Gather the information on the services to be outsourced so as to establish their scope, understand feasibility, set basic requirements for the request for information and proposal, and compare current with outsourced services, using enterprise process blueprints and models so enterprise goals and policies are reflected. Activities: identify services and their boundaries down to service blueprints covering processes, people, tools and technology; identify the service's role in the value chain, its strategic importance and restrictions on outsourcing, its underlying elements and interactions and whether it can be detached; identify resources and assets (personnel, knowledge, intellectual property, applications, data, hardware, machinery); determine quality, volumes, costs, and the known constraints and risks; identify current performance levels and consistency; benchmark cost and performance; identify improvement targets and strategic constraints, handing the information to 7.2. Leadership owns this, supported by functional management and possibly consultants. Success factors: accurate, objective performance data per service, clear scope and demarcation, knowledge of processes and service management, management commitment. Output: detailed information on the potential services.
The graph holds this control, the 0 it maps to, and the evidence behind each claim, over MCP and REST.