Terminate the IT Infrastructure Outsourcing Relationship
There must be 50 ways to leave your vendor.
RETIRED CONTENT
Please note that the content on this page is retired. This content is not maintained and may contain information or links that are out of date.Inadequate assessment and planning when terminating your outsourcing relationship can cause:
- Recurring vendor problems after project implementation
- Poor system performance
- Downtime impacting the business
A proper root cause assessment of outsourcing problems and project planning will result in:
- Greater perceived value from the outsourcing relationship
- Improved system performance and/or reduced costs
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Onsite Workshops offer an easy way to accelerate your project. If you are unable to do the project yourself, and a Guided Implementation isn’t enough, we offer low-cost onsite delivery of our Project Workshops. We take you through every phase of your project and ensure that you have a road map in place to complete your project successfully.
Module 1: Diagnose the Problem
The Purpose
- Identify the reasons for terminating your relationship.
- Diagnose the problems underlying your dissatisfaction with the current agreement.
Key Benefits Achieved
- Identified problems causing grief in the outsourcing relationship.
| Activities: | Outputs: | |
|---|---|---|
| 1.1 | Identify problems underlying the dissatisfaction with your current agreement |
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Module 2: Validate the Outsourcing Strategy
The Purpose
- Re-assess the outsourcing strategy to ensure that it is still appropriate for the organization.
Key Benefits Achieved
- A cost effective outsourcing strategy that is a good strategic fit with the organization.
| Activities: | Outputs: | |
|---|---|---|
| 2.1 | Re-assess outsourced infrastructure components |
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| 2.2 | Re-evaluate your short-term and long-term requirements |
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| 2.3 | Validate your selected deployment model |
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Module 3: Make the Case and Structure the Project
The Purpose
- Select the best course of action based on a qualitative and quantitative analysis.
- Structure the project to maximize success.
Key Benefits Achieved
- Carefully evaluated options resulting in the best selected course of action.
- Structured project to maximize project success.
| Activities: | Outputs: | |
|---|---|---|
| 3.1 | Make the qualitative and financial case for each option |
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| 3.2 | Make the go/no-go decision |
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| 3.3 | Develop the business case |
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Module 4: Develop a Plan to Stay With the Provider
The Purpose
- Develop a plan to rehabilitate or renegotiate your current agreement.
Key Benefits Achieved
- Plan to rehabilitate or re-negotiate with the vendor to address potential root problems such as lack of vendor management.
| Activities: | Outputs: | |
|---|---|---|
| 4.1 | Develop a rehabilitation plan |
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| 4.2 | Develop vendor management capabilities and a collaborative partnership |
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| 4.3 | Re-negotiate your contract |
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Module 5: Select a New Provider
The Purpose
- Select the most suitable provider for the organization’s needs.
Key Benefits Achieved
- Suitable provider that can meet both current and future requirements selected.
| Activities: | Outputs: | |
|---|---|---|
| 5.1 | Design your RFP |
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| 5.2 | Score your RFP responses |
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| 5.3 | Steps to take before selecting a new provider |
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| 5.4 | Review the SLAs and contract |
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Module 6: Develop a Plan and Execute the Move
The Purpose
- Develop an action plan that will minimize risks and maintain business uptime requirements.
Key Benefits Achieved
- A moving plan will minimize risks and maintain business uptime requirements.
| Activities: | Outputs: | |
|---|---|---|
| 6.1 | Examine moving strategies and develop a transition plan |
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| 6.2 | Notify the incumbent |
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| 6.3 | Measure project success |
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