ISO/IEC 30105-5:2024

Information technology - IT Enabled Services-Business Process Outsourcing (ITES-BPO) lifecycle processes - Part 5: Guidance

This document contains the guidance on supporting maturity improvement for service providers. It specifies the provision of assessment results that are repeatable, objective and comparable within similar contexts, and can be used for either process improvement or process capability gap determination. The framework for the conduct of assessments is designed to support the achievement of dependable assessment results. This document provides guidance on the usage of the core parts of the ISO/IEC 30105 series: ISO/IEC 30105-1, ISO/IEC 30105-2 and ISO/IEC 30105-3. This document also introduces the extended parts of the ISO/IEC 30105 series: ISO/IEC TS 30105-6, ISO/IEC TR 30105-7, ISO/IEC 30105-8 and ISO/IEC TS 30105-9.

Technologies de l'information — Processus du cycle de vie de la délocalisation du processus d'affaires des services activés par IT — Partie 5: Recommandations

General Information

• Status: Published
• Publication Date: 04-Jun-2024
• ICS: 35.020 - Information technology (IT) in general
• Technical Committee: ISO/IEC JTC 1/SC 40 - IT service management and IT governance
• Drafting Committee: ISO/IEC JTC 1/SC 40 - IT service management and IT governance
• Current Stage: 6060 - International Standard published
• Start Date: 05-Jun-2024
• Due Date: 24-Jun-2024
• Completion Date: 05-Jun-2024

Relations

• Revises: ISO/IEC 30105-5:2016 - Information technology - IT Enabled Services-Business Process Outsourcing (ITES-BPO) lifecycle processes - Part 5: Guidelines
• Effective Date: 06-Jun-2022

Overview

ISO/IEC 30105-5:2024 - Part 5: Guidance - is the guidance component of the ISO/IEC 30105 series for IT Enabled Services - Business Process Outsourcing (ITES‑BPO) lifecycle processes. This second edition focuses on supporting maturity improvement for service providers by defining a dependable assessment framework that yields repeatable, objective and comparable results. It explains how to use the core series parts (ISO/IEC 30105‑1, ‑2, ‑3) and introduces extended parts (ISO/IEC TS 30105‑6, ISO/IEC TR 30105‑7, ISO/IEC 30105‑8, ISO/IEC TS 30105‑9). The guidance is generic and applicable across ITES‑BPO service types, sizes and industry verticals.

Key topics and technical requirements

• Assessment framework: Guidance to ensure assessment outputs are consistent, objective and comparable within similar contexts.
• Process reference model (PRM) and Process Assessment Model (PAM): Use of PRM/PAM to define and evaluate ITES‑BPO lifecycle processes.
• Maturity Framework (MF) and Organization Maturity Model (OMM): Guidance on measuring process capability and organizational maturity.
• Process capability gap determination: Stepwise approach to identify capability shortfalls (aligned with ISO/IEC TR 33015:2019).
• Process improvement lifecycle: Steps from setting improvement objectives and analysing assessment results to planning, implementing, monitoring and sustaining improvements.
• Assessment outputs and use cases: Deliverables suitable for process improvement planning or capability gap analysis.
• Stakeholder value and benefits: Clarifies value to direct/indirect stakeholders and how alignment improves service predictability and quality.

Practical applications

• Conducting maturity assessments and benchmarking of ITES‑BPO processes.
• Performing process capability gap analysis to identify and prioritize improvement actions.
• Designing and managing process improvement programmes with measurable outcomes.
• Supporting vendor selection, SLA negotiation and supplier governance through objective assessment reports.
• Enabling consistent internal or third‑party process assessments for compliance, quality assurance, and continuous improvement.

Who should use this standard

• ITES‑BPO service providers and delivery leads
• Quality, process and improvement managers (CPI/CI teams)
• Internal and external assessors, auditors and consultants
• CIOs, sourcing managers and procurement professionals evaluating outsourcing partners

Related standards

• ISO/IEC 30105‑1, ‑2, ‑3 (core parts of the ITES‑BPO lifecycle series)
• ISO/IEC TS 30105‑6, ISO/IEC TR 30105‑7, ISO/IEC 30105‑8, ISO/IEC TS 30105‑9 (extended parts introduced)
• ISO/IEC TR 33015:2019 (alignment for capability gap determination)
• ISO/IEC 20000‑1:2018 (complementary service‑management relationships)

By following ISO/IEC 30105‑5:2024, organizations can standardize ITES‑BPO assessments, improve process capability, and drive measurable service‑delivery improvements across outsourcing engagements.

Standards Content (Sample)

International
Standard
ISO/IEC 30105-5
Second edition
Information technology — IT
2024-06
Enabled Services-Business Process
Outsourcing (ITES-BPO) lifecycle
processes —
Part 5:
Guidance
Technologies de l'information — Processus du cycle de vie de la
délocalisation du processus d'affaires des services activés par IT —
Partie 5: Recommandations
Reference number
© ISO/IEC 2024
All rights reserved. Unless otherwise specified, or required in the context of its implementation, no part of this publication may
be reproduced or utilized otherwise in any form or by any means, electronic or mechanical, including photocopying, or posting on
the internet or an intranet, without prior written permission. Permission can be requested from either ISO at the address below
or ISO’s member body in the country of the requester.
ISO copyright office
CP 401 • Ch. de Blandonnet 8
CH-1214 Vernier, Geneva
Phone: [phone]
Email: [e-mail]
Website: www.iso.org
Published in Switzerland
© ISO/IEC 2024 – All rights reserved
ii
Contents Page
Foreword .v
Introduction .vi
1 Scope . 1
2 Normative references . 1
3 Terms, definitions and abbreviated terms . 1
3.1 Terms and definitions .1
3.2 Abbreviated terms .2
4 Overview . 3
4.1 General .3
4.2 Inter-relationship between parts of the ISO/IEC 30105 series .4
4.3 Readership for the ISO/IEC 30105 series .5
5 ITES-BPO service features . 6
6 Benefits of adopting the ISO/IEC 30105 series . 7
6.1 Key aspects addressed by the ISO/IEC 30105 series .7
6.2 Benefits of the adoption and implementation of the ISO/IEC 30105 series .7
6.3 Value to stakeholders .7
6.3.1 General .7
6.3.2 Direct stakeholders .8
6.3.3 Indirect stakeholders .9
7 PRM . 9
7.1 General .9
7.2 Process categories and processes .10
8 PAM . 10
8.1 General .10
8.2 Assessment indicators .10
9 MF and OMM .11
9.1 MF . .11
9.2 OMM . 12
10 Process capability assessment and organization maturity level determination . 14
10.1 Assessment initiation .14
10.2 Process assessment output .14
11 Process capability gap determination .15
11.1 Overview . 15
11.2 Process capability gap determination — Steps .16
11.2.1 Step 1 — Initiate process-related capability gap determination .16
11.2.2 Step 2 — Determine relevant processes and the process context .17
11.2.3 Step 3 — Define target process profile .17
11.2.4 Step 4 — Define the target assessment inputs .17
11.2.5 Step 5 — Assess current process capability .17
11.2.6 Step 6 — Determine proposed process capability .18
11.2.7 Step 7 — Verify proposed process capability .19
11.2.8 Step 8 — Analyse process capability gaps .19
11.2.9 Step 9 — Act on results .19
12 Process improvement . 19
12.1 Purpose and outcomes .19
12.2 Types of process improvement . 20
12.3 Process improvement programme .21
12.3.1 Examine organization’s business goals to set improvement objectives .21
12.3.2 Initiate process improvement cycle . 22
12.3.3 Identify improvement areas . 23

© ISO/IEC 2024 – All rights reserved
iii
12.3.4 Analyse assessment strengths and weaknesses . 23
12.3.5 Review organizational improvement objectives .24
12.3.6 Generate and identify improvement areas.24
12.3.7 Derive action plan .24
12.3.8 Implement improvements . 25
12.3.9 Monitoring implementation . 26
12.3.10 Confirm improvements . 26
12.3.11 Sustain and monitor improvements . 26
Bibliography .28

© ISO/IEC 2024 – All rights reserved
iv
Foreword
ISO (the International Organization for Standardization) and IEC (the International Electrotechnical
Commission) form the specialized system for worldwide standardization. National bodies that are
members of ISO or IEC participate in the development of International Standards through technical
committees established by the respective organization to deal with particular fields of technical activity.
ISO and IEC technical committees collaborate in fields of mutual interest. Other international organizations,
governmental and non-governmental, in liaison with ISO and IEC, also take part in the work.
The procedures used to develop this document and those intended for its further maintenance are described
in the ISO/IEC Directives, Part 1. In particular, the different approval criteria needed for the different types
of document should be noted. This document was drafted in accordance with the editorial rules of the ISO/
IEC Directives, Part 2 (see www.iso.org/directives or www.iec.ch/members_experts/refdocs).
ISO and IEC draw attention to the possibility that the implementation of this document may involve the
use of (a) patent(s). ISO and IEC take no position concerning the evidence, validity or applicability of any
claimed patent rights in respect thereof. As of the date of publication of this document, ISO and IEC had not
received notice of (a) patent(s) which may be required to implement this document. However, implementers
are cautioned that this may not represent the latest information, which may be obtained from the patent
database available at www.iso.org/patents and https://patents.iec.ch. ISO and IEC shall not be held
responsible for identifying any or all such patent rights.
Any trade name used in this document is information given for the convenience of users and does not
constitute an endorsement.
For an explanation of the voluntary nature of standards, the meaning of ISO specific terms and expressions
related to conformity assessment, as well as information about ISO's adherence to the World Trade
Organization (WTO) principles in the Technical Barriers to Trade (TBT) see www.iso.org/iso/foreword.html.
In the IEC, see www.iec.ch/understanding-standards.
This document was prepared by Joint Technical Committee ISO/IEC JTC 1, Information technology,
Subcommittee SC 40, IT service management and IT governance.
This second edition cancels and replaces the first edition (ISO/IEC 30105-5:2016), which has been technically
revised.
The main changes are as follows:
— terms and abbreviated terms have been added;
— the term “process risk determination” has been replaced by the term “process capability gap
determination” in 3.1.5 and throughout the document, and the process capability gap determination
steps in 11.2 have been updated to align with ISO/IEC TR 33015:2019;
— Clauses 4, 5 and 6 have been restructured to improve the sequence of the document;
— duplicate contents from ISO/IEC 30105-1, ISO/IEC 30105-2 and ISO/IEC 30105-3 have been removed;
— Figure 2 has been revised to improve clarity;
— an explanation of the new documents ISO/IEC TS 30105-6, ISO/IEC TR 30105-7, ISO/IEC 30105-8, and
ISO/IEC TS 30105-9 has been added;
— editorial errors from the previous edition have been corrected.
A list of all parts in the ISO/IEC 30105 series can be found on the ISO and IEC websites.
Any feedback or questions on this document should be directed to the user’s national standards
body. A complete listing of these bodies can be found at www.iso.org/members.html and
www.iec.ch/national-committees.

© ISO/IEC 2024 – All rights reserved
v
Introduction
IT Enabled Services-Business Process Outsourcing (ITES-BPO) services encompass the delegation of one
or more IT enabled business processes to a service provider who uses appropriate technology to deliver
that service. Such a service provider manages, delivers, improves and administers the outsourced business
processes in accordance with predefined and measurable performance metrics. This covers diverse business
process areas such as human resource management, administration, healthcare, financial management,
supply chain management, travel and hospitality, media, market research, data analytics, telecommunication,
manufacturing, etc. ITES-BPO services provide business solutions to customers across the globe and form
part of the core service delivery chain for customers.
The ISO/IEC 30105 series specifies the requirements for lifecycle processes performed by an ITES-BPO
service provider. It defines the processes to plan, establish, implement, operate, monitor, review, maintain
and improve its services. Key characteristics of the ISO/IEC 30105 series are as follows.
— It provides overarching guidance and requirements for all aspects of ITES-BPO industry from the view of
the service provider that performs the outsourced business processes. This is applicable for any service
provider providing services to customers through contracts and in industry verticals.
— It covers the entire outsourcing lifecycle and defines the processes that are considered to be good
practices.
— It enables process capability gap determination and improvement for service providers performing
outsourced business processes. It also serves as a process reference model (PRM) for service providers.
— It focuses on IT enabled business processes which are outsourced.
— It is generic and can be applied to all IT enabled business process outsourced services, regardless of type,
size and the nature of the services delivered.
— Process improvement (PI) implemented using the ISO/IEC 30105 series can lead to a clear return on
investment for customers and service providers.
— Alignment to the ISO/IEC 30105 series can improve consistency, delivery quality and predictability in
delivery of services.
Figure 1 illustrates the key entities and relationships involved in an ITES-BPO service. This includes
the customer, the service provider and various levels of suppliers. This is in line with the supply chain
relationship depicted in ISO/IEC 20000-1:2018, 8.3.1. This document and ISO/IEC 20000-1 complement
each other. ISO/IEC 30105-2:2024, Annex C describes the potential correlation and differences, and their
complementary nature.
© ISO/IEC 2024 – All rights reserved
vi
Key
RLS relationship
SDL service delivery
SLA service level agreement
Figure 1 — ITES-BPO key entities

© ISO/IEC 2024 – All rights reserved
vii
International Standard ISO/IEC 30105-5:2024(en)
Information technology — IT Enabled Services-Business
Process Outsourcing (ITES-BPO) lifecycle processes —
Part 5:
Guidance
1 Scope
This document contains the guidance on supporting maturity improvement for service providers. It specifies
the provision of assessment results that are repeatable, objective and comparable within similar contexts,
and can be used for either process improvement or process capability gap determination. The framework for
the conduct of assessments is designed to support the achievement of dependable assessment results.
This document provides guidance on the usage of the core parts of the ISO/IEC 30105 series: ISO/IEC 30105-1,
ISO/IEC 30105-2 and ISO/IEC 30105-3.
This document also introduces the extended parts of the ISO/IEC 30105 series: ISO/IEC TS 30105-6,
ISO/IEC TR 30105-7, ISO/IEC 30105-8 and ISO/IEC TS 30105-9.
2 Normative references
The following documents are referred to in the text in such a way that some or all of their content constitutes
requirements of this document. For dated references, only the edition cited applies. For undated references,
the latest edition of the referenced document (including any amendments) applies.
ISO/IEC 33020, Information technology — Process assessment — Process measurement framework for
assessment of process capability
3 Terms, definitions and abbreviated terms
For the purposes of this document, the terms and definitions given in ISO/IEC 33020 and the following apply.
ISO and IEC maintain terminology databases for use in standardization at the following addresses:
— ISO Online browsing platform: available at https:// www .iso .org/ obp
— IEC Electropedia: available at https:// www .electropedia .org/
3.1 Terms and definitions
3.1.1
assessment input
information required before a process assessment can commence
Note 1 to entry: The assessment input can change over the course of an assessment.
[SOURCE: ISO/IEC 33001:2015, 3.2.3]

© ISO/IEC 2024 – All rights reserved
3.1.2
assessment output
all of the tangible results from an assessment
[SOURCE: ISO/IEC 33001:2015, 3.2.4, modified — "(see assessment record)" removed from the definition.]
3.1.3
corrective action
action to eliminate the causes of a non-conformity and to prevent recurrence
Note 1 to entry: There can be more than one cause for a non-conformity.
Note 2 to entry: Corrective action is taken to prevent recurrence whereas preventive action is taken to prevent
occurrence.
Note 3 to entry: This constitutes one of the common terms and core definitions for ISO management system standards
given in Annex SL of the Consolidated ISO Supplement to the ISO/IEC Directives, Part 1. The original definition has
been modified by adding Notes 1 and 2 to entry.
[SOURCE: ISO 9000:2015, 3.12.2]
3.1.4
organizational unit
identified part of an organization that deploys one or more processes that operate within a coherent set of
business goals and which forms the basis for the scope of an assessment
Note 1 to entry: An organizational unit is typically part of a larger organization, although in a small organization, the
organizational unit can be the whole organization.
[SOURCE: ISO/IEC 33001:2015, 3.2.14]
3.1.5
process capability gap determination
systematic assessment and analysis of selected processes within an organization against a target process profile
Note 1 to entry: Analysis can be carried out with the aim of identifying the strengths, weaknesses and capability gaps
associated with use of the processes in meeting a specified requirement.
3.1.6
process improvement
actions taken to improve the quality of the organization’s processes aligned with the business needs and the
needs of other concerned parties
[SOURCE: ISO/IEC 33001:2015, 3.1.7]
3.2 Abbreviated terms
BCM business continuity management
BP base practice
GP generic practice
GR generic resource
ITES-BPO IT Enabled Services-Business Process Outsourcing
KPI key performance indicator
MF measurement framework
OMM organization maturity model

© ISO/IEC 2024 – All rights reserved
PA process attribute
PAM process assessment model
PCI process capability indicator
PPI process performance indicator
PRM process reference model
RLS relationship
SDL service delivery
SLA service level agreement
4 Overview
4.1 General
This document aims to provide guidance on the process capability level and the organization maturity
model (OMM), including the organization maturity rating scale. This scale represents the extent to which an
organization is able to demonstrate its maturity through process quality. Process quality is demonstrated
through assessment of the organization’s ability to establish, manage and execute its processes with high
capability.
An assessment of process capability and organizational maturity will identify the strengths, weaknesses
and capability gaps associated with individual processes, and thus areas of potential improvement.
Assessment of the process capability gap is applicable across all ITES-BPO domains and to any service
provider wanting to determine the process capability gap of its own processes.
Process improvement uses the results of a current state assessment for a service provider to formulate
and prioritize improvement plans. These plans improve the processes, thus creating the inherent ability to
support continual improvement.
The outputs from a process assessment and process capability gap determination can be analysed against
the organization goals for an organizational unit and those for the ITES-BPO engagement. From this, the
strengths, weaknesses and capability gaps related to the processes, operations, structure, etc. can be
identified. This can help to determine whether the processes are effective in achieving organization goals
and provide the critical triggers for making improvements.
The guidance on assessment of process capability gaps covers the following:
— overview of process capability: target capability and process-oriented capability gap analysis;
— guidance for conducting an assessment of process capability: core and extended.
The guidance on process improvement provides the following:
— overview of process improvement: the factors which drive ITES-BPO process improvement and the
underlying general principles;
— methodology for process improvement: improving ITES-BPO processes within a continual
improvement cycle;
— MF and management: ITES-BPO process improvement from a management perspective, including an
overall framework for process measurement.
These service provider improvements can be marketed to customers and can provide increased value to
customers and stakeholders.
© ISO/IEC 2024 – All rights reserved
For all practical purposes, “value” can be considered as business outcomes achieved in line with the
requirements of the customer contract or customer requirements.
4.2 Inter-relationship between parts of the ISO/IEC 30105 series
Figure 2 identifies the relationships between parts of the ISO/IEC 30105 series and also the relationships
with the requirements which are necessary for assessment.
Figure 2 — Components of the ISO/IEC 30105 series and the inter-relationship between parts
ISO/IEC 30105-1 provides a process reference model (PRM), which defines a set of processes, characterized
by statements of process purpose and process outcomes.
ISO/IEC 30105-2 provides a process assessment model (PAM) that specifies the lifecycle process
requirements performed by the service provider. It also defines a set of process indicators. These indicators
are used as a basis for collecting the objective evidence that enables an assessor to determine process
capability and organization maturity ratings.
ISO/IEC 30105-3 provides an MF for the processes outlines in ISO/IEC 30105-1 and ISO/IEC 30105-2, and
provides an OMM for organizations providing ITES-BPO services. These frameworks enable organizations
to measure and derive process capability and organization maturity levels based an assessment of their
current performance.
ISO/IEC 30105-4 describes key concepts of the ISO/IEC 30105 series that can be used as an entry point. It
describes how the parts of the series fit together and provides guidance for their selection and use. It explains
the requirements contained within the ISO/IEC 30105 series and their applicability to the performance of an
assessment.
© ISO/IEC 2024 – All rights reserved
ISO/IEC 30105-5 (this document) provides guidance on using the ISO/IEC 30105 series and on process
assessment for the purposes of capability gap determination and process improvement. The guidance
provided does not presume specific organizational structures, management philosophies, lifecycle models
or development methods, enabling it to be used by all types of organizations to determine their process
capability and implement improvement activities.
ISO/IEC TS 30105-6 helps service providers to improve and mature their risk management practices
by providing sound principles for effective risk management and governance. It provides guidance for
planning, establishing, implementing, operating, monitoring, reviewing, maintaining and improving
the risk management framework for the ITES-BPO services. ISO/IEC TS 30105-6 aligns to ISO 31000 by
elaborating the risk principles, risk management framework and risk management process from an ITES-
BPO perspective.
ISO/IEC TR 30105-7 presents an assessment exemplar to enable service providers to understand the
measurement methods defined in ISO/IEC 30105-2 and ISO/IEC 30105-3, and to provide a model that a
service provider can adopt to measure the process capability and assess the maturity level. By using this
document, a service provider can accelerate delivery of its maturity level assessment.
ISO/IEC 30105-8 specifies a continual performance improvement (CPI) methodology, extending the continual
improvement process defined in ISO/IEC 30105-1. It helps service providers to improve their performance
by assessing service delivery to identify and prioritize business service performance improvement
opportunities. Using this methodology can lead to improved effectiveness, efficiency and maturity of
delivered services.
ISO/IEC TS 30105-9 outlines seven essentials of digital transformation that service providers should
consider. It gives guidance for service providers to implement the organization’s digital transformation and
it extends the PAM defined in ISO/IEC 30105-2 to enable the assessment of process capability for service
providers undergoing digital transformation.
4.3 Readership for the ISO/IEC 30105 series
This document provides an overview to the ISO/IEC 30105 series, enabling the reader to identify the
relevant components to use within the ISO/IEC 30105 series. This document also provides detailed guidance
on process improvement and process capability gap determination.
NOTE ISO/IEC 30105-4 provides a general entry point to the ISO/IEC 30105 series.
Table 1 identifies the principal roles of reader for the ISO/IEC 30105 series and shows where their primary
areas of interest are addressed.

© ISO/IEC 2024 – All rights reserved
Table 1 — Readership for the ISO/IEC 30105 series
Role of reader Interests Relevant documents
Assessment team The assessment team consists of assessors. Conduct- ISO/IEC 30105-1,
ing a conformant assessment and maturity assess-
ISO/IEC 30105-2,
ment.
ISO/IEC 30105-3,
ISO/IEC 30105-4,
ISO/IEC 30105-5,
ISO/IEC TS 30105-6,
ISO/IEC TR 30105-7,
ISO/IEC 30105-8,
ISO/IEC TS 30105-9
Process manager or con- Developing, implementing and improving processes. ISO/IEC 30105-1,
sultant
Conducting process self-assessments. ISO/IEC 30105-2,
ISO/IEC 30105-3,
ISO/IEC 30105-4,
ISO/IEC 30105-5,
ISO/IEC TR 30105-7,
ISO/IEC 30105-8,
ISO/IEC TS 30105-9
Process capability gap Initiating a programme for the determination of any ISO/IEC 30105-4,
determination sponsor process capability gaps, defining a target capability
ISO/IEC 30105-5,
profile, verifying and using assessment results to
ISO/IEC TS 30105-6
determine any capability gap.
Process improvement Initiating an improvement programme, defining as- ISO/IEC 30105-4,
sponsor sessment inputs for an assessment for improvement
ISO/IEC 30105-5,
purposes, using assessment results for improvement.
ISO/IEC TS 30105-6,
ISO/IEC 30105-8,
ISO/IEC TS 30105-9
Analysts, marketing, Understanding the criteria and general appreciation ISO/IEC 30105-4,
sales leader, or senior of key terms and principles.
ISO/IEC 30105-5
leaders
5 ITES-BPO service features
ITES-BPO services are based on the delivery of business process transactions, which are of varied complexity
and have a direct impact on the customer’s business delivery. Typically, an outsourcing approach is adopted
by a customer to gain overall process efficiency, economies of scale and transformation savings through an
expert service provider.
Service delivery providers have two distinct delivery features:
1) operational service delivery (i.e. process execution) happens in real time;
2) processes are driven by service level agreements (SLAs) and key performance indicators (KPIs), which
measure the performance and quality of delivery, and the quality of experience.
One of the key requirements in outsourcing is business continuity management (BCM) for the outsourced
operations, which enables the overall system to work at the desired level of resilience.
This allows the customer to stay focused on their core strategic goals, end-customer management and
business growth, while the service provider takes full ownership of process delivery.

© ISO/IEC 2024 – All rights reserved
6 Benefits of adopting the ISO/IEC 30105 series
6.1 Key aspects addressed by the ISO/IEC 30105 series
The ISO/IEC 30105 series improves key aspects of a service provider by:
— managing performance across the framework of people, processes and technology;
— driving stabilization and improvement of the processes;
— optimizing and sustaining the processes;
— aligning improvement and process efforts to deliver desired results;
— ensuring the realization of process improvement benefits and quality results;
— achieving a differentiated approach to attaining maturity.
6.2 Benefits of the adoption and implementation of the ISO/IEC 30105 series
The adoption and implementation of the ISO/IEC 30105 series can lead to the following benefits:
a) a greater degree of standardization of business processes in ITES-BPO industry;
b) benchmarking for useful comparisons across adopting service providers;
c) improved process efficiency and productivity, improved asset utilization, effective risk management
practices and reduced internal or external failures or potential failures, thereby improving the quality
of output and services;
d) improved customer focus and customer satisfaction, leading to a clear return on investment from the
maturity assessment journey. This also creates an ability to achieve and communicate the business
benefits to the customers and all direct stakeholders;
e) reduced time to maturity for new start-up service providers and new services for existing service
providers through the adoption of the ITES-BPO PRM;
f) a mechanism to jointly solve issues proactively with customers and to work on the strategic programmes
to understand the capabilities of service providers through a common standard, leading to increased
levels of transparency and trust;
g) shorter transition lead time for new processes, reduced defect rates, improved cycle time, improved
time to market, better capability gap determination, etc.;
h) improved assessment procedures and assessment practices;
i) improved process capability assessment for digital transformation, outlining the outcomes for a digitally
transformed service provider’s processes.
6.3 Value to stakeholders
6.3.1 General
Stakeholders for service providers can be external and internal. They can have many different needs, often
conflicting in nature.
The key direct stakeholders are as follows:
— senior management of the service provider;
— entire workforce, including leaders;

© ISO/IEC 2024 – All rights reserved
— customer.
The key indirect stakeholders are as follows:
a) suppliers and partners;
b) analyst community — these are the third-party rating agencies, analysts who study and rate service
providers based on their cost efficiency, brand image and automation capabilities in an ITES-BPO
context;
c) consumers or service users.
An organization’s performance measurements need to focus on key objectives and results. Results should be
used to create and balance value for the service provider's key stakeholders. By creating value for the key
stakeholders, the service provider builds loyalty.
The use of a balanced composite of leading and lagging performance measures:
1) offers an effective means to communicate short and longer-term priorities;
2) monitors actual performance;
3) provides a clear basis for improving results.
Stakeholder needs are influenced by a number of drivers, e.g. strategy changes, a changing business and
regulatory environment and technology evolutions.
6.3.2 Direct stakeholders
The key impacts of adopting the ISO/IEC 30105 series for the direct stakeholders are as follows.
— Senior management of service providers:
— delivery rigour — consistency and predictability in each transaction and in overall operations;
— a stronger focus on internal delivery performance management;
— a focus on innovation and continual improvement;
— a conscious impact to deliver towards a customer’s business objectives and financial targets, as
applicable;
— improved customer focus and customer satisfaction, leading to a clear return on the investment of
adopting the ISO/IEC 30105 series;
— reduced time to maturity for new start-up service providers, through the adoption of the defined
ITES-BPO PRM;
— cost efficiency;
— the structured identification of waste or inefficiency;
— the ability to use a benchmark and to identify transformation goals and drive organization-wide
change management programmes;
— the ability to grow the business.
— Entire workforce, including leaders:
— ability to manage better with known control points;

© ISO/IEC 2024 – All rights reserved
— overall learning and growth.
— Customers:
— clarity in understanding the maturity of service providers;
— improved productivity and the quality of services;
— the simplification of service provider selection and contracting;
— cost efficiency;
— the structured identification of waste or inefficiency;
— the ability to use a benchmark and to identify transformation goals and drive organization-wide
change management programmes;
— improved customer experience and engagement (moments of truth) throughout the service and
management of interactions;
— improved support for the achievement of the customer’s business objectives and financial targets, as
relevant and applicable.
While the impact for the service provider is direct and clear, the impact for the customer is more implied and
expected.
Value and satisfaction can be influenced by many factors throughout the customer’s overall experience with
the service provider. These factors include the service provider’s customer relationships, which help to build
trust, confidence and loyalty.
Customer-driven excellence means much more than reducing defects and errors, meeting requirements or
reducing complaints. In addition, the service provider’s success in recovering from defects, service errors
and mistakes is crucial for retaining customers and engaging customers for the long-term.
A customer-driven organization addresses not only the service features that meet basic customer
requirements but also those features that differentiate the organization from its competitors. Such
differentiation can be based on innovative offerings, combinations of service offerings, customization of
offerings, multiple access channels, rapid response or special relationships.
Customer-driven excellence is a strategic concept. It is directed toward customer retention and loyalty,
market share gain and business growth. It demands constant sensitivity to changing and emerging customer
and market requirements and to the factors that drive customer engagement. It demands close attention to
the voice of the customer, managing and improving the customer experience and end-customer journey at
every point of engagement and interaction. It demands anticipating changes in the marketplace. Therefore,
customer-driven excellence demands a customer-centric culture and organizational agility.
6.3.3 Indirect stakeholders
The key impacts of adopting the ISO/IEC 30105 series for indirect stakeholders are as follows:
— the ability to objectively rate and compare service providers with the use of independent assessments;
— improved experience for interactions and service effectiveness;
— understanding and interpreting of the key process maturity measures.
7 PRM
7.1 General
The purpose of a PRM is to define a set of processes that can collectively support the primary aims of a
community of interest. The PRM defines the processes in the ITES-BPO lifecycle that are described in terms

© ISO/IEC 2024 – All rights reserved
of process name, context, purpose and outcomes, together with an architecture describing the relationships
between the processes, as required by ISO/IEC 33004, which defines the requirements for process reference,
process assessment and maturity models.
A PRM can provide the basis for one or more PAMs. The PAM uses the same process descriptions provided
in the PRM. The PRM aligns outcomes to the business benefits derived by the customer and the service
provider. A PRM cannot be used alone as the basis for conducting reliable and consistent assessments of
process capability since the level of process detail available is not sufficient.
For new start-up service providers or those with a less mature process framework, the creation and maturity
of processes can be expedited by adoption and adaption of this ITES-BPO PRM.
7.2 Process categories and processes
Processes from within the process categories in the ISO/IEC 30105-1 ITES-BPO lifecycle are included in
the process dimension of the ITES-BPO PAM. This includes all aspects of an ITES-BPO outsourced service,
from developing an ITES-BPO solution through service delivery, to transitioning out. It includes the strategic
enablement, relationship, and tactical and operational enablement processes that support the outsourced
business across its lifecycle.
The purpose of the process categories is to give clarity on the ways of working, as a group of linked and
inter-dependant processes within the process framework, for ease of understanding for the reader.
An overview of the PRM is given in ISO/IEC 30105-1:2024, Clause 4.
8 PAM
8.1 General
The purpose of a PAM is to assess process capability, based on one or more PRMs. A PAM provides a common
basis for performing assessments on ITES-BPO lifecycle processes and enabling the results to be reported
using a common rating scale. It is established by the PRM defined in ISO/IEC 30105-1 and the process
attributes (PAs) defined in ISO/IEC 30105-2.
The PAM defines a two-dimensional model of process capability, as defined in ISO/IEC 30105-2. The two
dimensions are as follows:
— process dimension: processes are defined and classified into process categories;
— capability dimension: a defined set of PAs grouped into capability levels.
The PA provides the measurable characteristics of process capability. The PAM in ISO/IEC 30105-2 is
directed at assessment sponsors and assessors who are identifying a model and the associated documented
assessment process, either for the ITES-BPO lifecycle processes, or for capability gap determination or
process improvement, or for both.
The structure of the ITES-BPO PAM is defined in ISO/IEC 30105-2:2024, 4.2.
8.2 Assessment indicators
Assessment indicators are used as a basis for collecting the objective evidence that enables an assessor to
determine ratings. There are two types of assessment indicators: process capability indicators (PCIs), which
apply to capability levels 1 to 5, and process performance indicators (PPIs), which are defined for capability
level 1 but apply to all capability levels 1 to 5.
The PAM further expands the PRM to include PCIs and PPIs to achieve the defined outcomes. PCIs include
generic practices (GPs), generic resources (GRs) and generic information items. PPIs include base practices
(BPs) and information items.
© ISO/IEC 2024 – All rights reserved
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