IT-enabled sourcing, or eSourcing, uses information technology as a key component of service delivery, or as an enabler for delivering services. Often provided remotely, eSourcing services range from routine and noncritical tasks that are resource-intensive and operational in nature to strategic processes that directly impact revenues. The eSourcing Capability Model for Service Providers (eSCM-SP) is a framework developed by ITSqc at Carnegie Mellon University. This Document provides a brief overview on eSCM-SP and how a the OMNITRACKER Business Process Management platform facilitates a service provider to effi ciently deliver eSCM-compliant services

1. May 2012 | Issue #08
Better Tools to Support IT-
Enabled Sourcing
1. Abstract This status provides an
advantage over their
IT-enabled sourcing, or eSourcing, uses information competitors. eSCM-SP
technology as a key component of service delivery, or has been designed to
as an enabler for delivering services. Often provided complement existing
remotely, eSourcing services range from routine and non- quality models, e.g.,
critical tasks that are resource-intensive and operational Software CMM®,
in nature to strategic processes that directly impact People CMM®,
revenues. The eSourcing Capability Model for Service CMMI®, ISO 9001,
Providers (eSCM-SP) is a framework developed by ITSqc BS 15000 and ITIL,
at Carnegie Mellon University. This Document provides a COBIT, and COPC, so eSCM Scope
brief overview on eSCM-SP and how a the OMNITRACKER that service providers
Business Process Management platform facilitates a can capitalize on their previous improvement efforts.
service provider to efficiently deliver eSCM-compliant
services. 3. eSCM At a Glance
2. Purpose of eSCM - The Service Quality Model for The Model’s Practices can be thought of as the
eSourcing best practices associated with successful sourcing
relationships. It addresses the critical issues related to
The eSCM-SP is a “best practices” capability model with eSourcing for both, outsourced and in-sourced (shared
three purposes: services) agreements.
1. to give service providers guidance that will help
them to improve their capabilities across the Each of the Model’s 84 Practices is distributed along
sourcing life-cycle, three dimensions: Sourcing Life-cycle, Capability Area,
2. to provide clients with an objective means of and Capability Level.
evaluating the capability of service providers,
and, Although most quality models focus only on delivery
3. to offer service providers a standard to use when capabilities, in eSourcing there are also critical
differentiating themselves from competitors. issues associated with initiation and completion of an
engagement, as well as the overall capabilities of the
The eSourcing Capability Model for Service Providers service provider. For this reason, the first dimension of
(eSCM-SP) helps sourcing organizations manage and the eSCM-SP Practices highlight where in the Sourcing
reduce their risks and improve their capabilities across
the entire sourcing life-cycle.
Service providers use eSCM-SP and its accompanying
Capability Determination methods to evaluate their
eSourcing capabilities, and to become eSCM-SP
certified.
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2. itSMF Canada NATIONAL NEWSLETTER
Life-cycle each Practice is most relevant. The Sourcing the content of the model. These groupings allow service
Life-cycle is divided into Initiation, Ongoing, Delivery, and providers to build or demonstrate capabilities in each
Completion. Ongoing Practices span the entire Sourcing critical sourcing function, addressing all of the critical
Life-cycle, while Initiation, Delivery, and Completion occur sourcing issues discussed above. All of the Ongoing
in specific phases of that Life-cycle. Practices are contained within Capability Areas 1 to 6 of
the above listing.
Capability Areas provide logical groupings of Practices
to help users better remember and intellectually manage
the content of the Model. Service providers can then
build or demonstrate capabilities in a particular critical-
sourcing function.
The ten Capability Areas are:
eSCM Capability Areas related to the eSCM Life-cycle
1. Knowledge Management
2. People Management While developing eSCM-SP, 23 issues were identified
3. Performance Management as being critical for successful eSourcing. These critical
4. Relationship Management issues have been classified into six themes:
5. Technology Management • Good relationships between the service provider
6. Threat Management and the client, the end users, suppliers, and all
7. Service Transfer stakeholders,
8. Contracting • Selecting, hiring, and retaining a motivated
9. Service Design & Development, and workforce,
10. Service Delivery • Well defined and delivered services that satisfy
commitments and meet client needs,
The five eSCM-SP Capability Levels indicate the level of • Managing common business threats, such as security
an organization’s capability. issues, risk management, disaster recovery, and
statutory and regulatory requirements,
Capability Levels describe an improvement path that • Providing world-class services that are always
clients should expect service providers to travel. This path improving, and
starts from a desire to provide eSourcing services, and • Managing service transitions well at both engagement
continues to the highest level, demonstrating an ability to initiation and completion
sustain excellence:
• Capability Level 1: Providing services The next figure provides a combined view of all 3
eSCM Sourcing Life-cycle dimensions for the most significant capability levels
2–4.
• Capability Level 2: Consistently meeting
requirements
• Capability Level 3: Managing organizational
performance
• Capability Level 4: Proactively enhancing value
• Capability Level 5: Sustaining excellence, i.e., proven
sustained excellence over a period of at least two
years.
eSourcing is delivered through a series of interdependent
functions that enables service providers to effectively
deliver service. The second dimension of the eSCM-SP,
Capability Areas, provides logical groupings of Practices
to help users better remember and intellectually manage
3D eSCM Model
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3. May 2012 | Issue #08
eSCM Capability Areas Matching OMNITRACKER Module
1. Knowledge Management OMNITRACKER Knowledge Management
2. People Management OMNITRACKER Skill Management, OMNITRACKER Request Fulfilment for HR
service requests
3. Performance Management KPI monitoring by pre-defined or tailored reports, Dashboard Client, KPI Cockpit
Controls, complaint tracking based on OMNITRACKER Incident Management
4. Relationship Management OMNITRACKER Customer Care Centre,
OMNITRACKER Service Level Management,
OMNITRACKER Survey Management
5. Technology Management ITILv3-compliant
OMNITRACKER IT Service Management Centre
6. Threat Management OMNITRACKER Risk Management
7. Contracting OMNITRACKER Contact Management Centre
8. Service Design & Deployment OMNITRACKER Service Level Management
9. Service Delivery ITILv3-compliant
OMNITRACKER IT Service Management Centre,
OMNITRACKER Project Management Center
10. Service Transfer OMNITRACKER Activity Management
4. How OMNITRACKER Supports eSCM Practices References
Hyder, E., Heston, K., Paulk, M. (2006): The eSCM-SP v2.01: Model Overview
Pittsburgh, PA. Carnegie Mellon University, TR# CMU-ITSQC-06-006
In practice, eSCM Capability Areas need integrated tools to
Hyder, E., Heston, K., Paulk, M. (2006): The eSCM-SP v2.01: Model Overview
effectively manage the different aspects. OMNITRACKER
Pittsburgh, PA. Carnegie Mellon University, TR# CMU-ITSQC-06-007
is a state-of-the-art workflow-, ticketing– and service
management system.
DAVID SMITH
The table below provides a high-level view of how President, Micromationinc.com
OMNITRACKER modules support eSCM requirements. David Smith (Canada) is the President of
M
Micromationinc.com and is certified in TCO, ITSM &
OMNITRACKER supports all eSCM Capability Areas ISO 20000. David has over 30 years experience in
IS
the development, management, measurement and
t
because it: improvement of IT systems, people and processes.
i
• provides process template solutions that are ready- His IT experience includes information technology
H
optimization; IT governance; balanced scorecard;
o
to-use “out-of-the-box”, but can also easily be Total Cost of Ownership (TCO) benchmarking &
T
customized. business case; activity based management; ITIL
b
• integrates all processes listed above into one single process improvements; formulating service marketing
p
& communications strategies; services packaging & pricing; organizational
data base. All users access the system using the same design & restructuring; and the development of services strategies for IT
unique User Interface (Windows or Web Client), service providers, fortune 500 companies and government organizations.
• allows any of the processes to be integrated with any
David is the author of “Implementing Metrics for IT Service Management”
other (internal interworking), ISBN: 9789087531140 and contributing co-author of “IT Service
• provides comprehensive standardized interfaces for Management - Global Best Practices” ISBN: 9789087531003.
bi-directional real-time communication with 3rd party
systems (external interworking),
In conclusion, OMNITRACKER is an ideal tool to
fully support eSCM up to Level 4 capability. Using
OMNITRACKER, a service provider can be sure to comply
with all eSCM-SP aspects and deliver services with
sustainable performance.
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