Escolar Documentos
Profissional Documentos
Cultura Documentos
Alan McSweeney
Objectives
April 5, 2010 2
Agenda
• Introduction
• Outsourcing for Service Providers
• Outsourcing for End-User Organisations
April 5, 2010 3
Introduction
April 5, 2010 4
Scope
• In the context of cloud computing, the scope of this material is related to Public
Cloud, a shared infrastructure, elements of which may or may not be dedicated,
located away from the organisation’s premises accessible to other organisations
and with multiple tenants
• Moving systems/applications/data to a service provider, in whatever format,
constitutes outsourcing/managed service
− IaaS - Infrastructure as a Service
− PaaS - Platform as a Service
− SaaS - Software as a Service
− STaaS - Storage as a Service
− BRaaS - Backup and recovery as a Service
• The business relationship needs to be managed as an outsourcing/managed
services arrangement
• Failure to do so will lead to problems
• Cloud computing is not just a technology arrangement – it is a business services
relationship
• Do not ignore or underestimate the business nature of the relationship
April 5, 2010 5
Types of Outsourcing and Types of Cloud-Based
Services
• Rough classification of types of public cloud-based services and
types of outsourcing/managed services
Business Process Knowledge Application Network Infrastructure
Outsourcing (BPO) Process Service Provider Managed Services Managed Services
Outsourcing (KPO) (ASP)
IaaS
(Infrastructure as
a Service)
PaaS (Platform as
a Service)
SaaS (Software as
a Service)
STaaS (Storage as
a Service)
BRaaS (Backup
and recovery as a
Service)
April 5, 2010 6
What is Outsourcing
April 5, 2010 7
Reasons Organisations Outsource
Reduce And Control Operating
17%
Costs
Take Advantage Of
6%
Capabilities
Accelerate Reengineering
4%
Benefits
Share Risks 3%
April 5, 2010 8
Scope
April 5, 2010 9
Scope
April 5, 2010 10
Outsourcing Planning
April 5, 2010 11
Sample Service Transfer Plan – Outsourcing Service
Provider
• Plan subset
• Based on activities
− 1 Service Transfer
• 1.1 Resources
Transferred In
• 1.2 Personnel
Transferred In
• 1.3 Service Continuity
April 5, 2010 12
Sample Service Transfer Plan – Outsourcing
Organisation
• Plan subset
• Based on activities
− 1 Outsourcing
Opportunity Analysis
• 1.1 Define Current
State
• 1.2 Outsourcing
Criteria
• 1.3 Demand
Identification
• 1.4 Outsourcing
Options
April 5, 2010 13
Where Outsourcing Problems Happen
April 5, 2010 14
Lessons Learned from Outsourcing Problems
April 5, 2010 16
Lessons Learned from Outsourcing Problems
April 5, 2010 18
Outsourcing Experiences
• Transfer of knowledge
− Processes and procedures
− Documentation
− Personal knowledge
• Quality issues and their resolution
− Inspection programmes
− Sustaining quality programmes
− Cost of rework
• Communication
− Poor customer service
− Daily operational issues
April 5, 2010 20
Outsourcing for Service Providers
April 5, 2010 21
Phases of Outsourcing Relationship
Ongoing
April 5, 2010 22
Phases of Outsourcing Relationship
April 5, 2010 23
Initiation Phase
April 5, 2010 24
Delivery Phase
April 5, 2010 25
Completion Phase
April 5, 2010 26
Ongoing Phase
Knowledge Threat
Management Ongoing Management
Service Design
Service Service Service
Contracting and
Transfer Delivery Transfer
Deployment
April 5, 2010 28
Key Capabilities and Constituent Practices
Outsourcing
Capabilities and
Skills
Initiation/
Delivery Ongoing
Completion
1 Service 3 Service Design 4 Service 5 Knowledge 6 People 7 Performance 8 Relationship 9 Technology 10 Threat
2 Contracting
Transfer and Deployment Delivery Management Management Management Management Management Management
3.1
1.1 Resources 4.1 Plan Service 5.1 Share 6.1 Encourage 7.1 Engagement 8.1 Client 9.1 Acquire 10.1 Risk
2.1 Negotiations Communicate
Transferred In Delivery Knowledge Innovation Objectives Interactions Technology Management
Requirements
7.4
1.4 Resources 2.4 Market 3.4 Service 4.4 Verify Service 5.4 Process 6.4 Assign 9.4 Technology
Organisational 8.4 Cultural Fit 10.4 Security
Transferred Out Information Specification Commitments Assets Responsibilities Integration
Objectives
7.5 Review
1.5 Personnel 2.5 Plan 3.5 Service 4.5 Correct 5.5 Engagement 8.5 Stakeholder 9.5 Optimise 10.5 Intellectual
6.5 Define Roles Organisational
Transferred Out Negotiations Design Problems Knowledge Information Technology Property
Performance
2.8 Respond to 3.8 Deploy 4.8 Financial 5.8 Resource 6.8 Plan and 7.8 Capability 8.8 Value
Requirements Service Management Consumption Deliver Training Baselines Creation
April 5, 2010 31
Key Issues For Successful Outsourcing
April 5, 2010 32
Key Issues For Successful Outsourcing
April 5, 2010 33
Issue 1 - Establishing And Maintaining Trust With
Stakeholders
• Building a trusting relationship with stakeholders is critical
to success
• Important for all suppliers and partners involved in the
outsourcing relationship – hardware, software,
communications, services
• By effectively managing expectations and responding to
personnel, clients and end-users, service provider
establishes trust with its stake- holders to help establish
long-term relationships
April 5, 2010 34
Issue 2 - Managing Stakeholder Expectations
April 5, 2010 35
Issue 3 - Translating Implicit And Explicit Needs Into Defined
Requirements With Agreed-Upon Levels Of Quality
April 5, 2010 36
Issue 4 - Establishing Well-Defined Contracts With
Stakeholders, Including Clients, Suppliers And Partners
April 5, 2010 37
Issue 5 - Reviewing Service Design And Deployment
To Ensure Adequate Coverage Of The Requirements
• Failure in outsourcing can be caused by the service
provider not fully addressing the needs of the client
• To ensure that the service delivery will meet the client’s
needs, successful engagements include rigorous reviews of
the service design and deployment activities by the clients
and the service provider prior to service delivery
April 5, 2010 38
Issue 6 - Ensuring The Effectiveness Of Interactions
With Stakeholders
• Large-scale outsourcing often involves a combination of
face-to-face and remote interactions
• Interactions with clients need to be managed in order to
effectively understand their needs
• Clear communications with all stakeholders can have a
strong positive impact on the ability to effectively perform
work
April 5, 2010 39
Issue 7 - Managing Supplier And Partner
Relationships To Ensure That Commitments Are Met
• Outsourcing engagements can include multiple service
providers working together to meet the client’s needs
• Regardless of the type of relationship suppliers and
partners can have a significant impact on the effectiveness
of the service delivery and they must be actively managed
April 5, 2010 40
Issue 8 - Ensuring Compliance With Statutory And
Regulatory Requirements
• Service providers are often faced with the need to comply
with a large variety of laws and regulations
• Effectively operating in this environment requires rigorous
analysis and management of all applicable legal
requirements to protect themselves and their clients
April 5, 2010 41
Issue 9 - Managing Clients’ Security
April 5, 2010 42
Issue 10 - Managing Cultural Differences Between
Stakeholders
• In large-scale outsourcing there are many potential
cultural differences between service providers, clients,
end-users, suppliers and partners
• These include differences between country, region and
organisational culture
• These differences need to be identified and addressed in
order to guard against breakdowns in communication
April 5, 2010 43
Issue 11 - Monitoring And Controlling Activities To
Consistently Meet The Service Delivery Commitments
April 5, 2010 44
Issue 12 - Monitoring And Managing Clients’ And
End-Users’ Satisfaction
• Success is not always defined in terms of meeting the
agreed-upon commitments because clients and end-users
may be unsatisfied even when commitments are being
met
• Successful outsourcing engagements monitor the
satisfaction levels of the stakeholders to identify problems
and take action
April 5, 2010 45
Issue 13 - Building And Maintaining The Competencies That
Enable Personnel To Effectively Perform Their Roles And
Responsibilities
• Outsourcing is often highly dependant on specialised
competencies without which personnel cannot effectively
perform the work assigned to them
• Service providers need to manage the competencies of
individuals as well as the workforce as a whole in order to
ensure that work is effectively performed and that the
client’s requirements are met.
April 5, 2010 46
Issue 14 - Managing Employee Satisfaction,
Motivation And Retention
• IT-enabled outsourcing often involves challenges during
transition and deployment and service delivery
• High employee turnover jeopardises the service provider’s
ability to meet its clients’ requirements and undermines
their expected gains and performance levels
• Proactively monitoring and managing employee
satisfaction and motivation can improve personnel
retention and effectiveness
April 5, 2010 47
Issue 15 - Establishing And Maintaining An Effective
Work Environment
• A work environment that is well suited to the service being
delivered enables personnel to effectively perform their
work
• Also contributes to employee satisfaction and retention
April 5, 2010 48
Issue 16 - Maintaining A Competitive Advantage
April 5, 2010 50
Issue 18 - Managing Rapid Technological Shifts And
Maintaining The Availability, Reliability, Accessibility And
Security Of Technology
• Technology is a key component of IT outsourcing such as
public cloud
• Challenges for the service provider include keeping pace
with rapid changes in technology and effectively managing
the technology infrastructure while changes are
incorporated
April 5, 2010 51
Issue 19 - Capturing And Using Knowledge
April 5, 2010 52
Issue 20 - Smoothly Transferring Services And
Resources
• A common cause of failure in outsourcing is the ineffective
management of the transfer of services and resources to
and from the service provider leading to service delivery
problems
• Successful service providers rigorously control the transfer
of services and resources to ensure that the new service
provider is able to adequately deliver the service and that
service continuity is maintained
April 5, 2010 53
Issue 21 - Maintaining Continuity Of The Service
Delivery
• Effectiveness of outsourcing is related to the service
provider’s ability to maintain service continuity despite any
problems that arise
• Successful providers manage service continuity by
effectively controlling and preventing problems during
service delivery, preparing and responding to threats and
coordinating the transfer of service during periods of
transition
April 5, 2010 54
Issue 22 - Capturing And Transferring Knowledge
Gained To The Client During Contract Completion
• Frequent concern of clients who consider outsourcing is
that in-house knowledge will be eroded, making it
impossible to bring outsourced services back in-house
• Successful service providers address this concern by
making provisions for capturing and transferring
knowledge back to the client during contract completion
April 5, 2010 55
Issue 23 - Measuring And Analysing The Reasons for
Termination to prevent Reoccurrence
• Termination may happen for a number of reasons,
including an inability of the service provider to meet
changing client needs, resolve problems, meet
commitments, or match the capabilities of competitors
• Analysing the reasons for termination and taking action
based on the findings helps to prevent issues from
recurring with other clients and ensure the long-term
success of the service provider
April 5, 2010 56
Key Capabilities and Constituent Practices
Outsourcing
Capabilities and
Skills
Initiation/
Delivery Ongoing
Completion
1 Service 3 Service Design 4 Service 5 Knowledge 6 People 7 Performance 8 Relationship 9 Technology 10 Threat
2 Contracting
Transfer and Deployment Delivery Management Management Management Management Management Management
3.1
1.1 Resources 4.1 Plan Service 5.1 Share 6.1 Encourage 7.1 Engagement 8.1 Client 9.1 Acquire 10.1 Risk
2.1 Negotiations Communicate
Transferred In Delivery Knowledge Innovation Objectives Interactions Technology Management
Requirements
7.4
1.4 Resources 2.4 Market 3.4 Service 4.4 Verify Service 5.4 Process 6.4 Assign 9.4 Technology
Organisational 8.4 Cultural Fit 10.4 Security
Transferred Out Information Specification Commitments Assets Responsibilities Integration
Objectives
7.5 Review
1.5 Personnel 2.5 Plan 3.5 Service 4.5 Correct 5.5 Engagement 8.5 Stakeholder 9.5 Optimise 10.5 Intellectual
6.5 Define Roles Organisational
Transferred Out Negotiations Design Problems Knowledge Information Technology Property
Performance
2.8 Respond to 3.8 Deploy 4.8 Financial 5.8 Resource 6.8 Plan and 7.8 Capability 8.8 Value
Requirements Service Management Consumption Deliver Training Baselines Creation
Initiation/
Delivery Ongoing
Completion
1 Service 3 Service Design 4 Service 5 Knowledge 6 People 7 Performance 8 Relationship 9 Technology 10 Threat
2 Contracting
Transfer and Deployment Delivery Management Management Management Management Management Management
3.1
1.1 Resources 4.1 Plan Service 5.1 Share 6.1 Encourage 7.1 Engagement 8.1 Client 9.1 Acquire 10.1 Risk
2.1 Negotiations Communicate
Transferred In Delivery Knowledge Innovation Objectives Interactions Technology Management
Requirements
7.4
1.4 Resources 2.4 Market 3.4 Service 4.4 Verify Service 5.4 Process 6.4 Assign 9.4 Technology
Organisational 8.4 Cultural Fit 10.4 Security
Transferred Out Information Specification Commitments Assets Responsibilities Integration
Objectives
7.5 Review
1.5 Personnel 2.5 Plan 3.5 Service 4.5 Correct 5.5 Engagement 8.5 Stakeholder 9.5 Optimise 10.5 Intellectual
6.5 Define Roles Organisational
Transferred Out Negotiations Design Problems Knowledge Information Technology Property
Performance
2.8 Respond to 3.8 Deploy 4.8 Financial 5.8 Resource 6.8 Plan and 7.8 Capability 8.8 Value
Requirements Service Management Consumption Deliver Training Baselines Creation
• Scope
− Establish and implement procedures to verify and account for
resources transferred to the organisation
• Track and manage resource transfers in order to facilitate a smooth transfer
of responsibilities prior to service delivery
• Activities
− Provide support for creating and maintaining the procedures for
verifying and accounting for resources transferred to the
organisation
− Document and implement the procedures for verifying and
accounting for resources transferred to the organisation
− Support the implementation of the procedures for verifying and
accounting for resources transferred to the organisation
April 5, 2010 59
1 Service Transfer - 1.2 Personnel Transferred In
• Scope
− Establish and implement procedures to manage the transfer of
personnel to the organisation
• Transfer the necessary personnel and ensure that the necessary personnel
competencies are in place in order to enable the organisation to effectively
deliver service
• Activities
− Provide support for creating and maintaining the procedures for
managing the transfer of personnel to the organisation
− Document and implement the procedures for managing the
transfer of personnel to the organisation
− Support the implementation of the procedures for managing the
transfer of personnel to the organisation
April 5, 2010 60
1 Service Transfer - 1.3 Service Continuity
• Scope
− Establish and implement procedures to ensure the continuity of
service
• Maintain service continuity as service is transferred to the client, or to
another service provide, in order to improve client satisfaction
• Activities
− Provide support for creating and maintaining the procedures for
ensuring continuity of service across the organisation
− Document and implement the procedures for ensuring continuity
of service
− Support the implementation of the procedures for ensuring
continuity of service across the organisation
April 5, 2010 61
1 Service Transfer - 1.4 Resources Transferred Out
• Scope
− Establish and implement procedures to transfer resources from
the organisation
• Manage the transfer of resources in order to help ensure a smooth hand-
over and improve the client’s satisfaction, thereby establishing a basis for
future relationships with the client
• Activities
− Provide support for creating and maintaining the procedures for
transferring resources from the organisation
− Document and implement the procedures for transferring
resources from the organisation
− Support the implementation of the procedures for transferring
resources from the organisation
April 5, 2010 62
1 Service Transfer - 1.5 Personnel Transferred Out
• Scope
− Establish and implement procedures to manage the transfer of
personnel from the organisation
• Activities
− Provide support for creating and maintaining the procedures for
managing the transfer of personnel from the organisation
− Document and implement the procedures for managing the
transfer of personnel from the organisation
− Support the implementation of the procedures for managing the
transfer of personnel from the organisation
April 5, 2010 63
1 Service Transfer - 1.6 Knowledge Transferred Out
• Scope
− Establish and implement procedures to transfer to the client the
knowledge gained from the specific client engagement
• Activities
− Provide support for creating and maintaining the procedures for
transferring knowledge to the client
− Document and implement the procedures for transferring
knowledge to the client
− Support the implementation of the procedures for transferring
knowledge to the client
April 5, 2010 64
2 Contracting - Activities
Outsourcing
Capabilities and
Skills
Initiation/
Delivery Ongoing
Completion
1 Service 3 Service Design 4 Service 5 Knowledge 6 People 7 Performance 8 Relationship 9 Technology 10 Threat
2 Contracting
Transfer and Deployment Delivery Management Management Management Management Management Management
3.1
1.1 Resources 4.1 Plan Service 5.1 Share 6.1 Encourage 7.1 Engagement 8.1 Client 9.1 Acquire 10.1 Risk
2.1 Negotiations Communicate
Transferred In Delivery Knowledge Innovation Objectives Interactions Technology Management
Requirements
7.4
1.4 Resources 2.4 Market 3.4 Service 4.4 Verify Service 5.4 Process 6.4 Assign 9.4 Technology
Organisational 8.4 Cultural Fit 10.4 Security
Transferred Out Information Specification Commitments Assets Responsibilities Integration
Objectives
7.5 Review
1.5 Personnel 2.5 Plan 3.5 Service 4.5 Correct 5.5 Engagement 8.5 Stakeholder 9.5 Optimise 10.5 Intellectual
6.5 Define Roles Organisational
Transferred Out Negotiations Design Problems Knowledge Information Technology Property
Performance
2.8 Respond to 3.8 Deploy 4.8 Financial 5.8 Resource 6.8 Plan and 7.8 Capability 8.8 Value
Requirements Service Management Consumption Deliver Training Baselines Creation
• Scope
− Establish and implement guidelines for negotiations with current
or prospective clients
• Activities
− Provide support for creating and maintaining the guidelines for
negotiations with current or prospective clients across the
organisation
− Document and implement the guidelines for negotiations with
current or prospective clients
− Support the implementation of guidelines for negotiations with
current or prospective clients across the organisation
April 5, 2010 66
2 Contracting - 2.2 Pricing
• Scope
− Establish and implement guidelines for pricing services
• Activities
− Provide support for creating and maintaining the guidelines for
pricing services
− Document and implement the guidelines for pricing services
− Support the implementation of guidelines for pricing services
April 5, 2010 67
2 Contracting - 2.3 Confirm Existing Conditions
• Scope
− Establish and implement guidelines for confirming existing
conditions about potential engagements
• Activities
− Provide support for creating and maintaining the guidelines for
confirming existing conditions
− Document and implement the guidelines for confirming existing
conditions
− Support the implementation of guidelines for confirming existing
conditions
April 5, 2010 68
2 Contracting - 2.4 Market Information
• Scope
− Analyse and use market information about prospective clients
• Activities
− Provide support for creating and maintaining the work products
and tasks for analysing and using market information about
prospective clients
− Document and implement the work products and tasks required
for analysing and using market information about prospective
clients
− Support the implementation of analysing and using market
information about prospective clients
April 5, 2010 69
2 Contracting - 2.5 Plan Negotiations
• Scope
− Plan and track negotiations with current or prospective clients
• Activities
− Provide support for creating and maintaining the work products
and tasks for planning and tracking client negotiations
− Document and implement the work products and tasks required
for planning and tracking client negotiations
− Support the implementation of planning and tracking client
negotiations
April 5, 2010 70
2 Contracting - 2.6 Gather Requirements
• Scope
− Establish and implement procedures to gather a client’s
requirements
• Activities
− Provide support for creating and maintaining the procedures for
gathering requirements
− Document and implement the procedures for gathering
requirements
− Support the implementation of the procedures for gathering
requirements
April 5, 2010 71
2 Contracting - 2.7 Review Requirements
• Scope
− Prior to committing to the prospective client, review
requirements and verify that the organisation can meet them
• Activities
− Provide support for creating and maintaining the work products
and tasks for reviewing requirements and verifying that the
organisation can meet them
− Document and implement the work products and tasks required
for reviewing requirements and verifying that the organisation
can meet them
− Support the implementation of reviewing requirements and
verifying that the organisation can meet them
April 5, 2010 72
2 Contracting - 2.8 Respond to Requirements
• Scope
− Establish and implement procedures to respond to the
requirements of a prospective client
• Activities
− Provide support for creating and maintaining the procedures for
responding to requirements
− Document and implement the procedures for responding to
requirements
− Support the implementation of the procedures for responding to
requirements
April 5, 2010 73
2 Contracting - 2.9 Contract Roles
• Scope
− Establish and implement procedures to respond to the
requirements of a prospective client
• Activities
− Provide support for creating and maintaining the procedures for
responding to requirements
− Document and implement the procedures for responding to
requirements
− Support the implementation of the procedures for responding to
requirements
April 5, 2010 74
2 Contracting - 2.10 Create Contracts
• Scope
− Define the roles and responsibilities of the organisation and the client with
respect to the proposed contract
• Consistent and effective legal agreements in order to enable all the parties to have a
clear understanding of what services will be delivered and at what level of quality
• Given the long-term nature of most outsourcing engagements, implementing
procedures for contracts and flexibility in the relationship between the client and
the organisation are critical to success
• Activities
− Provide support for creating and maintaining the work products and tasks for
defining the roles and responsibilities of the organisation and client
− Document and implement the work products and tasks required for defining
the roles and responsibilities of the organisation and client
− Support the implementation of defining the roles and responsibilities of the
organisation and client
April 5, 2010 75
2 Contracting - 2.11 Amend Contracts
• Scope
− Establish and implement procedures to amend contracts
• Activities
− Provide support for creating and maintaining the procedures for
amending contracts
− Document and implement the procedures for amending contracts
− Support the implementation of the procedures for amending
contracts
April 5, 2010 76
3 Service Design and Deployment - Activities
Outsourcing
Capabilities and
Skills
Initiation/
Delivery Ongoing
Completion
1 Service 3 Service Design 4 Service 5 Knowledge 6 People 7 Performance 8 Relationship 9 Technology 10 Threat
2 Contracting
Transfer and Deployment Delivery Management Management Management Management Management Management
3.1
1.1 Resources 4.1 Plan Service 5.1 Share 6.1 Encourage 7.1 Engagement 8.1 Client 9.1 Acquire 10.1 Risk
2.1 Negotiations Communicate
Transferred In Delivery Knowledge Innovation Objectives Interactions Technology Management
Requirements
7.4
1.4 Resources 2.4 Market 3.4 Service 4.4 Verify Service 5.4 Process 6.4 Assign 9.4 Technology
Organisational 8.4 Cultural Fit 10.4 Security
Transferred Out Information Specification Commitments Assets Responsibilities Integration
Objectives
7.5 Review
1.5 Personnel 2.5 Plan 3.5 Service 4.5 Correct 5.5 Engagement 8.5 Stakeholder 9.5 Optimise 10.5 Intellectual
6.5 Define Roles Organisational
Transferred Out Negotiations Design Problems Knowledge Information Technology Property
Performance
2.8 Respond to 3.8 Deploy 4.8 Financial 5.8 Resource 6.8 Plan and 7.8 Capability 8.8 Value
Requirements Service Management Consumption Deliver Training Baselines Creation
April 5, 2010 78
3 Service Design and Deployment - 3.2 Design and
Deploy Service
• Scope
− Establish and implement procedures to design and deploy the
service to meet client requirements
• Activities
− Provide support for creating and maintaining the procedures for
designing and deploying the service across the organisation
− Document and implement the procedures for designing and
deploying the service
− Support the implementation of the procedures for designing and
deploying the service across the organisation
April 5, 2010 79
3 Service Design and Deployment - 3.3 Plan Design
and Deployment
• Scope
− Plan and track the design and deployment of the service
• Activities
− Provide support for creating and maintaining the work products
and tasks for planning and tracking the design and deployment of
the service
− Document and implement the work products and tasks required
for planning and tracking design and deployment
− Support the implementation of planning and tracking the design
and deployment of the service
April 5, 2010 80
3 Service Design and Deployment - 3.4 Service
Specification
• Scope
− Create the service specification
• Create a service specification that clearly, accurately and comprehensively describes
the services to be provided in order to effectively meet the client’s requirements
• Service specification is the basis for designing, deploying and delivering service. It is
a comprehensive document that describes the services that the organisation
provides to the client and describes how end-users request services
• Describes the available services, the agreed-upon service levels, if any and the
interfaces between the organisation, the clients and the end-users
• As the service evolves over time, the service specification is modified to document
the changing expectations of the client and the organisation
• Activities
− Provide support for creating and maintaining the work products and tasks for
creating the service specification
− Document and implement the work products and tasks required for creating
the service specification
− Support the implementation of creating the service specification
April 5, 2010 81
3 Service Design and Deployment - 3.5 Service
Design
• Scope
− Create the service design based on the service specification
• Ensure that the service design is based on the client’s requirements and the
set of services specified in the agreed-upon service specification in order to
effectively meet the client’s requirements
• Activities
− Provide support for creating and maintaining the work products
and tasks for creating the service design
− Document and implement the work products and tasks required
for creating the service design
− Support the implementation of creating the service design
April 5, 2010 82
3 Service Design and Deployment - 3.6 Design
Feedback
• Scope
− Establish and implement procedures to obtain feedback from the
client on the designed service and to incorporate necessary
changes
• Activities
− Provide support for creating and maintaining the procedures for
obtaining service design feedback
− Document and implement the procedures for obtaining service
design feedback
− Support the implementation of the procedures for obtaining
service design feedback
April 5, 2010 83
3 Service Design and Deployment - 3.7 Verify Design
• Scope
− Establish and implement procedures to review and verify the
service design
• Activities
− Provide support for creating and maintaining the procedures for
service design review and verification across the organisation
− Document and implement the procedures for service design
review and verification
− Support the implementation of the procedures for service design
review and verification
April 5, 2010 84
3 Service Design and Deployment - 3.8 Deploy
Service
• Scope
− Deploy the service based on the service design
• Activities
− Provide support for creating and maintaining the work products
and tasks for deploying the service
− Document and implement the work products and tasks required
for deploying the service
− Support the implementation of deploying the service
April 5, 2010 85
4 Service Delivery - Activities
Outsourcing
Capabilities and
Skills
Initiation/
Delivery Ongoing
Completion
1 Service 3 Service Design 4 Service 5 Knowledge 6 People 7 Performance 8 Relationship 9 Technology 10 Threat
2 Contracting
Transfer and Deployment Delivery Management Management Management Management Management Management
3.1
1.1 Resources 4.1 Plan Service 5.1 Share 6.1 Encourage 7.1 Engagement 8.1 Client 9.1 Acquire 10.1 Risk
2.1 Negotiations Communicate
Transferred In Delivery Knowledge Innovation Objectives Interactions Technology Management
Requirements
7.4
1.4 Resources 2.4 Market 3.4 Service 4.4 Verify Service 5.4 Process 6.4 Assign 9.4 Technology
Organisational 8.4 Cultural Fit 10.4 Security
Transferred Out Information Specification Commitments Assets Responsibilities Integration
Objectives
7.5 Review
1.5 Personnel 2.5 Plan 3.5 Service 4.5 Correct 5.5 Engagement 8.5 Stakeholder 9.5 Optimise 10.5 Intellectual
6.5 Define Roles Organisational
Transferred Out Negotiations Design Problems Knowledge Information Technology Property
Performance
2.8 Respond to 3.8 Deploy 4.8 Financial 5.8 Resource 6.8 Plan and 7.8 Capability 8.8 Value
Requirements Service Management Consumption Deliver Training Baselines Creation
• Scope
− Plan and track the service delivery according to the service design
• Activities
− Provide support for creating and maintaining the work products
and tasks for planning and tracking the service delivery
− Document and implement the work products and tasks required
for planning and tracking service delivery
− Support the implementation of planning and tracking the service
delivery
April 5, 2010 87
4 Service Delivery - 4.2 Train Clients
• Scope
− Establish and implement procedures to train clients and end-users
• Activities
− Provide support for creating and maintaining the procedures for
training clients and end-users
− Document and implement the procedures for training clients and
end-users
− Support the implementation of the procedures for training clients
and end-users
April 5, 2010 88
4 Service Delivery - 4.3 Deliver Service
• Scope
− Deliver service according to the service delivery plans
• Activities
− Provide support for creating and maintaining the work products
and tasks for delivering service
− Document and implement the work products and tasks required
for delivering service
− Support the implementation of delivering service
April 5, 2010 89
4 Service Delivery - 4.4 Verify Service Commitments
• Scope
− Establish and implement procedures to measure and verify that
service commitments are being met
• Activities
− Provide support for creating and maintaining the procedures for
verifying service commitments
− Document and implement the procedures for verifying service
commitments
− Support the implementation of the procedures for verifying
service commitments
April 5, 2010 90
4 Service Delivery - 4.5 Correct Problems
• Scope
− Establish and implement procedures to correct problems
• Activities
− Provide support for creating and maintaining the procedures for
correcting problems
− Document and implement the procedures for correcting problems
− Support the implementation of the procedures for correcting
problems
April 5, 2010 91
4 Service Delivery - 4.6 Prevent Known Problems
• Scope
− Establish and implement procedures to take preventive action for
known problems
• Activities
− Provide support for creating and maintaining the procedures for
taking preventive actions for known problems across the
organisation
− Document and implement the procedures for taking preventive
actions for known problems
− Support the implementation of the procedures for taking
preventive actions for known problems across the organisation
April 5, 2010 92
4 Service Delivery - 4.7 Service Modifications
• Scope
− Establish and implement procedures to make modifications to
services
• Activities
− Provide support for creating and maintaining the procedures for
modifying services
− Document and implement the procedures for modifying services
− Support the implementation of the procedures for modifying
services
April 5, 2010 93
4 Service Delivery - 4.8 Financial Management
• Scope
− Establish and implement procedures for financial management of
the engagement
• Activities
− Provide support for creating and maintaining the procedures for
financial management of the engagement
− Document and implement the procedures for the financial
management of the engagement
− Support the implementation of the procedures for financial
management of the engagement
April 5, 2010 94
5 Knowledge Management - Activities
Outsourcing
Capabilities and
Skills
Initiation/
Delivery Ongoing
Completion
1 Service 3 Service Design 4 Service 5 Knowledge 6 People 7 Performance 8 Relationship 9 Technology 10 Threat
2 Contracting
Transfer and Deployment Delivery Management Management Management Management Management Management
3.1
1.1 Resources 4.1 Plan Service 5.1 Share 6.1 Encourage 7.1 Engagement 8.1 Client 9.1 Acquire 10.1 Risk
2.1 Negotiations Communicate
Transferred In Delivery Knowledge Innovation Objectives Interactions Technology Management
Requirements
7.4
1.4 Resources 2.4 Market 3.4 Service 4.4 Verify Service 5.4 Process 6.4 Assign 9.4 Technology
Organisational 8.4 Cultural Fit 10.4 Security
Transferred Out Information Specification Commitments Assets Responsibilities Integration
Objectives
7.5 Review
1.5 Personnel 2.5 Plan 3.5 Service 4.5 Correct 5.5 Engagement 8.5 Stakeholder 9.5 Optimise 10.5 Intellectual
6.5 Define Roles Organisational
Transferred Out Negotiations Design Problems Knowledge Information Technology Property
Performance
2.8 Respond to 3.8 Deploy 4.8 Financial 5.8 Resource 6.8 Plan and 7.8 Capability 8.8 Value
Requirements Service Management Consumption Deliver Training Baselines Creation
• Scope
− Establish and implement a policy to share knowledge among
stakeholders
• Activities
− Provide support for creating and maintaining a policy for sharing
knowledge among stakeholders across the organisation
− Document and implement a policy for sharing knowledge among
stakeholders
− Support the implementation of a policy for sharing knowledge
among stakeholders across the organisation
April 5, 2010 96
5 Knowledge Management - 5.2 Provide Required
Information
• Scope
− Identify, control and provide the information that personnel need
to perform their work
• Activities
− Provide support for creating and maintaining the work products
and tasks for identifying, controlling and providing the
information personnel need to perform their work
− Document and implement work products and tasks required for
identifying, controlling and providing the information personnel
need to perform their work
− Support the implementation of identifying, controlling and
making available the information personnel need to perform their
work
April 5, 2010 97
5 Knowledge Management - 5.3 Knowledge System
• Scope
− Establish and maintain a knowledge system to identify, control
and provide information
• Activities
− Provide support for creating and maintaining the work products
and tasks for establishing and maintaining a knowledge system
for use across the organisation
− Document and implement work products and tasks required for
establishing and maintaining a knowledge system
− Support the implementation of establishing and maintaining a
knowledge system for use across the organisation
April 5, 2010 98
5 Knowledge Management - 5.4 Process Assets
• Scope
− Establish and maintain a set of process assets for use across the
organisation
• Activities
− Provide support for creating and maintaining the work products
and tasks for establishing and maintaining a set of process assets
for use across the organisation
− Document and implement work products and tasks required for
establishing and maintaining a set of process assets
− Support the implementation of establishing and maintaining a set
of process assets for use across the organisation
April 5, 2010 99
5 Knowledge Management - 5.5 Engagement
Knowledge
• Scope
− Analyse and use knowledge gained from client engagements
• Activities
− Provide support for creating and maintaining the work products
and tasks for analysing and using knowledge gained from client
engagements across the organisation
− Document and implement work products and tasks required for
analysing knowledge gained from client engagements
− Support the implementation of analysing and using knowledge
gained from client engagements across the organisation
• Scope
− Identify and reuse work products
• Activities
− Provide support for creating and maintaining the work products
and tasks for identifying and reusing work products across the
organisation
− Document and implement work products and tasks required for
identifying and reusing work products
− Support the implementation of identifying and reusing work
products across the organisation
Initiation/
Delivery Ongoing
Completion
1 Service 3 Service Design 4 Service 5 Knowledge 6 People 7 Performance 8 Relationship 9 Technology 10 Threat
2 Contracting
Transfer and Deployment Delivery Management Management Management Management Management Management
3.1
1.1 Resources 4.1 Plan Service 5.1 Share 6.1 Encourage 7.1 Engagement 8.1 Client 9.1 Acquire 10.1 Risk
2.1 Negotiations Communicate
Transferred In Delivery Knowledge Innovation Objectives Interactions Technology Management
Requirements
7.4
1.4 Resources 2.4 Market 3.4 Service 4.4 Verify Service 5.4 Process 6.4 Assign 9.4 Technology
Organisational 8.4 Cultural Fit 10.4 Security
Transferred Out Information Specification Commitments Assets Responsibilities Integration
Objectives
7.5 Review
1.5 Personnel 2.5 Plan 3.5 Service 4.5 Correct 5.5 Engagement 8.5 Stakeholder 9.5 Optimise 10.5 Intellectual
6.5 Define Roles Organisational
Transferred Out Negotiations Design Problems Knowledge Information Technology Property
Performance
2.8 Respond to 3.8 Deploy 4.8 Financial 5.8 Resource 6.8 Plan and 7.8 Capability 8.8 Value
Requirements Service Management Consumption Deliver Training Baselines Creation
• Scope
− Establish and implement a policy to encourage and support
innovation across the organisation
• Activities
− Provide support for creating and maintaining a policy for
encouraging and supporting innovation across the organisation
− Document and implement a policy for encouraging and
supporting innovation across the organisation
− Support the implementation of a policy for encouraging and
supporting innovation across the organisation
• Scope
− Establish and maintain a work environment that enables
personnel to work effectively
• Activities
− Provide support for creating and maintaining the work products
and tasks for establishing and maintaining a work environment
that enables personnel to work effectively
− Document and implement the work products and tasks required
for establishing and maintaining an effective work environment
− Support the implementation of establishing and maintaining a
work environment that enables personnel to work effectively
• Scope
− Assign roles and responsibilities to personnel based on
appropriate personnel competencies
• Activities
− Provide support for creating and maintaining the work products
and tasks for assigning roles and responsibilities to personnel
− Document and implement the work products and tasks required
for assigning roles and responsibilities to personnel
− Support the implementation of assigning roles and responsibilities
to personnel
• Scope
− Define and communicate the roles, responsibilities and authority
of personnel in the organisation
• Activities
− Provide support for creating and maintaining the work products
and tasks for defining and communicating the roles,
responsibilities and authority of personnel in the organisation
− Document and implement the work products and tasks required
for defining and communicating the roles, responsibilities and
authority of personnel in the organisation
− Support the implementation of defining and communicating the
roles, responsibilities and authority of personnel in the
organisation
April 5, 2010 109
6 People Management - 6.6 Workforce
Competencies
• Scope
− Develop the workforce competencies needed to achieve
organisational objectives
• Activities
− Provide support for creating and maintaining the work products
and tasks for developing workforce competencies
− Document and implement the work products and tasks required
for developing workforce competencies
− Support the implementation of developing workforce
competencies
• Scope
− Establish and implement procedures to provide feedback on
performance to personnel
• Activities
− Provide support for creating and maintaining the procedures for
providing performance feedback to personnel across the
organisation
− Document and implement the procedures for providing
performance feedback to personnel
− Support the implementation of the procedures for providing
performance feedback to personnel across the organisation
• Scope
− Establish and implement procedures to provide personnel with
opportunities for career development
• Activities
− Provide support for creating and maintaining the procedures for
career development across the organisation
− Document and implement the procedures for career
development
− Support the implementation of the procedures for career
development across the organisation
• Scope
− Provide rewards and recognition that encourage the achievement
of organisational objectives
• Activities
− Provide support for creating and maintaining the work products
and tasks for providing rewards and recognition that encourage
the achievement of organisational objectives
− Document and implement the work products and tasks required
for establishing rewards and recognition to encourage the
achievement of organisational objectives
− Support the implementation of providing rewards and recognition
that encourage the achievement of organisational objectives
Initiation/
Delivery Ongoing
Completion
1 Service 3 Service Design 4 Service 5 Knowledge 6 People 7 Performance 8 Relationship 9 Technology 10 Threat
2 Contracting
Transfer and Deployment Delivery Management Management Management Management Management Management
3.1
1.1 Resources 4.1 Plan Service 5.1 Share 6.1 Encourage 7.1 Engagement 8.1 Client 9.1 Acquire 10.1 Risk
2.1 Negotiations Communicate
Transferred In Delivery Knowledge Innovation Objectives Interactions Technology Management
Requirements
7.4
1.4 Resources 2.4 Market 3.4 Service 4.4 Verify Service 5.4 Process 6.4 Assign 9.4 Technology
Organisational 8.4 Cultural Fit 10.4 Security
Transferred Out Information Specification Commitments Assets Responsibilities Integration
Objectives
7.5 Review
1.5 Personnel 2.5 Plan 3.5 Service 4.5 Correct 5.5 Engagement 8.5 Stakeholder 9.5 Optimise 10.5 Intellectual
6.5 Define Roles Organisational
Transferred Out Negotiations Design Problems Knowledge Information Technology Property
Performance
2.8 Respond to 3.8 Deploy 4.8 Financial 5.8 Resource 6.8 Plan and 7.8 Capability 8.8 Value
Requirements Service Management Consumption Deliver Training Baselines Creation
• Scope
− Establish and implement procedures to verify that processes are
consistently performed as defined
• Activities
− Provide support for creating and maintaining the procedures for
verifying that processes are consistently performed as defined
− Document and implement the procedures for verifying that
processes are consistently performed as defined
− Support the implementation of the procedures for verifying that
processes are consistently performed as defined
• Scope
− Benchmark organisational performance to identify opportunities
for improvement
• Activities
− Provide support for creating and maintaining the work products
and tasks for benchmarking organisational performance
− Document and implement the work products and tasks required
for benchmarking organisational performance
− Support the implementation of benchmarking organisational
performance
Initiation/
Delivery Ongoing
Completion
1 Service 3 Service Design 4 Service 5 Knowledge 6 People 7 Performance 8 Relationship 9 Technology 10 Threat
2 Contracting
Transfer and Deployment Delivery Management Management Management Management Management Management
3.1
1.1 Resources 4.1 Plan Service 5.1 Share 6.1 Encourage 7.1 Engagement 8.1 Client 9.1 Acquire 10.1 Risk
2.1 Negotiations Communicate
Transferred In Delivery Knowledge Innovation Objectives Interactions Technology Management
Requirements
7.4
1.4 Resources 2.4 Market 3.4 Service 4.4 Verify Service 5.4 Process 6.4 Assign 9.4 Technology
Organisational 8.4 Cultural Fit 10.4 Security
Transferred Out Information Specification Commitments Assets Responsibilities Integration
Objectives
7.5 Review
1.5 Personnel 2.5 Plan 3.5 Service 4.5 Correct 5.5 Engagement 8.5 Stakeholder 9.5 Optimise 10.5 Intellectual
6.5 Define Roles Organisational
Transferred Out Negotiations Design Problems Knowledge Information Technology Property
Performance
2.8 Respond to 3.8 Deploy 4.8 Financial 5.8 Resource 6.8 Plan and 7.8 Capability 8.8 Value
Requirements Service Management Consumption Deliver Training Baselines Creation
• Scope
− Establish and implement procedures to manage interactions with
clients
• Activities
− Provide support for creating and maintaining the procedures for
managing client interactions
− Document and implement the procedures for managing client
interactions
− Support the implementation of the procedures for managing
client interactions
• Scope
− Identify cultural attributes that impact the service and implement
actions to achieve a cultural fit
• Activities
− Provide support for creating and maintaining the work products
and tasks for achieving a cultural fit across the organisation
− Document and implement the work products and tasks required
for achieving a cultural fit
− Support the implementation of achieving a cultural fit across the
organisation
• Scope
− Proactively identify value creation opportunities and
communicate them to the client
• Activities
− Provide support for creating and maintaining the work products
and tasks for proactively identifying and communicating value
creation opportunities across the organisation
− Document and implement the work products and tasks
proactively required for identifying and communicating value
creation opportunities
− Support the implementation of proactively identifying and
communicating value creation opportunities across the
organisation
April 5, 2010 136
9 Technology Management - Activities
Outsourcing
Capabilities and
Skills
Initiation/
Delivery Ongoing
Completion
1 Service 3 Service Design 4 Service 5 Knowledge 6 People 7 Performance 8 Relationship 9 Technology 10 Threat
2 Contracting
Transfer and Deployment Delivery Management Management Management Management Management Management
3.1
1.1 Resources 4.1 Plan Service 5.1 Share 6.1 Encourage 7.1 Engagement 8.1 Client 9.1 Acquire 10.1 Risk
2.1 Negotiations Communicate
Transferred In Delivery Knowledge Innovation Objectives Interactions Technology Management
Requirements
7.4
1.4 Resources 2.4 Market 3.4 Service 4.4 Verify Service 5.4 Process 6.4 Assign 9.4 Technology
Organisational 8.4 Cultural Fit 10.4 Security
Transferred Out Information Specification Commitments Assets Responsibilities Integration
Objectives
7.5 Review
1.5 Personnel 2.5 Plan 3.5 Service 4.5 Correct 5.5 Engagement 8.5 Stakeholder 9.5 Optimise 10.5 Intellectual
6.5 Define Roles Organisational
Transferred Out Negotiations Design Problems Knowledge Information Technology Property
Performance
2.8 Respond to 3.8 Deploy 4.8 Financial 5.8 Resource 6.8 Plan and 7.8 Capability 8.8 Value
Requirements Service Management Consumption Deliver Training Baselines Creation
• Scope
− Establish and implement procedures to acquire and deploy
technology
• Activities
− Provide support for creating and maintaining the procedures for
acquiring and deploying technology
− Document and implement the procedures for acquiring and
deploying technology
− Support the implementation of the procedures for acquiring and
deploying technology
• Scope
− Establish and implement procedures to track and control changes
to the technology infrastructure
• Activities
− Provide support for creating and maintaining the procedures for
tracking and controlling changes to the technology infrastructure
− Document and implement the procedures for tracking and
controlling changes to the technology infrastructure
− Support the implementation of the procedures for tracking and
controlling changes to the technology infrastructure
Initiation/
Delivery Ongoing
Completion
1 Service 3 Service Design 4 Service 5 Knowledge 6 People 7 Performance 8 Relationship 9 Technology 10 Threat
2 Contracting
Transfer and Deployment Delivery Management Management Management Management Management Management
3.1
1.1 Resources 4.1 Plan Service 5.1 Share 6.1 Encourage 7.1 Engagement 8.1 Client 9.1 Acquire 10.1 Risk
2.1 Negotiations Communicate
Transferred In Delivery Knowledge Innovation Objectives Interactions Technology Management
Requirements
7.4
1.4 Resources 2.4 Market 3.4 Service 4.4 Verify Service 5.4 Process 6.4 Assign 9.4 Technology
Organisational 8.4 Cultural Fit 10.4 Security
Transferred Out Information Specification Commitments Assets Responsibilities Integration
Objectives
7.5 Review
1.5 Personnel 2.5 Plan 3.5 Service 4.5 Correct 5.5 Engagement 8.5 Stakeholder 9.5 Optimise 10.5 Intellectual
6.5 Define Roles Organisational
Transferred Out Negotiations Design Problems Knowledge Information Technology Property
Performance
2.8 Respond to 3.8 Deploy 4.8 Financial 5.8 Resource 6.8 Plan and 7.8 Capability 8.8 Value
Requirements Service Management Consumption Deliver Training Baselines Creation
• Scope
− Establish and implement a policy on risk management
• Activities
− Provide support for creating and maintaining a policy for
managing risk
− Document and implement a policy for managing risk
− Support the implementation of a policy for managing risk
• Scope
− Identify, assess and manage risks specific to the client
engagement
• Activities
− Provide support for creating and maintaining the work products
and tasks for identifying, assessing and managing engagement-
specific risks
− Document and implement the work products and activities
required to identify, assess and manage engagement-specific risks
− Support the implementation of identifying, assessing and
managing engagement-specific risks
• Scope
− Establish and implement procedures to meet security
requirements
• Activities
− Provide support for creating and maintaining the procedures for
meeting security requirements
− Document and implement the procedures for meeting security
requirements
− Support the implementation of the procedures for meeting
security requirements
• Scope
− Establish and implement procedures to protect the intellectual
property of stakeholders
• Activities
− Provide support for creating and maintaining the procedures for
protecting the intellectual property of stakeholders
− Document and implement the procedures for protecting the
intellectual property of stakeholders
− Support the implementation of the procedures for protecting the
intellectual property of stakeholders
• Scope
− Establish and implement disaster recovery procedures
• Activities
− Provide support for creating and maintaining the procedures for
disaster recovery
− Document and implement the procedures for disaster recovery
− Support the implementation of the procedures for disaster
recovery
Ongoing
Technology People
Management Management
Ongoing
Threat Knowledge
Management Management
7.1 Perform
1.1 Define Current 2.1 Outsourcing 3.1 Establish 4.1 Communicate 5.1 Negotiations 8.1 Completion
6.1 Service Transition Outsourcing
State Approach Outsourcing Project Requirements Guidelines Planning
Management
4.2 Evaluate
1.2 Outsourcing 5.2 Confirm Existing 7.2 Performance
2.2 Business Case 3.2 Service Definition Potential Service 6.2 Verify Design 8.2 Service Continuity
Criteria Conditions Monitoring
Providers
8.3 Resources
1.3 Demand 2.3 Governance 3.3 Service Provider 4.3 Select Candidate 6.3 Resources 7.3 Financial
5.3 Negotiations Transfer from Service
Identification Model Selection Procedures Service Providers Transferred Out Management
Provider
8.4 Personnel
1.4 Outsourcing 2.4 Impact and Risk 3.4 Evaluation 6.4 Personnel 7.4 Agreement
5.4 Agreement Roles Transfer from Service
Options Analysis Criteria Transferred Out Management
Provider
8.5 Knowledge
2.5 Outsourcing 3.5 Prepare Service 5.5 Define SLAs and 6.5 Knowledge 7.5 Problem and
Transfer from Service
Initiation Decision Requirements Measures Transferred Out Incident Monitoring
Provider
7.9 Stakeholder
Feedback
7.11 Continuation
Decision
Ongoing Phase
9 Outsourcing 13 Organisational
10 Governance 11 Relationship 12 Value 14 People 15 Knowledge 16 Technology 17 Threat
Strategy Change
Management Management Management Management Management Management Management
Management Management
12.1
11.1 Service 13.1 Prepare for 14.1 Assign 15.1 Provide
9.1 Outsourcing 10.1 Outsourcing Organisational 16.1 Asset 17.1 Outsourcing
Provider Organisational Outsourcing Required
Sponsorship Policy Outsourcing Management Risk Management
Interactions Change Responsibilities Information
Performance
14.3
10.3 Internal 12.3 Benchmark
9.3 Potential 11.3 Internal 13.3 Define Future Organisational 15.3 Market 16.3 Technology 17.3 Intellectual
Stakeholder Outsourcing
Outsourcing Areas Relationships State Outsourcing Information Integration Property
Management Processes
Competency
• Having the capability to manage service providers and the issues and challenges
that arise after the agreement has been reached
• Focus on operational issues like measuring performance against the SLAs,
monitoring SLAs, managing performance and taking corrective action, if required.
• Responsibility for managing and monitoring the financial control for the
agreement
• Responsibility for the administration of the agreement and ensuring that the
service provider is executing according to the terms and conditions of the
agreement
• Focus on managing relations with the service providers of a outsourced service,
addressing fostering realistic expectations of the service provider performance
(expectation management) and managing problems
• Managing changes
• Reviewing the service provider’s performance against the agreed-upon
deliverables required business benefits, soliciting and evaluating feedback from
stakeholders and reviewing performance against the agreed upon service
commitments and deliverables
April 5, 2010 176
Completion Phase - Outsourcing Completion
7.1 Perform
1.1 Define Current 2.1 Outsourcing 3.1 Establish 4.1 Communicate 5.1 Negotiations 8.1 Completion
6.1 Service Transition Outsourcing
State Approach Outsourcing Project Requirements Guidelines Planning
Management
4.2 Evaluate
1.2 Outsourcing 5.2 Confirm Existing 7.2 Performance
2.2 Business Case 3.2 Service Definition Potential Service 6.2 Verify Design 8.2 Service Continuity
Criteria Conditions Monitoring
Providers
8.3 Resources
1.3 Demand 2.3 Governance 3.3 Service Provider 4.3 Select Candidate 6.3 Resources 7.3 Financial
5.3 Negotiations Transfer from Service
Identification Model Selection Procedures Service Providers Transferred Out Management
Provider
8.4 Personnel
1.4 Outsourcing 2.4 Impact and Risk 3.4 Evaluation 6.4 Personnel 7.4 Agreement
5.4 Agreement Roles Transfer from Service
Options Analysis Criteria Transferred Out Management
Provider
8.5 Knowledge
2.5 Outsourcing 3.5 Prepare Service 5.5 Define SLAs and 6.5 Knowledge 7.5 Problem and
Transfer from Service
Initiation Decision Requirements Measures Transferred Out Incident Monitoring
Provider
7.9 Stakeholder
Feedback
7.11 Continuation
Decision
7.1 Perform
1.1 Define Current 2.1 Outsourcing 3.1 Establish 4.1 Communicate 5.1 Negotiations 8.1 Completion
6.1 Service Transition Outsourcing
State Approach Outsourcing Project Requirements Guidelines Planning
Management
4.2 Evaluate
1.2 Outsourcing 5.2 Confirm Existing 7.2 Performance
2.2 Business Case 3.2 Service Definition Potential Service 6.2 Verify Design 8.2 Service Continuity
Criteria Conditions Monitoring
Providers
8.3 Resources
1.3 Demand 2.3 Governance 3.3 Service Provider 4.3 Select Candidate 6.3 Resources 7.3 Financial
5.3 Negotiations Transfer from Service
Identification Model Selection Procedures Service Providers Transferred Out Management
Provider
8.4 Personnel
1.4 Outsourcing 2.4 Impact and Risk 3.4 Evaluation 6.4 Personnel 7.4 Agreement
5.4 Agreement Roles Transfer from Service
Options Analysis Criteria Transferred Out Management
Provider
8.5 Knowledge
2.5 Outsourcing 3.5 Prepare Service 5.5 Define SLAs and 6.5 Knowledge 7.5 Problem and
Transfer from Service
Initiation Decision Requirements Measures Transferred Out Incident Monitoring
Provider
7.9 Stakeholder
Feedback
7.11 Continuation
Decision
• Scope
− Identify and document the outsourcing approach for the proposed outsourcing
action
− Examine possible alternatives and determine the preferable approach
− Establishing the outsourcing approach includes defining the specific objectives
and outsourcing approach (or procurement strategy) to be used in selecting
service providers
• Activities
− Provide support for creating and maintaining the work products and tasks for
identifying and documenting the outsourcing approach for the proposed
outsourcing action
− Document and implement the work products and tasks required for identifying
and documenting the outsourcing approach for the proposed outsourcing
action
− Support the implementation of identifying and documenting the outsourcing
approach for the proposed outsourcing action
• Scope
− Establish and implement procedures to develop and validate the business case
for outsourcing
− Quantitative and qualitative measures help determine the full effect of the
proposed outsourcing action
− Business case should be based on accurate data
− Preliminary estimate of potential costs should not overlook the “extra” costs,
such as potential knowledge transfer and governance and coordination costs
for managing the service providers and their relationships
− Business case enables decision makers to assess the full costs, benefits and
risks of the potential outsourcing opportunity
• Activities
− Provide support for creating and maintaining the procedures for developing
and validating the business case for outsourcing
− Document and implement the procedures required for developing and
validating the business case for outsourcing
− Support the implementation of developing and validating the business case for
outsourcing
• Scope
− Identify and document the governance model for the proposed outsourcing action
− Governance model helps clarify how the client will manage the proposed outsourcing
action
− Used to describe how the processes and authority for service delivery, risk, conflict
resolution and responsibility for the proposed outsourcing action will be executed
among the client’s stakeholders, outsourcing organisation and service providers
− Governance model will help ensure that
• The service provider delivers services as promises and meets service commitments smoothly
and effectively
• The client can make the right decisions at the right time
• The client can effectively manage key stakeholders’ expectations for service delivery
• Activities
− Provide support for creating and maintaining the work products and tasks for
identifying and documenting the governance model for the proposed outsourcing
action
− Document and implement the work products and tasks required for identifying and
documenting the governance model for the proposed outsourcing action
− Support the implementation of identifying and documenting the governance model for
the proposed outsourcing action
7.1 Perform
1.1 Define Current 2.1 Outsourcing 3.1 Establish 4.1 Communicate 5.1 Negotiations 8.1 Completion
6.1 Service Transition Outsourcing
State Approach Outsourcing Project Requirements Guidelines Planning
Management
4.2 Evaluate
1.2 Outsourcing 5.2 Confirm Existing 7.2 Performance
2.2 Business Case 3.2 Service Definition Potential Service 6.2 Verify Design 8.2 Service Continuity
Criteria Conditions Monitoring
Providers
8.3 Resources
1.3 Demand 2.3 Governance 3.3 Service Provider 4.3 Select Candidate 6.3 Resources 7.3 Financial
5.3 Negotiations Transfer from Service
Identification Model Selection Procedures Service Providers Transferred Out Management
Provider
8.4 Personnel
1.4 Outsourcing 2.4 Impact and Risk 3.4 Evaluation 6.4 Personnel 7.4 Agreement
5.4 Agreement Roles Transfer from Service
Options Analysis Criteria Transferred Out Management
Provider
8.5 Knowledge
2.5 Outsourcing 3.5 Prepare Service 5.5 Define SLAs and 6.5 Knowledge 7.5 Problem and
Transfer from Service
Initiation Decision Requirements Measures Transferred Out Incident Monitoring
Provider
7.9 Stakeholder
Feedback
7.11 Continuation
Decision
• Scope
− Define and document the services and service conditions
− Important that the client organisation set out in specific and measurable terms the
services required, how they are to be delivered and the duration that they are required
for, as well as the performance standards (service levels) that relate to each of the
services to be provided
− Clearly document the scope of the service to be performed in service specifications or
service catalogs, clearly specifying the desired results and defining the industry
standards to be followed
− Defining detailed performance measures allow the client organisation to document the
business requirements and rules, service levels and metrics to clarify customer
expectations regarding the nature of the relationship, the levels of service to be
delivered, the price and how performance will be measured, monitored and reported
• Activities
− Provide support for creating and maintaining the work products and tasks for defining
and documenting the services and service conditions
− Document and implement the work products and tasks required for defining and
documenting the services and service conditions
− Support the implementation of defining and documenting the services and service
conditions
April 5, 2010 200
3 Outsourcing Planning - 3.3 Service Provider
Selection Procedures
• Scope
− Establish and implement procedures to select service providers
− Establish detailed procedures that require service providers to answer specific
requests in a way that allows the client to compare responses and correlate
data
− The greater the importance of the potential outsourcing activity, the more
attention should be given to the service provider selection procedures
• Activities
− Provide support for creating and maintaining the procedures for selecting
potential service providers
− Document and implement the procedures required for selecting potential
service providers
− Support the implementation of selecting potential service providers
• Scope
− Define the evaluation criteria to be used in selecting service providers
according to documented procedures
− Main principles for rating should be incorporated in the solicitation
− Evaluation criteria should provide the basis for evaluating between potential
service providers
− Documenting the evaluation criteria can minimise the possibility that decisions
will be second-guessed, or that the reason for making the outsourcing decision
will be forgotten
• Activities
− Provide support for creating and maintaining the work products and tasks for
defining the evaluation criteria to be used in selecting service providers
according to documented procedures
− Document and implement the work products and tasks required for defining
the evaluation criteria to be used in selecting service providers according to
documented procedures
− Support the implementation of defining the evaluation criteria to be used in
selecting service providers
7.1 Perform
1.1 Define Current 2.1 Outsourcing 3.1 Establish 4.1 Communicate 5.1 Negotiations 8.1 Completion
6.1 Service Transition Outsourcing
State Approach Outsourcing Project Requirements Guidelines Planning
Management
4.2 Evaluate
1.2 Outsourcing 5.2 Confirm Existing 7.2 Performance
2.2 Business Case 3.2 Service Definition Potential Service 6.2 Verify Design 8.2 Service Continuity
Criteria Conditions Monitoring
Providers
8.3 Resources
1.3 Demand 2.3 Governance 3.3 Service Provider 4.3 Select Candidate 6.3 Resources 7.3 Financial
5.3 Negotiations Transfer from Service
Identification Model Selection Procedures Service Providers Transferred Out Management
Provider
8.4 Personnel
1.4 Outsourcing 2.4 Impact and Risk 3.4 Evaluation 6.4 Personnel 7.4 Agreement
5.4 Agreement Roles Transfer from Service
Options Analysis Criteria Transferred Out Management
Provider
8.5 Knowledge
2.5 Outsourcing 3.5 Prepare Service 5.5 Define SLAs and 6.5 Knowledge 7.5 Problem and
Transfer from Service
Initiation Decision Requirements Measures Transferred Out Incident Monitoring
Provider
7.9 Stakeholder
Feedback
7.11 Continuation
Decision
7.1 Perform
1.1 Define Current 2.1 Outsourcing 3.1 Establish 4.1 Communicate 5.1 Negotiations 8.1 Completion
6.1 Service Transition Outsourcing
State Approach Outsourcing Project Requirements Guidelines Planning
Management
4.2 Evaluate
1.2 Outsourcing 5.2 Confirm Existing 7.2 Performance
2.2 Business Case 3.2 Service Definition Potential Service 6.2 Verify Design 8.2 Service Continuity
Criteria Conditions Monitoring
Providers
8.3 Resources
1.3 Demand 2.3 Governance 3.3 Service Provider 4.3 Select Candidate 6.3 Resources 7.3 Financial
5.3 Negotiations Transfer from Service
Identification Model Selection Procedures Service Providers Transferred Out Management
Provider
8.4 Personnel
1.4 Outsourcing 2.4 Impact and Risk 3.4 Evaluation 6.4 Personnel 7.4 Agreement
5.4 Agreement Roles Transfer from Service
Options Analysis Criteria Transferred Out Management
Provider
8.5 Knowledge
2.5 Outsourcing 3.5 Prepare Service 5.5 Define SLAs and 6.5 Knowledge 7.5 Problem and
Transfer from Service
Initiation Decision Requirements Measures Transferred Out Incident Monitoring
Provider
7.9 Stakeholder
Feedback
7.11 Continuation
Decision
• Scope
− Plan and track negotiations with service providers
− Identify and monitor the key topics that require consensus and capture in the
formal agreement between the parties
− Planning for the negotiation and clearly identifying the key topics reflects a
degree of preparation that enhances internal client trust in the capabilities of
the organisation, which aids in establishing positive relationships
− Outsourcing organisations should be particularly wary of security and
intellectual property concerns during negotiations
• Activities
− Provide support for creating and maintaining the work products and tasks for
planning and tracking negotiations
− Document and implement the work products and tasks required for planning
and tracking negotiations
− Support the implementation of planning and tracking negotiations
• Scope
− Define the roles and responsibilities of the client organisation and the service
provider under the proposed agreement
− Having clearly defined and understood roles and responsibilities helps to guard
against mismatched expectations that may result in service delivery issues
• Activities
− Provide support for creating and maintaining the work products and tasks for
defining the roles and responsibilities of the client organisation and the service
provider under the proposed agreement
− Document and implement the work products and tasks required for defining
the roles and responsibilities of the client organisation and the service provider
under the proposed agreement
− Support the implementation of defining the roles and responsibilities of the
client organisation and the service provider under the proposed agreement
• Scope
− Establish and implement procedures to create agreements
− Legal agreements enable all the parties to have a clear understanding of what
services will be delivered and at what level of quality
− Given the long-term nature of most outsourcing engagements, implementing
procedures for creating well-formed agreements and flexibility in the
relationship between the client organisation and the service provider are
critical to success
• Activities
− Provide support for creating and maintaining the procedures for creating
agreements
− Document and implement the procedures required for creating agreements
− Support the implementation of creating agreements
• Scope
− Establish and implement procedures to amend agreements
− Given the long-term nature of most outsourcing engagements,
implementing procedures for amending agreements and
flexibility in the relationship between the client and the service
provider are critical to success
• Activities
− Provide support for creating and maintaining the procedures for
amending agreements
− Document and implement the procedures required for amending
agreements
− Support the implementation of amending agreements
7.1 Perform
1.1 Define Current 2.1 Outsourcing 3.1 Establish 4.1 Communicate 5.1 Negotiations 8.1 Completion
6.1 Service Transition Outsourcing
State Approach Outsourcing Project Requirements Guidelines Planning
Management
4.2 Evaluate
1.2 Outsourcing 5.2 Confirm Existing 7.2 Performance
2.2 Business Case 3.2 Service Definition Potential Service 6.2 Verify Design 8.2 Service Continuity
Criteria Conditions Monitoring
Providers
8.3 Resources
1.3 Demand 2.3 Governance 3.3 Service Provider 4.3 Select Candidate 6.3 Resources 7.3 Financial
5.3 Negotiations Transfer from Service
Identification Model Selection Procedures Service Providers Transferred Out Management
Provider
8.4 Personnel
1.4 Outsourcing 2.4 Impact and Risk 3.4 Evaluation 6.4 Personnel 7.4 Agreement
5.4 Agreement Roles Transfer from Service
Options Analysis Criteria Transferred Out Management
Provider
8.5 Knowledge
2.5 Outsourcing 3.5 Prepare Service 5.5 Define SLAs and 6.5 Knowledge 7.5 Problem and
Transfer from Service
Initiation Decision Requirements Measures Transferred Out Incident Monitoring
Provider
7.9 Stakeholder
Feedback
7.11 Continuation
Decision
• Scope
− Plan and track the transition of the outsourced service
− Planning is critical for establishing expectations for both the client
and service provider
− Forms the basis for tracking transition and deployment tasks and
for reviewing and verifying the service design
• Activities
− Provide support for creating and maintaining the work products
and tasks for planning and tracking the transition of the
outsourced service
− Document and implement the work products and tasks required
for planning and tracking the transition of the outsourced service
− Support the implementation of planning and tracking the
transition of the outsourced service
April 5, 2010 217
6 Service Transfer - 6.2 Verify Design
• Scope
− Establish and implement procedures to review and verify the
outsourced service design
− Removing defects early prevents problems during service
deployment and enables the service provider to satisfy the
client’s requirements and meet the service level commitments
− Establish an in-depth and rigorous review of the service design
• Activities
− Provide support for creating and maintaining the procedures for
reviewing and verifying the outsourced service design
− Document and implement the procedures required for reviewing
and verifying the outsourced service design
− Support the implementation of reviewing and verifying the
outsourced service design
April 5, 2010 218
6 Service Transfer - 6.3 Resources Transferred Out
• Scope
− Establish and implement procedures to verify and account for resources
transferred to service providers
− Track and manage resource transfers in order to facilitate a smooth transfer of
responsibilities prior to service delivery
− Enables the client organisation to verify the transfer of the required resources
and to facilitate handling any disputes regarding disposition of resources that
might arise at completion
• Activities
− Provide support for creating and maintaining the procedures for verifying and
accounting for resources transferred to service providers
− Document and implement the procedures required for verifying and
accounting for resources transferred to service providers
− Support the implementation of verifying and accounting for resources
transferred to service providers
• Scope
− Establish and implement procedures to manage the transfer of
personnel to service providers
• Activities
− Provide support for creating and maintaining the procedures for
managing the transfer of personnel to service providers
− Document and implement the procedures required for managing
the transfer of personnel to service providers
− Support the implementation of managing the transfer of
personnel to service providers
• Scope
− Ensure that transfer of knowledge to service providers is planned, supported
and verified
− Verification that knowledge transfer has successfully occurred can eliminate
sources of doubt or confusion as the service moves into delivery
− Comprehensive and detailed documentation of transferred knowledge also
makes it easier for a client to bring the service delivery back in-house or
transition to another service provider
• Activities
− Provide support for creating and maintaining the work products and tasks for
ensuring that transfer of knowledge to service providers is planned, supported
and verified
− Document and implement the work products and tasks required for ensuring
that transfer of knowledge to service providers is planned, supported and
verified
− Support the implementation of ensuring that transfer of knowledge to service
providers is planned, supported and verified
7.1 Perform
1.1 Define Current 2.1 Outsourcing 3.1 Establish 4.1 Communicate 5.1 Negotiations 8.1 Completion
6.1 Service Transition Outsourcing
State Approach Outsourcing Project Requirements Guidelines Planning
Management
4.2 Evaluate
1.2 Outsourcing 5.2 Confirm Existing 7.2 Performance
2.2 Business Case 3.2 Service Definition Potential Service 6.2 Verify Design 8.2 Service Continuity
Criteria Conditions Monitoring
Providers
8.3 Resources
1.3 Demand 2.3 Governance 3.3 Service Provider 4.3 Select Candidate 6.3 Resources 7.3 Financial
5.3 Negotiations Transfer from Service
Identification Model Selection Procedures Service Providers Transferred Out Management
Provider
8.4 Personnel
1.4 Outsourcing 2.4 Impact and Risk 3.4 Evaluation 6.4 Personnel 7.4 Agreement
5.4 Agreement Roles Transfer from Service
Options Analysis Criteria Transferred Out Management
Provider
8.5 Knowledge
2.5 Outsourcing 3.5 Prepare Service 5.5 Define SLAs and 6.5 Knowledge 7.5 Problem and
Transfer from Service
Initiation Decision Requirements Measures Transferred Out Incident Monitoring
Provider
7.9 Stakeholder
Feedback
7.11 Continuation
Decision
7.1 Perform
1.1 Define Current 2.1 Outsourcing 3.1 Establish 4.1 Communicate 5.1 Negotiations 8.1 Completion
6.1 Service Transition Outsourcing
State Approach Outsourcing Project Requirements Guidelines Planning
Management
4.2 Evaluate
1.2 Outsourcing 5.2 Confirm Existing 7.2 Performance
2.2 Business Case 3.2 Service Definition Potential Service 6.2 Verify Design 8.2 Service Continuity
Criteria Conditions Monitoring
Providers
8.3 Resources
1.3 Demand 2.3 Governance 3.3 Service Provider 4.3 Select Candidate 6.3 Resources 7.3 Financial
5.3 Negotiations Transfer from Service
Identification Model Selection Procedures Service Providers Transferred Out Management
Provider
8.4 Personnel
1.4 Outsourcing 2.4 Impact and Risk 3.4 Evaluation 6.4 Personnel 7.4 Agreement
5.4 Agreement Roles Transfer from Service
Options Analysis Criteria Transferred Out Management
Provider
8.5 Knowledge
2.5 Outsourcing 3.5 Prepare Service 5.5 Define SLAs and 6.5 Knowledge 7.5 Problem and
Transfer from Service
Initiation Decision Requirements Measures Transferred Out Incident Monitoring
Provider
7.9 Stakeholder
Feedback
7.11 Continuation
Decision
• Scope
− Plan and track completion of the outsourced service
− In addition to making sure that financial and other substantive commitments
are identified and met, client organisations should pay attention to the health
of the relationship so as to make it possible for both parties to separate
amicably
− For services transitioning to another service provider, the completion plans
may need to be closely aligned with the transition plans developed by the
client and the incumbent service provider
• Activities
− Provide support for creating and maintaining the work products and tasks for
planning and tracking completion of the outsourced service
− Document and implement the work products and tasks required for planning
and tracking completion of the outsourced service
− Support the implementation of planning and tracking the completion of the
outsourced service
• Scope
− Establish and implement procedures to ensure the continuity of
service during completion
− Facilitating and monitoring the transfer of service helps ensure
that the client’s business is not disrupted
• Activities
− Provide support for creating and maintaining the procedures for
ensuring the continuity of service during completion
− Document and implement the procedures required for ensuring
the continuity of service during completion
− Support the implementation of ensuring the continuity of service
during completion
Ongoing Phase
9 Outsourcing 13 Organisational
10 Governance 11 Relationship 12 Value 14 People 15 Knowledge 16 Technology 17 Threat
Strategy Change
Management Management Management Management Management Management Management
Management Management
12.1
11.1 Service 13.1 Prepare for 14.1 Assign 15.1 Provide
9.1 Outsourcing 10.1 Outsourcing Organisational 16.1 Asset 17.1 Outsourcing
Provider Organisational Outsourcing Required
Sponsorship Policy Outsourcing Management Risk Management
Interactions Change Responsibilities Information
Performance
14.3
10.3 Internal 12.3 Benchmark
9.3 Potential 11.3 Internal 13.3 Define Future Organisational 15.3 Market 16.3 Technology 17.3 Intellectual
Stakeholder Outsourcing
Outsourcing Areas Relationships State Outsourcing Information Integration Property
Management Processes
Competency
Ongoing Phase
9 Outsourcing 13 Organisational
10 Governance 11 Relationship 12 Value 14 People 15 Knowledge 16 Technology 17 Threat
Strategy Change
Management Management Management Management Management Management Management
Management Management
12.1
11.1 Service 13.1 Prepare for 14.1 Assign 15.1 Provide
9.1 Outsourcing 10.1 Outsourcing Organisational 16.1 Asset 17.1 Outsourcing
Provider Organisational Outsourcing Required
Sponsorship Policy Outsourcing Management Risk Management
Interactions Change Responsibilities Information
Performance
14.3
10.3 Internal 12.3 Benchmark
9.3 Potential 11.3 Internal 13.3 Define Future Organisational 15.3 Market 16.3 Technology 17.3 Intellectual
Stakeholder Outsourcing
Outsourcing Areas Relationships State Outsourcing Information Integration Property
Management Processes
Competency
Ongoing Phase
9 Outsourcing 13 Organisational
10 Governance 11 Relationship 12 Value 14 People 15 Knowledge 16 Technology 17 Threat
Strategy Change
Management Management Management Management Management Management Management
Management Management
12.1
11.1 Service 13.1 Prepare for 14.1 Assign 15.1 Provide
9.1 Outsourcing 10.1 Outsourcing Organisational 16.1 Asset 17.1 Outsourcing
Provider Organisational Outsourcing Required
Sponsorship Policy Outsourcing Management Risk Management
Interactions Change Responsibilities Information
Performance
14.3
10.3 Internal 12.3 Benchmark
9.3 Potential 11.3 Internal 13.3 Define Future Organisational 15.3 Market 16.3 Technology 17.3 Intellectual
Stakeholder Outsourcing
Outsourcing Areas Relationships State Outsourcing Information Integration Property
Management Processes
Competency
• Scope
− Identify cultural attributes that impact the outsourcing relationship and the
outsourced services and implement actions to achieve cultural fit
− Addressing cultural differences also improves stakeholder satisfaction and
enables all involved personnel to work together effectively
• Activities
− Provide support for creating and maintaining the work products and tasks for
identifying cultural attributes that impact the outsourcing relationship and the
outsourced services and implementing actions to achieve cultural fit
− Document and implement the work products and tasks required for identifying
cultural attributes that impact the outsourcing relationship and the outsourced
services and implementing actions to achieve cultural fit
− Support the implementation of identifying cultural attributes that impact the
outsourcing relationship and the outsourced services and implementing
actions to achieve cultural fit
Ongoing Phase
9 Outsourcing 13 Organisational
10 Governance 11 Relationship 12 Value 14 People 15 Knowledge 16 Technology 17 Threat
Strategy Change
Management Management Management Management Management Management Management
Management Management
12.1
11.1 Service 13.1 Prepare for 14.1 Assign 15.1 Provide
9.1 Outsourcing 10.1 Outsourcing Organisational 16.1 Asset 17.1 Outsourcing
Provider Organisational Outsourcing Required
Sponsorship Policy Outsourcing Management Risk Management
Interactions Change Responsibilities Information
Performance
14.3
10.3 Internal 12.3 Benchmark
9.3 Potential 11.3 Internal 13.3 Define Future Organisational 15.3 Market 16.3 Technology 17.3 Intellectual
Stakeholder Outsourcing
Outsourcing Areas Relationships State Outsourcing Information Integration Property
Management Processes
Competency
• Scope
− Define capability baselines for the client organisation by organising outsourcing
performance data
− Provides a basis for the outsourcing organisation to organise whether
performance deviations are within expected ranges or if they represent
exceptions that need to be investigated and addressed
• Activities
− Provide support for creating and maintaining the work products and tasks for
defining capability baselines for the client organisation
− Document and implement the work products and tasks required for defining
capability baselines for the client organisation
− Support the implementation of defining capability baselines for the client
organisation
• Scope
− Establish and implement programs to encourage and deploy innovations
through outsourcing relationships and outsourced services across the
organisation
− Innovations may spring from many sources: people, markets and service
providers, as well as reviews of ongoing outsourcing performance
− Major changes that affect the organisation need to be actively managed
because of the learning curve and potential impacts associated with the
change
• Activities
− Provide support for creating and maintaining the work products and tasks for
establishing and implementing programs to encourage and deploy innovations
through outsourcing relationships and outsourced services across the
organisation
− Document and implement the work products and tasks required for
establishing programs to encourage and deploy innovations through
outsourcing relationships and outsourced services across the organisation
• Scope
− Align the client organisation’s outsourcing activities and results with its
business objectives and strategy
− Enhance the alignment of outsourcing results across the organisation and with
organisational performance and business objectives
− Analyses allow management to align outsourcing performance across the
entire organisation and to use their outsourcing activities strategically to
achieve organisational business objectives
• Activities
− Provide support for creating and maintaining the work products and tasks for
ensuring alignment of outsourcing activities and results with business
objectives and strategy
− Document and implement the work products and tasks required for ensuring
alignment of outsourcing activities and results with business objectives and
strategy
− Support the implementation of ensuring alignment of outsourcing activities
and results with business objectives and strategy
Ongoing Phase
9 Outsourcing 13 Organisational
10 Governance 11 Relationship 12 Value 14 People 15 Knowledge 16 Technology 17 Threat
Strategy Change
Management Management Management Management Management Management Management
Management Management
12.1
11.1 Service 13.1 Prepare for 14.1 Assign 15.1 Provide
9.1 Outsourcing 10.1 Outsourcing Organisational 16.1 Asset 17.1 Outsourcing
Provider Organisational Outsourcing Required
Sponsorship Policy Outsourcing Management Risk Management
Interactions Change Responsibilities Information
Performance
14.3
10.3 Internal 12.3 Benchmark
9.3 Potential 11.3 Internal 13.3 Define Future Organisational 15.3 Market 16.3 Technology 17.3 Intellectual
Stakeholder Outsourcing
Outsourcing Areas Relationships State Outsourcing Information Integration Property
Management Processes
Competency
Ongoing Phase
9 Outsourcing 13 Organisational
10 Governance 11 Relationship 12 Value 14 People 15 Knowledge 16 Technology 17 Threat
Strategy Change
Management Management Management Management Management Management Management
Management Management
12.1
11.1 Service 13.1 Prepare for 14.1 Assign 15.1 Provide
9.1 Outsourcing 10.1 Outsourcing Organisational 16.1 Asset 17.1 Outsourcing
Provider Organisational Outsourcing Required
Sponsorship Policy Outsourcing Management Risk Management
Interactions Change Responsibilities Information
Performance
14.3
10.3 Internal 12.3 Benchmark
9.3 Potential 11.3 Internal 13.3 Define Future Organisational 15.3 Market 16.3 Technology 17.3 Intellectual
Stakeholder Outsourcing
Outsourcing Areas Relationships State Outsourcing Information Integration Property
Management Processes
Competency
• Scope
− Define and communicate the roles and responsibilities of outsourcing
personnel across the organisation
− Clearly define the roles, responsibilities and authority of outsourcing
personnel, as part of the overall outsourcing process, in order to enable them
to effectively perform their assigned work
− Aligning outsourcing personnel’s roles, responsibilities and authority with
client organisational objectives should result in improved performance
• Activities
− Provide support for creating and maintaining the work products and tasks for
defining and communicating the roles and responsibilities of outsourcing
personnel across the organisation
− Document and implement the work products and tasks required for defining
and communicating the roles and responsibilities of outsourcing personnel
across the organisation
− Support the implementation of defining and communicating the roles and
responsibilities of outsourcing personnel across the organisation
Ongoing Phase
9 Outsourcing 13 Organisational
10 Governance 11 Relationship 12 Value 14 People 15 Knowledge 16 Technology 17 Threat
Strategy Change
Management Management Management Management Management Management Management
Management Management
12.1
11.1 Service 13.1 Prepare for 14.1 Assign 15.1 Provide
9.1 Outsourcing 10.1 Outsourcing Organisational 16.1 Asset 17.1 Outsourcing
Provider Organisational Outsourcing Required
Sponsorship Policy Outsourcing Management Risk Management
Interactions Change Responsibilities Information
Performance
14.3
10.3 Internal 12.3 Benchmark
9.3 Potential 11.3 Internal 13.3 Define Future Organisational 15.3 Market 16.3 Technology 17.3 Intellectual
Stakeholder Outsourcing
Outsourcing Areas Relationships State Outsourcing Information Integration Property
Management Processes
Competency
• Scope
− Organise and use knowledge gained from outsourcing activities
− Effectively organising and using the knowledge gained from prior and current
initiatives enables clients to reuse its best practices, to address problems that
have occurred and to improve overall value obtained through current and
future initiatives
• Activities
− Provide support for creating and maintaining the work products and tasks for
organising and using knowledge gained from outsourcing activities
− Document and implement the work products and tasks required for organising
and using knowledge gained from outsourcing activities
− Support the implementation of organising and using knowledge gained from
outsourcing activities
• Scope
− Establish and implement procedures to share knowledge among
stakeholders
− Knowledge sharing procedures also clarify the rules by which
knowledge can be shared between internal stakeholders, client
outsourcing personnel, service providers and their suppliers and
partners
• Activities
− Provide support for creating and maintaining the procedures for
sharing knowledge among stakeholders
− Document and implement the procedures required for sharing
knowledge among stakeholders
− Support the implementation of sharing knowledge among
stakeholders
Ongoing Phase
9 Outsourcing 13 Organisational
10 Governance 11 Relationship 12 Value 14 People 15 Knowledge 16 Technology 17 Threat
Strategy Change
Management Management Management Management Management Management Management
Management Management
12.1
11.1 Service 13.1 Prepare for 14.1 Assign 15.1 Provide
9.1 Outsourcing 10.1 Outsourcing Organisational 16.1 Asset 17.1 Outsourcing
Provider Organisational Outsourcing Required
Sponsorship Policy Outsourcing Management Risk Management
Interactions Change Responsibilities Information
Performance
14.3
10.3 Internal 12.3 Benchmark
9.3 Potential 11.3 Internal 13.3 Define Future Organisational 15.3 Market 16.3 Technology 17.3 Intellectual
Stakeholder Outsourcing
Outsourcing Areas Relationships State Outsourcing Information Integration Property
Management Processes
Competency
Ongoing Phase
9 Outsourcing 13 Organisational
10 Governance 11 Relationship 12 Value 14 People 15 Knowledge 16 Technology 17 Threat
Strategy Change
Management Management Management Management Management Management Management
Management Management
12.1
11.1 Service 13.1 Prepare for 14.1 Assign 15.1 Provide
9.1 Outsourcing 10.1 Outsourcing Organisational 16.1 Asset 17.1 Outsourcing
Provider Organisational Outsourcing Required
Sponsorship Policy Outsourcing Management Risk Management
Interactions Change Responsibilities Information
Performance
14.3
10.3 Internal 12.3 Benchmark
9.3 Potential 11.3 Internal 13.3 Define Future Organisational 15.3 Market 16.3 Technology 17.3 Intellectual
Stakeholder Outsourcing
Outsourcing Areas Relationships State Outsourcing Information Integration Property
Management Processes
Competency
• Scope
− Establish and implement procedures to protect the intellectual property of
stakeholders
− Inappropriate use or disclosure of intellectual property can damage the
relationship with stakeholders, may cause financial loss and make the client
organisation vulnerable to disputes or legal action
− Organisation should have a formalised policy on the protection of intellectual
property that is used to provide direction for creating the procedures on
protection of intellectual property
• Activities
− Provide support for creating and maintaining the procedures for protecting the
intellectual property of stakeholders
− Document and implement the procedures required for protecting the
intellectual property of stakeholders
− Support the implementation of protecting the intellectual property of
stakeholders
• Scope
− Establish and implement procedures to meet security and privacy
requirements
− Breakdowns, such as security breaches, can impact the client organisation’s
ability to provide business continuity, thereby damaging the relationship and
making the involved parties vulnerable to legal action
− Effective security is essential for meeting privacy requirements and protecting
intellectual property
− Security requirements may come from the client organisation or statutes and
regulations governing the service being delivered
• Activities
− Provide support for creating and maintaining the procedures for meeting
security and privacy requirements
− Document and implement the procedures required for meeting security and
privacy requirements
− Support the implementation of meeting security and privacy requirements
• Scope
− Establish and implement procedures to comply with applicable standards and
statutory and regulatory requirements
− Client organisation must implement procedures to address governance, risk
and compliance
− Procedures ensure that they comply with standards, statutes and regulations
that impact their outsourcing capability and their outsourced services in order
to meet statutory, regulatory and stakeholder requirements and to avoid
stakeholder dissatisfaction and legal or audit issues
• Activities
− Provide support for creating and maintaining the procedures for complying
with applicable standards and statutory and regulatory requirements
− Document and implement the procedures required for complying with
applicable standards and statutory and regulatory requirements
− Support the implementation of complying with applicable standards and
statutory and regulatory requirements
• Scope
− Establish and implement procedures to ensure business continuity of
outsourced services
− Prepare for possible disasters in order to minimise their impact on the client
organisation’s ability to continue business activities
− Preparation covers service delivery, security, the protection of intellectual
property, crisis management and the safety of personnel and promotes
confidence in the client organisation’s and service providers’ ability to react
effectively to adverse situations
• Activities
− Provide support for creating and maintaining the procedures for ensuring
business continuity of outsourced services
− Document and implement the procedures required for ensuring business
continuity of outsourced services
− Support the implementation of ensuring business continuity of outsourced
services
Alan McSweeney
alan@alanmcsweeney.com