ISO/IEC 30105-8:2022

INTERNATIONAL ISO/IEC
STANDARD 30105-8
First edition
2022-12
Information technology — IT
Enabled Services-Business Process
Outsourcing (ITES-BPO) lifecycle
processes —
Part 8:
Continual performance improvement
(CPI) of ITES-BPO
Technologies de l'information — Processus du cycle de vie de la
délocalisation du processus d'affaires des services activés par IT —
Partie 8: Amélioration continue des performances de la délocalisation
du processus d'affaires des services activés par IT
Reference number
ISO/IEC 30105-8:2022(E)
© ISO/IEC 2022

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ISO/IEC 30105-8:2022(E)
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ISO/IEC 30105-8:2022(E)
Contents Page
Foreword .iv
Introduction .v
1 Scope . 1
2 Normative references . 1
3 Terms and definitions . 1
4 CPI interrelationship with the ISO/IEC 30105-1 process reference model (PRM) and
the ISO/IEC 30105-2 process assessment model (PAM) . 2
4.1 General . 2
4.2 CPI, PRM and PAM . 2
5 CPI components .4
5.1 General . 4
5.2 Performance criteria for ITES-BPO services . 4
5.2.1 Criticality of root cause of issues and threats . 4
5.2.2 Defining service performance criteria . 5
5.2.3 Informative case study: service performance criteria determination . 6
5.3 CPI assessment: lifecycle continual performance improvement (LCPI) method .12
5.4 CPI repository . 13
6 CPI methodology for ITES-BPO service providers .13
6.1 General .13
6.2 Steps and activities .13
6.2.1 Steps . 13
6.2.2 Step 1: assessing ITES-BPO service delivery . 14
6.2.3 Step 2: selecting issues and threats. 14
6.2.4 Step 3: processing issues and threats . 15
6.2.5 Step 4: improving ITES-BPO service delivery . 16
7 Implications of implementing CPI methodology in an ITES-BPO continual
improvement process (TEN8) .16
7.1 General . 16
7.2 New WPs provided by the CPI methodology . 16
7.3 Existing WPs essential for the CPI methodology . 17
7.4 Updated BPs and WPs for the CPI methodology . 19
7.5 Other ITES-BPO processes using CPI WPs as inputs or outputs . 20
Bibliography .25
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ISO/IEC 30105-8:2022(E)
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).
Attention is drawn to the possibility that some of the elements of this document may be the subject
of patent rights. ISO and IEC shall not be held responsible for identifying any or all such patent
rights. Details of any patent rights identified during the development of the document will be in the
Introduction and/or on the ISO list of patent declarations received (see www.iso.org/patents) or the IEC
list of patent declarations received (see https://patents.iec.ch).
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.
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.
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ISO/IEC 30105-8:2022(E)
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 finance, human resource management, administration,
healthcare, banking and financial services, supply chain management, travel and hospitality, media,
market research, analytics, telecommunication, manufacturing, etc. These services provide business
solutions to customers across the globe and form part of the core service delivery chain for customers.
ISO/IEC 30105-1 defines more than 30 business processes for the ITES-BPO industry, including the
TEN8 continual improvement process. The continual improvement process has been further elaborated
in this document for ITES-BPO service providers who want to effectively achieve business service
performance goals by implementing the continual performance improvement (CPI) methodology.
The CPI methodology consists of a CPI repository (see 5.4) and an assessment method for ITES-
BPO service delivery (see 5.3), based on identified service performance criteria (see 5.2). The CPI
methodology results in an assessment score for the ITES-BPO service delivery that supports the
prioritization of business service performance improvement opportunities. Through the successful
implementation of the CPI methodology, with additional base practices and work products or
characteristics of work products from service delivery execution, service delivery reporting, solution
development, change management, audit management and continual improvement, ITES-BPO service
providers will be able to enjoy the following benefits:
a) identification and actioned analyses of improvement opportunities;
b) planning and implementation of continual improvement programmes;
c) selection of specific objectives and goals for the programme based on priority and value added;
d) monitoring and review of programmes against objectives;
e) communication of progress to relevant stakeholders;
f) involvement of the customer organization as appropriate;
g) analysis and reporting on the impact of changes, issues, threats and improvements on continual
improvement policy and measures.
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INTERNATIONAL STANDARD ISO/IEC 30105-8:2022(E)
Information technology — IT Enabled Services-Business
Process Outsourcing (ITES-BPO) lifecycle processes —
Part 8:
Continual performance improvement (CPI) of ITES-BPO
1 Scope
This document specifies a continual performance improvement (CPI) methodology and its major
elements, which extend the already-defined continual improvement process (TEN8) in ISO/IEC 30105-1.
This document helps ITES-BPO service providers to improve their performance by assessing service
delivery.
This document does not define technologies and tools for implementing the CPI methodology.
2 Normative references
There are no normative references in this document.
3 Terms and definitions
For the purposes of this document, the following terms and definitions 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
ITES-BPO service adaptability
degree to which a service can be configured or be modified to meet new needs
Note 1 to entry: Adaptability includes the scalability of internal capacity (e.g. screen fields, tables, transaction
volumes, report formats, etc.).
Note 2 to entry: Adaptations include those carried out by specialized support staff, and those carried out by
business or operational staff, or end users.
Note 3 to entry: If the service is to be adapted by the end user, adaptability corresponds to suitability for
individualization as defined in ISO 9241-110.
[SOURCE: ISO/IEC TS 25011:2017, 3.2.7, modified — "IT" has been replaced by "ITES-BPO" in the
preferred term. "IT service" has been replaced by "service" in the definition and "can configure itself"
has been replaced by "can be configured" in the definition. Notes 1 - 3 to entry have been added.]
3.2
transparency
property of a system or process to imply openness and accountability
[SOURCE: ISO/IEC 27036-3:2013, 3.3]
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ISO/IEC 30105-8:2022(E)
3.3
stability
degree to which a service performs to agreed levels, regardless of its context
Note 1 to entry: The resilience is the capability of a service to perform to agreed level in a disruption context.
Note 2 to entry: The accessibility is the capability of a service to perform to agreed level in a usability context.
3.4
ITES-BPO service reliability
degree to which an ITES-BPO service provides consistent outcomes and performance
[SOURCE: ISO/IEC TS 25011:2017, 3.2.4, modified — "IT" has been replaced by "ITES-BPO" in the
preferred term. "IT service" has been replaced by "ITES-BPO service" in the definition and "consistent
and stable IT service outcomes" has been replaced by "consistent outcomes and performance" in the
definition.]
3.5
business service performance
activity that helps an organization to achieve business goals based on key performance indicators
Note 1 to entry: The activity is closely connected with the management of business service competencies.
3.6
continual performance improvement
CPI
methodology providing means to align business service performance and ITES-BPO service delivery
3.7
service performance criteria
set of pre-determined conditions used to assess the service delivery for improvement
4 CPI interrelationship with the ISO/IEC 30105-1 process reference model
(PRM) and the ISO/IEC 30105-2 process assessment model (PAM)
4.1 General
ISO/IEC 30105-1 specifies the lifecycle process requirements involved in the ITES-BPO industry.
Alignment to ISO/IEC 30105-1 can improve consistency, delivery quality and predictability in delivery of
services. For the ITES-BPO organization, continual performance improvement is essential to successful
operation and provides great value to the customer. Using CPI, performance-based economic risks and
errors related to performance issues can be identified, then an action plan can be implemented to solve
these issues. This methodology can elevate an ITES-BPO service provider’s performance improvements
and facilitate the completion of work products (WPs) that affect processes across the entire ITES-BPO
lifecycle.
Implementation of this document is not mandatory when a maturity assessment is conducted for an
ITES-BPO service organization. However, implementing this document is recommended when seeking
to improve business service performance, from the ITES-BPO service delivery perspective.
4.2 CPI, PRM and PAM
The ISO/IEC 30105–1 PRM defines the process categories that are included in the process dimension
of the PAM for ITES-BPO. It includes all aspects of an ITES-BPO service, from developing an ITES-
BPO solution, through service delivery, to transitioning out. It includes the leadership, relationship
management and enabling processes that support the outsourced business across its lifecycle.
The continual improvement process (TEN8), as shown in Figure 1, is an important part of tactical
enablement, which drives improvement of the ITES-BPO service delivery processes.
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ISO/IEC 30105-8:2022(E)
Figure 1 — ITES-BPO lifecycle processes and categories
The ISO/IEC 30105-2 PAM provides indicators to measure the ITES-BPO processes achievement and
capability.
Types of process performance indicators are:
— base practice (BP);
— work product (WP).
BP performance indicates the extent of achievement of the process purpose and process outcomes.
WPs are either used or produced (or both) when performing the process. BP and WP are the basis for
improving the process maturity of ITES-BPO organization that forms the organization maturity level.
The CPI methodology focuses on ITES-BPO service performance improvement.
CPI is based on three elements:
— performance criteria that are related to BP and WP as defined in ISO/IEC 30105-2;
— a CPI repository;
— a CPI assessment method that evaluates ITES-BPO service delivery through their lifecycle.
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ISO/IEC 30105-8:2022(E)
The CPI methodology can be used to determine critical success criteria, linked to business service
performance. By aligning to ISO/IEC 30105-1, and in particular SEN1 (see Figure 1), strategic planning
and direction setting, an organization can identify business objectives and strategies. These provide the
focus for determining an organization’s service performance criteria, and for understanding how these
criteria can be used to improve effectiveness and efficiency of services. Where an organization is not
yet aligned to ISO/IEC 30105-1, past issues can potentially provide insights that facilitate discussions to
determine service performance criteria. The conclusions provide data that:
— evolves into success stories;
— clarifies the benefits of achieving maturity model improvement by identifying WPs and BPs whose
implementation impacts on the performance of services.
5 CPI components
5.1 General
To improve the business service performance of ITES-BPO services, service providers should analyse
root causes of past and current issues and threats across all ITES-BPO service delivery.
To achieve this objective, 5.2 introduces new WPs that are required by the CPI methodology:
— root causes review report;
— service performance criteria review report;
— lifecycle continual performance improvement.
These WPs involve:
— inputs to ITES-BPO processes such as the continual improvement process (TEN8);
— outputs from ITES-BPO processes such as the issue management process (OEN7) or the risk
management process (TEN7).
5.2 Performance criteria for ITES-BPO services
5.2.1 Criticality of root cause of issues and threats
To identify issues and threats, ITES-BPO service providers should review customer requirements and
expectations, service delivery plans, issues, etc.
The types of issues and threats that can occur are varied, and include occurrences such as service
disruptions, as well as more far-reaching occurrences that can have financial, commercial or contractual
impacts.
A service provider should identify the root cause of these issues and threats for ITES-BPO service
delivery.
For instance, an ITES-BPO service help desk can encounter productivity issues caused by a lack of
procedures, or an ITES-BPO manufacturing service can encounter quality issues caused by obsolete
procedures.
These examples highlight two different issues that have two causes with two different characteristics
of the same WP: standard operating procedures (WP ID 5.16 as documented in ISO/IEC 30105-2).
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ISO/IEC 30105-8:2022(E)
The CPI methodology introduces the "STAR" (stability, transparency, adaptability and reliability)
categories as a template to help service providers to classify their root causes. The STAR categories can
be tailored.
NOTE ITES-BPO service adaptability and ITES-BPO service reliability categories will be respectively quoted
as adaptability and reliability to remain consistent with the other categories (stability and transparency).
Table 1 describes the STAR categories.
Table 1 — STAR categories
STAR categories Description
Root cause should be classified in the stability
Stability category category if events or changes in the ITES-BPO service
environment impact the ITES-BPO service delivery.
Root cause should be classified in the transparency
Transparency category category if it is related to performance monitoring and
reporting in the ITES-BPO service delivery.
Root cause should be classified in the adaptability
category if new service performance objectives or new
customer needs and expectations are not achieved
Adaptability category
through service execution and environment
performance, as planned, and if service
reconfiguration is required.
Root cause should be classified in the reliability
category if it is related to the ITES-BPO service not
Reliability category
performing as planned under specified conditions for a
specified period of time.
Service providers can use subcategories to simplify the interpretation and use of the root cause
classification. These subcategories can be related to the context of the organization (for example,
reliability root cause per business-units, per business segment or per service line).
The criticality of a root cause depends on the impact on the service and frequency of the issues and
threats.
It is possible for a root cause to be identified in more than one category. In this case, its criticality can be
added to its categories.
The criticality of the STAR categories and subcategories are the aggregated result of the associated
root causes criticalities. Service providers should use category and subcategory criticalities to identify
root cause patterns and prioritize the resolution of issues and threats. Service providers should include
these criticalities in the root cause review report.
The adequacy and suitability of root cause criticalities should be continually reviewed. The root cause
review report is a new WP for the continual improvement process (TEN8).
5.2.2 Defining service performance criteria
Service providers should use the root causes review report to select the associated WPs defined in the
ISO/IEC 30105-2.
The criticality of root causes helps the service providers to identify the WPs whose improvement can
resolve their main issues and threats.
To identify improvement opportunities, service providers should perform a gap analysis between
critical root causes and selected WP characteristics.
The efficiency of the issues and threats resolutions should be evaluated to validate the gap analysis
output.
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ISO/IEC 30105-8:2022(E)
Service providers should use the gap analysis output to define a set of requirements to assess their
ITES-BPO service delivery. These requirements are the service performance criteria.
Service performance criteria can be qualitative (e.g. acceptance criteria) or quantitative (e.g.
thresholds).
The adequacy and suitability of service performance criteria should be continually reviewed. The
service performance criteria review report is a new WP for the continual improvement process (TEN8).
Figure 2 illustrates the steps for defining service performance criteria.
Figure 2 — Steps to define service performance criteria
5.2.3 Informative case study: service performance criteria determination
5.2.3.1 General
This subclause provides an informative case study of service performance criteria determination (see
5.2.2), its structure is:
— context;
— root causes’ criticality;
— root causes and WPs mapping;
— service performance criteria determination.
Root cause and weight of importance of issues and threats are indicative and depend on the service
provider data and situation.
5.2.3.2 Context
To define its service performance criteria, a service provider classifies the root causes of its issues and
threats using the STAR categories. Figure 3 illustrates the fishbone diagram of these root causes and
provides the weight of importance of issues and threats per root cause.
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ISO/IEC 30105-8:2022(E)
Key
volume
Figure 3 — Fishbone diagram of the volume of root causes of issues and threats
The service provider is then able to:
— use the impact of these root causes to calculate criticality, which is identified during the issues’
reviews;
— select the associated WP's characteristics, which are defined in ISO/IEC 30105-2.
In the informative case study, the impacts of these root causes are decision making, brand, productivity,
competition, customer satisfaction and quality, which are critical to an ITES-BPO provider’s business
service performance.
The service provider can then prioritize the impacts. For this informative case study, Table 2 shows
indicative impact and priority which depend on the service provider data and situation.
Table 2 — Example of impact prioritization
Impact Priority
Decision making High (3)
Brand High (3)
Productivity High (3)
Competition High (3)
Customer satisfaction Medium (2)
Quality Medium (2)
5.2.3.3 Root causes’ criticality
The criticality of root causes can then be determined based on their impact and their weight of
importance. The results illustrated in Table 3 are based on the indicative weights of importance shown
in Figure 3 and indicative impact described in Table 2.
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ISO/IEC 30105-8:2022(E)
Table 3 — Example of determination of root causes criticality
Weight of Criticality
importance Impact (weight of
Root causes
(based on (based on Table 2) importance
Figure 3) × impact)
Customer satisfaction (2):
defect impacting customers
Stability –
35
unplanned 7 %
Productivity (3):
[7×(3+2)]
activities
lack of ITES-BPO service’s efficiency and
effectiveness
Stability –
15
unrequired Productivity (3):
5 %
business duplicate service demands
(5×3)
demands
Transparency –
18
Decision making (3):
measurement and 6 %
missing, unusable, unreliable indicators
(6×3)
reporting
Brand (3):
Transparency –
information flooding/lack of information 12
inappropriate 2 %
Productivity (3): [(2×(3+3)]
communication
lack of change management communication
Productivity (3):
Adaptability –
meaningless activities 36
strategic plan 6 %
Decision making (3): [(6×(3+3)]
deployment
business and strategic objectives inconsistent
Adaptability – Decision making (3):
18
roles and 6 % misunderstanding, duplicate work, implicit
(6×3)
responsibilities activities
Adaptability – Competition (3), customer satisfaction (2),
126
business quality (2):
18 %
objectives Service delivery failed to achieve business
[18×(3+2+2)]
achievement performance targets
Reliability –
50
human resources Productivity (3), quality (2): lack of resources,
10 %
capacity and excessive turnover, skills loss
[10×(3+2)]
capabilities
Reliability – Productivity (3):
45
infrastructure 15 % lack of infrastructure maintenance impacting the
(15×3)
maintenance service delivery productivity and efficiency
Productivity (3), brand (3), customer
satisfaction (2), quality (2):
250
Reliability –
25 % missing procedures, unknown or obsolete
procedures
[25×(3+3+2+2)]
procedures, procedures not aligned with those of
the customers
5.2.3.4 Root causes and WPs mapping
The service provider should then identify the associated WPs, which are documented in ISO/IEC 30105-2
(see Table 4).
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ISO/IEC 30105-8:2022(E)
Table 4 — Mapping of root causes to WPs and related ITES-BPO processes
Associated WPs
ITES-BPO processes for ITES-BPO processes for
Root causes documented in
which WPs are inputs which WPs are outputs
ISO/IEC 30105-2
Process maps and
TRN4 [Outcome c)]
Stability – unplanned
procedures TEN5 [Outcome a), j)]
activities
SDL4 [Outcome a), b), c)]
(WP ID 5.10)
RLS1 [Outcome b), f)]
SLN2 [Outcome b), c), f)]
TRN1 [Outcome c), g), i)]
TRN2 [Outcome a), b), c)]
TRN3 [Outcome a), b), d)]
RLS1 [Outcome b
...