In part one of this series on launching a successful first-generation MSP program, I examined how to select the right MSP partner and vendor management system and the importance of setting your desired outcomes upfront.
Here, I look at how to implement the program, including how to use data to manage the program, assembling your project team and the importance of getting buy-in across the organization.
Once your MSP partner is in place, and the scope of the project is determined, it is important to plan for the future and put your team in place:
1. Develop a future state roadmap. While defining what’s in scope for your program is an important step, establishing a roadmap of future enhancements is equally as important. The benefits of an MSP increase as more services are rolled into the program; however,trying to tackle everything you want to be in scope all at once could weaken your ability to manage change across the organization.
There is no one-size-fits-all solution, and this road map should be customized specifically for your organization. Your MSP partner should be able to work with you to clearly map recommended phases to your program based on your drivers, current state and adoption.
This can range from decisions about the inclusion and timing for expanding outside of the U.S., management of 1099’s, incorporating modules to manage statement of work (SOW)/services procurement, leveraging a Freelance Management System (FMS), direct hire under the MSP,and even considering the current trend of blending MSP and RPO services into a single program (which makes up 12% of all MSPs).
2. Explore your current state. One of the first tasks – after consulting, selecting and contracting with your MSP – will likely be an in-depth discovery session and implementation kick-off to determine who owns what tasks. Continue reading here…
Credit: The Staffing Stream