Set down the prerequisites and business goals of outsourcing formally in a strategy describing the overall approach as a set of services and opportunities, combined into scenarios each with a business case, and revisited as business, functional and sourcing strategies change. Activities: formulate scenarios from the impact reports into a strategy portfolio; determine requirements for outsourcing models and governance (organizational layout, authority, responsibilities); determine the risk management and control approach (Annex B, ISO 31000); determine the provider selection approach; and determine the transfer and transformation approach including the human resources impact assessment method. The strategy contains outsourcing goals, principles and constraints and the value to deliver; the outsourcing model (which combination of people, process and technology and why); the approach (single or multi-sourcing, domestic, near-shore or offshore, limited or open tender); the type of provider relationship, depending on business impact on core processes and whether the service is commodity or specialised; a scope document listing what may and may not be outsourced and where; the detailed strategy with consequences, risks and choices; scenario selection criteria; a high-level execution plan; and a high-level business case. Top leadership should formally approve it; the process is also triggered by exit decisions or major reconsiderations, validating whether the current arrangement still aligns and delivers. Success factors: data availability and quality, clear long-term goals, formal approval. Outputs: the outsourcing strategy and model.
The graph holds this control, the 0 it maps to, and the evidence behind each claim, over MCP and REST.