Abstract
This IDC study discusses the importance of creating a robust but flexible governance model to meet the changing needs of both the end-user organisation and the service providers in outsourcing contracts. The study highlights some best practices in defining the governance framework especially within multisourced environments and provides a checklist to assist an organisation in realising the full benefits of a program governance office.
"The disparity between expectations and performance is not new to the IT outsourcing market. IDC' s research has shown that there has been a long-term gap between what outsourcing clients expect and the services that are actually received. A robust governance model can provide the ability to resolve conflicts, steer the relationship as the business conditions change, and help work towards common objectives," states Melissa Martin, senior market analyst, Enterprise End-User Programmes, IDC Australia.
Table of Contents
- Table of Contents
- IDC Opinion
- In This Study
- Situation Overview
- The Use of Outsourcing in Australia and New Zealand
- Figure: The Use of Outsourcing in Australia and New Zealand
- What Is Governance?
- The Value of Governance in Outsourcing Contracts
- Figure: Criteria Used to Measure Value in an Outsourcing Relationship (% of Responses)
- Figure: Perception of Problems Resulting in Failure of Outsourcing Contracts (% of Responses)
- Future Outlook
- Changing Expectations for Outsourcing Relationships
- Addressing Multisourcing Challenges Through Operational Level Agreements within the Governance Framework
- Defining Operational Level Agreements
- Figure: Structured Governance
- Establishing Operational Level Agreements
- Figure: Operational Level Agreement Framework
- Structuring the Program Governance Office
- Table: Checklist: A Program Governance Office Should Help an Organisation Realise These Benefits
- Essential Guidance
- Learn More
- Related Research
- Synopsis
