{"id":1245,"date":"2016-06-15T14:28:37","date_gmt":"2016-06-15T14:28:37","guid":{"rendered":"http:\/\/fr.eim.com\/?p=1245"},"modified":"2026-06-12T08:05:46","modified_gmt":"2026-06-12T08:05:46","slug":"transitions-et-projets-au-sein-des-dsi-management-de-transition-ou-ssii","status":"publish","type":"post","link":"https:\/\/www.eim.com\/fr\/articles-et-communiques\/transitions-et-projets-au-sein-des-dsi-management-de-transition-ou-ssii\/","title":{"rendered":"Transitions et projets au sein des DSI\u00a0: Management de Transition ou SSII\u00a0?"},"content":{"rendered":"

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Transitions et projets au sein des DSI : Management de Transition ou SSII ?<\/span><\/h1>\n

[\/et_pb_text][\/et_pb_column][\/et_pb_row][\/et_pb_section][et_pb_section fb_built=\u00a0\u00bb1″ _builder_version=\u00a0\u00bb3.22″ global_colors_info=\u00a0\u00bb{}\u00a0\u00bb][et_pb_row _builder_version=\u00a0\u00bb3.25″ background_size=\u00a0\u00bbinitial\u00a0\u00bb background_position=\u00a0\u00bbtop_left\u00a0\u00bb background_repeat=\u00a0\u00bbrepeat\u00a0\u00bb global_colors_info=\u00a0\u00bb{}\u00a0\u00bb][et_pb_column type=\u00a0\u00bb4_4″ _builder_version=\u00a0\u00bb3.25″ custom_padding=\u00a0\u00bb|||\u00a0\u00bb global_colors_info=\u00a0\u00bb{}\u00a0\u00bb custom_padding__hover=\u00a0\u00bb|||\u00a0\u00bb][et_pb_text _builder_version=\u00a0\u00bb3.27.4″ background_size=\u00a0\u00bbinitial\u00a0\u00bb background_position=\u00a0\u00bbtop_left\u00a0\u00bb background_repeat=\u00a0\u00bbrepeat\u00a0\u00bb max_width=\u00a0\u00bb90%\u00a0\u00bb module_alignment=\u00a0\u00bbcenter\u00a0\u00bb global_colors_info=\u00a0\u00bb{}\u00a0\u00bb]<\/p>\n

Les Directions des Services Informatiques<\/strong> ont toujours utilis\u00e9 des ressources externes<\/strong> de mani\u00e8re intensive. Dans les entreprises d\u2019une certaine taille (mais aussi maintenant dans de nombreuses PME\/PMI) il n\u2019est pas rare que plus de la moiti\u00e9 des ressources affect\u00e9es au d\u00e9veloppement des applications et \u00e0 l\u2019exploitation des syst\u00e8mes et des r\u00e9seaux<\/strong> soit contract\u00e9e aupr\u00e8s de SSII<\/strong>.<\/p>\n

Tout un \u00e9cosyst\u00e8me s\u2019est ainsi constitu\u00e9, fait de grandes entreprises internationales, capables de prendre en charge le d\u00e9veloppement de grandes applications m\u00e9tiers, l\u2019exploitation, \u00e0 grande \u00e9chelle, de la production informatique et la maintenance des r\u00e9seaux et des postes utilisateurs, mais aussi de plus petites entreprises de services tr\u00e8s sp\u00e9cialis\u00e9es dans tel ou tel domaine informatique ou simplement bien \u00e9tablie en r\u00e9gion pour servir un tissu de PME locales.<\/p>\n

Dans cet environnement, nous nous sommes demand\u00e9s quelle pouvait \u00eatre la place et la valeur ajout\u00e9e du management de transition<\/strong>. Notre exp\u00e9rience de nombreuses missions de transition<\/strong> \u00e0 la t\u00eate ou au sein de DSI nous a permis de d\u00e9gager quelques id\u00e9es forces\u00a0:<\/p>\n

    \n
  1. Les SSII<\/strong> ont clairement 2 atouts majeurs<\/strong>\u00a0:\n
      \n
    1. La capacit\u00e9 \u00e0 mobiliser des ressources importantes<\/strong>, \u00e0 diff\u00e9rents niveaux de comp\u00e9tence, d\u2019exp\u00e9rience et de cout, en France et \u00e0 l\u2019Etranger (yc sur des plateformes low-cost offshore), en interne et d\u00e9l\u00e9gu\u00e9es chez leurs clients.<\/li>\n
    2. L\u2019expertise technique<\/strong> qu\u2019elles peuvent mutualiser sur les diff\u00e9rents projets et clients.<\/li>\n<\/ol>\n<\/li>\n
    3. Le management de transition<\/strong> se situe clairement sur un autre plan : celui du management g\u00e9n\u00e9ral des \u00e9quipes<\/strong>, du portefeuille des projets et des budgets.<\/li>\n
    4. Les profils des managers de Transition<\/strong> sont donc diff\u00e9rents<\/strong> de ceux que les SSII<\/strong> peuvent mobiliser\u00a0: si nombre d\u2019entre eux ont pass\u00e9 quelques ann\u00e9es au sein de SSII en d\u00e9but de carri\u00e8re, ils ont ensuite pass\u00e9 de nombreuses ann\u00e9es dans des fonctions de DSI, membre des comit\u00e9s de direction. Au-del\u00e0 des comp\u00e9tences g\u00e9n\u00e9rales en mati\u00e8re de management d\u2019\u00e9quipes et de projets, ils ont connu au cours de leur vie professionnelle des situations particuli\u00e8res (r\u00e9organisation, restructuration, fusion-acquisition, crise, transformation digitale, \u2026)<\/li>\n
    5. Quelle que soit la raison d\u2019\u00eatre de la mission, le manager de transition<\/strong> sera s\u00e9lectionn\u00e9 certes sur ses comp\u00e9tences informatiques g\u00e9n\u00e9rales, mais surtout sur son aptitude \u00e0 \u00eatre un business partner<\/strong> pour ses coll\u00e8gues au sein du Comit\u00e9 de direction, sur ses qualit\u00e9s de management d\u2019\u00e9quipe et de communication, enfin, sur son exp\u00e9rience de tel ou tel contexte particulier.<\/li>\n
    6. Ainsi, le choix de recourir au management de transition ou de faire appel \u00e0 des SSII correspond \u00e0 des situations et des besoins forts diff\u00e9rents<\/strong>. Demander \u00e0 une SSII de d\u00e9l\u00e9guer un consultant pour prendre temporairement une fonction de management op\u00e9rationnel au sein de l\u2019entreprise nous parait tout aussi incongru que de demander \u00e0 un cabinet de management de transition une expertise technique pointue ou un \u00ab\u00a0jeune\u00a0\u00bb chef de projet pour suivre des \u00e9tudes informatiques.<\/li>\n<\/ol>\n

      Les r\u00e9cits et t\u00e9moignages de quelques DSI de transition qui sont intervenus r\u00e9cemment pour EIM illustrent ce propos\u2026<\/a><\/p>\n

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      Prenez contact avec nous<\/span><\/h3>\n

      [\/et_pb_text][\/et_pb_column][\/et_pb_row][et_pb_row column_structure=\u00a0\u00bb1_5,3_5,1_5″ _builder_version=\u00a0\u00bb3.27.4″ custom_padding=\u00a0\u00bb0px|||||\u00a0\u00bb global_colors_info=\u00a0\u00bb{}\u00a0\u00bb][et_pb_column type=\u00a0\u00bb1_5″ _builder_version=\u00a0\u00bb3.27.4″ global_colors_info=\u00a0\u00bb{}\u00a0\u00bb][\/et_pb_column][et_pb_column type=\u00a0\u00bb3_5″ _builder_version=\u00a0\u00bb3.27.4″ global_colors_info=\u00a0\u00bb{}\u00a0\u00bb][et_pb_text _builder_version=\u00a0\u00bb3.27.4″ custom_padding=\u00a0\u00bb||0px|||\u00a0\u00bb global_colors_info=\u00a0\u00bb{}\u00a0\u00bb]<\/p>\n

      Vous souhaitez en savoir plus et entrer en relation avec un conseiller EIM<\/span><\/p>\n

      [\/et_pb_text][et_pb_button button_url=\u00a0\u00bb\/fr\/nous-contacter\/\u00a0\u00bb button_text=\u00a0\u00bbCONTACTEZ-NOUS\u00a0\u00bb button_alignment=\u00a0\u00bbcenter\u00a0\u00bb _builder_version=\u00a0\u00bb4.10.3″ background_layout=\u00a0\u00bbdark\u00a0\u00bb hover_enabled=\u00a0\u00bb0″ global_colors_info=\u00a0\u00bb{}\u00a0\u00bb sticky_enabled=\u00a0\u00bb0″][\/et_pb_button][\/et_pb_column][et_pb_column type=\u00a0\u00bb1_5″ _builder_version=\u00a0\u00bb3.27.4″ global_colors_info=\u00a0\u00bb{}\u00a0\u00bb][\/et_pb_column][\/et_pb_row][\/et_pb_section]<\/p>\n","protected":false},"excerpt":{"rendered":"

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        \n \t
      1. Les SSII<\/strong> ont clairement 2 atouts majeurs<\/strong> :\n
          \n \t
        1. La capacit\u00e9 \u00e0 mobiliser des ressources importantes<\/strong>, \u00e0 diff\u00e9rents niveaux de comp\u00e9tence, d\u2019exp\u00e9rience et de cout, en France et \u00e0 l\u2019Etranger (yc sur des plateformes low-cost offshore), en interne et d\u00e9l\u00e9gu\u00e9es chez leurs clients.<\/li>\n \t
        2. L\u2019expertise technique<\/strong> qu\u2019elles peuvent mutualiser sur les diff\u00e9rents projets et clients.<\/li>\n<\/ol>\n<\/li>\n \t
        3. Le management de transition<\/strong> se situe clairement sur un autre plan : celui du management g\u00e9n\u00e9ral des \u00e9quipes<\/strong>, du portefeuille des projets et des budgets.<\/li>\n \t
        4. Les profils des managers de Transition<\/strong> sont donc diff\u00e9rents<\/strong> de ceux que les SSII<\/strong> peuvent mobiliser : si nombre d\u2019entre eux ont pass\u00e9 quelques ann\u00e9es au sein de SSII en d\u00e9but de carri\u00e8re, ils ont ensuite pass\u00e9 de nombreuses ann\u00e9es dans des fonctions de DSI, membre des comit\u00e9s de direction. Au-del\u00e0 des comp\u00e9tences g\u00e9n\u00e9rales en mati\u00e8re de management d\u2019\u00e9quipes et de projets, ils ont connu au cours de leur vie professionnelle des situations particuli\u00e8res (r\u00e9organisation, restructuration, fusion-acquisition, crise, transformation digitale, \u2026)<\/li>\n \t
        5. Quelle que soit la raison d\u2019\u00eatre de la mission, le manager de transition<\/strong> sera s\u00e9lectionn\u00e9 certes sur ses comp\u00e9tences informatiques g\u00e9n\u00e9rales, mais surtout sur son aptitude \u00e0 \u00eatre un business partner<\/strong> pour ses coll\u00e8gues au sein du Comit\u00e9 de direction, sur ses qualit\u00e9s de management d\u2019\u00e9quipe et de communication, enfin, sur son exp\u00e9rience de tel ou tel contexte particulier.<\/li>\n \t
        6. Ainsi, le choix de recourir au management de transition ou de faire appel \u00e0 des SSII correspond \u00e0 des situations et des besoins forts diff\u00e9rents<\/strong>. Demander \u00e0 une SSII de d\u00e9l\u00e9guer un consultant pour prendre temporairement une fonction de management op\u00e9rationnel au sein de l\u2019entreprise nous parait tout aussi incongru que de demander \u00e0 un cabinet de management de transition une expertise technique pointue ou un \u00ab jeune \u00bb chef de projet pour suivre des \u00e9tudes informatiques.<\/li>\n<\/ol>\nLes r\u00e9cits et t\u00e9moignages de quelques DSI de transition qui sont intervenus r\u00e9cemment pour EIM illustrent ce propos\u2026<\/a>\n\n ","_et_gb_content_width":"","footnotes":""},"categories":[354],"tags":[],"class_list":["post-1245","post","type-post","status-publish","format-standard","has-post-thumbnail","hentry","category-articles-et-communiques"],"yoast_head":"\nDSI : management de transition ou SSII ? | EIM<\/title>\n<meta name=\"description\" content=\"Pour piloter transitions et projets au sein des DSI, faut-il un manager de transition ou une SSII ? 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