ISO/IEC 30105-2:2024

Information technology - IT Enabled Services-Business Process Outsourcing (ITES-BPO) lifecycle processes - Part 2: Process assessment model (PAM)

This document specifies the process assessment model (PAM). It contains process definitions of the ITES-BPO lifecycle defined in ISO/IEC 30105-1 and a model suitable for assessing process capability. The outcomes in the PAM are clearly defined, observable results, aligned to the business benefits derived by the customer and service provider. A PAM consists of a set of indicators for process performance and process capability. The indicators are used as a basis for collecting the objective evidence that enables an assessor to determine ratings. The set of indicators included in this document is not intended to be an all-inclusive set, nor is it intended to be applicable in its entirety. Supersets and subsets are selected according to the context and the scope of the assessment. The PAM in this document is directed at assessment sponsors and competent assessors who wish to select a model and an associated documented assessment process for the ITES-BPO lifecycle processes, for process capability gap determination.

Technologies de l'information — Processus du cycle de vie de la délocalisation du processus d'affaires des services activés par IT — Partie 2: Modèle d'évaluation du processus (PAM)

General Information

• Status: Published
• Publication Date: 10-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: 11-Jun-2024
• Due Date: 24-Jun-2024
• Completion Date: 11-Jun-2024

Relations

• Revises: ISO/IEC 30105-2:2016 - Information technology - IT Enabled Services-Business Process Outsourcing (ITES-BPO) lifecycle processes - Part 2: Process assessment model (PAM)
• Effective Date: 06-Jun-2022

Overview

ISO/IEC 30105-2:2024 - Process Assessment Model (PAM) for IT Enabled Services–Business Process Outsourcing (ITES-BPO) defines a standardized model to assess process capability across the ITES‑BPO lifecycle. The PAM contains process definitions referenced from ISO/IEC 30105-1 and a measurement framework of assessment indicators (e.g., practices, information items, resources) that provide objective evidence for assessor ratings. Outcomes in the PAM are defined as observable results and are aligned to business benefits for both customers and service providers. The model supports selection of supersets or subsets of indicators based on assessment scope and context.

Key topics and requirements

• Process assessment model structure: Two dimensions - the process dimension (ITES‑BPO lifecycle processes) and the capability dimension (measurement framework).
• Assessment indicators: Set of indicators used to collect objective evidence, including Process Capability Indicators (PCIs) and Process Performance Indicators (PPIs).
• Observable outcomes: Outcomes are clearly defined, measurable results tied to business benefits and service delivery performance.
• Process capability levels: Capability levels 0–5 (Incomplete → Innovating) and associated process attributes and generic practices are provided as the basis for capability gap analysis.
• Flexible application: Indicator sets are not exhaustive; assessors select appropriate superset/subset according to assessment scope.
• Objective evidence sources: Examples include base practices, information items (formerly “work products”), and generic resources; evidence supports assessor judgments and ratings.
• Updated alignment and additions: Second edition aligns definitions with ISO/IEC 33020, adds digital transformation references (ISO/IEC TS 30105-9), and new tactical enablement processes to align with ISO/IEC 20000 and ISO/IEC TS 33074.

Practical applications

Who uses ISO/IEC 30105-2:2024 and why:

• Assessment sponsors & competent assessors - to select a PAM and run standardized process capability assessments for ITES‑BPO services.
• ITES‑BPO service providers - for process capability gap analysis, process improvement planning, and demonstrating predictable delivery and quality to customers.
• Quality, process improvement and governance teams - to align operational processes with measurable outcomes and business benefits.
• Procurement and contract teams - to define measurable requirements and evaluate provider capability during sourcing or vendor reviews.

Benefits include improved service consistency, predictable delivery, clearer metrics for SLAs, and focused process improvement with measurable ROI.

Related standards

• ISO/IEC 30105-1 (ITES‑BPO lifecycle processes - process definitions)
• ISO/IEC 30105 series (overall framework for ITES‑BPO)
• ISO/IEC 20000 (service management) - correlation discussed in Annex C
• ISO/IEC 33000-series (assessment and capability standards) - alignment with capability definitions and assessment methods

Keywords: ISO/IEC 30105-2:2024, PAM, ITES-BPO, process assessment model, process capability, assessment indicators, PPIs, PCIs, process improvement.

Standards Content (Sample)

International
Standard
ISO/IEC 30105-2
Second edition
Information technology — IT
2024-06
Enabled Services-Business Process
Outsourcing (ITES-BPO) lifecycle
processes —
Part 2:
Process assessment model (PAM)
Technologies de l'information — Processus du cycle de vie de la
délocalisation du processus d'affaires des services activés par IT —
Partie 2: Modèle d'évaluation du processus (PAM)
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
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ISO copyright office
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Published in Switzerland
© ISO/IEC 2024 – All rights reserved
ii
Contents Page
Foreword .iv
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 .3
4 Overview of the process assessment model (PAM). 4
4.1 General .4
4.2 Structure of the ITES-BPO PAM.5
4.2.1 Process dimension .5
4.2.2 Capability dimension .5
4.3 Assessment indicators .5
4.3.1 Overview .5
4.3.2 PCIs .7
4.3.3 PPIs .7
4.3.4 Measuring process capability .8
5 Processes and PPIs (level 1) . 9
5.1 General .9
5.2 BPs and information items for ITES-BPO lifecycle processes .10
5.2.1 Strategic enablement (SEN) processes .10
5.2.2 Relationship (RLS) processes . 12
5.2.3 Solution (SLN) processes . 15
5.2.4 Transition in (TRN) processes .18
5.2.5 Service delivery (SDL) processes .27
5.2.6 Transition out (TRO) process .32
5.2.7 Tactical enablement (TEN) processes . 34
5.2.8 Operational enablement (OEN) processes .47
6 PCIs (levels 0 to 5) .57
6.1 General .57
6.2 Process capability levels and PAs .57
6.2.1 Process capability level 0: Incomplete process .57
6.2.2 Process capability level 1: Performed process . 58
6.2.3 Process capability level 2: Managed process . 58
6.2.4 Process capability level 3: Established process . 63
6.2.5 Process capability level 4: Predictable process .71
6.2.6 Process capability level 5: Innovating process .76
Annex A (informative) Conformity of the PAM .81
Annex B (informative) Information item characteristics .83
Annex C (informative) Correlation between the ISO/IEC 20000 series and the ISO/IEC 30105
series.132
Bibliography .135

© 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 30105-2:2016), which has been technically
revised.
The main changes are as follows:
— terms and abbreviated terms have been added;
— Clause 4 has been restructured to improve the sequence of the document;
— duplicated contents from ISO/IEC 30105-1 and ISO/IEC 30105-3 have been removed from Clause 4 and
Annex A;
— Figure 2 has been revised to improve clarity;
— the terms “work product (WP)” and “generic work product (GWP)” have been changed to “information
item” and “generic information item” respectively, following ISO/IEC/IEEE 24774;
— Figure 4 has been revised according to ISO/IEC 33063;
— references to ISO/IEC TS 30105-9 have been added, providing an extension to the process assessment
model (PAM) for organizations undergoing digital transformation;
— digital strategy for ITES-BPO organizations has been added;
— 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;
— the definitions of process capability levels and process attributes in Clause 5 and Clause 6 have been
aligned to improve consistency with ISO/IEC 33020;

© ISO/IEC 2024 – All rights reserved
iv
— 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
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. 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 30105-2:2024(en)
Information technology — IT Enabled Services-Business
Process Outsourcing (ITES-BPO) lifecycle processes —
Part 2:
Process assessment model (PAM)
1 Scope
This document specifies the process assessment model (PAM). It contains process definitions of the ITES-
BPO lifecycle defined in ISO/IEC 30105-1 and a model suitable for assessing process capability. The outcomes
in the PAM are clearly defined, observable results, aligned to the business benefits derived by the customer
and service provider.
A PAM consists of a set of indicators for process performance and process capability. The indicators are
used as a basis for collecting the objective evidence that enables an assessor to determine ratings. The set
of indicators included in this document is not intended to be an all-inclusive set, nor is it intended to be
applicable in its entirety. Supersets and subsets are selected according to the context and the scope of the
assessment.
The PAM in this document is directed at assessment sponsors and competent assessors who wish to select a
model and an associated documented assessment process for the ITES-BPO lifecycle processes, for process
capability gap determination.
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
3 Terms, definitions and abbreviated terms
For the purposes of this document, the terms and definitions given in ISO/IEC 20000-10 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 indicator
sources of objective evidence used to support the assessor’s judgement in rating process attributes
Note 1 to entry: Examples include practice, information item, or resource.
[SOURCE: ISO/IEC 33001:2015, 3.3.1]

© ISO/IEC 2024 – All rights reserved
3.1.2
base practice
activity that, when consistently performed, contributes to achieving a specific process purpose
[SOURCE: ISO/IEC 33001:2015, 3.3.2]
3.1.3
capability dimension
set of elements in a process assessment model explicitly related to the measurement framework for process
capability
[SOURCE: ISO/IEC 30105-4:2022, 3.1.4]
3.1.4
generic practice
activity that, when consistently performed, contributes to the achievement of a specific process attribute
[SOURCE: ISO/IEC 33001:2015, 3.3.6]
3.1.5
generic resource
resource such as human, financial or technical, that is used when performing a process
3.1.6
objective evidence
data supporting the existence or veracity of something
Note 1 to entry: Objective evidence can be obtained through observation, measurement, test or by other means.
Note 2 to entry: Objective evidence for the purpose of audit generally consists of records, statements of fact or other
information which are relevant to the audit criteria and verifiable.
[SOURCE: ISO 9000:2015, 3.8.3, modified — "verity" has been changed to "veracity" in the definition.]
3.1.7
process assessment
disciplined evaluation of an organization unit’s processes against a process assessment model
[SOURCE: ISO/IEC 33001:2015, 3.2.15]
3.1.8
process assessment model
model suitable for the purpose of assessing a specified process quality characteristic, based on one or more
process reference models
Note 1 to entry: Process assessment models addressing a specific process quality characteristic can include the
identification of the characteristic in the title; for example, a process assessment model addressing process capability
can be termed a "process capability assessment model".
[SOURCE: ISO/IEC 33001:2015, 3.3.9]
3.1.9
process attribute
measurable property of a process quality characteristic
[SOURCE: ISO/IEC 33001:2015, 3.4.3, modified — admitted term "process quality attribute" has been
removed.]
3.1.10
process capability
characterization of the ability of a process to meet current or projected business goals
[SOURCE: ISO/IEC 33020:2019, 3.4]

© ISO/IEC 2024 – All rights reserved
3.1.11
process capability level
characterization of a process on an ordinal measurement scale of process capability
[SOURCE: ISO/IEC 33020:2019, 3.5]
3.1.12
process performance
extent to which the execution of a process achieves its purpose
[SOURCE: ISO/IEC 33001:2015, 3.4.7]
3.1.13
tailoring guideline
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 objective. 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.
3.2 Abbreviated terms
BP base practice
GP generic practice
GR generic resource
ITES-BPO IT Enabled Services-Business Process Outsourcing
KPI key performance indicator
MF measurement framework
OEN operational enablement
PA process attribute
PAM process assessment model
PCI process capability indicator
PI process improvement
PPI process performance indicator
PRM process reference model
RLS relationship
SDL service delivery
SEN strategic enablement
SLA service level agreement
SLN solution
© ISO/IEC 2024 – All rights reserved
TEN tactical enablement
TRN transition in
TRO transition out
UAT user acceptance testing
4 Overview of the process assessment model (PAM)
4.1 General
In ISO/IEC 33001, the PAM is described as a model suitable for the purpose of assessing a specified process
quality characteristic, based on one or more process reference models (PRMs).
The PAM defines a two-dimensional model of process capability, consisting of:
— a process dimension, where processes are defined and classified into process categories;
— a capability dimension, where a set of process attributes (PAs) grouped into capability levels is defined.
The PRM defined in ISO/IEC 30105-1, associated with the process description and attributes defined in this
document, establishes the basis for a PAM that provides a common basis for performing assessments on
ITES-BPO lifecycle processes, enabling the results to be reported using a common rating scale. Clause A.2
describes the relationship with the requirements for PAMs that are specified in ISO/IEC 33004.
The PRM defined in ISO/IEC 30105-1 and the capability dimension defined in ISO/IEC 30105-3 cannot be
used alone as the basis for conducting reliable and consistent assessments of process capability, since the
level of detail available is insufficient. The relationship is shown diagrammatically in Figure 2.
Figure 2 — Relationship between PRM, PAM and MF

© ISO/IEC 2024 – All rights reserved
The ITES-BPO PAM extends the PRM provided in ISO/IEC 30105-1 with the definition of the ITES-BPO
assessment indicators and their use. The ITES-BPO process descriptions meet the following requirements:
— process descriptions shall contain process purpose and process outcomes;
— the set of process outcomes shall be defined to achieve the purpose of the process;
— process descriptions shall not contain or imply aspects of the process quality characteristic beyond the
lowest level of its intended measurement scale.
The PAM incorporates the measurement framework (MF) defined in ISO/IEC 30105-3. The PAM addresses all
of the levels (starting at process capability level 1) of the process MF for the process quality characteristics
for each of the processes within its scope.
4.2 Structure of the ITES-BPO PAM
4.2.1 Process dimension
Process dimension includes all of the processes listed in ISO/IEC 30105-1. Each process in the PAM is
described by a purpose statement which contains objectives of the process and a set of specific expected
outcomes. The outcomes are associated with the process purpose statements, and indicate the expected
positive result of the process performance.
Satisfying the purpose statements of a process represents the only step in achieving a level 1 process
capability where the expected outcomes are observable.
4.2.2 Capability dimension
Process capability levels are defined in ISO/IEC 30105-3 and detailed definitions of the process capability
levels and PAs are set out in Clause 6, together with the relevant process capability indicators (PCIs). Process
capability is expressed in the PAM by grouping process assessment indicators into capability levels (levels
0 to 5). Level 0 does not include any type of indicators. Level 0 reflects a non-implemented process or a
process which fails to even partially achieve its outcomes.
A capability level is a set of process assessment indicators that together describe an ability to operate and
perform a process at a given capability level. The existence (or non-existence) of evidence to meet these
process assessment indicators helps determine the capability levels. The levels constitute a rational path for
improving capability for any process and are defined in ISO/IEC 30105-3.
PAs are process features which can be evaluated on a scale of achievement to provide a process capability
measure. Each PA describes a feature of the overall capability in managing and improving process
effectiveness, in achieving its process purpose and in contributing to the organization’s business goals.
Within the PAM, the measure of capability shall be based upon the nine PAs defined in ISO/IEC 30105-3.
PAs are used to determine whether a process has reached a given capability. Each attribute measures a
particular aspect of the process capability.
At each level there is no ordering between the PAs; each attribute addresses a specific aspect of the
capability level.
4.3 Assessment indicators
4.3.1 Overview
The PAM is based on the principle that the capability of a process can be assessed by demonstrating the
achievement of PAs on the basis of evidence related to assessment indicators.
There are two types of assessment 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.
These indicators are defined in 4.3.2 and 4.3.3.

© ISO/IEC 2024 – All rights reserved
PCIs enable assessment of the extent of achievement of a PA in the implemented process. These indicators
concern significant activities, resources or results associated with the achievement of the attribute purpose
by a process.
Types of PCIs are:
— generic practice (GP);
— generic resource (GR);
— generic information item.
As additional indicators for supporting the assessment of a process at level 1, each process has a set of PPIs
in the process dimension. These are used to measure the degree of achievement of the process performance
attribute for the process assessed.
Types of PPIs are:
— base practice (BP);
— information item.
The performance of BPs indicates the extent of achievement of the process purpose and process outcomes.
Information items are either used or produced (or both) when performing the process.
The PPIs and PCIs defined in this document represent types of objective evidence that can be found in an
implementation of an ITES-BPO process. Therefore, these can be used to judge achievement of capability.
The three types of PCIs and two types of PPIs are identified in Figure 3.
Figure 3 — Process assessment indicators

© ISO/IEC 2024 – All rights reserved
4.3.2 PCIs
They are intended to be applicable to all processes and are defined for ITES-BPO lifecycle processes in
Clause 6.
All the PCIs relate to the PAs defined in the capability dimension of the PAM. They represent the type of
evidence that supports judgments of the extent to which the attributes are achieved. Evidence of their
effective performance or existence supports the judgment of the degree of achievement of the attribute. The
GPs are the principal indicators of process capability.
The GP indicators are activities of a generic type and they provide guidance on the implementation of the
attribute’s characteristics. They support the achievement of the PA and many of them concern management
practices, i.e. practices that are established to support the process performance as it is characterized at level
1. Tables in 6.2 list the mappings of the GPs to the achievements associated with each PA.
During the evaluation of process capability, the primary focus is on the performance of the GPs. In general,
performances of all GPs are expected for full achievement of the PA.
The GR indicators are associated resources that can be used when performing the process in order to
achieve the attribute. These resources can include human resources, tools, methods and infrastructure. The
availability of a resource indicates the potential to achieve a specific attribute.
The assessor should interpret the GRs according to the process assessed. For example, for PA 2.1, "human
resources with identified objectives, responsibilities and authorities", an assessor looks for roles with
identified objectives, responsibilities and authorities in service delivery management processes, but for
organizational processes looks for governance structures (e.g. mandated committees, positions) with
identified objectives, responsibilities and authorities.
The generic information item indicators are sets of characteristics that are expected to be evident in
information items of generic types as a result of achievement of a PA. The generic information items form
the basis for the classification of the information items defined as PPIs. They represent basic types of
information items that can be inputs to or outputs from all types of process.
These three types of indicators help to establish objective evidence of the extent of achievement of a specified PA.
Due to the fact that level 1 capability of a process is only characterized by the measure of the extent to
which the process purpose is achieved, the process performance attribute (PA 1.1) has a single GP indicator
(GP 1.1.1). In order to support the assessment of PA 1.1. To amplify the process performance achievement
analysis, additional PPIs are defined in the PAM.
4.3.3 PPIs
PPIs relate to individual processes defined in the process dimension of the PAM and are chosen to explicitly
address the achievement of the defined process outcomes.
Evidence of performance of the BPs and the presence of information items with their expected characteristics
provide objective evidence of the achievement of the process outcomes.
A BP is an activity that addresses the purpose of a particular process. Consistently performing the BPs
associated with a process helps to consistently achieve the process purpose. A coherent set of BPs is
associated with each process in the process dimension. The BPs are described at an abstract level, identifying
"what" should be done without specifying "how." Implementing the BPs of a process should achieve the basic
outcomes that reflect the process purpose. BPs represent only the first step in building process capability,
but they represent the unique, functional activities of the process, even if that performance is not systematic.
The performance of a process requires information items that are identifiable and usable in achieving the
purpose of the process. In this PAM, each information item has a defined set of example characteristics
that can be used when reviewing the information item to assess the effective performance of a process.
Information item characteristics can also be used to identify the corresponding information item that is
used or produced by the organization being assessed.

© ISO/IEC 2024 – All rights reserved
Clause 5 contains a complete description of the processes, including the BPs and the associated information
items. Annex B describes information item characteristics, with Clause B.2 containing a list of generic
information items and their characteristics, and Clause B.3 containing a list of process-specific information
items, with the generic information items for completeness, and their characteristics.
Similar to the concept of modularity in object orientation, the shared characteristics of a group of information
items have been extracted into a generic information item. An assessor should refer to both the information
items and the generic information items in the PAM in the context of the actual information items when
performing an assessment.
4.3.4 Measuring process capability
The PPIs and PCIs in PAM give examples of evidence that an assessor can obtain, or observe, in the
performance of an assessment. The evidence obtained in the assessment can be mapped onto the set of
indicators to enable correlation between the implemented processes and the processes defined in this PAM.
These indicators provide guidance for assessors in accumulating the necessary objective evidence to
support judgments of capability. They are not intended to be regarded as a mandatory set of checklists to be
followed.
An indicator is defined as an objective characteristic of a BP or information item that supports the judgment
of the performance or capability of an implemented process. The assessment indicators and their relationship
to process performance and process capability are shown in Figure 4 based on ISO/IEC 33063:2015.
Figure 4 — Measuring process capability using process assessment indicators
Assessment indicators are used to confirm that certain practices were performed, as shown by observable
evidence collected during an assessment. All such evidence comes either from the examination of information
items or from statements made by the performers and managers of the processes.

© ISO/IEC 2024 – All rights reserved
The existence of BPs, information items and information item characteristics provide evidence of the
performance of the processes associated with them. Similarly, the existence of PCIs provides evidence of
process capability.
The evidence obtained should be recorded in a form that clearly relates to an associated indicator, so that
the support for the assessor’s judgment can be readily confirmed or verified as required by ISO/IEC 33002.
The output from a process assessment is a set of process profiles, one for each process within the scope of the
assessment. Each process profile consists of a set of the PA ratings for an assessed process. Each attribute
rating represents a judgment by the assessor of the extent to which the attribute is achieved. To improve the
reliability and repeatability of the assessment, the judgments of the assessor are based on a coherent set of
recorded objective evidences.
5 Processes and PPIs (level 1)
5.1 General
This clause defines the processes and the associated PPIs within the PAM as defined in Figure 4 of this
document. The processes and process categories in PAM can be directly mapped to those defined in the PRM
in ISO/IEC 30105-1.
The individual processes are stated in terms of process name, process purpose and process outcomes as
defined in ISO/IEC 30105-1.
For each process, the PAM further provides:
a) a set of BPs defining the tasks and activities needed to accomplish the process purpose and fulfil the
process outcomes; each BP is explicitly associated to a process outcome, e.g. "[Outcome a)]";
b) a number of information items associated with each process and related to one or more of its outcomes,
e.g. "[Outcome a)]";
c) characteristics associated with each information item, as indicated in Table B.4.
The BPs and information items constitute the set of indicators to assess process performance for a particular
process.
Each BP and information item is cross-referenced to the process outcomes it addresses. All information
items relate as inputs or outputs to the process as a whole; see the mappings later in this clause.
NOTE Each information item has a unique ID. Detailed characteristics of these information items are indicated in
Annex B with the same ID.
A documented assessment process and assessor judgment is needed to ensure that process context
(application domain, business purpose, development methodology, size of the organization, etc.) is explicitly
considered when evaluating a process. This list of information items is provided as an example and starting
point for considering whether the information items are required to support the purpose of the process. The
list of items is not to be considered as a checklist of what each organization should have.
The assessor should also consider the relationship between this document (ISO/IEC 30105-2) and the other
parts of the ISO/IEC 30105 series. For example, ISO/IEC TS 30105-6 is referred to for additional guidelines on
risk management. ISO/IEC 30105-8 is referred to for additional information items with regards to continual
performance improvement. ISO/IEC TS 30105-9 provides the guidance on extending process capability
assessment for digital transformation based on the PAM defined in this document, outlining the outcomes
for a digitally transformed ITES-BPO organization’s processes and the corresponding BPs to achieve such
outcomes.
© ISO/IEC 2024 – All rights reserved
5.2 BPs and information items for ITES-BPO lifecycle processes
5.2.1 Strategic enablement (SEN) processes
There are two processes under this category:
a) SEN1: Strategic planning and direction setting;
b) SEN2: Innovation management:
Tables 1 – 6 contain the relevant processes related to strategic enablement:
— Table 1: SEN1 Strategic planning and direction setting process purpose and outcomes;
— Table 2: SEN1 Strategic planning and direction setting process BPs;
— Table 3: SEN1 Strategic planning and direction setting process information items;
— Table 4: SEN2 Innovation management process purpose and outcomes;
— Table 5: SEN2 Innovation management process BPs;
— Table 6: SEN2 Innovation management process information items.
Table 1 — SEN1 Strategic planning and direction setting process purpose and outcomes
ID SEN1
Name Strategic planning and direction setting
The purpose of the SEN1 process is to define and share business objectives, strategies and organ-
Purpose
izational roadmaps to achieve 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 service offerings of the service
provider;
c) implementation plans are defined to achieve business objectives, direction and strategies;
Outcomes
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.

© ISO/IEC 2024 – All rights reserved
Table 2 — SEN1 Strategic planning and direction setting process BPs
ID SEN1
BP1. Determine objectives: Bring together required stakeholders to develop long-term organi-
zation objectives in terms of lines of business, growth prospects, contributions to geography, etc.
[Outcome a)]
BP2. Cascade objectives across organization: Determine specific objectives at a business unit
and department level in line with the organization objectives. [Outcome a), b)]
BP3. Determine roadmaps and targets: Identify specific roadmaps, targets for business lines,
BPs
both for long term and short term. [Outcome c), d)]
BP4. Demonstrate commitment and leadership: Demonstrate commitment and leadership
with respect to the business. [Outcome e)]
BP5. Define the approach to leveraging digital capabilities: Outline the digital vision and
strategy. Define the role it is intending to play in the digital ecosystem within the ITES-BPO
organization. [Outcome f)]
NOTE Letter references [i.e. "Outcome a)", "Outcome b)"] refer to the list items of Table 1, row "Outcomes".
Table 3 — SEN1 Strategic planning and direction setting process information items
Information items
Inputs Outputs
2.01 Business case [Outcome a), c), f)] 3.09 Business plan [Outcome a), f)]
2.13 Stakeholder list [Outcome b)] 3.39 Strategic plan [Outcome a), f)]
2.09 Contract obligation mapping [Outcome e)] 8.19 Organizational objectives [Outcome a), f)]
3.09 Business plan [Outcome e)] 6.05 Business review report [Outcome b), c)]
3.14 Communication plan [Outcome f)] 3.18 Department or unit implementation plans [Out-
come c), d), e)]
4.06 Digital vision and strategy [Outcome f)]
3.37 Roadmap [Outcome d), e)]
2.09 Contract obligation mapping [Outcome e)]
8.24 Roles and responsibilities [Outcome e), f)]
4.06 Digital vision and strategy [Outcome f)]
9.05 Communication record [Outcome f)]
NOTE Letter references [i.e. "Outcome a)", "Outcome b)"] refer to the list items of Table 1, row "Outcomes".
Table 4 — SEN2 Innovation management process purpose and outcomes
ID SEN2
Name Innovation management
The purpose of the SEN2 process is to plan and implement programmes to make major changes to
Purpose
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.

© ISO/IEC 2024 – All rights reserved
Table 5 — SEN2 Innovation management process BPs
ID SEN2
BP1. Create innovation framework: Create an organization-level innovation framework which
provides guidance for deployment and management of innovation. [Outcome a)]
BP2. Establish a measurement framework: Design and deploy a measurement framework to
gauge the level of innovation at a process level. [Outcome b)]
BP3. Define deployment strategy: Establish a framework deployment strategy at organization
and process level, including innovation themes and teams. [Outcome c), e)]
BPs
BP4. Execute innovation within identified scope: Innovation teams deliver innovation, as
defined in the deployment strategy, at organization and process level. [Outcome d)]
BP5. Monitor innovation progress: Measure innovation using established measurement frame-
work at periodic int
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