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eSCM-CL Practice Page eSCM-CL v1.

About the eSCM-CL


The eSourcing Capability Model for
Client Organizations (eSCM.CL) is a

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“best practices” capability model with two
purposes: (1) to give client organizations
guidance that will help them improve their

Align Strategy & Architectures capability across the sourcing life-cycle, and
(2) to provide client organizations with an
objective means of evaluating their sourcing
Capability Area Governance Management
capability.
Life-cycle Phase Ongoing
Capability Level Level 3 Its 95 Practices are arranged along three
Practice Type Other dimensions: Sourcing Life-cycle, Capability
Areas, and Capability Levels. The Sourcing
Life-cycle includes Analysis, Initiation,
Delivery, and Completion, each of which
represents an individual phase of the
Life-cycle, plus Ongoing, which spans
the entire Life-cycle. Capability Areas are
groupings of Practices with similar content
and focus. Capability Levels represent a path
of improvement for client organizations.

For more information about this Practice or


the Model, please consult the eSCM-CL v1.1:
Practice Details.

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©2006-2007 by Carnegie Mellon University. All rights reserved.


64 Part 2 gov

gov05 Align Strategy & Architectures

Align strategies and architectures to support sourcing across the


organization.

The organization’s strategy and architecture, addressing the organization’s entire infrastructure including
Governance Management technology, processes, applications and communications infrastructure, provides the base for sustaining
Ongoing IT-enabled services. The client organization’s business processes provide the basis for its daily operations.
Level 3 Some of these processes may be sourced to a service provider. As services are sourced, business
Other processes adapt and change, and technology advances, it is the responsibility of the client organization
to maintain a strategy and architecture that will support their IT-enabled services, as well adapt to
changing market and technological demands and pressures.

The client organization’s strategy and plans for its business processes and the technology that supports
the performance of these processes should be reviewed to confirm that there is strong linkage to the
business strategies and plans, as well as to the sourcing strategy and plans of the organization. Senior
management should ensure that issues and opportunities are adequately assessed and reflected in the
organization’s long- and short-range plans. These plans should be developed and maintained to ensure
that technology and business processes remain aligned with the sourcing strategies of the organization.
Engaging in sourcing activities without ensuring that they are consistent with the client organization’s
strategy and architectures can lead to significant risk, potential impacts on service delivery and
performance, and introduce unnecessary issues in service transfer.

Continual monitoring of technological advances and regulatory trends will ensure that the organization’s
technology architecture remains capable of supporting business process and sourcing needs. The
enterprise architecture of its business processes and their implementing technologies should be
continually maintained to ensure the ability of the organization to exchange information in a reliable,
secure manner.

Ensuring integration of strategies is one mechanism for ensuring horizontal alignment. This Practice is
focused on ensuring integration of sourcing activities with the organization’s technology and business
process strategies and architectures. It is focused on ensuring alignment of the strategy, plans, and
implementations of the client organization’s technology infrastructure and business processes with the
sourced activities.

This Practice is closely related to gov06, “Business process integration” and tch03, “Technology
integration.”

Activities

a. Provide support for creating and maintaining the work products and tasks for aligning
strategies and architectures to support sourcing across the organization.

b. Document and implement the work products and tasks required for aligning strategies and
architectures to support sourcing across the organization. Documentation and implementation
include the following Activities:
1. Review the organization’s business strategies and plans.
Y The organization’s business strategies and plans should be reviewed to confirm that there is strong
linkage between these business strategies and plans and the sourcing activities. There may also be
business unit-level strategies and plans to be considered in performing these alignment analyses.
The eSourcing Capability Model for Client Organizations (eSCM-CL) v1.1 65

gov05
2. Review the organization’s information technology strategy and plans.
Y The organization’s IT strategy and plans should be reviewed to confirm that there is strong linkage between
the IT strategy and plans and the sourcing activities.

3. Define technical architecture that supports sourced services and modifications to sourced services.

a) Identify and recommend the technology requirements necessary to deliver current and planned
sourcing requirements.

b) Align and regularly update a technology infrastructure plan which is in accordance with the
organization’s sourcing plans.
Y The technology infrastructure plan should encompass aspects such as systems architecture, technological
direction, and migration strategies.

c) Maintain hardware and software acquisition plans that reflect the needs identified in the
technological infrastructure plan.

4. Align information technology capability with sourced services and modifications to sourced services.

a) Review the organization’s technology strategy and architecture.

b) Align the organization’s technology strategy and architecture with requirements and forecasted
opportunities related to sourcing, and these are reflected in the organization’s long- and short-
range technology plans.

5. Ensure that business processes performed as sourced services are consistent with, and integrated with,
the business processes of the organization.
Y Refer to opa01, “Define current state,” and ocm03, “Define future state,” regarding the organization’s current
and planned process models.

a) Review the strategies and plans for the business processes being sourced.

b) Review the strategies and plans for the relevant business functions.
Y These business functions would typically be represented by those internal stakeholder units impacted by the
sourcing action.

c) Ensure integration of the business processes performed as sourced services with the business
processes of the organization.
Y Refer to gov06, “Business process integration,” regarding the integration of the client organization’s business
processes with those performed by service providers.

6. Ensure that the organization’s sourced services comply with the organization’s technology policies and
standards.
Y This practice also relates to thr05, “Compliance” which addresses the use of applicable standards and
statutory and regulatory requirements on the sourced services.

a) Based on the organization’s technology infrastructure plan, define technology norms that will
be used by the organization in order to foster standardization.

b) Identify and document technical architecture and product or process standards applicable to
the organization’s sourced services.

c. Support the implementation of aligning strategies and architectures to support sourcing across
the organization.
eSCM-CL v1.1

Implementing Practices Using Required Activities


Major Activities a and c in every Practice cover the tasks that need to be implemented to ensure that the
organization can perform a Practice in a repeatable and consistent way. All Required Activities in Major
Activities a and c are applied regardless of whether a Practice is a policy, procedure, guideline, program, plan,
or other Practice. Each of the a and c Required Activities is directly linked to one or more Practices, called Sup-
port Practices which support the institutionalization of every eSCM-CL Practice. Each of the eight Required
Activities in Major Activities a and c, and their relationships with the Support Practices, are shown in the table
below. For more information, please consult the eSCM-CL v1.1: Practice Details.

CA PA B I LIT Y CA PAB I LIT Y


LEV E L 2 LEV E L 3

a. Provide support for creating and maintaining the work products and tasks for x.
1. Provide sponsorship and resources for creating the work products and tasks. str01 str01
knw01 knw01
gov04
2. Involve relevant stakeholders in creating, improving, reviewing, and approving ocm02 ocm02
the work products and tasks as appropriate. knw01 knw01
gov04

3. Maintain and improve the work products and tasks as appropriate. knw01 knw01
gov04
val04
b. Document and implement the work products and tasks required for x.
c. Support the implementation of x.
1. Communicate the availability and location of the work products and tasks to relevant stakeholders. knw01 knw01
knw02
2. Provide resources to effectively perform the work. knw01 knw01
knw02
ocm03

3. Assign qualified personnel the responsibility, authority, and accountability to perform the work. ppl01 ppl01
ppl02 ppl02
ppl04
4. Communicate planned actions and their outcomes to relevant stakeholders. knw01 knw01
knw02

5. Verify that the work is consistently and effectively performed according to the str01 str01
work products and tasks. gov04

Carnegie Mellon University’s ITSqc is a multidisciplinary group of researchers, practitioners, and organizations Internal use: Permission to reproduce this document and to prepare derivative works from this document for
that addresses the needs of IT-enabled service providers and their clients. To that end, the ITSqc develops quality internal use is granted, provided the copyright and “No Warranty” statements are included with all reproductions
models and qualification methods for organizations involved in eSourcing. The eSCMs are sets of complimentary and derivative works.
best practices that are fast becoming the standard for sourcing relationships on both sides of the service External use: Except as permitted by Consortium agreements, requests for permission to reproduce this
relationship: service providers and clients. Organizations may be certified at one of five levels based on their use document or prepare derivative works of this document for external and commercial use should be addressed to
of, and adherence to, the best practices in these Models. the ITSqc Director.

Information Technology Services Qualification Center (ITSqc) No Warranty


Carnegie Mellon University, 5000 Forbes Avenue, Pittsburgh, PA 15213-3891 This Carnegie Mellon University material is furnished on an “as-is” basis. Carnegie Mellon University makes no
warranties of any kind, either expressed or implied, as to any matter including, but not limited to, warranty of
Additional copies are available at the ITSqc website at http://itsqc.cmu.edu
fitness for purpose or merchantability, exclusivity, or results obtained from use of the material. Carnegie Mellon
University does not make any warranty of any kind with respect to freedom from patent, trademark, or copyright
Excerpted from Technical Report No. CMU-ITSQC-06-003 infringement.
Hefley, W.E. and Loesche, E.A.
The eSourcing Capability Model for Client Organizations (eSCM-CL) v1.1: Practice Details
Published September 27, 2006, in Pittsburgh, Pennsylvania, USA.

©2006-2007 by Carnegie Mellon University. All rights reserved.