Desktop Services Outsourcing Europe

106 Pages·1994·7.2 MB·English

JUNE 1994
Desktop Services
Outsourcing
Europe, 1994
INPUT
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DESKTOPSERVICESOUTSOURCING-EUROPE, 1994 INPUT
Abstract
Many organisations have already outsourced their mainframe
,
operations. These organisations, and others, are now evaluating how
best to manage their emerging client/server and desktop IT
infrastructures. Many options are open to these organisations since
desktop services consists of a large range of service elements, any
combination of which could potentially be outsourced.
This report endeavours to identify the combinations of services that
organisations are likely to outsource. In particular, it analyses
current satisfaction with desktop service components, attitudes
towards outsourcing, the nature of the bujdng process and attitudes
towards potential vendors.
©1994byINPUT.ReproductionProhibited
DESKTOPSERVICESOUTSOURCING—EUROPE, 1994
Research by
INPUT
17 Hill Street
London W1X 7FB
United Kingdom
Published by
INPUT
1881 Landings Drive
Mountain View, CA 94043-0848
United States of America
Outsourcing Information Systems
—
Programme Europe
Desktop Services Outsourcing—Europe, 1994
Copyright© 1994by INPUT.Allrightsreserved. Printedinthe
UnitedStates ofAmerica. Nopartofthe publication may be
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ernployeesofandwitNnItiecurrentooqxraSsstructureofiNPUTs
clients,andwill notbedisclosedtoanyotherorganisation or
personincludingparent, subsidiary, oraffiliatedorganisation
withoutpriorwrittenconsentofINPUT.
INPUTexercisesitsbesteffortsinpreparationofttieinformation
Rrovidedin thisreportandbelievestheinfonnation contained
ereintobeaccurate. However, INPUTshallhavenoliabilityfor
anylossorexpense thatmayresultfrom incompletenessor
inaocuracyoflheinfonTialionprovided.
OSPR*566* 1994
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DESKTOPSERVICESOUTSOURCING—EUROPE, 1994 INPUT
Table of Contents
Introduction I-l
A. Scope and Objectives I-l
B. Methodology 1-2
C. Report Structure 1-2
D. Related Reports 1-3
II Executive Overview II-
A. Users Believe Outsourcing Desktop Services
Improves Service Responsiveness U-l
B. Organisations Need Breadth ofSupport 11-2
C. Spreading the Cost ofTechnological Refreshment 11-3
D. Estabhshing the Importance ofPro-Active Help
Desk Services 11-5
E. Increasing Awareness ofVendors' Capabilities 11-7
III Users Require Assistance in Utilising the
Potential ofthe Desktop III-l
A. Third-Parties Used for LAN Installation m-1
B. Users Need Improved Access to Information 111-6
C. Update Management and Asset Management are
Inadequately Performed HE-10
D. Services Need to be More Pro-Active and Cost-
Effective IE-IS
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DESKTOPSERVICESOUTSOURCING—EUROPE, 1994 INPUT
Table of Contents
IV IT Managers Remain Reluctant to Outsource
Operational Management IV-
A. Cost Reduction Remains A Key Benefit IV-
B. Users Believe Outsourcing will Improve the Focus of
the IT Department IV-4
C. IT Managers Want Second-Line Technical Support IV-10
D. Users Are More Prepared to Outsource Operational
Management IV-15
V
Vendors Need to Market Services at Board-Level V-1
A. IT Managers Are Major Influence on Desktop
Services Expenditure V-1
B. Cost and Breadth ofTechnical Skills are Key
Selection Criteria V-4
C. EDS Has Comparatively High Profile V-11
VI Vendors Announce Desktop Services Offerings VI-
A. Hewlett-Packard introduces Selective Outsourcing Vl-1
1. Focusing on CHent/Server Computing VI-
2. Targeting CIO's and CFO's VI-3
HP
3. Su—pported by Other Divisions VI-5
B. ITnet ^Targeting Distributed Systems Outsourcing
in Local Government VI-6
1. Developing Distributed Systems Outsourcing
Services VE-7
2. Targeting Managed Services in Local
Government VI
-1
3. Developing International Partnerships VI-12
C. SHL Systemhouse Aims to be Global Leader in
Transformational Outsourcing VI-13
1. EstabHshing Transformational Outsourcing
Services VI-13
2. Focusing on Postal Authorities and Banking &
Finance Sectors VI-16
3. Growth by Acquisition VE-17
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DESKTOPSERVICESOUTSOURCING—EUROPE, 1994 INPUT
Table of Contents
Appendixes A. User Questionnaire A-1
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DESKTOPSERVICESOUTSOURCING—EUROPE, 1994 INPUT
Exhibits
-1 Desktop Support Challenges 11-2
'
-2 Areas ofLow Satisfaction: User Perspective 11-4
-3 Scope for Service Improvement: User Perspective 11-6
-4 Purchasing Control: Desktop Services 11-7
-5 Perceived Benefits ofDesktop Services Outsourcing
Users and IT Managers 11-9
-1 Third-Party Service Delivery: Europe m-2
III
-2 Third-Party Service Delivery France, Germany, and
U.K
in-4
-3 IT Department Service DeHvery: Europe in-5
-4 IT Department Service DeHvery by Country in-5
-5 Principal Challenges: Support ofDesktop
Infrastructure in-7
-6 Service Quahty by Country in-9
-7 Overall Service Quality User vs. IT Manager
Perspective in-9
-8 Best Supported Functions: Desktop Services-
Europe m-io
-9 Ratings ofBest Supported Fimctions by Country m-ii
-10 Best Supported Functions: User vs. IT Manager
Perspective in-12
-11 Worst Supported Functions: Desktop Services
Europe in-13
-12 Ratings ofWorst Supported Desktop Functions
France, Germany, and U.K. in-14
-13 Worst Supported Functions User vs. IT Manager
Perspective m-15
iv ©1994bvINPUT.ReoroductionProhibited. OSFQ