Best Practices for Service Providers And Clients: Improving and Assessing an Organization s Sourcing Capabilities DC SPIN May 2, 2012

Transcription

1 Best Practices for Service Providers And Clients: Improving and Assessing an Organization s Sourcing Capabilities DC SPIN May 2, 2012 All rights reserved

2 Copyright & License These course materials are copyright 2011 by ITSqc, LLC. All rights reserved. These materials were derived under license from materials developed by the IT Services Qualification Center at Carnegie Mellon University (Copyright Carnegie Mellon University). No reproduction, redistribution, or conversion to any digital format is permitted without permission in writing from ITSqc, LLC. 2

3 Agenda Background and origins escm-sp (Service Provider Model) escm-cl (Client Model) Capability Determinations (Appraisals) Examples from model adopters Questions 3

4 Jeff Perdue Client Provider Consultant Assessor Trainer Director, ITSqc, LLC 10 years at Carnegie Mellon University as executive educator and process assessor (IT Services Qualification Center and Software Engineering Institute) 10+ years in software process improvement training and consulting 10 years in software development and software management 4

5 What is ITSqc? A university spin-off to continue and extend work begun at the university to establish best practice models and certification procedures for the global sourcing of information technologybased services. The esourcing Capability Models were developed at Carnegie Mellon University ITSqc, LLC, is the exclusive licensee of Carnegie Mellon University for the escms and related work. 5

6 escm Origins The esourcing Capability Models were originally developed at Carnegie Mellon University. The escms and related training courses were originally developed by the ITSqc (Information Technology Services Qualification Center) at Carnegie Mellon University. Funding for this work at Carnegie Mellon was provided by Consortium Members and sponsors, including Accenture, CA, COPPE/UFRJ, DBA, Deloitte, EDS, HP, IACCM, IAOP, IBM, itsmf Brasil, itsmf US, La Poste, Mellon Financial Services, Outsourcing Institute, Phoenix Health Systems, Satyam, STQC (Gov t of India), TPI, and others under NDA 6

7 What is esourcing? 7

8 esourcing IT-enabled sourcing, or esourcing, uses information technology as a key component of service delivery or as an enabler for delivering services. 8

9 esourcing Characteristics Relationships usually last a long time. Integration between client and service provider is complex. Delivery of services is typically networked, or highly dependent on information technology. There is repetition of service delivery. Often global in scope. 9

10 Types of esourcing esourcing today includes: Information Technology sourcing (ITO) Business Process Outsourcing (BPO) Knowledge Process sourcing (KPO)! Data mining and analysis! Patent and invention discovery! Customer/consumer surveys/analysis Legal Process sourcing (LPO)! Transcription of formal proceedings! Litigation or arbitration discovery! Preparation of routine legal documents 1 0

11 Types of Sourcing Relationships Traditional: a single service provider delivers service to a single client. Co-sourcing: two service providers work together to deliver service to a single client. Multi-sourcing: multiple service providers provide services to a single client. Alliance: multiple service providers collaborate to serve one or more clients. Joint Venture: multiple service providers form a collaborative business venture to serve one or more clients. Insourcing: onshore or offshore, internal specialist provider or shared services center 1 1

12 Sourcing Relationships The escms apply to all types of sourcing relationships. 1 2

13 Origins of escms 13

14 Global growth of sourcing Billion Dollars ITO BPO Year Harris, J., et al Forecast: Outsourcing Worldwide Forecast Database. Gartner, Inc. 1 4

15 While many sourcing relationships are successful, many are not 50% ARE RENEGOTIATED Sourcing Contracts Over half of all outsourcing clients report having renegotiated a contract and in nearly 25% of these the original service provider lost the account. 1 25% OF THESE ARE LOST 1 Gartner Group, Dataquest s Market Forecast for Business Process Outsourcing (BPO) 2 Dun & Bradstreet, The Barometer of Global Outsourcing, 1 5

16 Primary Causes of these Failures Criteria for success are not well understood or agreed up front. Trade-offs between providing better service, faster service, or cheaper service are not always fully articulated. Clients often have little experience in outsourcing and have no standard criteria for selecting a service provider. The transfer of people, equipment and knowledge between the client and service provider is often problematic. Service providers often have trouble analyzing and reporting their progress in terms that are meaningful to clients. Requirements are not fully understood or specified. 1 6

17 Challenge of Existing Frameworks Problems or failures occur throughout the sourcing process Sourcing process Steady-state delivery Focus of most quality models Focus of escm Models 1 7

18 Executive Summary Overlap of Key Models Most standards/models have content overlap! Often based on Total Quality Management (TQM) and Deming s plan-do-check-act principles! Usually focus on documenting processes and following that documentation! Some core topics show up in most models: project management, configuration management, quality assurance, measurement! For example: ISO 9001 requires process management rigor that is also required by CMMI and escm-sp; similarly Six Sigma techniques would help meet requirements for CMMI and escm-sp, particularly at Level 4-5 Each industry standard/model has a sweet spot or particular area of focus where the model is most beneficial. For example:! CMMI is particularly focused on systems development and maintenance! escm-sp is focused on IT-enabled sourcing! COPC is focused on customer care! ITIL is focused on IT Service Management ISO 9000: focus on process standards and management Quality Management System Systems Integration CMMI: focus on systems development/ maintenance escm-sp: focus on ITenabled sourcing Six Sigma: focus on data-driven decision making/improvement Outsourcing & BPO Source: Accenture. Used with permission ITIL: focus on IT Service Management 1 8

19 Origins of escms and Development Approach escms developed by team whose origin was authors of the SW-CMM, People-CMM, CMMI and ISO standards expertise as well as diagnostic methods backgrounds! Hefley, Paulk, Perdue, and Siegel Major steps for developing the models and capability determination methods included:! Extensive literature review! Model architecture review! Incorporating and documenting best practices Wherever feasible, made recommended best practices compatible with existing quality models and standards! Advisory Board review (included industry experts and 2 past directors of SW Process Program)! Modifications to incorporate feedback! Developed capability determination methods! Empirical testing of model and capability determination methods (piloting) Pilot tested model practices with method (U.S. and offshore, multiple markets and services)! Posting of Model for broad technical review / public review! Release of the models via web site and publications (Books in 2009) escm-sp development began in 2000, released V1 in 2001, v1.1 in 2002, V2 in 2004, V2.01 in 2006 escm-cl development began in 2003, released V1 in 2005, v1.1 in

20 The escm-sp and escm-cl are designed to be complementary Models, addressing both sides of a sourcing relationship 2 0

21 escms now available from global publisher: Van Haren ISBN ISBN

22 esourcing Capability Model for Service Providers (escm-sp) 22

23 esourcing Capability Model for Service Providers Focuses on esourcing services Covers the full life cycle it provides crucial coverage of Initiation and Completion phases of sourcing Provides service providers best practices to adopt for continuous improvement Enables clients to compare service providers using a consistent basis Is compatible with and complementary to other quality models!! Many mappings available to assist organizations improve!! Is compatible with escm for Client Organizations Freely available, open standard available for download Supported by independent, third-party evaluation and certification by ITSqc, LLC 2 3

24 Practices are Organized Into Three Dimensions 1. Sourcing Life-cycle Ongoing Initiation Delivery Completion 2. Capability Areas Knowledge Management People Management Contracting Performance Management Service Design & Deployment Relationship Management Service Delivery Technology Management Service Transfer Threat Management 3. Capability Levels Levels

25 The 3 Dimensions of the escm-sp 2 5

26 Components of the Sourcing Life-cycle Ongoing: Ongoing Practices represent functions that are needed throughout the sourcing process Initiation: Practices concerned with gathering requirements, negotiating, contracting, and designing and deploying the service, including transitioning of resources Delivery: Practices concerned with the delivery of service to the client Completion: Practices concerned with completion of service and termination of the engagement - this includes the transition of resources from the service provider to the client or to a third party 2 6

27 Distribution of Practices by Sourcing Life-cycle

28 Capability Areas - 1 The Practices are divided into 10 Capability Areas The Capability Areas group similar Practices in order to facilitate learning and implementation of the escm-sp The first 6 Capability Areas (Management Capability Areas) consist entirely of Ongoing Practices The other 4 Capability Areas contain the phasespecific Practices (Initiation, Delivery, Completion) 2 8

29 Distribution of Practices by Capability Areas

30 Distribution of Practices by Sourcing Life-cycle and Capability Area Sourcing Life-cycle

31 Five Capability Levels of Service Providers Level Number Level Name Number of Practices 5 Sustaining excellence 0 4 Proactively enhancing value 10 3 Managing organizational performance Consistently meeting requirements 48 1 Providing services 0 3 1

32 Five Capability Levels 3 2

33 Capability Level 1 Organizations Providing services Capabilities vary widely May have few or none of the escm-sp Practices implemented May have most Level 2 and some of Levels 3 or 4 Will be at risk of failure in areas where they have not implemented the necessary escm-sp Practices 3 3

34 Capability Level 2 Organizations Consistently meeting requirements Engagement focused Systematically capture and understand client requirements Design and deploy the service Deliver the service as per agreed service levels Train and or acquire personnel as required Make available infrastructure including technology Collect and disseminate information to control service delivery 3 4

35 Capability Level 3 Organizations Managing organizational performance Focus is organization-wide - multiple engagements Objectively measure and improve activities Define and achieve organizational objectives Systematically identify and manage risks across engagements Objectively measure and reward personnel Optimize technology infrastructure across the organization Share and use knowledge across the organization 3 5

36 Capability Level 4 Organizations Proactively enhancing value Proactively improve performance Encourage innovation Routinely increase business benefits to clients Predict performance based on previous experience Benchmark organizational performance Systematically evaluate and incorporate technology advances 3 6

37 Capability Level 5 Organizations Sustaining excellence Sustained performance at Level 4 through consecutive Certifications Rewards long-term focus on process improvement 3 7

38 zzz Distribution of Practices by Sourcing Life-cycle, Capability Area, and Capability Level Capability Level Sourcing Life-cycle Capability Area Totals 51 Ongoing Knowledge Management People Management Performance Management Relationship Management Technology Management Threat Management Initiation Contracting Service Design and Deployment Service Transfer (in) Delivery Service Delivery Completion Service Transfer (out) TOTALS

39 esourcing Capability Model for Client Organizations (escm-cl) 39

40 Need for a client-focused model Most current quality models do not:! address all phases of sourcing process! provide sufficient focus on sourcing relationships! adequately address the challenges that client organizations face: establishing an appropriate sourcing strategy managing risks throughout the sourcing activities identifying, selecting and negotiating with service providers conducting service provider governance and performance management managing relationships 4 0

41 esourcing Capability Model for Client Organizations (escm-cl) Addresses the entire Sourcing Life-cycle Provides necessary coverage of Analysis, Initiation and Completion phases of the Sourcing Life-cycle not just delivery! Is intended to be complementary to existing quality models! Is compatible with escm for Service Providers Contains a set of practices that encourage client organizations to continuously improve and innovate Provides a structured framework to examine status and improvement areas Will provide an indication of an organization's capabilities with respect to the rest of the industry Provides a tool for clients to consistently and comparably evaluate their sourcing capabilities Provides risk mitigating information to clients about their capabilities 4 1

42 Practices are Organized Into Three Dimensions 1. Sourcing Life-cycle "! Ongoing Analysis Initiation Delivery Completion 2. Capability Areas "! Sourcing Strategy Management Sourcing Opportunity Analysis "! Governance Management Sourcing Approach "! Relationship Management Sourcing Planning "! Value Management Service Provider Evaluation "! Organizational Change Management Sourcing Agreements "! People Management Service Transfer "! Knowledge Management Sourced Services Management "! Technology Management Sourcing Completion "! Threat Management 3. Capability Levels "! Levels

43 Descriptions of the Sourcing Life-cycle Ongoing: Ongoing Practices represent functions that are needed throughout the Sourcing Life-cycle. Analysis: Practices concerned with analyzing the client organization s business functions and business processes, and identifying potential sourcing opportunities. Initiation: Practices concerned with effectively preparing for sourced service delivery. Delivery: Practices concerned with managing the delivery of sourced services to the client organization. Completion: Practices concerned with completion of service and termination of the engagement - this includes the transition of resources to the client, or a third party, from the service provider. 4 3

44 Distribution of Practices by Sourcing Life-cycle 50 Ongoing Practices Phase: 9 Analysis Practices 20 Initiation Practices 11 Delivery Practices 5 Completion Practices Total

45 escm-cl Capability Areas The Practices are divided into 17 Capability Areas The Capability Areas group similar Practices in order to facilitate learning and implementation of the escm-cl The first 9 Capability Areas (Management Capability Areas) consist entirely of Ongoing Practices The other 8 Capability Areas contain the Sourcing Life-cycle phase-specific Practices (Analysis, Initiation, Delivery, Completion) 4 5

46 Distribution of Practices by Capability Areas Capability Areas Sourcing Strategy Management 5 Governance Management 7 Relationship Management 7 Value Management 7 Organizational Change Management 6 People Management 4 Knowledge Management 5 Technology Management 3 Threat Management 6 Sourcing Opportunity Analysis 5 Sourcing Approach 4 Sourcing Planning 5 Service Provider Evaluation 3 Sourcing Agreements 7 Service Transfer 5 Sourced Services Management 11 Sourcing Completion 5 Totals

47 Distribution of Practices by Capability Area and Sourcing Life-cycle Sourcing Life-cycle Capability Areas Ongoing Analysis Initiation Delivery Completion Sourcing Strategy Management 5 Governance Management 7 Relationship Management 7 Value Management 7 Organizational Change Management 6 People Management 4 Knowledge Management 5 Technology Management 3 Threat Management 6 Sourcing Opportunity Analysis 4 Sourcing Approach 5 Sourcing Planning 5 Service Provider Evaluation 3 Sourcing Agreements 7 Service Transfer 5 Sourced Services Management 11 Sourcing Completion 5 Totals

48 Capability Levels in the escm-cl Model Architecture CL4 CL3 CL2 4 8

49 Five Capability Levels of Client Organizations Level Number Level Name Number of Practices 5 Sustaining excellence 0 4 Proactively enhancing value 8 3 Managing organizational sourcing performance Consistently managing sourcing 58 1 Performing sourcing 0 4 9

50 Five Capability Levels 5 0

51 Capability Level 1 : Performing Sourcing Performing sourcing! Capabilities vary widely! May have few or none of the escm-cl Practices implemented! May have most Level 2 and some of Levels 3 or 4! Will be at risk of failure in areas where they have not implemented the necessary escm-cl Practices 5 1

52 Capability Level 2 : Consistently Managing Sourcing Consistently managing sourcing! Engagement focused! Has established senior management support for sourcing! Has defined objectives for sourcing! Selects and manages service providers! Identifies sourcing opportunities and stakeholders! Ensures that sourcing management personnel have the skills and knowledge necessary to effectively manage and monitor sourcing using performance measures 5 2

53 Capability Level 3: Managing Organizational Sourcing Performance Managing organizational sourcing performance! Focus is organization-wide - multiple sourced services and service provider relationships! Manage their sourcing performance across the organization! Define and achieve organizational sourcing strategy! Systematically identify and manage risks across sourced services! Manage their sourcing activities based on common, established organizational processes! Develop a sourcing competency in the workforce 5 3

54 Capability Level 4: Proactively Enhancing Value Proactively enhancing value! Customizes its approach to sourcing management for various relationships with service providers! Develops relationships that focus on adding value and encouraging innovation! Understands the value of its sourcing activities! Predicts its performance based on previous experiences 5 4

55 Capability Level 5: Sustaining excellence Sustaining excellence! Sustained performance at Level 4 through consecutive certifications! Rewards long-term focus on process improvement 5 5

56 Distribution of Practices by Sourcing Life-cycle, Capability Area, and Capability Level Sourcing Life-cycle Capability Areas CL2 C L3 C L4 Totals 50 Ongoing Sourcing Strategy Management Governance Management Relationship Management Value Management Organizational Change Management People Management Knowledge Management Technology Management 3 3 Threat Management Analysis Sourcing Opportunity Analysis Sourcing Approach Initiation Sourcing Planning 5 5 Service Provider Evaluation 3 3 Sourcing Agreements Service Transfer Delivery Sourced Services Management Completion Sourcing Completion Totals

57 The esourcing Capability Determination Methods 57

58 Using the Models: How The 2 basic ways of using an escm are:! 1. Capability Determinations (organizational diagnostics) A formal and reliable method for determining the compliance of an organization with the Practices of an escm (either escm-sp or escm-cl) There are 6 types (variants) of the CapabilityDetermination Method! 2. Capability Improvement (guiding improvement) The model serves as a (partial) set of requirements for an organization s processes Organizations use the escm as a roadmap or guide to improve their processes 58

59 Uses of escm-sp By clients! Use evaluations to determine provider capabilities! Evaluate multiple potential providers in a consistent and comparable manner! Reduce risks in sourcing relationships By service providers! Systematically assess their existing capabilities! Improve their capability to form, manage, and expand sourcing relationships with clients! Demonstrate their capability through Certification! Reduce risk of failure 59

60 Uses of escm-cl By clients! Use escm-cl Practices to guide implementation of improved sourcing processes and procedures! Use self-appraisals (or evaluations) to determine sourcing capability! Improve their capability to form, manage, and expand sourcing relationships with service providers! Reduce risks in sourcing relationships! Demonstrate their capability through Certification By service providers! To understand their client s capability! To encourage their clients to adopt the escm-cl so that both organizations can benefit from joint adoption 60

61 Organizational certification using the esourcing Capability Models 61

62 Six Capability Determination Methods Self-Appraisal Evaluation Evaluation for Certification FULL To launch or check progress in an improvement effort; to create a baseline, or provide a readiness check to prepare for certification Practice profile is provided; No Capability Level rating or certification All team members must be trained in the Model and Method Must use a candidate or authorized Lead Evaluator All Practices To provide an independent verification of Model implementation Practice profile is provided; No Capability Level rating or certification All team members must be authorized by ITSqc Authorized Lead Evaluator required All Practices To differentiate by an independently verified and published Capability Level rating Certification by ITSqc of a Capability Level rating; Practice profile is provided All team members must be authorized by ITSqc Authorized Lead Evaluator required All Practices MINI To launch or check progress in an improvement effort Practice profile is provided; No Capability Level rating or certification All team members must be trained in the Model and Method Must use a candidate or authorized Lead Evaluator Any subset of Practices To rapidly, economically, and independently verify capability of a subset of Practices Practice profile is provided; No Capability Level rating or certification All team members must be authorized by ITSqc Authorized Lead Evaluator required Any subset of Practices To differentiate by an independently verified and published Capability Level rating or Capability Area rating Certification by ITSqc of a Capability Level or Area rating; Practice profile is provided All team members must be authorized by ITSqc Authorized Lead Evaluator required Level or Area subset of Practices 6 2

63 escm Capability Determination Process Overview Prepare Determination Team Leader 1.!Determines span & scope 2.!Develops a plan 3. Forms a team Evaluate Team 1. Gathers data 2. Consolidates and analyzes data 3. Rates organization s Capability Report Team 1. Report results 63

64 ITSqc Code of Professional Practice Developed to ensure ethical use of escm Capability Determination methods with provisions to: - create a high standard of competence for evaluators - provide explicit performance expectations - establish ways to preclude conflicts of interest - ensure a course of action to address any infractions The current version of the Code of Professional Practice is available on the ITSqc downloads page 64

65 ITSqc Role in Certification ITSqc Certification Board reviews data and issues certificates for service providers & client organizations indicating:! span of organization being certified (sites)! duration of certification! service area(s) being certified ITSqc website provides a list of Certified organizations 65

66 Experiences from implementing escm-sp and escm-cl 66 6

67 Companies using the escm-cl Case Study #1: Use of the Client Model TPI assisted a health care company utilize the escm-cl model to set up a corporate Center of Expertise (COE) to lead and facilitate the entire sourcing lifecycle throughout the enterprise Context and Business Benefits: The company had historically been a significant user of outsourcing services, but the initiatives were all done on a piecemeal basis with no overarching strategy or synergies The existing sourcing relationships were managed individually by each business unit with no visibility into overall spend and management practices The escm-cl model provided a neutral view of best practices that were used to initiate dialogue throughout the enterprise The COE was set up to be an internal consulting and reporting function to increase visibility, use, and sharing of best practices and strategic direction for sourcing The company has rationalized the number and use of service providers to create more synergies and strategic partnerships at the enterprise level 67

68 Companies using the escm-cl Case Study #3: Client Use of the Service Provider Model TPI and the ITSqc assisted a multi-national company address issues with their existing service provider through the use of the escm-sp model Context and Business Benefit: The company had historically received unsatisfactory services from its incumbent service provider This resulted in a lack of trust which threatened the continued use of the service provider TPI and the ITSqc worked with both the client organization and the service provider to identify pain points and how the best practices in the escm-sp model could help address the existing issues in the service provider s delivery model The client and service provider amended their contractual agreement to include a long-term quality improvement plan with milestones and financial implications to improve the existing service Created a win-win: the client has received improved service delivery and the service provider has kept (and grown) the business with a more satisfied client 68

69 Benefits from using the escm-cl Framework The only best practices model covering all the sourcing processes across the sourcing lifecycle including! Sourcing Policy,! Agreement phase,! Implementation and day-to-day sourced services management,! Completion Common language for better mutual understanding (both for client organization, as well as with service providers) Clear roles and responsibilities assignment for better efficiency Using the escm-cl framework as a roadmap or guide to continuously improve the organization s sourcing processes Compatible with, and complementary to, other best practices models implemented or being implemented within La Poste (CobiT, ITIL, CMMI, ISO 27001) 69

70 Relationship Management: Enhanced process related to managing client relationships, proactively providing value addition and transitions / service transfer resulting in process improvements (transformation savings), improved client satisfaction and seamless transfer of work Savings as % of Revenue 10% 9% 8% 7% 6% 5% 4% 3% 2% 1% 0% Transformation Savings 8.6% 6.5% 4.5% 3.7% 2.2% 0.8% FY 08 FY 09 (Q1-Q3) Customer Satisfaction FY 06 FY 07 FY 08 FY Client IBPO TOTAL Satisfaction Index Experience Index 478 projects closed in last three quarters against 262 projects closed in previous financial year Performance on transformation has enabled Infosys BPO to differentiate at the market place and win deals

71 Relationship Management: % of Tollgates compliance 90% 80% 70% 60% 50% 40% Transition Methodology 45.14% Tollgate Score 67.05% 65.20% 79.50% 85.19% Period 1 Period 2 Period 3 Period 4 Period 5 Seamless Transfer of work Service Transfer - in Captive shared services arm of European Electronics manufacturing, 1500 employees across three locations Transferring people resources for asset and insurance management services company of USA from India facility Service Transfer - out Well established methodology followed to seamlessly transfer out the processes of a mortgage company Practice of Tollgate reviews was instituted as part of the Transition Methodology. This practice has shown improvements in adherence to methodology and is enabling effective transitions. Also transition out has been institutionalized.

72 Service Delivery: Enhanced the Operations Methodology (Infosys BPO way of delivering services) resulting in improving process capability and reduction in customer complaints Meeting client and organizational commitments* Reduction of client complaints Process Capability Client Complaints per 100 employee 80% 60% 40% 37% 39% 42% 43% 48% 48% 55% 57% 70% 70% 66% 67% % 1.0 0% FY 08, Q1 FY 08, Q2 FY 08 Q3 FY 08 Q4 FY 09 Q1 FY 09 Q2 % metrics meting target 0.0 FY 07 Q1 FY 07 Q2 FY 07 Q3 FY 07 Q4 FY 08 Q1 FY 08 Q2 FY 08 Q3 FY 08 Q4 FY 09 Q1 FY 09 Q2 * Process Capability assessment includes commitments - process metrics & organizational requirements like people (attrition) and financial (revenue, margins) metrics

73 People Management : Strengthened practices related to right skilling and career development resulting in improved employee satisfaction (work environment) Employee Satisfaction Threat Management: Institutionalized risk assessment practices at engagement and enterprise level resulting in reduction in % of revenue from critical risk engagements De-risking the business Employee Satisfaction - Work Environment % of Revenue from Crtical Risk Engagements 100% 80% 80% 88% 1.00% 0.80% 0.90% 60% 40% 56% % of Revenue 0.60% 0.40% 20% 0.20% 0.10% 0% FY 06 FY 07 FY % FY 09 (Q1+Q2) FY 09 (Oct-Nov)

74 Call for Action Engage in change and improvement in sourcing relationships! Conduct initial examinations of your accounts and consider how they compare to the defined Capability Levels by Performing a baseline appraisal and using results to guide improvements Agree between client and provider to apply escm-sp and escm-cl for a jointly agreed upon set of best practices Do this at the same time to realize benefits together Consider how escm adoption can benefit your organization! Review the Models and map of your current processes to the Model s Practices! Consider building on internal expertise to use escms with your customers 7 4

75 Q&A 7 5

76 Learning Opportunities Further Training! The esourcing Capability Model for Client Organizations Course! The esourcing Capability Model for Service Providers Course! escm Capability Determination Methods Course! escm Lead Evaluator Course! escm-sp Implementation Course! escm Model Instructor Course For the latest training schedule, visit the ITSqc Web site: 76

77 Wrap-up This overview of the escms cover several topics at a very high level and omits some important concepts due to time constraints. The full current models are available for purchase at: or Questions or comments - please me: jperdue@itsqc.org 77

78 ITSqc, LLC Address: ITSqc, LLC 3945 Forbes Avenue, #422 Pittsburgh, PA USA Web: Phone: Fax: