IT Outsourcing Part 1: Contracting the Partner

As companies focus on the core specialisms, most will look to the benefits of outsourcing some, if not all, of the IT services required. The benefits include: cost-efficient operations; delivery of IT services at lower cost through economies of scale; improvements in time-to-market of IT solutions; improvements in capability and quality of IT service delivery. This essential guide looks at the procedures needed to achieve all these benefits when contracting an outsourcing partner. It explains the benefits of a well thought-out and practical approach to selecting a partner; a partner, indeed, whose performance may make or break an organization's delivery to market. This book is a key reference guide to anyone procuring IT services and also to those who are responsible for maintaining the contract once signed. By covering all aspects of the Outsourcing contracting process, its guidance will help reduce risks and miscommunication. In addition its approach to the Request for Proposal (also known as Invitation to Tender) shows how clarity at this stage can deliver significant benefits as the services go live in the operational phase.

Contenu

Introduction 11
1Outsourcing 14
1.1 The definition of outsourcing
1.2Types of Outsourcing
1.3The phases of outsourcing
1.4The advantages and disadvantages of outsourcing
1.5Critical success factors in outsourcing
2The BioFruit case
2.1The Company
2.2Information facilities function (current situation)
2.3The planned IT outsourcing
3The business case
3.1The objective and creation of the business case
3.2The contents of the business case
3.3The financial view of the business case
3.4The BioFruit business case
4The RFP
4.1The RFP structure
4.2The development of the RFP
4.3General style recommendations for RFPs
4.4The layout of the remaining chapters of this book
5The supplier instructions
5.1The contents of the proposal
5.2The structure of the proposal
5.3The tender procedure and timeline
6The service requirements
6.1Establishing the service specifications
6.2Describing the objects to be managed
6.3Developing the desired tasks
6.4Setting the desired service levels
6.5Formulating the service requirements
6.6BioFruit's desired services
7Transition requirements
7.1The transition tracks
7.2The approach for setting the transition requirements
7.3 Situation analysis
7.4Risk analysis
7.5Design of the transition strategy
7.6Planning the decision-making
7.7Formulating the transition requirements
7.8Sample transition planning for BioFruit
8The governance requirements
8.1The demand- and supply organization
8.2Responsibilities
8.3OrganizationOrganisation and roles
8.4The underlying core competencies
8.5Decision-making and consultation structure
8.6Formulating the governance requirements
8.7Governance of BioFruit
9Personnel, financial and legal requirements
9.1Personnel requirements
9.2Financial requirements - Price models
9.3Supplementary financial requirements
9.4Legal requirements
9.5BioFruit
10Supplier selection
10.1 Evaluation criteria
10.2 The selection process
Appendix A - The design of a transition strategy
Appendix B - Methodology review
B.1. ASL
B.2. ISPL
B.3. ITIL