ISO/IEC 30105-1:2024

Information technology - IT Enabled Services-Business Process Outsourcing (ITES-BPO) lifecycle processes - Part 1: Process reference model (PRM)

The ISO/IEC 30105 series 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 specifies the process reference model (PRM). It contains process definitions across the lifecycle described in terms of process context, purpose and outcomes, together with a framework defining relationships between the processes. The process purpose details the high-level objective of performing the process such that implementation of the process leads to tangible benefits for stakeholders. The process outcomes are clearly defined by observable results and aligned to the business benefits derived by the customer and service provider. This document: - covers IT enabled business processes that are outsourced; - is not intended to address IT processes, but includes references to them at key touchpoints for completeness; - is applicable to the service provider, not to the customer; - is applicable to all lifecycle processes of ITES-BPO; - serves as a PRM for organizations providing ITES-BPO services.

Technologies de l'information — Processus du cycle de vie de la délocalisation du processus d'affaires des services activés par IT — Partie 1: Modèle de référence du processus (PRM)

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 30105-1:2016 - Information technology - IT Enabled Services-Business Process Outsourcing (ITES-BPO) lifecycle processes - Part 1: Process reference model (PRM)
• Effective Date: 06-Jun-2022

Overview

ISO/IEC 30105-1:2024 - “Information technology - IT Enabled Services‑Business Process Outsourcing (ITES‑BPO) lifecycle processes - Part 1: Process reference model (PRM)” defines a process reference model (PRM) for organizations that provide IT‑enabled business process outsourcing services. The standard specifies process context, purpose and measurable outcomes across the full outsourcing lifecycle and establishes a framework showing relationships between processes. It is applicable to the service provider (not the customer), covers IT‑enabled business processes that are outsourced, and references IT processes at key touchpoints for completeness.

Key topics and requirements

• Lifecycle coverage: Processes to plan, establish, implement, operate, monitor, review, maintain and improve ITES‑BPO services.
• Process descriptions: Each process is defined by its context, purpose (high‑level objective) and outcomes (observable results aligned to business benefits).
• PRM framework: Defines relationships among categories such as strategic enablement, relationship, solution, transition‑in, service delivery, transition‑out, tactical enablement and operational enablement processes.
• Outcome orientation: Emphasis on outcomes that deliver tangible benefits for customers and service providers and enable process capability assessment and improvement.
• Scope limitations: Focuses on outsourced IT‑enabled business processes (not intended to replace IT management standards) and is aimed at providers, not customers.
• Evolution: The 2024 second edition realigns processes with updates in related ISO/IEC process assessment and service management documents and added tactical processes (e.g., communication and documentation management) to improve alignment.

Practical applications

• Establishing a consistent PRM for an ITES‑BPO organization to standardize service delivery across contracts and industry verticals.
• Mapping and documenting lifecycle processes for outsourceable business functions (HR, finance, healthcare, data analytics, supply chain, etc.).
• Performing process capability gap analysis and designing improvement programs that link process outcomes to customer and provider business benefits.
• Supporting contractual clarity by aligning service provider processes to measurable outcomes used in SLAs and performance reporting.
• Enabling auditors, consultants and quality teams to assess process maturity and conformity using a consistent reference model.

Who should use this standard

• ITES‑BPO service providers (process architects, service delivery managers)
• Quality, compliance and process improvement teams
• Outsourcing consultants and integrators
• Auditors and assessors performing process capability reviews
• Organizations aligning outsourcing operations with international best practice

Related standards

• ISO/IEC 30105 series (other parts)
• ISO/IEC 20000‑1 (service management)
• ISO/IEC 20000‑10 (concepts and terminology)
• ISO/IEC 33001 and ISO/IEC 33004 (process assessment concepts and PRM requirements)

ISO/IEC 30105‑1:2024 is a practical PRM for ITES‑BPO providers seeking consistent, outcome‑focused lifecycle processes that improve predictability, quality and return on investment in outsourced business services.

Standards Content (Sample)

International
Standard
ISO/IEC 30105-1
Second edition
Information technology — IT
2024-06
Enabled Services-Business Process
Outsourcing (ITES-BPO) lifecycle
processes —
Part 1:
Process reference model (PRM)
Technologies de l'information — Processus du cycle de vie de la
délocalisation du processus d'affaires des services activés par IT —
Partie 1: Modèle de référence du processus (PRM)
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 .iv
Introduction .v
1 Scope . 1
2 Normative references . 1
3 Terms, definitions and abbreviated terms . 1
3.1 Terms and definitions .2
3.2 Abbreviated terms .4
4 Overview of process reference model (PRM) . 5
4.1 Requirements for a PRM .5
4.2 Descriptive elements of the PRM .5
4.3 Process reference model categories .6
5 Process reference model description . 8
5.1 Strategic enablement processes .8
5.2 Relationship processes .9
5.3 Solution processes .10
5.4 Transition in processes .11
5.5 Service delivery processes . 15
5.6 Transition out process .17
5.7 Tactical enablement processes .18
5.8 Operational enablement processes . 23
Annex A (informative) Statement of conformity to ISO/IEC 33004 .28
Bibliography .29

© ISO/IEC 2024 – All rights reserved
iii
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 30105-1:2016), which has been technically
revised.
The main changes are as follows:
— terms and abbreviated terms that are used in this document and were previously defined in
ISO/IEC 30105-4 have been added to this document;
— requirements for a process reference model have been clarified in 4.1;
— two new tactical enablement processes, TEN9 (Communication management) and TEN10 (Documentation
management), have been added in order to align with ISO/IEC 20000-1 and ISO/IEC TS 33074;
— processes (e.g. context, purposes and outcomes) have been realigned to reflect updates in other
documents, for example the impacts of change from ISO/IEC TR 20000-4 to ISO/IEC TS 33054, and
updates to the ISO/IEC 33000 series, resulting in some outcomes no longer being required and new
outcomes being 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
iv
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 implemented using the ISO/IEC 30105 series can lead to clear return on investment
for customers and service providers.
— Alignment to the ISO/IEC 30105 series can improve consistency, delivery quality and predictability in
the 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 2024 – All rights reserved
v
Key
RLS relationship
SDL service delivery
SLA service level agreement
Figure 1 — ITES-BPO key entities

© ISO/IEC 2024 – All rights reserved
vi
International Standard ISO/IEC 30105-1:2024(en)
Information technology — IT Enabled Services-Business
Process Outsourcing (ITES-BPO) lifecycle processes —
Part 1:
Process reference model (PRM)
1 Scope
The ISO/IEC 30105 series 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 specifies the process reference model (PRM). It contains process definitions across the
lifecycle described in terms of process context, purpose and outcomes, together with a framework defining
relationships between the processes.
The process purpose details the high-level objective of performing the process such that implementation
of the process leads to tangible benefits for stakeholders. The process outcomes are clearly defined by
observable results and aligned to the business benefits derived by the customer and service provider.
This document:
— covers IT enabled business processes that are outsourced;
— is not intended to address IT processes, but includes references to them at key touchpoints for
completeness;
— is applicable to the service provider, not to the customer;
— is applicable to all lifecycle processes of ITES-BPO;
— serves as a PRM for organizations providing ITES-BPO services.
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 20000-10, Information technology — Service management — Part 10: Concepts and terminology
ISO/IEC 33001, Information technology — Process assessment — Concepts and terminology
ISO/IEC 33004:2015, Information technology — Process assessment — Requirements for process reference,
process assessment and maturity models
3 Terms, definitions and abbreviated terms
For the purposes of this document, the terms and definitions given in ISO/IEC 20000-10, ISO/IEC 33001 and
the following apply.
© ISO/IEC 2024 – All rights reserved
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
business continuity
capability of the organization (3.1.6) to continue the delivery of products and services within acceptable
time frames at predefined capacity to predefined performance levels during a period of disruption
[SOURCE: ISO 22301:2019, 3.3, modified — "at predefined capacity during a disruption" has been changed
to "at predefined capacity to predefined performance levels during a period of disruption" in the definition.]
3.1.2
business process
collection of related, structured activities that produce a specific service or product for a particular customer
[SOURCE: ISO/IEC 30105-4:2022, 3.1.3]
3.1.3
infrastructure
hardware, software, working environment and controls to support business process (3.1.2) outsourcing
[SOURCE: ISO/IEC 30105-4:2022, 3.1.6]
3.1.4
innovation
new or changed entity, realizing or redistributing value
Note 1 to entry: Value is relative to, and determined by, the perception of the organization (3.1.6) and relevant
interested parties.
Note 2 to entry: An innovation can be a product, service, process (3.1.9), model, method, etc.
Note 3 to entry: Innovation is an outcome. The word “innovation” sometimes refers to activities or processes resulting
in, or aiming for, innovation. When “innovation” is used in this sense, it should always be used with some form of
qualifier, e.g. “innovation activities”.
Note 4 to entry: For the purpose of statistical measurement, see Reference [16].
[SOURCE: ISO 56000:2020, 3.1.1, modified — “novelty” in Note 1 to entry has been removed. Reference to
Annex B of the source document has been removed in Note 4 to entry.]
3.1.5
knowledge transfer
structured approach for imparting pre-existing or acquired learning, to a team or a person, to help them
attain defined levels of knowledge or skill
3.1.6
organization
person or group of people that has its own functions with responsibilities, authorities and relationships to
achieve its objectives
Note 1 to entry: The concept of organization includes, but is not limited to sole-trader, company, corporation, firm,
enterprise, authority, partnership, charity or institution, or part or combination thereof, whether incorporated or not,
public or private.
[SOURCE: ISO/IEC 20000-1:2018, 3.1.14, modified — Note 2 to entry, Note 3 to entry and Note 4 to entry
have been removed.]
© ISO/IEC 2024 – All rights reserved
3.1.7
outsourcing
business model for the delivery of a product or services to a customer by a provider
Note 1 to entry: Outsourcing is an alternative to the provision of those products or services within the customer
organization (3.1.6), where:
— the outsourcing process (3.1.9) 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;
— 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 — "client" has been changed to "customer" in the definition, and
Note 1 to entry has been added.]
3.1.8
preventive action
action to eliminate the cause of a potential nonconformity or other potential undesirable situation
Note 1 to entry: There can be more than one cause for a potential nonconformity.
Note 2 to entry: Preventive action is taken to prevent occurrence whereas corrective action is taken to prevent
recurrence.
[SOURCE: ISO 9000:2015, 3.12.1]
3.1.9
process
set of interrelated or interacting activities that use inputs to deliver an intended result
Note 1 to entry: Whether the “intended result” of a process is called output, product or service depends on the context
of the reference.
Note 2 to entry: Inputs to a process are generally the outputs of other processes and outputs of a process are generally
the inputs to other processes.
Note 3 to entry: Two or more interrelated and interacting processes in series can also be referred to as a process.
Note 4 to entry: Processes in an organization (3.1.6) are generally planned and carried out under controlled conditions
to add value.
Note 5 to entry: A process where the conformity of the resulting output cannot be readily or economically validated is
frequently referred to as a “special process”.
Note 6 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 to prevent circularity between process and output, and Notes 1 to 5 to entry have been added.
[SOURCE: ISO 9000:2015, 3.4.1]
3.1.10
process outcome
observable result of the successful achievement of the process (3.1.9) purpose
Note 1 to entry: 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, etc.
[SOURCE: ISO/IEC 33001:2015, 3.3.11]

© ISO/IEC 2024 – All rights reserved
3.1.11
process reference model
model comprising definitions of processes (3.1.9) 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]
3.1.12
transition in
activities for migrating agreed upon knowledge, assets, liabilities, systems, processes (3.1.9) 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]
3.1.13
transition out
activities for migrating agreed upon knowledge, assets, liabilities, systems, processes (3.1.9) and people
from one service provider to another, or back in-house, enabling the customer to change service provider or
service solution
[SOURCE: ISO/IEC 30105-4:2022, 3.1.26]
3.1.14
value chain
entire sequence of activities or parties that create or receive value through the provision of a product or service
[SOURCE: ISO 14050:2020, 3.5.28, modified — "or service" has been added to the definition.]
3.1.15
work environment
set of conditions under which work is performed
Note 1 to entry: Conditions can include physical, social, psychological and environmental factors (such as temperature,
lighting, recognition schemes, occupational stress, ergonomics and atmospheric composition).
[SOURCE: ISO 9000:2015, 3.5.5]
3.2 Abbreviated terms
ITES-BPO IT Enabled Services-Business Process Outsourcing
MF measurement framework
OEN operational enablement
OMM organization maturity model
PA process attribute
PAM process assessment model
PRM process reference model
RLS relationship
SDL service delivery
SEN strategic enablement
SLA service level agreement
© ISO/IEC 2024 – All rights reserved
SLN solution
TEN tactical enablement
TRN transition in
TRO transition out
4 Overview of process reference model (PRM)
4.1 Requirements for a PRM
In accordance with ISO/IEC 33004:2015, 5.4, processes included in a PRM shall satisfy the following
requirements:
a) descriptions shall contain the process purpose and process outcomes;
b) the set of process outcomes shall be necessary and sufficient to achieve the purpose of the process;
c) process descriptions shall not contain or imply aspects of the process quality characteristic beyond the
lowest level of its intended measurement scale.
Annex A provides details of the PRM's conformity to ISO/IEC 33004.
4.2 Descriptive elements of the PRM
Each process in the PRM has the following descriptive elements.
a) Name: the name of a process is a short noun phrase that summarizes the scope of the process,
identifying the principal concern of the process, and distinguishes it from other processes within scope
of the process reference model.
b) Context: for each process, a brief overview describes the intended context of the application of the
process.
c) Purpose: the purpose of the process is a high-level and overall goal for performing the process.
d) Outcomes: an outcome is an observable result of the successful achievement of the process purpose.
Outcomes are assessable, measurable, tangible technical or business results that are achieved by a
process.
Figure 2 shows the process categories of the process assessment model for ITES-BPO. It includes the strategic
enablement, relationship, and tactical and operational processes which support the outsourced business
across its lifecycle.
© ISO/IEC 2024 – All rights reserved
Figure 2 — ITES-BPO lifecycle process categories
4.3 Process reference model categories
The ITES-BPO process categories are as follows.
— Strategic enablement processes: involve a set of processes related to setting strategic directions and
bringing innovation such as breakthrough changes.
— Relationship processes: cover the relationship management 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 is
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.
— 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 enable achievement of the objectives of
the core service delivery processes. These are tactical in nature.
— Operational enablement processes: involve a set of processes that ensure day–to-day operations of
service delivery are supported and are performed alongside the service delivery processes.
Figure 3 shows process categories and processes in the ITES-BPO lifecycle.

© ISO/IEC 2024 – All rights reserved
Figure 3 — ITES-BPO lifecycle process categories and processes
The ITES-BPO processes and the categories described in Figure 3 are not based on any particular service
provider and it is not mandatory to implement them.
The purpose of a process reference model is to define a set of processes that can collectively support the
primary aims of a community of interest. A process reference model can provide the basis for one or more
process assessment models.
Figure 4 shows the relationship between the assessment process, PRM, PAM, MF and OMM that enable
process capability assessment and organization maturity determination.

© ISO/IEC 2024 – All rights reserved
Figure 4 — Interrelationship between ISO/IEC 30105 and ISO/IEC 33000 series
5 Process reference model description
5.1 Strategic enablement processes
This process category is intended to lead the organization towards the achievement of business objectives
by providing resources and direction and achieving customer satisfaction. There are two processes under
this category:
a) SEN1: Strategic planning and direction setting (Table 1);
b) SEN2: Innovation management (Table 2).

© ISO/IEC 2024 – All rights reserved
Table 1 — SEN1 Strategic planning and direction setting
Name Strategic planning and direction setting
This process covers establishing business objectives and strategies for the service provider.
This involves analysing the external environment and finalizing the strategic goals. It includes
Context
defining the market, developing the offerings, building the strategic assets and preparing the
organization for service delivery in line with the business objectives of the service provider.
The purpose of the SEN1 process is to define and share business objectives, strategies and or-
Purpose
ganizational roadmaps for achieving strategic goals.
As a result of the successful implementation of this process:
a) business objectives, direction and strategies are defined and shared to the organization and
relevant stakeholders;
b) business objectives, direction and strategies are defined for the service offerings of the
service provider;
Outcomes
c) implementation plans are defined to achieve business objectives, direction and strategies;
d) strategic roadmaps are developed within the constraints of the service provider resources;
e) commitment and leadership with respect to the business is demonstrated;
f) digital vision and strategy are outlined, defining the role and approach for using digital
technologies within the ITES-BPO organization.
Table 2 — SEN2 Innovation management
Name Innovation management
This process covers the new or different ways of delivering improved and enhanced services for
the benefit of the customer and service provider. Innovation differs from improvement in that
Context
innovation refers to an organization performing differently rather than doing the same thing
better.
The purpose of the SEN2 process is to plan and implement programmes to make major changes
Purpose
to business processes leading to significant benefits by deploying innovation.
As a result of the successful implementation of this process:
a) an innovation framework is created at an organization level;
b) a measurement framework is established;
c) a deployment strategy is defined at an organization and process level;
Outcomes
d) the major change (innovation) is executed and progress is monitored and reviewed against
expected outcomes;
e) the customer organization is involved as appropriate;
f) progress is communicated to stakeholders.
5.2 Relationship processes
This process category establishes processes for managing customers and suppliers to ensure that objectives
are aligned and that their relationships are managed.
There are two processes under this category:
a) RLS1: Customer relations management (Table 3);
b) RLS2: Supplier management (Table 4).

© ISO/IEC 2024 – All rights reserved
Table 3 — RLS1 Customer relations management
Name Customer relations management
This process covers the management of customer relations, and it includes the definition,
understanding and management of agreed customer requirements, measurement of customer
Context
satisfaction, management of customer complaints and/or escalations, and overall management
of the well-being of the relationship.
The purpose of the RLS1 process is to identify and manage customer relations, including the
Purpose management of customer requirements and customer expectations to improve the level of cus-
tomer satisfaction.
As a result of the successful implementation of this process:
a) requirements and expectations of all customers, service users and other interested parties
are identified, reviewed and agreed upon;
Outcomes
b) customer satisfaction is collected, recorded and measured;
c) customer escalations, complaints and actions taken are recorded, tracked and resolved;
d) actions to improve customer satisfaction are identified, recorded and tracked until closure.
Table 4 — RLS2 Supplier management
Name Supplier management
This process covers the engagement between the service provider and their suppliers. It en-
sures that commitments are in line with customer requirements. It enables the service provid-
er to manage suppliers to meet their contractual obligations and commitments.
Context
NOTE  This is similar to the category of the same name in ISO/IEC TS 33054, but aligned to
requirements of ITES-BPO.
The purpose of the RLS2 process is to select and manage suppliers to provide the required
Purpose
service in accordance with relevant requirements.
As a result of the successful implementation of this process:
a) suppliers are selected for specific services according to the identified criteria;
b) services to be provided are defined and negotiated with each supplier;
c) roles and relationships between suppliers are determined;
d) supplier obligations to meet requirements, including security and privacy standards, are
monitored and managed;
Outcomes
e) supplier performance against agreed criteria is monitored and managed;
f) service level requirements remain in line with overall committed customer needs or are
actively managed where not;
g) the supply chain is fully integrated;
h) supplier risks are identified;
i) a supply value chain is established to improve customer satisfaction.
5.3 Solution processes
This process category enables the development of feasible solutions, including the transition approach,
service delivery, risk management, information security and business continuity. A suitable solution can
lead to development, negotiation and agreement of the contract.
There are two processes under this category:
a) SLN1: Solution development (Table 5);
b) SLN2: Contract lifecycle management (Table 6).

© ISO/IEC 2024 – All rights reserved
Table 5 — SLN1 Solution development
Name Solution development
Context This process covers the development of a solution to meet customer requirements.
The purpose of the SLN1 process is to develop solutions that meet the identified cus-
Purpose
tomer requirements within known constraints.
As a result of the successful implementation of this process:
a) customer requirements and known constraints are defined;
b) a project plan is developed for transition and delivery of the required outsourced
business processes;
Outcomes
c) solutions are identified for the transition and the delivery of services that meet
agreed current and future business needs;
d) customer success criteria are clearly defined;
e) solutions are formally accepted by the customer.
Table 6 — SLN2 Contract lifecycle management
Name Contract lifecycle management
This process covers the negotiation, renegotiation, agreement and ongoing manage-
Context
ment of contractual requirements between the customer and service provider.
The purpose of the SLN2 process is to develop, agree and manage a contract, including
Purpose mutually agreed terms and conditions against which the contracting parties perform
their obligations.
As a result of the successful implementation of this process:
a) goals and objectives of the contracting parties are aligned;
b) obligations of the contracting parties are agreed upon;
c) risks are clarified and agreed upon between the contracting parties;
d) mutually satisfactory due diligence is achieved;
Outcomes
e) service level and customer satisfaction targets are agreed upon;
f) contracts are accepted and signed by contracting parties;
g) contract changes are assessed, recorded, tracked and actioned;
h) expirations and renewals are assessed, recorded, tracked and actioned;
i) metrics are measured, alignment to all contracted targets is assessed and
corrective action is put in place to address any deviations.
5.4 Transition in processes
This process category enables a business process to migrate from a customer or their incumbent supplier to
a new service provider. This requires seamless transfer of knowledge, service set-up and effective project
management to ensure that services are available and service levels are achieved in line with contracted
service requirements.
There are six processes under this category:
a) TRN1: People mobilization (Table 7);
b) TRN2: Infrastructure set-up — technology (Table 8);
c) TRN3: Infrastructure set-up — non-technology (Table 9);

© ISO/IEC 2024 – All rights reserved
d) TRN4: Knowledge transfer (Table 10);
e) TRN5: Service delivery planning (Table 11);
f) TRN6: Pilot implementation (Table 12).
Table 7 — TRN1 People mobilization
Name People mobilization
This process covers the provision of sufficient experienced human resources capacity and capa-
bility to meet the service delivery requirements. It involves identification, sourcing, selection,
recruitment, training and ongoing development of people with the skills, experience and capa-
Context
bilities in the right numbers to meet the contracted service delivery requirements. Sourcing may
include recruitment or the transfer of employees from any existing pool of resources. Where this
transfer is between organizations, this will be in line with relevant laws and regulations.
The purpose of the TRN1 process is to mobilize the required number of people with the required
Purpose skills and experience to meet the identified service delivery requirements and the transition
timescales.
As a result of the successful implementation of this process:
a) required human resource levels and skill sets are determined based on agreed solutions;
b) human resources are identified and recruited to meet requirements;
c) human resources requirements mandated by the customer are verified;
d) induction activities are completed within the transition timescales;
e) skill sets of transferring resources are verified;
f) skill sets are enhanced to meet service delivery requirements;
Outcomes
g) continual professional development requirements are identified and assessed, recorded,
tracked and met;
h) transfer of employees is managed in line with relevant regulatory requirements;
i) delivery organization structures, roles and responsibilities and competencies are defined
and communicated;
j) people mobilization activities are accepted by the customer in accordance with the
acceptance criteria;
k) cross-functional and multi-skilled teams are created within the organization optimizing
sourcing options.
© ISO/IEC 2024 – All rights reserved
Table 8 — TRN2 Infrastructure set-up — technology
Name Infrastructure set-up — technology
Context This process covers the planning, design, validation, testing and implementation of technology
infrastructure requirements for customer service delivery in line with contractual obligations.
Technology infrastructure requirements include connectivity, access to service delivery applica-
tions, provision of hardware and software for service delivery, and information technology-re-
lated controls, as required by the customer organization.
Purpose The purpose of the TRN2 process is to set up the technology infrastructure to meet the service
delivery requirements.
As a result of the successful implementation of this process:
a) technology infrastructure requirements, as appropriate, are identified, planned, validated,
tested and implemented in line with the service delivery requirements and transition plan;
b) technology infrastructure requirements are implemented and configured in line with
security and compliance requirements, limiting access to authorized persons based on role
provisioning and authorization;
Outcomes
c) performance relating to the technology infrastructure is defined, measured, reviewed,
improved and reported;
d) technology infrastructure is agreed upon by the customer in accordance with the acceptance
criteria;
e) emerging technology is evaluated and appropriately applied to meet service delivery needs.
Table 9 — TRN3 Infrastructure set-up — non-technology
Name Infrastructure set-up — non-technology
This process covers the planning, design, validation, testing and implementation of the non-tech-
nology infrastructure requirements for service delivery in line with contractual obligations.
Non-technology infrastructure requirements include, but are not be limited to: office space, fur-
Context niture, transportation, cafeteria, health and safety, and corporate social responsibility require-
ments to meet the customer service delivery requirements. This also includes requirements for
special working arrangements such as transport, cafeteria, medical and other support services
during non-standard working hours.
The purpose of the TRN3 process is to set up the non-technology infrastructure to meet the
Purpose
service delivery requirements.
As a result of the successful implementation of this process:
a) non-technology infrastructure requirements are identified in line with service delivery
requirements and a transition plan;
b) non-technology infrastructure is planned, selected and implemented in line with service
delivery requirements;
Outcomes
c) non-technology infrastructure is tested and validated in line with service delivery
requirements;
d) non-technology facilities for special working arrangements are established;
e) non-technology infrastructure is agreed upon by the customer in accordance with the
acceptance criteria.
© ISO/IEC 2024 – All rights reserved
Table 10 — TRN4 Knowledge transfer
Name Knowledge transfer
This process covers the assessment, documentation and transfer of knowledge of the customer’s
Context business processes, operating model and data to the service delivery organization to meet the
service delivery requirements.
The purpose of the TRN4 process is to ensure the knowledge of business processes, operations
Purpose and information gets transferred between the customer’s organization or current service pro-
vider and the new service provider.
As a result of the successful implementation of this process:
a) the scope of required knowledge is identified;
b) the knowledge transfer plan is defined;
Outcomes
c) required knowledge assets are created;
d) human resources attain the required knowledge to deliver the service;
e) knowledge transfer completion is agreed upon by the customer and the service provider in
accordance with the acceptance criteria.
Table 11 — TRN5 Service delivery planning
Name Service delivery planning
This process covers the creation of the service delivery framework used to manage the delivery of
service. This is a continuous process and will occur throughout the solution lifecycle from initial
planning, through solution design and service transfer, into ongoing service delivery across all key
elements of the solution such as process, people, technology infrastructure and non-technology
Context
infrastructure. This process focuses on the initial planning stage.
NOTE This is similar to the category of the same name in ISO/IEC TS 33054, but aligned to require-
ments of ITES-BPO.
The purpose of the TRN5 process is to establish an operational delivery and governance plan for
Purpose
service delivery.
As a result of the successful implementation of this process:
a) human resource management is planned and established;
b) business process management is planned and established;
c) infrastructure — technology is planned and established;
d) infrastructure — non-technology is planned and established;
Outcomes
e) financial, operations, risk, business continuity, security, compliance and improvement plans are
established;
f) metrics and measurement systems are established;
g) communication and governance mechanisms are established to provide monitoring, review,
joint decision making and issue resolution;
h) a service delivery plan is agreed upon by the customer in accordance with the acceptance
criteria.
© ISO/IEC 2024 – All rights reserved
Table 12 — TRN6 Pilot implementation
Name Pilot implementation
This process covers the testing and validation of service delivery performance and capability by
Context
the service provider.
The purpose of the TRN6 process is to verify the solution design in a safe environment before
Purpose
deployment of a full-scale service delivery solution.
As a result of the successful implementation of this process:
a) a pilot plan and pilot success criteria are defined;
b) human resource management and knowledge transfer is tested;
c) business process management is tested;
d) infrastructure — technology is tested;
e) infrastructure — non-technology is tested;
f) financial, operations, risk, security, compliance, change, issue and improvement plans are
Outcomes
tested;
g) business continuity plans are tested;
h) operations are tested;
i) piloted service level performance and volumes are verified;
j) customer feedback is recorded and corrective actions are tracked to closure;
k) pilot completion and new or changed service deployment are agreed upon by the service
provider in accordance with the acceptance criteria.
5.5 Service delivery processes
This process category enables the management and execution of a customer’s business processes on a day-
to-day basis as an extension of the customer’s business, in line with the defined processes to meet the agreed
service levels, with required service reporting.
There are four processes under this category:
a) SDL1: Service delivery execution (Table 13);
b) SDL2: Service delivery reporting (Table 14);
c) SDL3: Service level management (Table 15);
d) SDL4: Business process management (Table 16).

© ISO/IEC 2024 – All rights reserved
Table 13 — SDL1 Ser
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