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10 « ex bonnes pratiques » à abandonner et... 10 bonnes résolutions pour 2014. Cinquième partie : Management

 

Cloud ManagementDans la première partie de cette série de billets, je présente les 10 « ex bonnes pratiques » à abandonner en 2014.

Dans la deuxième partie, je propose trois NBP, « Nouvelles Bonnes Pratiques » concernant les postes de travail. 

La troisième partie définit la NBP relative au Cloud Privé.

La quatrième partie présente les NBP relatives aux applications.

Dans cette cinquième partie, je m’attaque aux deux dernières « ex bonnes pratiques » relatives au management des Systèmes d’information, la démarche Maîtrise d’Ouvrage, Maîtrise d’Œuvre et les schémas directeurs.

  

Quand l’offre s’impose à la demande

NBP 9 : L’offre industrielle de solutions a priorité sur la demande.

Salon nautique parisJ’ai longuement traité, dans un billet récent, de l’impact de la R2I, Révolution Industrielle Informatique, sur l’offre et la demande et ne vais pas revenir sur les principes de ce changement, résumé en une idée clef :

L’ex bonne pratique « Maîtrise d’Ouvrage, Maîtrise d’œuvre », où la demande pilotait la construction d’une solution spécifique, est remplacée par une démarche industrielle qui fait l’hypothèse que l’offre correspondant à ma demande préexiste sur le marché.

Une fois accepté le principe de cette NBP, reste à la mettre en œuvre dans les entreprises.

TabletsC’est raisonnablement simple pour les infrastructures, car l’offre est maintenant très riche, en particulier pour les objets d’accès. La principale difficulté, évoquée dans la deuxième partie de cette étude, concerne la gestion de la variété des solutions.

L’entreprise peut proposer rapidement un catalogue, un éventail de solutions pour permettre aux clients internes de faire « leur marché » quand ils auront besoin d’un objet d’accès ou d’un réseau. La démarche ACM/SCM que je propose permet de responsabiliser les clients internes en leur indiquant clairement, pour chaque élément au catalogue, son Coût par Mois.

Dans le domaine des applications, l’offre de « solutions prêtes à l’emploi » est maintenant très riche, que ce soit en SaaS, Software as a Service ou en BPaaS, Business Process as a Service.

Logos BPaaS SaaS légersLe catalogue de solutions préapprouvées dans l’entreprise peut démarrer avec quelques dizaines de produits et rapidement dépasser la centaine. Ce catalogue sera présenté sur la « place de marché » interne, évoquée dans mon billet précédent.

Deux questions organisationnelles intéressantes vont très vite se poser : 

  • Qui peut proposer des solutions SaaS et BPaaS, les métiers, la DSI ou les deux ? 
  • Qui a le pouvoir d’approuver ou de refuser les solutions proposées ?

  

Stratégie long terme, plans d’action court terme

NBP 10 : L’entreprise définit sa vision stratégique informatique à long terme et la met en œuvre par des plans d’action à court terme.

Stratégie 2021+La stratégie informatique, c’est une cible à atteindre dans un horizon de temps qui dépend de nombreux facteurs, le principal étant la taille de l’organisation. Pour les très grandes organisations, l’année 2021, au début de la prochaine décennie, est un horizon raisonnable. Pour les autres, cet horizon peut être plus rapproché, l’essentiel étant d’estimer la vitesse à laquelle l’entreprise sera capable de faire évoluer son Système d’Information vers des solutions industrielles Cloud.

Les trois composantes de cette stratégie long terme sont, et dans cet ordre.

  • Les usages : quelles seront les usages qui auront, à la date choisie, été portés dans des clouds publics, SaaS ou BPaaS. Une fourchette raisonnable est comprise entre 60 % et 80 % du parc applicatif global.
  • Les infrastructures, serveurs et réseaux : Quelle sera la taille du CCP, « Centre de Calcul Privé » de l’entreprise en 2021, quand tous les serveurs hébergeant les applications auront disparu et que les autres serveurs auront migré, tout ou partie, sur des infrastructures industrielles IaaS ? La réponse, brutale, est sans appel : plus de 90 % des entreprises n’auront plus, en 2021, de CCP et les très grandes organisations auront vu la taille de leur CCP se réduire de 80 % à 90 %.
  • Les équipes informatiques internes : combien de personnes seront nécessaires, et avec quels profils, pour piloter les solutions Cloud (IaaS, SaaS...), gérer les applications qui n’ont pas pu être basculées en SaaS et les, éventuels, serveurs et réseaux restants ? C’est certainement la question « stratégique » la plus importante et c’est pour cela qu’il est essentiel d’établir, immédiatement, sa stratégie informatique à long terme.

L’analogie avec une course à la voile transatlantique est utile pour comprendre la différence entre une stratégie et des plans d’action :

La stratégie, c’est le point d’arrivée.

Route suivie Route du rhumLes plans d’action, ce sont les routes choisies, en fonction de paramètres qui changent souvent comme la météo ou la position des principaux concurrents.

Sur cette carte correspondant à la régate « Route du Rhum », tous les concurrents ont une même stratégie, le point d’arrivée à Pointe à Pitre, en Guadeloupe. Par contre, la variété des routes choisies, des changements de cap est impressionnante.

Des plans d’action à court terme, flexibles, évolutifs, qui tiennent compte en permanence des opportunités, des dangers imprévus, de la vente d’une filiale ou du rachat d’un concurrent, c’est la seule démarche raisonnable pour atteindre la cible définie par la stratégie.

  

Synthèse 

Leadership CloudQuel est l’avenir d’une DSI ? A-t-on encore besoin d’une DSI ?

Poser ces questions est dans l’air du temps et de nombreux spécialistes vous expliquent que le rôle de la DSI va se réduire et que le CMO (Chief Marketing Officer) va prendre le relais.

J’ai une vision beaucoup plus optimiste de l’évolution d’une DSI. Dans un monde de plus en plus numérique, une DSI aura un rôle essentiel et stratégique pour répondre aux attentes des clients externes et internes.

Mais pour cela elle devra, vous l’avez compris :

  • Abandonner les dix « ex bonnes pratiques ».
  • Faire siennes les dix NBP, Nouvelles Bonnes Pratiques.

A vous de passer à l’action ...

 

Read the original blog entry...

More Stories By Louis Nauges

Louis Naugès is Founder & President of Revevol, the first European Consulting organization 100% dedicated to SaaS and Cloud Computing. He has 30 years of IT experience. Very few people in Europe have his knowledge and expertise in Cloud & SaaS technologies and applications. He works directly with CIOs of very large organizations. Revevol is the first EMEA distributor of Google Apps and the largest worldwide organization deploying Google Apps is one of Revevol's clients.

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