ISO/IEC 30105-4:2016

Information technology — IT Enabled Services-Business Process Outsourcing (ITES-BPO) lifecycle processes — Part 4: Terms and concepts

ISO/IEC 30105-4:2016 specifies the lifecycle process requirements performed by the IT enabled business process outsourcing service provider for the outsourced business processes. It defines the processes to plan, establish, implement, operate, monitor, review, maintain and improve its services. This document: - covers IT enabled business processes that are outsourced; - is not intended to cover IT services but includes similar, relevant process for completeness; - is applicable to the service provider, not to the customer; - is applicable to all lifecycle processes of ITES-BPO; - defines terms and concepts used in ISO/IEC 30105.

Technologies de l'information — Processus du cycle de vie de la délocalisation du processus d'affaires des services activés par IT — Partie 4: Termes et concepts

General Information

• Status: Withdrawn
• Publication Date: 15-Nov-2016
• ICS: 35.020 - Information technology (IT) in general
• ICS: 35.080 - Software
• 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: 9599 - Withdrawal of International Standard
• Completion Date: 17-Nov-2022

Relations

• Revised: ISO/IEC 30105-4:2022 - Information technology — IT Enabled Services-Business Process Outsourcing (ITES-BPO) lifecycle processes — Part 4: Key concepts
• Effective Date: 23-Apr-2020

Standards Content (Sample)

INTERNATIONAL ISO/IEC
STANDARD 30105-4
First edition
2016-11-15
Information technology — IT
Enabled Services-Business Process
Outsourcing (ITES-BPO) lifecycle
processes —
Part 4:
Terms and concepts
Technologies de l’information — Processus du cycle de vie de la
délocalisation du processus d’affaires des services activés par IT —
Partie 4: Termes et concepts
Reference number
ISO/IEC 30105-4:2016(E)
©
ISO/IEC 2016

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ISO/IEC 30105-4:2016(E)

COPYRIGHT PROTECTED DOCUMENT
© ISO/IEC 2016, Published in Switzerland
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ii © ISO/IEC 2016 – All rights reserved

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ISO/IEC 30105-4:2016(E)

Contents Page
Foreword .iv
Introduction .v
1 Scope . 1
2 Normative references . 1
3 Terms and definitions . 1
4 Concepts . 7
4.1 General . 7
4.2 ITES-BPO lifecycle process categories . 8
4.3 The assessment framework .12
4.3.1 ISO/IEC 30105-1 — Process reference model .12
4.3.2 ISO/IEC 30105-2 — Process assessment model .14
4.3.3 ISO/IEC 30105-3 — Measurement framework and organization
maturity model . .19
4.3.4 ISO/IEC 30105-4 — Terms and concepts .21
4.3.5 ISO/IEC 30105-5 — Guidelines .22
5 Interrelationship between International Standards .22
6 Glossary of acronyms .23
Bibliography .24
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ISO/IEC 30105-4:2016(E)

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. In the field of information technology, ISO and IEC have established a joint technical committee,
ISO/IEC JTC 1.
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).
Attention is drawn to the possibility that some of the elements of this document may be the subject
of patent rights. ISO and IEC shall not be held responsible for identifying any or all such patent
rights. Details of any patent rights identified during the development of the document will be in the
Introduction and/or on the ISO list of patent declarations received (see www.iso.org/patents).
Any trade name used in this document is information given for the convenience of users and does not
constitute an endorsement.
For an explanation on 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 the following URL: www.iso.org/iso/foreword.html.
The committee responsible for this document is ISO/IEC JTC 1, Information technology, Subcommittee
SC 40, IT Service Management and IT Governance.
A list of all parts in the ISO/IEC 30105 series can be found on the ISO website.
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ISO/IEC 30105-4:2016(E)

Introduction
ITES-BPO services encompass the delegation of one or more IT enabled business processes to a
service provider who uses appropriate technology to deliver 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 finance,
human resource management, administration, health care, banking and financial services, supply
chain management, travel and hospitality, media, market research, analytics, telecommunication,
manufacturing, etc. These services provide business solutions to customers across the globe and form
part of the core service delivery chain for customers.
ISO/IEC 30105 (all parts) specifies the lifecycle process requirements involved in the ITES-BPO industry.
— It provides an overarching standard 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 ITES-
BPO 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 is an improvement standard that enables risk determination and improvement for service
providers performing outsourced business processes. It also serves as a process reference model
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 implemented using ISO/IEC 30105 (all parts) can lead to clear return on
investment for customers and service providers.
— Alignment to ISO/IEC 30105 (all parts) 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. It includes the
customer, the ITES-BPO service provider and various levels of suppliers. This is as per the supply chain
relationship depicted in ISO/IEC 20000-1:2011, 7.2.
Figure 1 — ITES-BPO key entities
This document details the terms and concepts of the ISO/IEC 30105 series. It contains definitions for
the terms used in ISO/IEC 30105 (all parts) and explains the concepts. It also details the lifecycle of
ITES-BPO and the relationship between ISO/IEC 30105 (all parts) and other relevant standards.
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INTERNATIONAL STANDARD ISO/IEC 30105-4:2016(E)
Information technology — IT Enabled Services-Business
Process Outsourcing (ITES-BPO) lifecycle processes —
Part 4:
Terms and concepts
1 Scope
ISO/IEC 30105 specifies the lifecycle process requirements performed by the IT enabled business
process outsourcing service provider for the outsourced business processes. It defines the processes to
plan, establish, implement, operate, monitor, review, maintain and improve its services. This document:
— covers IT enabled business processes that are outsourced;
— is not intended to cover IT services but includes similar, relevant process for completeness;
— is applicable to the service provider, not to the customer;
— is applicable to all lifecycle processes of ITES-BPO;
— defines terms and concepts used in ISO/IEC 30105.
2 Normative references
There are no normative references in this document.
3 Terms and definitions
For the purposes of this document, the terms and definitions given in ISO/IEC 33001 and the
following apply.
ISO and IEC maintain terminological databases for use in standardization at the following addresses:
— IEC Electropedia: available at http://www.electropedia.org/
— ISO Online browsing platform: available at http://www.iso.org/obp
3.1
assessed capabilities
output of one or more relevant process assessments conducted in accordance with the provisions of
ISO/IEC 30105
3.2
assessment indicator
sources of objective evidence used to support the assessor’s judgement in rating process attributes
Note 1 to entry: Examples include work products, practice or resource.
[SOURCE: ISO/IEC 33001:2015, 3.3.1, modified]
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3.3
assessment input
information required before a process assessment can commence
[SOURCE: ISO/IEC 33001:2015, 3.2.3, modified]
3.4
assessment output
tangible results from an assessment
Note 1 to entry: See assessment record (3.5).
[SOURCE: ISO/IEC 33001:2015, 3.2.4, modified]
3.5
assessment record
orderly documented collection of that information which is pertinent to the assessment and contributes
to the understanding and verification of the process profiles generated by the assessment
[SOURCE: ISO/IEC 33001:2015, 3.2.7, modified]
3.6
base practice
activity that, when consistently performed, contributes to achieving a specific process purpose
[SOURCE: ISO/IEC 33001:2015, 3.3.2]
3.7
basic process set
set of processes that ensure the achievement of maturity level 1
Note 1 to entry: A basic process set will include a minimum set of processes, together with additional and optional
processes determined by the organization context for the assessment.
[SOURCE: ISO/IEC 33001:2015, 3.3.4, modified]
3.8
business continuity
capability of the organization to continue delivery of products or services at acceptable pre-defined
levels following disruptive incidents
[SOURCE: ISO 22301:2012, 3.3, modified]
3.9
business process
collection of related, structured activities that produce a specific service or product for a particular
customer
3.10
capability dimension
set of elements in a process assessment model explicitly related to the measurement framework for
process capability
3.11
contract management
managing contract creation and changes, with mutually agreed terms and conditions under which
the contracting parties perform their obligations, contract execution and governance to maximize
operational performance and minimize risk
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3.12
correction
action to eliminate a detected nonconformity
[SOURCE: ISO 9000:2015, 3.12.3, modified]
3.13
corrective action
action to eliminate the cause of a detected non-conformity or other undesirable situation
[SOURCE: ISO 9000:2015, 3.12.2, modified]
3.14
defined process
implemented process that is managed and tailored from the organization’s set of standard processes
according to the organization’s tailoring guidelines
Note 1 to entry: A defined process has a maintained process description, inputs/outputs, measures, and other
process improvement information, which contribute to the organization’s process assets. For example, a project’s
defined process provides a basis for planning, performing, and improving the project’s tasks and activities of the
project.
[SOURCE: ISO/IEC 33001:2015, 3.1.2, modified]
3.15
extended process set
set of processes specific to a maturity level higher than maturity level 1 that ensures the achievement
of the relevant process attributes
Note 1 to entry: An extended process set will include the minimum set of processes, together with additional and
optional processes determined by the organization context for the assessment.
[SOURCE: ISO/IEC 33001:2015, 3.3.5, modified]
3.16
generic practice
activity that, when consistently performed, contributes to the achievement of a specific process
attribute
[SOURCE: ISO/IEC 33001:2015, 3.3.6, modified]
3.17
generic resource
resources such as human, financial, technical, that are used when performing a process
3.18
infrastructure
hardware, software and working environment and controls to support business process outsourcing
3.19
innovation
search for and the discovery, experimentation, development, implementation and adoption of new
products or services
[SOURCE: ISO 37500:2014, 3.6, modified]
3.20
knowledge transfer
KT
structured approach for imparting a pre-existing or acquired learning, to a team or a person, to help
them attain required levels of knowledge or skill
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3.21
maturity model
model, derived from one or more specified process assessment model(s), that identifies the process sets
associated with the levels in a specified scale of organizational process maturity
[SOURCE: ISO/IEC 33001:2015, 3.3.7, modified]
3.22
objective evidence
data supporting the existence or veracity of something
Note 1 to entry: Objective evidence can be obtained through observation, measurement, test or other means.
[SOURCE: ISO 9000:2015, 3.8.3, modified]
3.23
organization
group of people and facilities with an arrangement of responsibilities, authorities and relationships
[SOURCE: ISO 9000:2015, 3.2.1, modified]
3.24
organizational process maturity
extent to which an organizational unit consistently implements processes within a defined scope that
contributes to the achievement of its business needs (current or projected)
Note 1 to entry: The defined scope is that of the specified maturity model.
[SOURCE: ISO/IEC 33001:2015, 3.4.2, modified]
3.25
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 organization’s unit is typically part of a larger organization, although in a small organization,
the organization’s unit may be the whole organization.
3.26
outsourcing
business model for the delivery of a product or services to an organization by a third party provider
Note 1 to entry: Outsourcing is an alternative to the provision of those products or services within the customer
organization, where
— the outsourcing process is based on a sourcing decision (make or buy),
— resources can be transferred to the provider,
— the provider is responsible for the product or service for an agreed period of time, and
— the accountability for delivery outcomes is owned by the customer and the provider is responsible for
performing the services.
[SOURCE: ISO 37500:2014, 3.10, modified]
3.27
pilot project
project designed to test a preliminary version of an information processing system under actual but
limited operating conditions and which will then be used to test the definitive version of the system
[SOURCE: ISO/IEC 2382:2015, 2122669, modified]
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3.28
preventive action
action taken to address the cause of potential non-compliance
[SOURCE: ISO 9000:2015, 3.12.1, modified]
3.29
process
set of interrelated or interacting activities which transforms inputs into outputs
[SOURCE: ISO 9000:2015, 3.4.1, modified]
3.30
process assessment
disciplined evaluation of an organization unit’s processes against a process assessment model
[SOURCE: ISO/IEC 33001:2015, 3.2.15, modified]
3.31
process assessment model
model suitable for the purpose of assessing a specified process quality characteristic, based on one or
more process reference models
[SOURCE: ISO/IEC 33001:2015, 3.3.9, modified]
3.32
process attribute
measurable property of a process quality characteristic
[SOURCE: ISO/IEC 33001:2015, 3.4.3]
3.33
process capability
characterization of the ability of a process to meet current or projected business goals
[SOURCE: ISO/IEC 33020:2015, 3.1]
3.34
process risk 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 risks
associated with use of the processes in meeting a particular specified requirement.
3.35
process capability level
characterisation of a process on an ordinal measurement scale of process capability
[SOURCE: ISO/IEC 33020:2015, 3.2]
3.36
process dimension
set of process elements in a process assessment model explicitly related to the processes defined in the
relevant process reference model(s)
Note 1 to entry: The elements of the process dimension include processes, process purpose statements, process
outcomes, and process performance indicators.
[SOURCE: ISO/IEC 33001:2015, 3.3.10, modified]
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3.37
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]
3.38
process outcome
observable result of the successful achievement of the process purpose
Note 1 to entry: An outcome is an artefact, a significant change of state or the meeting of specified constraints.
An outcome statement describes one of the following: production of an artefact; a significant change in state;
meeting of specified constraints, e.g. requirements, goals.
[SOURCE: ISO/IEC 33001:2015, 3.3.11, modified]
3.39
process performance
extent to which the execution of a process achieves its purpose
[SOURCE: ISO/IEC 33001:2015, 3.4.7]
3.40
process reference model
model comprising definitions of processes in a domain of application, described in terms of process
purpose and outcomes, together with an architecture describing the relationships between the
processes
[SOURCE: ISO/IEC 33001:2015, 3.3.16, modified]
3.41
quality management system
the organization framework whose structure provides the policies, processes, procedures, and
resources required to implement the quality management plan
Note 1 to entry: The typical project quality management plan should be compatible to the organization’s quality
management system.
[SOURCE: ISO 9000:2015, 3.5.4, modified]
3.42
root cause analysis
analytical technique used to determine the basic underlying reason that causes a variance or a defect
or a risk
Note 1 to entry: A root cause can underlie more than one variance or defect or risk.
[SOURCE: ISO/IEC/IEEE 24765:2010, 3.2610, modified]
3.43
supplier
organization or part of an organization that is external to the service provider’s organization and
enters into a contract with the service provider to contribute to the design, transition, delivery and
improvement of a service or services or processes
Note 1 to entry: Suppliers include designated lead suppliers but not their sub-contracted suppliers.
[SOURCE: ISO/IEC TR 20000-10:2015, 2.35]
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3.44
tailoring guideline
tailoring standard
instructions that enable an organization to adapt standard processes appropriately to meet specific needs
Note 1 to entry: Tailoring a process adapts the process description for a particular end. For example, a project
creates its defined process by tailoring the organization’s set of standard processes to meet the objectives,
constraints, and environment of the project. The organization’s set of standard processes is described at a
general level that cannot be directly usable to perform a process. Tailoring guidelines aid those who establish the
defined processes for specific needs.
Note 2 to entry: Tailoring guidelines describe what can and cannot be modified and identify process components
that are candidates for modification.
3.45
transition
transition in
activities for migrating agreed upon knowledge, assets, liabilities, systems, processes and people from
the customer to the provider or back in-house, in order to create desired delivery capability
[SOURCE: ISO 37500:2014, 3.24, modified]
3.46
transition out
activities for migrating agreed upon knowledge, assets, liabilities, systems, processes and people from
one service provider to another, or back in-house, enabling the customer to change service provider or
service solution
3.47
work environment
combination of conditions under which work is performed, including physical, environmental and other
factors (such as noise, temperature, humidity, lighting or weather) excluding technology
Note 1 to entry: The work environment supports organization, customer, regulatory, human resource and
business process requirements.
4 Concepts
4.1 General
ISO/IEC 30105 (all parts) establishes a framework for performing process assessment for an ITES-
BPO service. This framework can be extended and adapted to address the assessment of other process
quality characteristics. The principal focus of ISO/IEC 30105 (all parts) is on assessment of the process
quality characteristic of process capability.
ISO/IEC 30105 (all parts) provides a structured approach for the assessment of processes for the
following purposes:
— to understand the state of its own processes for process improvement;
— to determine the suitability of its own processes for a particular requirement or set of requirements;
— to determine the suitability of another organization’s processes for a particular contract or set of
contracts.
The framework for process assessment:
— facilitates self-assessment;
— provides a basis for use in process improvement and risk determination;
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— takes into account the context in which the assessed process is implemented;
— enables production of a process profile;
— addresses the ability of the process to achieve its purpose;
— is appropriate across all business process domains and sizes of organization;
— provides an objective benchmark among organizations.
4.2 ITES-BPO lifecycle process categories
Figure 2 lists the processes from ISO/IEC 30105-1 that are included in the process dimension of the
process assessment model for ITES-BPO. It includes all aspects of an ITES-BPO outsourced service,
from developing an ITES-BPO solution through service delivery to transitioning out. It includes the
leadership, relationship management and enabling processes which support the outsourced business
across its lifecycle.
Figure 2 — ITES-BPO lifecycle process categories
The ITES-BPO process categories are as follows:
— Strategic enablement processes: include strategic direction and review of the business
performance against plan for the service provider organization and innovation process to bring in
breakthrough changes;
— Relationship processes: cover the relationship of the service provider with the customer and the
suppliers;
— Solution processes: include details on how the ITES-BPO solution is envisaged and the contract
developed and managed;
— Transition in processes: cover the movement of business process delivery from the customer to
the service provider, establishing the required management, people and infrastructure capability,
and concluding with piloting the transitioned service;
— Service delivery processes: include all the processes that are required for the day-to-day
management and delivery of ITES-BPO services;
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— Transition out process: covers the movement of the business process delivery back to the customer
or to a different service provider;
— Tactical enablement processes: involve a set of processes that enables achievement of the objective
of the core service delivery processes. These are tactical in nature;
— Operational enablement processes: involve a set of processes that ensures day-to-day operations
of service delivery are supported and are performed alongside the service delivery processes.
Table 1 lists the ITES-BPO lifecycle process categories and their description. Each element is further
subdivided into sub-elements identifying their key responsibilities.
Table 1 — ITES-BPO lifecycle process categories
Process categories Process Description
Strategic enable- Leading the organization towards achievement of business objectives by providing
ment resources, direction and achieving customer satisfaction.
Strategic planning and Determines the strategic objectives based on analysis of
direction setting external environment and internal capability.
Develops business plans and reviews performance
against these plans.
Innovation management Drives delivery of major change to deliver significant
benefits to stakeholders.
Relationship Establishing processes for managing customers and suppliers to ensure objectives are
aligned and manage the relationships.
Customer relations Establishes and implements management of customer
management relationships.
Supplier management Establishes and implements management of suppliers to
meet identified requirements.
Solution Developing feasible solutions and proposals to transfer knowledge, mobilize people and
create the infrastructure. It plans for transition, service delivery risk management,
information security, and business continuity. A suitable solution would lead to the sign-
off of the contract.
Solution development Identifies any supplier requirements.
Identifies constraints.
Designs the complete solution, develops the key
deliverables and achieves sign-off by the customer.
Contract lifecycle Develops, agrees and manages the contract in
management consultation with customer.
Undertakes due diligence:
—  assessment of customer’s baseline performance;
—  assessment of customer’s legal, business, statutory
and regulatory requirements, translating them into
deliverables from the service provider.
Understands the contract financials, obligations, and
limitations.
Ensures adherence to contractual requirements.
Transition in Migrating a business process from customer delivery to service provider delivery via
seamless transfer of knowledge and effective project management, ensuring that service
levels are achieved, in line with contracted service requirements.
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Table 1 (continued)
Process categories Process Description
People mobilization Identifies the resources required with the relevant skill
sets for employee recruitment to enable service delivery.
Creates training plans, milestones and review mecha-
nisms.
Plans and implements required training for pilot team.
Aligns the stakeholders within the customer organization
and obtains formal agreement for the people mobilization.
Infrastructure setup — Evaluates and finalizes detailed technology requirements
technology and fulfilment plan, including:
—  design to meet technology requirements;
—  design of the t
...