IAOP Certification Standards & Requirements

Certified Outsourcing Specialist Foundation Principles (COS FP)

An outsourcing professional who has earned the Certified Outsourcing Specialist-Foundation Principles
(COS-FP) is an individual who has exposure to and general knowledge of basic practices and skills
needed to design, implement, and manage outsourcing relationships with a high probability of achieving
the intended business outcomes.
Certification Requirements
In order to get the COS - FP an individual has to successfully complete the 2 day Sourcing Governance
Foundation course (live or online), followed by passing and getting validated the paper based or online
test comprising 40 multiple choice questions (MCQ) with each having four options. The time allotted for
the exam is 60 minutes. To receive the certification, candidates must answer a minimum of 70% of
questions correctly.
The COS - FP is a basic level certification and does not require any previous certification as a
prerequisite. However, completing the Sourcing Governance Foundation course which is a requirement
of the COS-FP will award the candidate 25 points in the Knowledge and Training area towards the 150
needed for COP certification.
The Sourcing Governance Foundation course is a COS-FP certification qualifying training. The course
and qualifying COS-FP certification exam is offered by accredited trainers through APMG-International.
Additionally the Sourcing Governance Foundation Course has been mapped to the Outsourcing
Professional Standards and accredited with 25 points towards the COP Certification, 15 CEHs towards
COP Recertification, and inclusion in the Outsourcing Professional Course Catalog.
Sourcing Governance Foundation Course & Syllabus
The Sourcing Governance Foundation course provides a basic knowledge of what the main concepts of
Outsourcing and Sourcing Governance are and how they can be applied. Outsourcing IT services has
changed the management context for providing the business with the IT services it needs. Operational
control is transferred into management of commercial relationships, contracts and coordination of the
services from specialized suppliers. Best practice shows that implementing and operating a Sourcing
Governance Function will require staff awareness and understanding of the key principles and concepts
of outsourcing and sourcing governance. In this course an interactive approach is used combining
lecture, discussion and exercises.

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The training provides professionals in both the organization requiring Information Services and the
organization providing Information Services with a basic understanding of sourcing of Information
Services and the governance and management of these Information Services by the Demand Supply
Organization. On successful completion of the educational, in-course workbook exercises and
examination components related to this certificate, candidates will have acquired and demonstrated
knowledge and understanding in the following areas. (Annotated by the relevant Blooms level).
Opportunities, Risks and forms of Outsourcing (Knowing)
Lifecycle approach to outsourcing (Comprehending)
The Demand Supply Governance Framework (DSGF)(Knowing, Comprehending)
Implementing a Demand Supply Organization (Comprehending)
Length of the course: 2 days
Language: English
Material delivered: Both scheduled public course via classroom and Customized/onsite training
delivered via Classroom
Course Outline
DAY 1:
Introduction to Outsourcing and Governance
Sourcing Strategy
Scoping the Outsourcing Opportunity
Selection of Providers and Due Diligence
Contracting the Services
DAY 2:
Transition
Sourcing Governance Framework
Implementing a Demand Supply Organization
COS-FP Standards
1.Ability and Knowledge of Outsourcing Management Practice
1.1 Has exposure to and general knowledge of the need to define outsourcing in terms easily
understood by individuals at all levels of the organization and by outside stakeholders, including
shareholders and the public at-large.
1.2 Has exposure to and general knowledge of the need to identify market potential, availability of
services and service providers and case studies for various outsourcing opportunities, including:
benchmarking, utilizing market knowledge in helping to define outsourcing strategy and direction for
the organization
1.3 Has exposure to and general knowledge of the need tohave the business drivers, timeframes, and
commonly anticipated benefits of outsourcing in terms easily understood at all levels of the organization
and by outside stakeholders, including the public at-large.
1.4 Has exposure to and general knowledge of the need to identify a organizational solutions to address
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the business drivers and provide clear differentiation between outsourcing and creating an inter/intra
organizational solution (such as shared services)
1.5 Has exposure to and general knowledge of the need to identify the common challenges that impede
organizational success with outsourcing,.
1.6 Has exposure to and general knowledge of the need to define the role that a Certified Outsourcing
Professional plays in achieving intended organizational outcomes through outsourcing..
1.7 Has exposure to and general knowledge of the need to map the structure and operational
components of an organization to a common business process framework using a standard model such
as that defined in the Outsourcing Professional Body of Knowledge (OPBOK).
2.Abilty to Understand an Organizations End-to-End Process for Outsourcing
2.1 Has exposure to and general knowledge of the need to understand an organizations sourcing model
single sourcing versus multi-sourcing
2.2 Has exposure to and general knowledge of the need to understand an organizations end-to-end
process for evaluating, implementing, and managing outsourcing relationships
2.3 Has exposure to and general knowledge of the need to understand an organizations end-to-end
outsourcing planning, design, implementation, and management process
2.4 Has exposure to and general knowledge of the need to understand an organizations outsourcing
process maturity
3. Ability to Understand Integrating Outsourcing into an Organizations Business Strategy
3.1 Has exposure to and general knowledge of the need to of the framework of commonly-accepted
strategic and operational planning and assessment, tools and techniques to identify opportunities for
leveraging outsourcing to enhance business outcomes.
3.2 Has exposure to and general knowledge of the need for organizational agreement to a sourcing
decision matrix that includes addressing critical make versus buy considerations.
3.3 Has exposure to and general knowledge of the need to understand program for change
management
3.4 Has exposure to and general knowledge of the need to understand the scope of activities to be
included in, and not included in, an outsourcing opportunity
3.5 Has exposure to and general knowledge of the need to understand a process for prioritizing
outsourcing opportunities, including assessing key factors to be considered in the evaluation and
prioritization process
3.6 Has exposure to and general knowledge of the need to understand a comprehensive risk analysis
matrix
3.7 Has exposure to and general knowledge of that there are implications of applicable business
regulations and statutes, including: such as, the Sarbanes-Oxley Act, HIPAA, Privacy Act and other
country specific laws
3.8 Has exposure to and general knowledge that there are requirements of various operational
standards and certifications such as CMM, eSCM, 6-Sigma (black belt), TPA, NASD, ABA compliance
requirements
3.9 Has exposure to and general knowledge of the need for consensus and agreement to and lead
scope and prioritization evaluations across the organization
4. Ability to Understand Creating and Leading Outsourcing Project Teams
4.1 Has exposure to and general knowledge of the need that specific skills are required to support
project teams and their roles and responsibilities at each phase of the outsourcing initiative
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4.2 Has exposure to and general knowledge of the need to assemble and train effective teams for each
stage of each outsourcing project.
4.3 Has exposure to and general knowledge of the need to direct project teams at each stage of the
outsourcing process, including winning and maintaining the support of team members given the
numerous demands on their time
5. Ability to Understand Outsourcing Business Requirements
5.1 Has exposure to and general knowledge of the need to develop a clear statement of the
organizational goals and required outcomes
5.2 Has exposure to and general knowledge of the need to establish multi-year goals and objectives as a
framework for contract and establish operating guidelines for the duration
5.3 Has exposure to and general knowledge of the need todevelop an accurate and complete baseline of
current costs, environment, processes, and performance levels (current state) as well as a gap analysis
between these and the required performance levels.
5.4 Has exposure to and general knowledge of the need to develop critical success factors that define
business measures of success associated with the area under consideration for outsourcing aligned with
the organizations overall business objectives and key performance indicators (e.g. process
improvement, financial, service levels, changed business model, customer satisfaction etc.)
5.5 Has exposure to and general knowledge of the need to translate the organizations goals into one or
more documents that effectively communicate current and future requirements and the selection
criteria that organization plans on using to the marketplace.
5.6 Has exposure to and general knowledge of the need to utilize alternative collaborative approaches
to defining and developing outsourcing solutions, such as, the business case approach, an independent
qualification process for providers that can then be brought in by project teams to design and prototype
solutions.
5.7 Has exposure to and general knowledge of the need to ensure that a well defined and agreed to
process and checklist for development and dissemination of the outsourcing business requirements to
potential service providers is followed, such as that defined in the OPBOK Appendix
6. Ability to Understand Selecting Outsourcing Service Providers
6.1 Has exposure to and general knowledge of the need to take the organizational model for sourcing
and developing a list of criteria for the identification and selection of outsourcing service providers
6.2 Has exposure to and general knowledge of the need to utilize a wide-range of techniques for
identifying potential outsourcing service providers
6.3 Has exposure to and general knowledge of the need to establish and gain organizational agreement
on an objective and consistent process for reviewing, assessing, weighting, and scoring potential
outsourcing services providers
6.4 Has exposure to and general knowledge of the need to establish a due diligence model for validating
the selection of the service provider, including a framework for due diligence and process for conducting
due diligence including customer and business references
7. Ability to Understand the Need to Develop the Financial Analysis and Pricing an Outsourcing
Opportunity
7.1 Has exposure to and general knowledge of the need to develop a financial business model for
establishing an outsourcing business case
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7.2 Has exposure to and general knowledge of the need to fully capture current costs
7.3 Has exposure to and general knowledge of the need to forecast future costs over the outsourcing
decision timeframe
7.4 Has exposure to and general knowledge of the need to project costs directly attributable to
assessment, planning, execution, and management of the outsourcing relationships
7.5 Has exposure to and general knowledge of the need to project financial benefits of outsourcing over
the decision-making timeframe
7.6 Has exposure to and general knowledge of the need to evaluate and select the optimum pricing
model (contract type) for an outsourcing business agreement, including such options as: JM: Should
include volume, pilot and tenure pricing options.
7.7 Has exposure to and general knowledge of the need to define specific price-levels within the chosen
pricing models that are reasonable and consistent with current and probable future market conditions.
8.Ability to Understand the need for Developing and Negotiating the Contract for an Outsourcing
Agreement
8.1 Has exposure to and general knowledge of the need to define the most appropriate structure for an
outsourcing contract(s), including the use of separate term, scope of services, and pricing sections
8.2 Has exposure to and general knowledge of the need to ensure that each section of the contract
addresses the critical management considerations inherent in the outsourcing business relationship
8.3 Has exposure to and general knowledge of the need to ensure that all applicable legal
considerations, for all jurisdictions involved, are reflected in the contract, such as those documented in
the OPBOK Appendix.
8.4 Has exposure to and general knowledge of the need to model termination events, options and
alternatives and how contract terms impact the model selected
9. Ability to Understand the Need to Managing the transition to an Outsourced Environment,
Including Outsourcings Impact on Employees and Communities
9.1 Has exposure to and general knowledge of the need to develop a comprehensive transition plan
9.2 Has exposure to and general knowledge of the need to oversee the transition plan to the outsourced
environment, including considerations
9.3 Has exposure to and general knowledge of the need to develop and coordinate the communication
of an organizational agenda for change that demonstrates how customers, employees, and shareholders
will benefit
9.4 Has exposure to and general knowledge of the need to develop and coordinate an end-to-end
process for managing the impact of outsourcing on the organizations personnel
9.5 Has exposure to and general knowledge of the need to assess the potential community and media
reactions and to develop and oversee action plans to minimize any negative aspects
9.6 Has exposure to and general knowledge of the need to develop a transition back plan and model in
event of termination and including the plan as a part of the contract model
10. Ability to Understand the Need for Outsourcing Governance
10.1 Has exposure to and general knowledge of the need to design and oversee an organizations
outsourcing governance model
10.2 Has exposure to and general knowledge of the need to design and implement an interdependent
project management office for managing across multiple organizations that addresses
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10.3 Has exposure to and general knowledge of the need to define and implement an interdependent
planning methodology
10.4 Has exposure to and general knowledge of the need to measure, assess, and achieve continual
improvement in organizational outcomes through outsourcing relative to original goals and changing
business needs
10.5 Has exposure to and general knowledge of the need to evaluate and assess current providers
relative to changing capabilities, competitiveness, and organizational needs, often referred to as vendor
management
10.6 Has exposure to and general knowledge of the need to renegotiate or disengage and re-insource
existing relationships relative to current performance, changing requirements and marketplace realities
10.7 Has exposure to and general knowledge of the need to define and manage a program of continuous
improvement that integrates lessons from previous outsourcing implementations into future initiatives

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