Business Services Partnering And Outsourcing Contracts

A complete guide to the process, management and regulation of business services, partnering and outsourcing, including IT, business process, facilities management, and knowledge process outsourcing. It covers every stage in depth, with extensive tables and checklists, and includes chapters dealing with specific sectors and other major jurisdictions

As companies focus on the core specialisms, most will look to the benefits of outsourcing some, if not all, of the IT services required. The benefits include: cost-efficient operations; delivery of IT services at lower cost through economies of scale; improvements in time-to-market of IT solutions; improvements in capability and quality of IT service delivery. This essential guide looks at the procedures needed to achieve all these benefits when contracting an outsourcing partner. It explains the benefits of a well thought-out and practical approach to selecting a partner; a partner, indeed, whose performance may make or break an organization’s delivery to market. This book is a key reference guide to anyone procuring IT services and also to those who are responsible for maintaining the contract once signed. By covering all aspects of the Outsourcing contracting process, its guidance will help reduce risks and miscommunication. In addition its approach to the Request for Proposal (also known as Invitation to Tender) shows how clarity at this stage can deliver significant benefits as the services go live in the operational phase.

Many corporations are currently restructuring their business processes in order to become more competitive and cost effective. Once the decision has been made to outsource, a corporation must structure the deal. This book will show them how to request proposals and negotiate and close the agreement--creating the outsourcing strategy.

IT Outsourcing Part 2: Managing the Sourcing Contract covers all the processes for managing the contract, from the transition phase through to normal operational service and contract termination.Developed for IT practitioners as well as commercial and contract managers, this expert guide provides practical and concise advice on best practices in: a) good contract development as the foundation for contract management (especially service quality, performance measurement and communications);b) an appropriate governance framework;c) selecting the right individuals, with appropriate authority in key roles;d) the appropriate use of external expert advice;e) continuity of people involved in the contract, right from the early stages of the RFP through transition to everyday operational service;f) effective relationship management, with mutual respect and good communications;g) a collaborative customer-driven business attitude based on mutual trust and understanding and flexibility in day-to-day administration of the contract, with willingness for a win-win approach when problems arise.This title complements IT Outsourcing Part 1: Contracting the Partner and, together, these two guides provide readers with a comprehensive best practice approach to this important business discipline.

Adoption and use of a contract scorecard demonstrates a maturing ability to manage commercial outsourcing arrangements. The process of designing the scorecard helps you nail down the key outcomes and avoid lack of focus, inconsistent objectives, hidden costs, indifferent service and deteriorating relationships with your contract partners. Sara Cullen's The Contract Scorecard will help you design and drive successful contracts. It offers a systematic guide based on practical advice and examples; one that explains the Contract Scorecard concept and demonstrates crucial implementation activities such as: ¢ The development of performance measures that work ¢ Sound Service Level Agreements that make obligations clear ¢ A Governance Charter that ensures both parties will adopt successful management techniques An upfront investment in your contracts, from a commercial rather than legal perspective is probably the single most influential activity you can undertake; one that will ensure your outsourcing relationships have clear business goals as the focus of the deal. Reading a copy of Sara Cullen's The Contract Scorecard should be the first step in that investment.

The business landscape is changing. Outsourcing is now a growing phenomenon in which specific functions are subcontracted to specialist companies, often elsewhere in the world. IT represents a particular case for outsourcing, both in terms of benefits and potential inter-organizational problems. Deciding whether to keep IT in-house or to whether outsource it is a key management responsibility. Once a decision for outsourcing has been made, relationships with external provider(s) have to be established and managed. This book combines both research and practical examples to explore how this can be done successfully. Uniquely, the book provides a governance model for such partnerships, exploring the risks and responsibilities involved for both parties. Drawing on the theories of interfirm networks and the boundaries of the firm, here, it provides an accessible and cutting-edge perspective. Incorporating industry examples from a global network of companies (including four case specific chapters), this book investigates partnerships in industrial sectors and IT functions. An invaluable resource for those involved in IT and new technology management as well as strategic business management and planning, this book presents all the necessary theory with an indispensable practical perspective.

The Global Business Process Outsourcing and IT Services Market exceeded $950 billion in 2013. Every indicator points to continued growth across all geographies and market segments for the foreseeable future. In order to drive innovation and realize the full benefit and value proposition of the services being outsourced, a shift in the method by which outsourcing services are procured is a necessity. Simply put, the current sales cycle and procurement approach is inefficient across time, quality, and cost parameters. Selling Outsourcing Services asks difficult questions, challenges the status quo, and provides an alternative mechanism to achieve timely contract execution by shifting the focus from the consequences of failure to collaboration, partnership, and success. An IT services executive with experience negotiating complex outsourcing services agreements across all industries, Grant Lange leads you through the process of putting your best foot forward and negotiating an outsourcing agreement that will yield timely, quality, and cost-effective delivery. About the Author Grant S. Lange is a sales and delivery executive with global experience negotiating large and complex application, infrastructure, and business process outsourcing agreements within the public and private sectors. During his career, he has negotiated outsourcing agreements that have generated in excess of $2 billion in new sales. He is a partner at a leading IT services company and has served in a variety of leadership roles at some of the world's largest IT services, advisory, and software firms.

The outsourcing market, especially Business Process Outsourcing (BPO), is growing every year. For decades, companies have successfully used outsourcing to generate significant savings. However, discussions with any employee will reveal some resentment of outsourcing. The aim of the study has been first to improve the understanding of some salient difficulties in Business Process Outsourcing relationships, with special reference to the perceived challenges of managing and monitoring Service Legal Agreements in Swiss banking, and second to assist outsourcing banks and service providers in formulating and managing their outsourcing contracts. The study was designed to obtain, through interviews, descriptions and perceptions of experts in Swiss Banking Business Process Outsourcing. Given the nature of the topic but also because of practical constraints, the investigator elected to use a qualitative, interpretative, social constructionist research framework. An extensive review of the literature revealed that a variety of definitions of in- and out-sourcing exist. Some of these terms were used in academic writings and the business press interchangeably and had to be defined. Twenty-two practitioners were interviewed. The data were analysed and interpreted with the help of qualitative analysis software (NVivo). Subsequently, I compared my findings with those of the literature reviewed. Furthermore, a gap in the literature, namely that it generally does not deal with the perceived quality of the relationship, could be addressed and practical approaches for managing BPO relationships are suggested.