Enterprise IT Context for the CTO

Bob Gourley

Subscribe to Bob Gourley: eMailAlertsEmail Alerts
Get Bob Gourley via: homepageHomepage mobileMobile rssRSS facebookFacebook twitterTwitter linkedinLinkedIn

Related Topics: Cloud Computing, SaaS Journal

Blog Feed Post

Going 100% SaaS: Deploying and Operating By @YuviKochar | @CloudExpo #Cloud

I have found that SaaS implementations are most successful when the business function and IT teams work together

Going 100% SaaS: Deploying and Operating
By Yuvi Kochar

This is the second post in this series. For the first see: Going 100% SaaS.

As I mentioned before, SaaS is not just a software product, but also a service. In addition, due to the fact that the product is constantly enhanced and upgraded, it requires more active management than a traditional COTS product.

I have found that SaaS implementations are most successful when the business function and IT teams work together to select, deploy and operate SaaS products. In many organizations, SaaS products are identified and selected by the business and IT is engaged later in the process. It is important to involve the IT team early for proper technical due-diligence before the product is acquired. While it is best for the business function to assume overall functional responsibility for the solution, it is important for IT remain engaged on an ongoing basis to manage Cybersecurity, Integrations, and complex Reporting and Data Analytics.

The organization should implement processes to identify and deploy relevant product enhancements on a continuous basis. I sometimes find SaaS products being managed like traditional COTS applications and enhancements deployed infrequently. This approach does not allow the organization to take advantage of new features in a timely manner.

The Team
Business Analysts (~60%)
In my experience, the best team to operate a portfolio of SaaS applications is primarily composed of Business Analysts (BAs). BAs work closely with the business function users to identify requirements, configure the system and provide training and support.

System Analysts (~35%)
Systems Analysts (SAs) focus on tasks that require deeper technical skills: Technology Architecture, Integration and Complex Reporting. SAs also perform deeper technical analysis to help resolve complex system or data issues.

Project Managers (~10%)
Project Managers (PMs) ensure that significant enhancements and implementations are completed in a timely manner. In addition, PMs own the Vendor Relationship and are responsible for contract negotiation. PMs also manage the Budget.

In Conclusion
As with any important technology decision, it is essential to thoroughly evaluate options and ensure that the product and the vendor are a good fit for the needs and the culture of the organization

Read the original blog entry...

More Stories By Bob Gourley

Bob Gourley writes on enterprise IT. He is a founder of Crucial Point and publisher of CTOvision.com