Outsourcing – BPO & IT Outsourcing

Business systems project framework

This template provides a graphical view of every action in an IT project – the key deliverables, who should run each project element and who should sign every element off.

Business requirements document

This is a key document for the whole project. It defines the most important measure against which everything else must be benchmarked – business value. The Business Requirements Document defines the business need and the commercial opportunity. Before considering technology or other solutions, it is essential that business managers are clear about the business outcome they want to achieve and why. The problem or opportunity should be described in business terms and should be clear enough to enable someone with no previous knowledge of the business to understand the context of the requirement.

Guide to project planning

The project plan is the backbone of all project management. It defines what is to be done, how it is to be done and when it is to be done. The project plan identifies responsibilities for providing the specific products that will ultimately deliver real business benefit. A poorly planned project may be delivered late and cause frustration to everybody involved. Needless to say, a poorly managed project will probably be more expensive to deliver than a well-planned one. 1. Project plan overview. A detailed project plan will add gravitas and credibility to all decisions made during the life of the project.

Guide to investment appraisal

Many businesses have numerous project requests which need to be prioritised and assessed, and every business wants to quantify the financial benefits of a project before proceeding. There are a number of ways of evaluating projects and this document outlines the most common methods – using capital and ongoing project costs and comparing them with projected business benefits. As with any model, the results are only as good as the quality of data provided in the first place. It is important that all project costs (internal as well as external) are captured and that the business benefit numbers are supported by the associated managers.

Outsourcing best practice overview: UK National Outsourcing Association

There is no blueprint to successfully moving an organisation over to an outsourcing model. The variables it depends on are so unpredictable – what is being outsourced and why, how the organisation’s staff will feel about it, how the relationship with the union is – but there are key steps to follow to try and avert an outsourcing disaster. The steps outlined will, of course, have to be sculpted and adapted to each individual business case.

Guide to the legal issues in outsourcing: Baker & McKenzie

These notes have been prepared to give outline guidance on the legal issues applying to outsourcing. The information and opinions in these notes should not be treated as a substitute for specific advice covering specific situations. The table is structured to follow the issues that would arise in a typical transaction, in chronological order and, where points would be addressed in the contractual documents, it follows the structure of these documents. At each stage the legal points are noted and suggestions made as to the approach to be taken and where legal advice should be sought.

Indemnities in IT/outsourcing contracts: Barlow Lyde & Gilbert

In most forms of technology or outsourced services agreement, there will be a number of provisions which provide for liability to be imposed on an ‘indemnity’ basis. Some seem to pass by without substantial debate or negotiation, whilst others can be amongst the hardest-fought provisions in the entire contracting process. However, there seems to be limited uniformity in either the extent of the use of such provisions, or even on their desired or actual impact. This document accordingly looks at the various contexts in which indemnities appear in IT and outsourcing contracts, and the ways in which they are likely to be interpreted by the courts, as well as some practical drafting issues which often arise.

Template for a project status report

The project status report is designed to update all project stakeholders on the current projects status. It is unlikely that any stakeholder will have a detailed understanding of the whole project. The report is intended to provide a broad high-level update, clearly identifying when things are not going to plan or if it is anticipated that this may happen. The report will be used as the basis for the senior project team approving any changes to the project plan. The report will be produced at a frequency agreed by the project board or steering team – often once a month.

Project initiation document: Evaluation Centre

Successful projects are rare because every project encompasses a unique set of circumstances, business issues and people. There will inevitably be unforeseen problems, technical hold-ups and mis-communications, so it is best practice to establish as many of the ground rules as possible before starting. Putting them in a document ensures they are clearly defined and accessible to everyone involved in the project. This document is sometimes called the project charter and it lays out the ground rules for running an approved project – ie, once the feasibility and business case for the project have been established.

Templates for a risk register

The risk register defines a set of identified risks to achieving the business benefits associated with the project. The register contains plain English descriptions of possible outcomes that differ from the desired outcomes of the project. The templates should be used as part of a risk management process (see ‘Guide to risk management’ for more details). The risk register will contain an entry for each identified risk. It will be used as a repository of known risks and associated actions to mitigate them. It is a dynamic document that will change as risks pass, new risks are identified or the impact of risks change as the project evolves.

Guide to risk management

This document provides an overview of project risk management. It shows the benefits to be gained and how they may be achieved. A key element of risk management is the development of a risk register of all anticipated threats to the project. This document outlines how a risk register can be created. Depending on the size and complexity of project, risk management may be a formal and detailed process, or totally informal: whichever approach is taken, it should not be ignored. Risk management is about harnessing the knowledge and ability that already exists within the business, to maximise certainty about the outcome of your project.