{"id":7342,"date":"2015-02-13T19:00:27","date_gmt":"2015-02-13T18:00:27","guid":{"rendered":"http:\/\/www.solucominsight.fr\/?p=7342"},"modified":"2020-01-02T10:54:50","modified_gmt":"2020-01-02T09:54:50","slug":"dsi-recentrez-vous-sur-les-activites-differentiantes","status":"publish","type":"post","link":"https:\/\/www.riskinsight-wavestone.com\/en\/2015\/02\/dsi-recentrez-vous-sur-les-activites-differentiantes\/","title":{"rendered":"DSI : recentrez-vous sur les activit\u00e9s diff\u00e9rentiantes !"},"content":{"rendered":"<p><em><a href=\"http:\/\/www.solucominsight.fr\/2015\/02\/pourquoi-la-gestion-previsionnelle-des-emplois-et-competences-est-elle-devenue-un-incontournable-pour-la-dsi\/\" target=\"_blank\" rel=\"noopener noreferrer\">Dans un pr\u00e9c\u00e9dent article<\/a>, nous avons soulign\u00e9 \u00e0 quel point\u00a0les DSI se trouvent fortement impact\u00e9es par la transformation des entreprises. Cela concerne <\/em><em>au tout premier plan la r\u00e9partition de leurs activit\u00e9s et des comp\u00e9tences associ\u00e9es. Dans ce contexte, nous avons pu\u00a0d\u00e9gager <strong>six tendances<\/strong> de fond afin\u00a0de poursuivre notre r\u00e9flexion sur l\u2019\u00e9volution des comp\u00e9tences et des pratiques de gestion des ressources humaines.<\/em><\/p>\n<h2>1 &#8211; Une d\u00e9croissance des activit\u00e9s historiques de la DSI<\/h2>\n<p>Qu\u2019il s\u2019agisse du d\u00e9veloppement, de l\u2019exploitation ou de la supervision, les activit\u00e9s c\u0153ur de m\u00e9tier historiques des DSI pr\u00e9sentent des rapports valeur ajout\u00e9e \/ co\u00fbt g\u00e9n\u00e9ralement bas, alors m\u00eame qu\u2019elles peuvent \u00eatre sous-trait\u00e9es avec des niveaux de risque et d\u2019investissement limit\u00e9s. Ce sont donc les premi\u00e8res candidates \u00e0 l\u2019externalisation. Sauf \u00e0 recourir \u00e0 des m\u00e9canismes de reprise du personnel par les prestataires, cela implique automatiquement de miser sur l\u2019attrition naturelle des effectifs (d\u00e9parts en retraites et <em>turn-over<\/em>) et surtout de red\u00e9ployer les collaborateurs concern\u00e9s. Pour maximiser les b\u00e9n\u00e9fices de l\u2019externalisation, elle doit s\u2019effectuer sur des pans entiers du SI, sur lesquels un fournisseur peut s\u2019engager globalement, plut\u00f4t que de fa\u00e7on \u00e9parse, en touchant partiellement chaque activit\u00e9. Les effectifs internes sur les p\u00e9rim\u00e8tres concern\u00e9s doivent ainsi \u00eatre int\u00e9gralement red\u00e9ploy\u00e9s, soit en conservant leur m\u00e9tier initial mais dans un autre domaine fonctionnel, soit en \u00e9voluant vers un autre m\u00e9tier par exemple en passant de l\u2019exploitation \u00e0 la TMA ou vers des fonctions \u00e0 plus forte valeur ajout\u00e9e (pilotage, architecture, innovation\u2026).<\/p>\n<h2>2 &#8211; Un renforcement des fonctions pilotage de la DSI<\/h2>\n<p>En compl\u00e9ment de ce mouvement, les DSI renforcent notablement les moyens de leurs structures de pilotage. Il\u00a0 s\u2019agit d\u2019activit\u00e9s indispensables \u00e0 la survie d\u2019une DSI fortement externalis\u00e9e et souhaitant <a href=\"http:\/\/www.solucom.fr\/publication\/synthese-n45-pilotage-economique-du-si-de-la-reduction-des-couts-au-pilotage-de-la-performance-les-cles-de-lit-fitness\/\" target=\"_blank\" rel=\"noopener noreferrer\">mieux ma\u00eetriser ses performances op\u00e9rationnelles et \u00e9conomiques.<\/a> Ce sont les fonctions de pilotage de prestations (VMO), de pilotage \u00e9conomique, de <em>capacity planning<\/em>, de gestion de portefeuille projet, etc.<\/p>\n<h2>3 &#8211; L\u2019\u00e9mergence de fili\u00e8res d\u2019excellence en mati\u00e8re de d\u00e9veloppement<\/h2>\n<p>Pour autant, l\u2019externalisation ne signifie pas une disparition pure et simple des activit\u00e9s historiques de la DSI. Bien au contraire, ce recentrage aboutit \u00e0 la sur-sp\u00e9cialisation de ces activit\u00e9s et, <em>in fine<\/em>, \u00e0 l\u2019\u00e9closion de fili\u00e8res d\u2019excellence, en ligne avec les nouveaux enjeux des M\u00e9tiers. En mati\u00e8re de d\u00e9veloppement, ceci se traduit par trois mouvements concomitants. Tout d\u2019abord, en contrepartie de l\u2019externalisation de pans complets du SI, une partie des \u00e9quipes de conception et de d\u00e9veloppement se red\u00e9ploie en tant que sp\u00e9cialistes des briques SI consid\u00e9r\u00e9es comme strat\u00e9giques pour l\u2019entreprise : applications ou infrastructures diff\u00e9rentiantes, porteuses d\u2019un savoir-faire ou constitutives d\u2019une offre donnant un avantage comp\u00e9titif d\u00e9terminant.<\/p>\n<p>En parall\u00e8le, des centres de comp\u00e9tences innovants se mettent en place, par exemple sur les technologies mobiles ou internet. Enfin, l\u2019expertise m\u00e9thode tire \u00e9galement son \u00e9pingle du jeu, notamment gr\u00e2ce \u00e0 la m\u00e9thode agile ou l\u2019essor du d\u00e9veloppement commando, qui permettent tous deux de r\u00e9duire le <em>time-to-market <\/em>et de gagner en agilit\u00e9.<\/p>\n<h2>4 &#8211; L\u2019av\u00e8nement d\u2019expertises technico-fonctionnelles<\/h2>\n<p>Ce mouvement profite \u00e9galement aux fonctions plus r\u00e9centes des DSI, indispensables \u00e0 l\u2019agilit\u00e9 et \u00e0 la coh\u00e9rence du SI : <a href=\"http:\/\/www.solucom.fr\/publication\/synthese-n41-larchitecte-demain-lhomme-cle-de-la-transformation-des-systemes-dinformation\/\" target=\"_blank\" rel=\"noopener noreferrer\">l\u2019architecture d\u2019entreprise<\/a> et la s\u00e9curit\u00e9. Elles sont garantes de l\u2019alignement du SI sur le m\u00e9tier en allant au-del\u00e0 des aspects les plus techniques de leurs missions. L\u2019approche technique de l\u2019architecture reste bien s\u00fbr indispensable pour assurer l\u2019int\u00e9gration de services tiers et la fiabilit\u00e9 du SI. Mais c\u2019est en se renfor\u00e7ant dans sa dimension fonctionnelle, sur la base de la ma\u00eetrise des enjeux et processus m\u00e9tier, qu\u2019elle maximise sa valeur ajout\u00e9e. La s\u00e9curit\u00e9, quant \u00e0 elle, doit int\u00e9grer la dimension ma\u00eetrise des risques, exprim\u00e9s en termes <em>business<\/em>.<\/p>\n<h2>5 &#8211; La part belle \u00e0 l\u2019innovation<\/h2>\n<p>Int\u00e9gralement tourn\u00e9es vers l\u2019innovation, des cellules d\u2019incubation et de d\u00e9veloppement de nouvelles comp\u00e9tences autour de sujets \u00e9mergents comme le <em>Cloud computing<\/em>, le <a href=\"http:\/\/www.solucominsight.fr\/dossier\/big-data-buzz-ou-realite\/\" target=\"_blank\" rel=\"noopener noreferrer\"><em>Big data <\/em><\/a>ou <a href=\"http:\/\/www.solucom.fr\/publication\/assurance-comment-negocier-le-virage-des-objets-connectes\/\" target=\"_blank\" rel=\"noopener noreferrer\">les objets connect\u00e9s<\/a>, permettront d\u2019accompagner les M\u00e9tiers sur les nouveaux usages et opportunit\u00e9s amen\u00e9s par ces technologies.<\/p>\n<h2>6 &#8211; Des r\u00f4les d\u00e9di\u00e9s \u00e0 la relation avec les M\u00e9tiers<\/h2>\n<p>Enfin, il s\u2019agit bien au final de <a href=\"http:\/\/www.solucom.fr\/publication\/synthese-n-49-dsi-osez-la-rupture-dans-vos-relations-avec-les-metiers\/\" target=\"_blank\" rel=\"noopener noreferrer\">d\u00e9placer le centre de gravit\u00e9 de la DSI pour en faire un v\u00e9ritable partenaire strat\u00e9gique des M\u00e9tiers.<\/a> Elle doit ainsi se renforcer sur cet aspect en d\u00e9veloppant des r\u00f4les d\u00e9di\u00e9s \u00e0 la relation avec ces derniers : <em>Client manager, Service delivery manager<\/em>, Chef de projet solution, <em>Business analysts <\/em>et Experts fonctionnels, etc. Pour chacun de ces emplois, nouveaux ou pr\u00e9existants, il s\u2019agit de d\u00e9passer les aspects op\u00e9rationnels pour se positionner en conseil des M\u00e9tiers dans leur adoption ou leur usage de solutions IT.<\/p>\n<h2>L\u2019agilit\u00e9 du capital humain, le nouveau Graal des DSI<\/h2>\n<p>Ces tendances ne sont pas nouvelles. Leur violence et leur radicalit\u00e9, en revanche, sont in\u00e9dites. Les \u00e9volutions qu\u2019elles n\u00e9cessitent sont loin d\u2019\u00eatre naturelles pour les collaborateurs de la DSI dont les profils, souvent tr\u00e8s sp\u00e9cialis\u00e9s, ne pr\u00e9disposent g\u00e9n\u00e9ralement pas \u00e0 de tels changements. Tout l\u2019enjeu pour le DSI est donc d\u2019anticiper ces \u00e9volutions et de les piloter dans la dur\u00e9e : il ne s\u2019agit pas d\u2019amener du jour au lendemain et de fa\u00e7on d\u00e9finitive la DSI de son \u00e9tat actuel \u00e0 celui, id\u00e9al, d\u00e9crit ci-avant.<\/p>\n<p>L\u2019objectif est bien d\u2019am\u00e9liorer progressivement la flexibilit\u00e9 de la DSI, de d\u00e9velopper sa capacit\u00e9 \u00e0 s\u2019adapter rapidement aux \u00e9volutions de son environnement et d\u2019accro\u00eetre l\u2019agilit\u00e9 de son capital humain, en lien avec la transformation des technologies, de ses offres et de ses pratiques.<\/p>\n","protected":false},"excerpt":{"rendered":"<p>Dans un pr\u00e9c\u00e9dent article, nous avons soulign\u00e9 \u00e0 quel point\u00a0les DSI se trouvent fortement impact\u00e9es par la transformation des entreprises. Cela concerne au tout premier plan la r\u00e9partition de leurs activit\u00e9s et des comp\u00e9tences associ\u00e9es. Dans ce contexte, nous avons&#8230;<\/p>\n","protected":false},"author":898,"featured_media":7343,"comment_status":"closed","ping_status":"closed","sticky":false,"template":"page-templates\/tmpl-one.php","format":"standard","meta":{"_acf_changed":false,"footnotes":""},"categories":[1782,35,34],"tags":[51,494],"coauthors":[2121],"class_list":["post-7342","post","type-post","status-publish","format-standard","has-post-thumbnail","hentry","category-ressources-humaines","category-strategie-projets-it","category-strategie-d-entreprise","tag-dsi","tag-gpec"],"acf":[],"yoast_head":"<!-- This site is optimized with the Yoast SEO plugin v27.0 - https:\/\/yoast.com\/product\/yoast-seo-wordpress\/ -->\n<title>DSI : recentrez-vous sur les activit\u00e9s diff\u00e9rentiantes ! - RiskInsight<\/title>\n<meta name=\"description\" content=\"Description de sept tendances de fond sur la transformation que doivent mener les DSI pour r\u00e9pondre \u00e0 leurs enjeux propres et \u00e0 ceux de l\u2019entreprise.\" \/>\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\/2015\/02\/dsi-recentrez-vous-sur-les-activites-differentiantes\/\" \/>\n<meta property=\"og:locale\" content=\"en_US\" \/>\n<meta property=\"og:type\" content=\"article\" \/>\n<meta property=\"og:title\" content=\"DSI : recentrez-vous sur les activit\u00e9s diff\u00e9rentiantes ! 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