Outsourcing Strategies Quiz

What is the main reason customers may pursue sourcing strategies requiring services from external providers?

Which type of Service Provider is typically the best choice for customers requiring services beyond their organization's capabilities?

What does a good business model describe in an organization?

Why is having a unique service strategy important for a Service Provider?

What type of assets are better to buy rather than own and operate according to the text?

In managing services for a customer, where does the power of combining capabilities lie?

What is the main purpose of the Service Portfolio for a Service Provider?

Which of the following is NOT an actionable component of service definitions in terms of utility according to the text?

What is an integral part of a Service Provider's Service Portfolio according to the text?

Which governance aspect is highlighted as very important in Service Portfolio Management (SPM)?

How do Service Providers identify their market spaces as per the text?

What does the Service Portfolio represent for a Service Provider according to the text?

What is the core component of a good service management practice according to the text?

In service strategy, why is providing services in close geographical proximity preferred?

Which aspect guides the design of a service according to the text?

How are service strategies executed in a given market space?

What do contracts in service strategy specify?

Why is Service Strategy considered a prime component in good service management practice?

The Service Pipeline consists of services that are fully operational and in use by customers.

Items can enter the Service Catalogue without undergoing a due diligence process related to costs and risks.

The Service Catalogue is a subset of the Service Portfolio that is visible to customers.

Approval for items to enter the Service Pipeline is granted by the Service Pipeline itself.

The Service Portfolio management process includes activities such as defining inventories and prioritizing services.

The general outlook of a Service Provider for the future is reflected in the Service Pipeline.

The Service Portfolio is the only part of the Portfolio that recovers costs or earns profits.

The Service Catalogue includes elements like supported products, ordering and request procedures, and risks.

The Service Portfolio and Service Catalogue both play a role in securing the financial viability of the Service Provider.

Service Improvement Plan is a standalone component separate from the Service Portfolio.

The Service Portfolio should ensure alignment and prioritization to balance supply and demand effectively.

Communicating decisions and allocating resources are tasks within the Service Charter.

Service Providers should define service by business outcomes to identify their market spaces.

The Service Portfolio includes only the commitments made to a single customer.

Third-party services are not part of a Service Provider's Service Portfolio.

Each phase of the Service Lifecycle does not require resources for its completion.

Service Portfolio Management (SPM) is not considered an important governance aspect according to the text.

Service Providers do not need to consider third-party services in their Service Portfolio.

Service management must invest further in assets such as process, knowledge, people, and applications to handle the increase in value.

Successful learning and growth enable commitments of lower service levels as service management gets conditioned to handle smaller challenges.

Market space is defined by a set of business outcomes that can be facilitated by a service.

Key business applications being monitored and secure can be the basis of one or more market spaces.

Service providers do not need to consider third-party services in their Service Portfolio.

Items can enter the Service Catalogue without undergoing a due diligence process related to costs and risks.

The Service Portfolio represents the commitments and investments made by a Service Provider for a single market space only.

Third-party services are not considered as part of a Service Provider's Service Portfolio.

The Service Portfolio management process does not involve defining inventories and prioritizing services.

Each phase of the Service Lifecycle requires resources for completion of tasks, initiatives, and contracts.

Service Portfolio Management (SPM) is not considered an important governance aspect according to the text.

Service Definitions in terms of utility do not include providing value to the customer when loans officers determine credit rating of applicants.

Type I service providers operate strictly within the mandates of the business.

Shared Service Providers (SSUs) are maintained at the corporate level for direct customer service.

External Service Providers can drive down unit costs by consolidating demand.

Type I service providers have a more evolved governing structure compared to Shared Service Providers.

Shared Service Providers can model themselves along the lines of external service providers in the open market.

The Service Portfolio is the only part of the Portfolio that recovers costs or earns profits.