -->\n<title>DSI : et si la cl\u00e9 d\u2019une relation apais\u00e9e avec vos Directions m\u00e9tiers se trouvait dans le simple partage de planning ? - RiskInsight<\/title>\n<meta name=\"description\" content=\"L&#039;entreprise est devenue le ring privil\u00e9gi\u00e9 des Directions m\u00e9tiers et DSI. 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