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Home Page for the Information Technology (IT) Discipline

"Supplier Expectations Management"


Table of Contents

Introduction: Introduction to Supplier Expectations Management
Framework: Using This Artifact as a "Supplier Expectations Management Framework"
Key Terms: Key Terms for Supplier Expectations Management
Glossary: The "Supplier Expectations Management Glossary"
Capabilities: Supplier Expectations Management as an Enterprise Capability
Ownership: Clearly Defined Supplier Expectations Management Ownership is Critical for Success
Verbs and Actions: Understanding Why Verbs and Actions are Important to Supplier Expectations Management
Roles: Key Verb and Action Driven Roles For Supplier Expectations Management
Taxonomy: Understanding Supplier Expectations Management Classifications or Categorizations
Ontology: Supplier Expectations Management Ontology as a Means for Language Standardization
Life Cycle (Lifecycle): Lifecycle Phases for Supplier Expectations Management
Inventories: Supplier Expectations Management Inventories
Environments: Supplier Expectations Management Environments
Metrics: Supplier Expectations Management Metrics
Services: Supplier Expectations Management as a Set of Services (a.k.a. Supplier Expectations Management Services)
Service Paradigms: Centralized Supplier Expectations Management vs. Federated Supplier Expectations Management
Principles & Best Practices: Common Principles and Best Practices for Supplier Expectations Management
Further Reading and Reference Material for Supplier Expectations Management


Introduction: Introduction to Supplier Expectations Management

This document represents an aggregated, ordered and contextualized view of the material we've been able to compile and publish that is related to the topic of "Supplier Expectations Management." The goal is to make this page a landing and launch point for all things related to this topic. As our content becomes more complete and more accurate, this page should become a very useful and powerful knowledge base for this topic and all parties interested in it.

You'll find that the content for this document is consistent with that of other discipline related documents. This is intentional. The consistency is based on a knowledge pattern that helps individuals learn more about different topics, quicker and more efficiently. We hope you find the material useful and easy to learn.

It's important to realize that content in this document and any related sub-documents are constantly evolving. Therefore, we recommend you check for updates, regularly, to keep up with the latest material.

The Foundation always welcomes your feedback and suggestions for improvement, as we're always looking for ways to improve our solutions and offerings to the general community.

All solutions published by the Foundation are subject to the terms and conditions of the Foundation's Master Agreement.


Framework: Using This Artifact as a "Supplier Expectations Management Framework"

This document or artifact, along with everything in it, is intended to act as a "Framework" that addresses various aspects of Supplier Expectations Management.

The readers will notice that most sections in the Table of Contents (TOC) use a format where the TOC entry is prefixed with a topic name, followed by a short descriptive title (i.e. "TOPIC_NAME: TOPIC_RELATED_SECTION_TITLE"). This is intentional and represents a format by which the Foundation may achieve things like the identification of appropriate topic areas, the segregation of distinct topic areas from each other, the appropriate ordering of topic areas, and achieve the maintenance of consistency, both, within and across different IT Disciplines.

To elaborate, this artifact is intended to:

  1. Organize different areas of the discipline known as Supplier Expectations Management into clear and compartmentalized areas that allow the Foundation to more effectively and productively collect, document and publish information that pertains to this discipline.
  2. Decompose each area of Supplier Expectations Management into smaller and, therefore, more digestible units for more efficient learning and understanding.
  3. Document common industry wisdom about each area, piece or subcomponent of Supplier Expectations Management
  4. Act as a set of Supplier Expectations Management related best practices and guidelines that have been collected, documented, and published for the benefit of IT Professionals, regardless of their specific industry, line of business, or area of expertise.
  5. Act as a consistent and repeatable pattern for documenting, publishing and learning, both, within this Discipline and across "all" Disciplines.

From the Foundation's perspective, if done correctly, all of the above will allow the Foundation to properly decompose, document and publish content related to each sub-area or sub-topic for each IT Discipline, including this specific discipline (i.e. "Supplier Expectations Management").

From the reader's perspective, if done correctly, all of the above will allow him or her to easily find and learn about specific areas of interest associated with this and all other IT Disciplines in a manner where the reader may effectively consume and digest material in small atomic segments that act as repeatable and more effective learning units.

As this artifact evolves and progresses, the reader will see it address key areas of the professional IT Discipline "Supplier Expectations Management" that range from its detailed definition through closely related terms, phrases and their definitions, to its detailed specification of Supplier Expectations Management Capabilities, and all the way through to defining, delivering, operating and supporting Supplier Expectations Management Services.

As mentioned previously, this document will continue to evolve and the Foundation recommends the reader check back, regularly, to stay abreast of modifications and new developments. It is also important to understand that the structure of this artifact may change to meet the needs of such evolution.


Key Terms for Supplier Expectations Management

Before moving on to learn more about the rest of the Supplier Expectations Management framework, we suggest that you take some time to familiarlize yourself with the following very basic term(s)...

Supplier Expectation:

"1. An expectation set for or by a Supplier, such as a Commitment or an Agreement."

Supplier Expectations Management:

"1. The professional discipline that involves working with, in or on any aspect of planning, delivering, operating or supporting for one or more Supplier Expectation Items or any and all solutions put in place to deal with such Items.

2. The solution set that a person or organization puts in place to manage one or more Supplier Expectation Items.

3. The process or processes put in place by a person or organization to assist in the management, coordination, control, delivery, or support of one or more Supplier Expectation Items.

4. The Enterprise Capability that represents the general ability or functional capacity for a Resource or Organization to deal with or handle one or more Supplier Expectation Items. Such a term is often used by Information Technology (IT) Architects when performing or engaging in the activities associated with general Capability Modeling."

In addition to the above basic term(s), you can also learn a great deal about Supplier Expectations Management by familiarizing yourself with the broader spectrum of terms that make up the Supplier Expectations Management Glossary...


Glossary: The "Supplier Expectations Management Glossary"

IT Glossary

Language between IT professionals and the businesses we serve is often a significant barrier to success, as we often spend countless hours trying to interpret each other's meanings. This is often also true between IT professionals who are taught to use certain terms and definitions as part of the organizations and industries they serve. It's when you start to jump from organization to organization, from enterprise to enterprise, and from industry to industry that you realize how much time and effort is wasted on just getting language and meanings correct. For these reasons, the Foundation puts a great deal of focus on terms and phrases, as well as their corresponding definitions. We highly recommend you spend time learning and understanding all of the related terms and phrases, along with their meanings, for all areas of "Supplier Expectations Management."

Supplier Expectations Management Glossary
Centralized Supplier Expectation Management Supplier Expectation Management Plan
Decentralized Supplier Expectation Management Supplier Expectation Management Platform
Enterprise Supplier Expectation Management Supplier Expectation Management Policy
Federated Supplier Expectation Management Supplier Expectation Management Portfolio
Regional Supplier Expectation Management Supplier Expectation Management Principle
Supplier Catalog Supplier Expectation Management Procedure
Supplier Governance Supplier Expectation Management Process
Supplier Inventory Supplier Expectation Management Professional
Supplier Management Software Supplier Expectation Management Program
Supplier Portfolio Management Supplier Expectation Management Project
Supplier Repository Supplier Expectation Management Reference Architecture
Supplier Support Supplier Expectation Management Release
Supplier Taxonomy Supplier Expectation Management Report
Supplier Expectation Supplier Expectation Management Reporting
Supplier Expectation Automation Supplier Expectation Management Roadmap
Supplier Expectation Capacity Management Supplier Expectation Management Role
Supplier Expectation Catalogue Supplier Expectation Management Rule
Supplier Expectation Configuration Supplier Expectation Management Schedule
Supplier Expectation Configuration Item Supplier Expectation Management Security
Supplier Expectation Configuration Management Supplier Expectation Management Service
Supplier Expectation Cost Supplier Expectation Management Service Assurance
Supplier Expectation Data Entity Supplier Expectation Management Service Contract
Supplier Expectation Database Supplier Expectation Management Service Level Agreement (SLA)
Supplier Expectation Decommission Supplier Expectation Management Service Level Objective (SLO)
Supplier Expectation Delivery Supplier Expectation Management Service Level Requirement (SLR)
Supplier Expectation Dependency Supplier Expectation Management Service Level Target (SLT)
Supplier Expectation Deployment Supplier Expectation Management Service Provider
Supplier Expectation Document Supplier Expectation Management Service Request
Supplier Expectation Document Management Supplier Expectation Management Solution
Supplier Expectation File Plan Supplier Expectation Management Stakeholder
Supplier Expectation Framework Supplier Expectation Management Standard
Supplier Expectation History Supplier Expectation Management Strategy
Supplier Expectation Identifier Supplier Expectation Management Supply
Supplier Expectation Item Supplier Expectation Management Support
Supplier Expectation Lifecycle Supplier Expectation Management System
Supplier Expectation Lifecycle Management Supplier Expectation Management Theory
Supplier Expectation Management Application Supplier Expectation Management Training
Supplier Expectation Management Best Practice Supplier Expectation Management Vision
Supplier Expectation Management Blog Supplier Expectation Management Wiki
Supplier Expectation Management Capability Supplier Expectation Management Workflow
Supplier Expectation Management Center of Excellence Supplier Expectation Metadata
Supplier Expectation Management Certification Supplier Expectation Migration
Supplier Expectation Management Class Supplier Expectation Plan
Supplier Expectation Management Community of Practice (CoP) Supplier Expectation Portfolio
Supplier Expectation Management Course Supplier Expectation Processing
Supplier Expectation Management Data Supplier Expectation Record
Supplier Expectation Management Data Dictionary Supplier Expectation Records Management
Supplier Expectation Management Database Supplier Expectation Reuse
Supplier Expectation Management Demand Supplier Expectation Review
Supplier Expectation Management Dependency Supplier Expectation Schedule
Supplier Expectation Management Discussion Forum Supplier Expectation Schematic (Schema)
Supplier Expectation Management Document Supplier Expectation Security
Supplier Expectation Management Documentation Supplier Expectation Software
Supplier Expectation Management File Plan Supplier Expectation Strategy
Supplier Expectation Management Form Supplier Expectation Termination
Supplier Expectation Management Framework Supplier Expectation Tracking
Supplier Expectation Management Governance Supplier Expectation Tracking Software
Supplier Expectation Management Knowledge Supplier Expectation Transaction
Supplier Expectation Management Lessons Learned Supplier Expectation Unique Identifier
Supplier Expectation Management Metric Supplier Expectation Verification
Supplier Expectation Management Operating Model Supplier Expectation Version
Supplier Expectation Management Organization Supplier Expectation Workflow
Supplier Expectation Management Plan Supplier Expectations Management

Please refer to the IT Glossary for other terms and phrases that may be relevant to this professional discipline.

Readers may also refer to the Taxonomy of Glossaries for terms and phrases that are semantically grouped according to IT Disciplines or enterprise domains.

This Supplier Expectations Management Glossary is a contextual subset of the master IF4IT Glossary of Terms and Phrases. The master glossary can be used by you and your enterprise as a foundation for broader understanding of Information Technology and can be used as a teaching and learning tool for those you work with, helping to ensure a common and more standard language.


Capabilities: Supplier Expectations Management as an Enterprise Capability

A Capability, as it pertains to Information Technology (IT) or to an enterprise that an IT Organization serves, is defined to be "A manageable feature, faculty, function, process, service or discipline that represents an ability to perform something which yields an expected set of results and is capable of further advancement or development. In other words, a Capability is nothing more than "the ability to do something" or, quite simply, a Feature or Function. Therefore, when applied to an enterprise, a Capability represents a critical Enterprise Feature or Enterprise Function.

When it comes to Capabilities, there are multiple types that an enterprise needs to be aware of. Examples include but are not limited to:

As can be seen above, there are Capabilities that are associated with Resources, Organizations, and Assets such as Systems. All are important to an enterprise.

In the case of this IT Discipline (i.e. Supplier Expectations Management), we use the word Capability in the context of an Enterprise Capability or an IT Capability, which are both equivalent to Enterprise Disciplines or IT Disciplines, respectively. In short, the Capability of Supplier Expectations Management represents the ability to deal with any and all Supplier Expectation Items and anything relevant that is related to or associated with any Supplier Expectation Items.

If you think about it, a capability is really nothing more than a "verb" or "action that represents "the ability to do something." Understanding this allows us to derive a consistent and highly repeatable set of sub-capabilities for any Noun we're dealing with. For example:

In summary, the implication is that the Enterprise Capability or Enterprise Discipline known as Supplier Expectations Management is the superset of all the above Sub-Capabilities, as they pertain to or are applied to the discipline-specific Noun: "Supplier Expectation." This now translates more specifically to:

For a more complete list of very specific Capabilities/Disciplines, refer to the Foundation's Master Inventory of IT Disciplines. It is important to note that this inventory is in a flat or non-hierarchical form, specifically because "hierarchy" is almost always a matter of personal preference or context (what hierarchy is important to one Resource or Organization may be unimportant to another's needs or requirements). Therefore, the Foundation has published its inventory of Capabilities in a non-hierarchical, flat form.

This now brings us to a very obvious problem that surrounds Capabilities, which is the fact that there are simply too many "granular" or "specific" Capabilities to document and publish in any single Capability Model. The end result is that a Capability Model may become unwieldy because of trying to incorporate so many different specific Capabilities. Also, Capability Modeling "Purists," who all have their own (and very differing) opinions about how Capability Models should or should not be represented, almost always refuse to get into the details. To address this, we recommend using a generic set of Capabilities that map to and are driven by the Systems Development Life Cycle. For example:

As you can see from the above, we now have a very limited, controlled and manageable set of Discipline-specific Capabilities for the Discipline Supplier Expectations Management.

As a reminder, the above Capability representations are "suggestions" for baselining or initializing your own Enterprise Capability Model (ECM). It's recommended that you take the time to work with your enterprise stakeholders to improve upon and/or customize your own ECM so that you can help meet their needs. However, with that being said, it's always a better idea to go in with a baseline that you can modify rather than building your own solution from scratch, especially if your goals are to standardize, not reinvent the wheel, and not deviate too far from what other enterprises are doing to model their own environments. This is especially true if you've never had any experience building ECMs that have gained and maintained full adoption.

Why do enterprises perform Capability Modeling? Enterprises most often build Capability Models that are associated with Supplier Expectations Management for the following reasons...

Capability Modeling Recommendations: Some things to consider and keep in mind when working on or creating your Supplier Expectations Management and Enterprise Capability Models...

Learn More About Capability Models: Taking the time to learn about and understand Capability Models, what they're for, and how they're used may help you learn how Supplier Expectations Management better fits into the broader enterprise. Therefore, we suggest you spend some time reviewing and understanding the IF4IT Enterprise Capability Model...

Enterprise Capability Model

Ownership: Clearly Defined Supplier Expectations Management Ownership is Critical for Success

IT Discipline Ownership

Here's a very simple fact... If an enterprise does not establish and enforce clearly defined Ownership (i.e. a Resources and his or her Organization are assigned as accountable ownership) for Supplier Expectations Management, the enterprise has automatically set itself up for failure in its implementation of that discipline. Therefore, if you and your enterprise want to implement and maintain a successful solution for Supplier Expectations Management, there must be a clearly defined Owner that can and will be held accountable for getting work done, providing transparency, helping with strategy setting, and coordinating implementation of Supplier Expectations Management as a fully functional and mature enterprise Service.

Having clearly defined Ownership should not be confused with having fully dedicated Resources that spend one hundred percent of their time working on Supplier Expectations Management. In fact, smaller enterprises can rarely afford to dedicate full time Resources, like larger enterprises can, to all enterprise IT Disciplines. This being the case, all IT Disciplines, including Supplier Expectations Management, should "always" have clearly defined Owners so that there is always a clear point of accountability and contact for any issues or work that need to be addressed.

In addition to the common best practice of having clearly assigned Ownership for Supplier Expectations Management, it is also considered a best practice to clearly publish and socialize Supplier Expectations Management Ownership details to a centralized location (often referred to as a "Service Catalog" or an "Enterprise Service Catalog"), along with Ownership details for all other IT Disciplines, so that the entire enterprise has constant access to it.

Canonical Ownership of an Enterprise Capability

Figure: How Ownership of the Capability Supplier Expectations Management fits into the Canonical Model for IT

The above figure helps us understand how Capability or Discipline Ownership fits into the Canonical Model for Information Technology (IT) (i.e. "Think," "Deliver," and "Operate"). Owners are assigned to individual Disciplines or Capabilities, such as Supplier Expectations Management, and are instantly made accountable to the enterprise for the results of all Supplier Expectations Management Thinking activities (i.e. Strategy, Research, Planning and Design), all Supplier Expectations Management Delivery activities (i.e. Construction, Deployment and Quality Assurance), and all Supplier Expectations Management Operations activities (i.e. Use, Maintenance and Support). Done correctly, Supplier Expectations Management Ownership is constant and ongoing. It's important to understand that such assigned Ownership should "never" end so that there is clear and constant accountability and transparency for all aspects of the Canonical Model to the enterprise.

Not having clear Ownership for Supplier Expectations Management means that there is no clear understanding of who is accountable for it, who can provide understanding of what's going on within it, who can help the enterprise provide short term and long term descriptions of work being performed within the Discipline area to improve it over time for its customers, and who can help with getting work done that's associated with it. It means your or your enterprise's implementation for Supplier Expectations Management will be highly incomplete and erratic because no one is constantly (or even partially) watching over the Discipline and its needs for maintenance and evolution. Not having clear Supplier Expectations Management Ownership is a recipe for confusion and, sometimes, even chaos.

In summary, if you and your enterprise truly want to be successful with your implementation of Supplier Expectations Management, ensure that a clear and highly accountable owner is identified and assigned to the Discipline. Publish those ownership details, preferably in an enterprise's Service Catalog, and socialize it so everyone knows whom to go to for answers and for help with Supplier Expectations Management related work. In other words, if you want to implement Supplier Expectations Management as an enterprise Service, then you absolutely must start with clearly defined, published and socialized Ownership.


Verbs and Actions: Understanding Why Verbs and Actions are Important to Supplier Expectations Management

Throughout the Foundation's documentation, you will continuously run into the references of "Nouns and Verbs." These concepts are key to consistency and standardization, throughout the IT Industry, down to each and every IT Discipline. Given that we've discussed the impact of "Nouns" on the discipline of "Supplier Expectations Management," this section will start to discuss the importance of "Verbs" or "Actions" that can be performed with or against the key Noun or Nouns associated with this Discipline. To reiterate, Verbs or Actions allow us to clearly understand what can be performed on or with the Noun in question. As will be discussed in the next section, Verbs or Actions will also help us clearly identify whom it is (i.e. the "who" or more specifically the Roles) that performs or executes such Verbs or Actions against a Discipline and its associated Noun or Nouns. As will be discussed later, Verbs or Actions will also help identify key Attributes (i.e. Field Names) that are necessary for the very data definition of the Noun or Nouns for this Discipline and will even help identify which Verbs or Actions can be automated for this Discipline.

As a reminder, the base Noun for the discipline known as Supplier Expectations Management is: "Supplier Expectation," which is sometimes referred to as a the Noun: "Supplier Expectation Item."

By now, it should be becoming apparent that verbs represent a baseline for defining solid functional requirements and sub-capabilities for what would be a part of any good Supplier Expectations Management System or Service. What this means is that if you and/or your Organization is looking for a solution in this space (e.g. the purchasing or building of a software solution or the implementation of a Service to address the needs of Supplier Expectations Management), you could use discipline-related verbs to drive the foundation of what the solution should or shouldn't do, as mapped to specific stakeholders that will use or provide the solution.

Examples of the types of Verbs or Actions that are important to this Discipline include but are not limited to:

The above list represents a very small subset of all Verbs or Actions that are relevant for this Discipline. The more complete set can be found in the Roles section of this document, where readers can see the direct correlation of Verb to Noun and to, both, Generic Role and Discipline Specific Role.


Roles: Key Verb and Action Driven Roles For Supplier Expectations Management

An "action" or a "verb" is something that can be performed on or with a specific "noun." The reason it is important to itemize all relevant verbs is because we can now start to determine what we can or cannot do with the noun in question, where in this case the noun is "Supplier Expectation."

Actions/Verbs Example as Applied to "Supplier Expectation" Generic Roles Discipline-Specific Roles
Administrate Administrate Supplier Expectation Administrator Supplier Expectation Administrator
Approve Approve Supplier Expectation Approver Supplier Expectation Approver
Architect Architect Supplier Expectation Architector Supplier Expectation Architector
Archive Archive Supplier Expectation Archiver Supplier Expectation Archiver
Audit Audit Supplier Expectation Auditor Supplier Expectation Auditor
Bundle Bundle Supplier Expectation Bundler Supplier Expectation Bundler
Clone Clone Supplier Expectation Cloner Supplier Expectation Cloner
Code Code Supplier Expectation Coder Supplier Expectation Coder
Configure Configure Supplier Expectation Configurer Supplier Expectation Configurer
Copy Copy Supplier Expectation Copier Supplier Expectation Copier
Create Create Supplier Expectation Creator Supplier Expectation Creator
Decommission Decommission Supplier Expectation Decommissioner Supplier Expectation Decommissioner
Delete Delete Supplier Expectation Deletor Supplier Expectation Deletor
Deploy Deploy Supplier Expectation Deployer Supplier Expectation Deployer
Deprecate Deprecate Supplier Expectation Deprecator Supplier Expectation Deprecator
Design Design Supplier Expectation Designer Supplier Expectation Designer
Destroy Destroy Supplier Expectation Destroyer Supplier Expectation Destroyer
Develop Develop Supplier Expectation Developer Supplier Expectation Developer
Distribute Distribute Supplier Expectation Distributor Supplier Expectation Distributor
Download Download Supplier Expectation Downloader Supplier Expectation Downloader
Edit Edit Supplier Expectation Editor Supplier Expectation Editor
Educate Educate Supplier Expectation Educator Supplier Expectation Educator
Export Export Supplier Expectation Exporter Supplier Expectation Exporter
Govern Govern Supplier Expectation Governor Supplier Expectation Governor
Import Import Supplier Expectation Importer Supplier Expectation Importer
Initialize Initialize Supplier Expectation Initializer Supplier Expectation Initializer
Install Install Supplier Expectation Installer Supplier Expectation Installer
Instantiate Instantiate Supplier Expectation Instantiator Supplier Expectation Instantiator
Integrate Integrate Supplier Expectation Integrator Supplier Expectation Integrator
Manage Manage Supplier Expectation Manager Supplier Expectation Manager
Merge Merge Supplier Expectation Merger Supplier Expectation Merger
Modify Modify Supplier Expectation Modifier Supplier Expectation Modifier
Move Move Supplier Expectation Mover Supplier Expectation Mover
Own Own Supplier Expectation Owner Supplier Expectation Owner
Package Package Supplier Expectation Packager Supplier Expectation Packager
Persist Persist Supplier Expectation Persister Supplier Expectation Persister
Plan Plan Supplier Expectation Planner Supplier Expectation Planner
Purge Purge Supplier Expectation Purger Supplier Expectation Purger
Receive Receive Supplier Expectation Receiver Supplier Expectation Receiver
Record Record Supplier Expectation Recorder Supplier Expectation Recorder
Recover Recover Supplier Expectation Recoverer Supplier Expectation Recoverer
Register Register Supplier Expectation Registrar Supplier Expectation Registrar
Relocate Relocate Supplier Expectation Relocator Supplier Expectation Relocator
Reject Reject Supplier Expectation Rejecter Supplier Expectation Rejecter
Remove Remove Supplier Expectation Remover Supplier Expectation Remover
Replicate Replicate Supplier Expectation Replicator Supplier Expectation Replicator
Report Report Supplier Expectation Reporter Supplier Expectation Reporter
Request Request Supplier Expectation Requestor Supplier Expectation Requestor
Restore Restore Supplier Expectation Restorer Supplier Expectation Restorer
Review Review Supplier Expectation Reviewer Supplier Expectation Reviewer
Save Save Supplier Expectation Saver Supplier Expectation Saver
Search Search Supplier Expectation Searcher Supplier Expectation Searcher
Split Split Supplier Expectation Splitter Supplier Expectation Splitter
Sponsor Sponsor Supplier Expectation Sponsor Supplier Expectation Sponsor
Store Store Supplier Expectation Storer Supplier Expectation Storer
Strategize Strategize Supplier Expectation (or Set Supplier Expectation Strategy) Strategizer (or Strategy Setter) Supplier Expectation Strategizer (or Supplier Expectation Strategy Setter)
Support Support Supplier Expectation Supporter Supplier Expectation Supporter
Test Test Supplier Expectation Tester Supplier Expectation Tester
Train Train Supplier Expectation Trainer Supplier Expectation Trainer
Upgrade Upgrade Supplier Expectation Upgrader Supplier Expectation Upgrader
Upload Upload Supplier Expectation Uploader Supplier Expectation Uploader
Verify Verify Supplier Expectation Verifier Supplier Expectation Verifier
Version Version Supplier Expectation Versioner Supplier Expectation Versioner
View View Supplier Expectation Viewer Supplier Expectation Viewer

At a minimum, the above list of Verbs can be used to help identify, track, and manage the basic "Features" required by and associated with Supplier Expectations Management, even if your enterprise doesn't maintain a Capability Model that lists specific Supplier Expectations Management Capabilities. Application designers, developers, and architects often find such Verb Lists or Feature Inventories to be invaluable.


Taxonomy: Understanding Supplier Expectations Management Classifications or Categorizations

IF4IT Taxonomies

A Taxonomy, in its noun form, is defined as:

...a documented and orderly set of types, classifications, categorizations and/or principles that are often achieved through mechanisms including but not limited to naming, defining and/or the grouping of attributes, and which ultimately help to describe, differentiate, identify, arrange and provide contextual relationships between the entities for which the Taxonomy exists.

From this general definition, we can derive that the definition for a Supplier Expectations Management Taxonomy is:

...a documented and orderly set of types, classifications, categorizations and/or principles that are often achieved through mechanisms including but not limited to naming, defining and/or the grouping of attributes, and which ultimately help to describe, differentiate, identify, arrange and provide contextual relationships between Supplier Expectation Items, Entities or Types.

In short, what this means all means is that a Taxonomy is nothing more than a classification or typing mechanism and that a Supplier Expectation Taxonomy is nothing more than a classification or typing mechanism that helps people and systems distinguish between different Supplier Expectation Items, Entities, Types, Records or any other Supplier Expectations Management element you can think of.

It's important to understand that Taxonomies can be as simple as a list of relevant terms or phrases with respective meanings or definitions or they can take on more complex forms, such as hierarchical and graphical model structures that can be homogeneous and heterogeneous in nature. More complex Taxonomies include examples such as "Visual Taxonomies" and "Audible Taxonomies" but, expect in the case of very special technologies, are typically out of scope for general Information Technology (IT) Operations.

The Foundation directs readers to its ever-evolving Inventory of Taxonomies for Standard Taxonomy suggestions. Specifically, readers may want to start with the Taxonomy of Taxonomies, which helps make it clear that the IT Industry is composed of many hundreds if not thousands of Taxonomies, Classifications, Categorizations or Types.


Ontology: Supplier Expectations Management Ontology as a Means for Lanagugae Standardization

While Taxonomies represent organized classifications or types, you can think of Ontologies as the design and representation of entire lanaguages, with the specific intent to control things like structure, behavior, representation, and meaning. Without getting into a theoretical conversations about Ontologies, you can view this entire article as a foundation for the ontology of Supplier Expectations Management. Or, in other words, a Supplier Expectations Management Ontology.

Throughout this artifact/framework, you will find things like Supplier Expectations Management related terms, phrases, definitions, roles, responsibilities, nouns, verbs, classifications, and so on, all as a means of definining a standard representation for and interpretation of the language of Supplier Expectations Management.

It is only through the definition, communication, and establishment of such Ontologies that we can standardize language and communication associated with Supplier Expectations Management, whether it be between humans and/or systems.


Life Cycle (Lifecycle): Lifecycle Phases for Supplier Expectations Management

When we talk about Life Cycle (or lifecycle) for Supplier Expectations Management, it's important to keep in mind that there are two different types of Life Cycles that apply. The first is a Data Life Cycle, which addresses Supplier Expectations Management data or entities, and the second is associated with delivering Supplier Expectations Management Assets like Systems or Software solutions.

Supplier Expectations Management Data Life Cycle Phases:

Data Lifecycle (or Life Cycle) for any and all data is the period from the "inception" of data through to its ultimately being "purged" from existence. This is no different for Supplier Expectations Management related data.

Like the data associated with any other professional IT Discipline, Supplier Expectations Management related data adheres to the following common Data Lifecycle Phases:

Data Lifecycle Phases

Figure: Supplier Expectations Management Lifecycle Phases

  1. Inception: Data is in it's raw idea-like form and is not ready for consumption by the general population because it has not been documented or registered, anywhere, in a formal manner.
  2. Creation and Registration: Data is formally put into existence for day-to-day use by appropriate stakeholders.
  3. Iterative Maintenance: Data is in a mode of constant use and is updated and modified, as needed, to meet the needs of daily use by various stakeholders.
  4. Decommission and Deletion: Data is prepared for deletion and eventually deleted from daily operational use but still exists for administrative or organizational purposes, such as historical auditing. It can be restored to any one of its relevant last states and, therefore, can be brought back into existence for day-to-day use.
  5. Purged From Existence: Data is completely removed from an environment with no means to restore or reconstruct it, without recreating it from scratch and with no guarantees that it will match it's previous state.

The above Life Cycle Phases represent the high level transitions that occur from the inception of Supplier Expectation Items or Entities all the way through to their complete elimination from existence. A more detailed breakdown of these transitions or phases represents what are referred to as "Supplier Expectations Management States."

Supplier Expectations Management Systems Development Life Cycle (SDLC) Phases or Supplier Expectations Management Software Development Life Cycle (SDLC) Phases:

The SDLC is a means for facilitating and controlling how IT Professionals deliver Assets, such as Supplier Expectations Management Systems and Software. In this case, you should default to the master SDLC, which is used to deliver any Asset of any type, including those associated with the Supplier Expectations Management discipline.

Supplier Expectations Management SDLC Diagram

Inventories: Supplier Expectations Management Inventories

There are probably no greater or more important tools for providing Supplier Expectations Management transparency and direction than the collection, ordering, categorizing, grouping, and maintenance of all related Supplier Expectation Items. In other words, Supplier Expectations Management Inventories.

In short, an Inventory represents a list of individual things or instances of things that are typically all of the same Noun Type or Data Type, where these instances are described and detailed by their Attributes, along with the Data and Information that act as values for such Attributes.

At a minimum, Supplier Expectations Management Inventories are used for the establishment of solid Supplier Expectation Configuration Management practices, as the Supplier Expectation Instances tracked within such Supplier Expectation Inventories act as Configuration Items (in Target and/or Dependency form) for key Configurations (Supplier Expectations Management Configurations or otherwise).

Inventories are also used for solid decision making. Good decisions, either strategic or tactical, are made based on having good Data and Information. And, good Data and Information only come from taking the time to follow best practices associated with Inventory Management. It's only through building such Inventories that an enterprise can achieve solid Supplier Expectations Management Business Intelligence and Reporting.

Also, it's these very same Inventories that act as the foundation for understanding and managing Total Cost of Ownership (a.k.a. "TCO") for Supplier Expectations Management. Without such Inventories, trying to understand your costs can be nothing more than uneducated guessing.

The obvious place to start is with Supplier Expectation Inventories and then move on to surrounding Inventories that are directly and indirectly related to Supplier Expectations Management.

Additionally, there are many other types of Inventories that are common and important to Supplier Expectations Management, which include but are not limited to examples such as:

  1. People and Organizations related to Supplier Expectations Management
  2. Roles, Responsibilities, and Skills related to Supplier Expectations Management
  3. Products and Services related to Supplier Expectations Management
  4. Capabilities related to Supplier Expectations Management
  5. Contracts, Agreements, and Licenses related to Supplier Expectations Management
  6. Processes related to Supplier Expectations Management
  7. Tools and Technologies (e.g. Systems/Applications/Software/Computers) related to Supplier Expectations Management
  8. Data Types and Instances related to Supplier Expectations Management
  9. Data Interfaces related to Supplier Expectations Management
  10. Environments related to Supplier Expectations Management
  11. Facilities and Locations related to Supplier Expectations Management

If you and/or your enterprise are not collecting and maintaining such Inventories, you're probably considered to be very low on the efficiency and effectiveness maturity scale.

It's important to keep in mind that collecting and managing Supplier Expectations Management Inventories is something that should be performed across all phases of Supplier Expectations Management Lifecycle and across all Environments (i.e. Supplier Expectations Management Environments). Both are considered to be very important Best Practices. For example, you and/or your enterprise cannot get a complete understanding of Supplier Expectations Management costs or impacts without knowing all related Inventory Items in all environments. And, tracking across all lifecycle phases gives a temporal perspective that is important for things like problem analysis, historical reporting, and the reconstruction of state (i.e. Configuration Management).

NOTE: Supplier Expectations Management Inventories are also important for other enterprise functions, such as Architecture and Design. Such Inventories represent the foundation for understanding an enterprise's Current State and are critical for planning Future State and any related strategies, roadmaps, and transition plans for facilititating change.


Environments: Supplier Expectations Management Environments

Building environments that are specific to and for the discipline known as Supplier Expectations Management is no different than doing so for any other discipline area. The reader should, therefore, refer to the IT Environment Framework to understand such environments.

IT Environment Framework for Supplier Expectations Management

Metrics: Supplier Expectations Management Metrics

As with any professional Discipline, the place to start with when dealing with Supplier Expectations Management specific metrics is with standard metrics categorizations. Standard Metrics Categorizations, or what are commonly referred to as "SMCs," include but are not limited to...

Supplier Expectations Management Quantitative Metrics: Quantitative metrics for Supplier Expectations Management often revolve around the "counting" of key constructs that are associated with the Discipline. For example, the number of Supplier Expectation Items or Entities that have been Created, Edited or Modified, Copied or Cloned, Destroyed, Archived, Restored, etc. (Note the correlations to key Supplier Expectations Management Verbs!). Also, the counts for things like the number of Supplier Expectations Management Stakeholders, such as but not limited to Paying Customers, End Users, Employees, Consultants, etc. are also very useful.

Supplier Expectations Management Qualitative Metrics: Qualitative metrics for Supplier Expectations Management often revolve around concepts such as Supplier Expectations Management Defects, Failures, Problems, Incidents, and/or Issues. So, for example, if we were to capture the number of Supplier Expectations Management Defects (i.e. their counts) over time, we could do things like see if Defect quantities are going up or down, over time, allowing us to explore that area for things like correlating Causes and Effects.

Supplier Expectations Management Time Metrics: When dealing with Supplier Expectations Management Time Metrics, there are usually two forms. The first was introduced in the previous paragraph, which has to do with capturing and measuring things like Quantitative or Qualitative Metrics, over time. In this case, we capture other metric categories, over time, with the intent to see how they change and perform, based on modifications to the Supplier Expectations Management Operating Environment. The second form of Time related metrics has to do with system or operational performance, such as in the case of how long it takes to process a Supplier Expectations Management Request, from the time it is created to the time the Requester gets a satisfactory deliverable that allows him or her to move on with his or her work.

Supplier Expectations Management Utilization Metrics: Utilization Metrics specifically have to do with the consumption of Supplier Expectations Management specific solutions or deliverables. For example, tracking the number of Supplier Expectations Management Service Requests, over periods of time, along with their corresponding Supplier Expectations Management Deliverables, allows one to measure how active Supplier Expectations Management Services are against other Services that may exist within the Enterprise.

Supplier Expectations Management Financial Metrics: As is always the case for any single Discipline, Financial Metrics for Supplier Expectations Management always revolve around things like revenue, expenses, and profits, both, for operators of the Service or Services and for consumers of the Service or Services. For example, if a Supplier Expectations Management Request is invoked by a Supplier Expectations Management Customer (acting as the "Requester"), it becomes important to be able to identify and understand what the cost is to that Customer who is invoking the Request, and it also becomes important to understand why that cost is what it is. In the case of Services that do not yield revenue or profits, measuring costs is a strong way to, at very least, help understand the costs associated with each Service being performed by, within, external to, and for the Enterprise and its Customers.

Note: It's important to understand that, when it comes to metrics, enterprises should take a "Crawl," "Walk," "Run" approach to collecting, working with, and understanding them. That is, you cannot get to complex metrics collection, dissection, analysis, and understanding until you start with basic metrics and slowly work your way to more complex metrics representations.


Services: Supplier Expectations Management as a Set of Services (a.k.a. Supplier Expectations Management Services)

One of the most important concepts you will learn about Supplier Expectations Management (or any Discipline, for that matter) is the notion of implementing the Discipline as an accountable, planned, controlled, transparent, and managed "Service."

In short, Services represent a logically "bounded" and repeatable sets of work types, activities or tasks that are performed by humans and/or machines, with the specific intent to provide outputs or deliverables, in the form of solutions for the requesting Stakeholders who are commonly considered the customers of such Services. In other words, we perform and/or provide a Service to deliver very specific solutions to very specific Stakeholders who are looking for a means to solve a certain problem they have.

A Supplier Expectations Management Service is defined as:

"1. A set of solutions, either transactional (i.e. Transactional Supplier Expectation Management Services) or dial-tone (i.e. Dial-Tone Supplier Expectation Management Services), that are being or have been put in place to yield an intended, controlled, expected, repeatable and measurable set of results or deliverables for Supplier Expectation Management specific Customers, Consumers or Clients.

NOTE: Supplier Expectation Management Service Consumers or Clients can be either Human Resources or Systems."

All Services, including Supplier Expectations Management Services, can be performed manually (i.e. by people), automatically (i.e. by machines such as Computers), or by a combination of the two (i.e. a hybrid that is both manually and automated).

Also, all Services, including Supplier Expectations Management Services, can be either transactional or dial tone, in nature.

In the case of Transactional Services for Supplier Expectations Management, a Service Request is submitted and that Request is fulfilled as part of a process that is either manual, automated, or a hybrid of both (e.g. a Service to perform maintainance on your Supplier Expectations Management System).

In the case of Dial Tone Services for Supplier Expectations Management, a Service is expected to be up, running, available, and accessible to an End User so that he/she/it may perform some controlled and highly repeatable function (e.g. a "Supplier Expectations Management System" that is up and running all the time).

Supplier Expectations Management Service Components: The successful implementation of Supplier Expectations Management as a set of Services for your enterprise usually implies that a number of key components have been established to support it. These components are:

  1. A clearly documented and socialized Supplier Expectations Management Service Owner that is held accountable for Service performance, quality, and cost.
  2. A clearly documented and socialized Supplier Expectations Management Service Provider, Organization or Group who is performing the Service or work.
  3. A clearly documented and socialized inventory of all Supplier Expectations Management Service Inputs, including Supplier Expectations Management Service Requests and any artifacts necessary to support such Requests so that consumers of the Service know how to engage and request or take advantage of them.
  4. For every Supplier Expectations Management Service Input, a clearly documented and socialized inventory of Supplier Expectations Management Service Outputs, making it clear to consumers what they can expect to receive as a result of a successful Service Request.
  5. For every Supplier Expectations Management Service Input, a clearly documented and socialized inventory of the work being performed by the Service Provider to achieve such Outputs or Deliverables.
  6. For every Supplier Expectations Management Service Input, a clearly documented and socialized inventory Service Level Agreements (e.g. Service Availability, Service Duration, Service Guarantees, etc.) that can be used to set expectations and measure actuals against for said Service Outputs.
  7. Clearly specified Supplier Expectations Management Service Costs that help set expectations for Service Requesters (i.e. the cost of a request) and that provide clear transparency to the organizations that fund and sponsor such Services (i.e. the Total Cost of Ownership (TCO) your Service(s).
  8. Supplier Expectations Management Service Request Patterns (Estimation Creation, Modification, Decommission, Support/Incidents, Complaints, etc.) in order to create intuitive and repeatable user experiences across different Service Types.
  9. Clearly understand what Supplier Expectations Management Service Resources are required, human or otherwise, to create and deliver your Supplier Expectations Management Service Deliverables, in a repeatable, cost-efficient, timely, and high quality manner.
  10. For every Supplier Expectations Management Service Request, understand the chargeback mechanism, in order to recoup your Service Costs.
  11. For every Supplier Expectations Management Service, it's important to understand the skills that are required, will need to be developed, and will need to be maintained by Service Resources, in order to deliver each Service Deliverable.
  12. It's important to understand who your Supplier Expectations Management Service Stakeholders are, this includes but is not limited to your Customers, Consumers, Clients, Sponsers, etc. are, as well as the types of problems it is that they're trying to solve or interests that they will have in your Services.

Supplier Expectations Management Ownership: The most important thing to understand about a Supplier Expectations Management Service is that, in order for such a Service to be successful, there must be a clear and accountable Owner for it. That is, there needs to be a very clear and accountable named person or organization that owns and is fully responsible for the Service, all of its sub-Services and, most importantly, all of the Service's "Outcomes." Without clear ownership, Services are almost never successful. And, for those few occasions where Services are successful without clear ownership, you can assume that they're successful because the people working in those Service areas are acting as heroes, or... the those Services are just plain lucky (that kind of luck doesn't last for long).

Supplier Expectations Management Service Inputs: There are typically two types of inputs to any Supplier Expectations Management Service. The first is what is known as a "Supplier Expectations Management Service Request" and the second really represents any and all supporting artifacts that are necessary to support such requests, including but not limited to Data and Information in the form of Documents, either electronic or paper in form. Many would argue that the "money" to pay for the Service execution of the Request would be the third but, for now, we will assume that payment is controlled through the Data and Information provided to the Service Operators, in support of the Request.

Supplier Expectations Management Service Outputs: The outputs of any Service are often referred to as the Service's Deliverables. Therefore, the readers should be aware that the terms "Supplier Expectations Management Outputs" and "Supplier Expectations Management Deliverables" are synonymous and interchangeable. All work performed in any enterprise is, by default, a Service that is being performed for someone else and, therefore, all work or Services yield results. These results are the Service's Outputs or Deliverables and a good Service ensures that such Outputs are appropriately documented to the consumers of said Service. This means that for any given Supplier Expectations Management Service Request Type or Category there will be one or more clearly defined and documented Outputs or Deliverables, making it clear to the consumer what he, she, or they will get in response to their Request. This can be as simple as an answer to a question or as complex as the Merger of two enterprises.

Supplier Expectations Management Service Levels: Service Levels represent "performance agreements," contractual or otherwise, that dictate how well a Supplier Expectations Management Service should perform, most often keeping the Customers, Consumers, Clients or End Users of the Service in mind. Supplier Expectations Management Service Levels can come in many forms and are often worked out by the Customers paying for the Services and the Service Providers who sell or provide the Services. In many cases, Service Levels are also self-imposed by the Service Providers performing the Services as a means to set expectations for Service Customers. In short, Supplier Expectations Management Service Levels are constraints, limitations, and/or expectations that are tied directly to Supplier Expectations Management Service Deliverables. They represent measures for things like quality, efficiency, and cost against said Deliverables or Outputs that allow the consumer of such Services to measure what they actually get against what they expected to get.


Service Paradigms: Centralized Supplier Expectations Management vs. Federated Supplier Expectations Management

Assuming an enterprise pursues the establishment of Supplier Expectations Management as a set of controlled Services, there are three common paradigms for doing so. These include:

  1. A "Centralized Supplier Expectations Management" implementation paradigm
  2. A "Federated Supplier Expectations Management" implementation paradigm
  3. A "Hybrid Supplier Expectations Management" implementation paradigm

Centralized Supplier Expectations Management is defined as:

"1. The term or phrase that implies establishing and/or practicing the Discipline known as Supplier Expectation Management as a concentric and singular set of organizations and services, usually in order to serve an entire enterprise, regardless of geographic location, further implying full centralization and no federation of any and all Supplier Expectation Management associated Work, Activities, Actions, Tasks, Capabilities and/or Services."

Federated Supplier Expectations Management, which is also referred to as Decentralized Supplier Expectations Management, is defined as:

"1. The term or phrase that implies establishing and/or practicing the Discipline known as Supplier Expectation Management in multiple pockets, communities, or organizations, further implying no centralization in the implementation and execution of Supplier Expectation Management associated Work, Activities, Actions, Tasks, Capabilities and/or Services."

There are clear tradeoffs to each of the two models. For example, in a Centralized paradigm, it's normally easier to coordinate work and provide broad coverage, across many areas of the enterprise and relevant stakeholders. However, it becomes far more difficult for a centralized organization to properly fund and staff resources and services in order to perform all required work across all stakeholders, in a much larger enterprise.

It's also important to note that a third paradigm also exists as an option. This is known as a Hybrid Supplier Expectations Management paradigm or model. In this case, there is a centralized Supplier Expectations Management organization that is often responsible for things like centralized governance, command, control, and communications, while federated staff and services deal with localized forms of Supplier Expectations Management. In this type of paradigm, federated staff and services usually report direclty into their local management but may have matrix reporting or responsibilities into the Centralized Supplier Expectations Management organization.


Principles & Best Practices: Common Principles and Best Practices for Supplier Expectations Management

A "Principle" is defined as being: "A professed assumption, basis, tenet, doctrine, plan of action or code of conduct for activities, work or behavior." Therefore, we can deduce the definition of "a Supplier Expectations Management Principle" to be:

Supplier Expectations Management Principle: "1. A professed assumption, basis, tenet, doctrine, plan of action or code of conduct for any activities, work or behavior associated with the Discipline known as Supplier Expectation Management."

A "Best Practice" is defined as being: "One or more Activities, Actions, Tasks or Functions that often do not conform with strict Standards and that have evolved, over time, to be considered as conventional wisdom for consistently and repeated achieving Outcomes or Results that can be measured as being equal to or above acceptable norms." Therefore, we can deduce the definition of "a Supplier Expectations Management Best Practice" to be:

Supplier Expectations Management Best Practice: "1. One or more Supplier Expectation Management related Activities, Actions, Tasks or Functions that often do not conform with strict standards and that have evolved, over time, to be considered as conventional wisdom for consistently and repeatedly achieving Outcomes or Results that can be measured as being equal to or above acceptable norms."

The plural form of this term would be "Supplier Expectations Management Best Practices."

Common Supplier Expectations Management related principles and best practices exist to help achieve higher than average expectations of quality and to ease in the implementation, support, operations, and future change associated with the solutions industry professionals put in place to address the needs of this Discipline and all its related stakeholders.

While this entire document is meant to represent and serve as a set of common principles and best practices for Supplier Expectations Management, the following list represents a summary of some very basic examples of what implementers, supporters, and operators of Supplier Expectations Management should constantly be working toward:

Principle or Best Practice Description
Establish and always have very clear Ownership for Supplier Expectations Management. Establishing, publishing and socializing clear Ownership for Supplier Expectations Management allows an enterprise and all its Resources, regardless of their geographic location, to assign accountability for all aspects of the Discipline. It also ensures that there's always at least one person that everyone can go to for transparency into the Discipline as well as for handling work that is associated with the Discipline.
Define, Collect, and Manage Relevant Supplier Expectations Management Inventories. As an IT professional, there are probably few things that are as important as knowing what is or is not in your portfolio, as well as understanding key traits about your portfolio. You cannot achieve this without the transparency provided by your inventories. Therefore, it is critical that you clearly define, collect, manage, and govern any and all relevant Supplier Expectations Management inventories. Lack of Supplier Expectations Management Inventories means no transparency, a chaotic and immature environment, and (even worse) the implication that you don't know how to do your job.
Always use standard terminology for Supplier Expectations Management, in order to standardize communications between stakeholders. It is often argued that the biggest mistake you can make is to create your own words and/or your own definitions, when communicating with others. There is no place where this is more accurate than in the field of Information Technology. IT Stakeholders make up their own words and definitions far too often, or let their business constituents do so. When you make up words or definitions, or you let others do so, you're creating a grave injustice for your organization. Self invented terminology and grammar often leads to poor communications, which in turn leads to redundancy of solutions, higher complexity of environments, slower delivery times, and much higher costs. Therefore, the IF4IT always recommends that you leverage standard terminology for Supplier Expectations Management, whenever possible.
Centralization of Supplier Expectation related data. While often impossible to centralize and collocate all Supplier Expectation related data and information, especially in a geographically dispersed environment, Supplier Expectations Management related stakeholders should always strive to centralize all data and information. The goals are to eliminate data fragmentation, improve source of truth for data, reduce the number of systems needed to support stakeholders, reduce the complexity of solutions, improve usability, and to ultimately reduce the costs associated with Supplier Expectations Management.
Clearly define, implement, track, and analyze Supplier Expectations Management Metrics. In order to successfully set up the discipline of Supplier Expectations Management and its related Services, it is critical to clearly define, track, and constantly analyze Supplier Expectations Management metrics. Such metrics include but are not limited to Supply and Demand Metrics (i.e. Operational Metrics), Performance Metrics, Quality Metrics, and Financial Metrics.
Transparency of Supplier Expectation related data. Stakeholders should always strive to make any and all Supplier Expectations Management data transparent to all other appropriate stakeholders, at a minimum, and often to the entire enterprises. The exception when private user data must be protected. Many stakeholders often make the mistake of treating internal operational data as private or protected. This often creates a data silo and will often lead to internally silo-ed organizations that revolve around such data silos.
Do not let "perfection" of Supplier Expectations Management solutions stand in the way of "good enough solutions". Often, Supplier Expectations Management stakeholders "overthink" solutions, leading to the impression that best-of-breed or perfect solutions are more effective than "good enough" solutions. Experience tells us that "good enough" is, almost always, the better path to follow. We live in an age where technologies grow old in the blink of an eye. Even the implementation of something that looks perfect, today, will look antiquated, tomorrow. This is especially true if your enterprise doesn't have a long term funding plan and commitment to improvements and upgrades of the solution(s) put in place.
Follow industry Standards, Best Practices, and Guiding Principles for Supplier Expectations Management, whenever possible". One of the most common errors many enterprises make is to create solutions from scratch or without the guidance, assistance and/or experience of others who have created such solutions, before them. Whenever possible, the IF4IT recommends that you research existing Standards, Best Practices, and Guiding Principles to avoid the mistakes of others, while also gaining from their successes. Remember, we live in a vast world. Chances are very high that someone else has already experienced the pain you're about to create for yourself. Wise people will always look to learn from such people's experiences before they go down the road of implementing their own solutions.
Work toward and maintain a Single Source of Truth (SSoT), whenever possible. While it may be impossible to truly maintain a Single Source of Truth (SSoT) for all data items at all times, especially in the case where the same data entity or instance enters an enterprise through unique data channels, it is an accepted, industry-wide best practice to always work toward such a goal.

Further Reading and Reference Material for Supplier Expectations Management

The Information Technology (IT) Learning Framework. A tutorial that helps understand Information Technology and how disciplines, such as this one, fits into the bigger picture of IT Operations.

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