Considerations for outsourcing the Definitive Software Library (V2) or Definitive Media Library (V3)

In ITIL V2 defines the Definitive Software Library (DSL) as a secure software library containing master copies of all versions of live software in their definitive, quality controlled form. In ITIL V3, this is extended to also include software licenses, scripts and object codes and documentation and it is known as the Definitive Media Library (DML).

When you are considering the above, you are basically trying to make a decision to “BUY” or “BUILD”.

Some of the generic considerations that applies to the above are:

• Availability of existing in-house processes and procedures, tools. Maturity of existing Configuration, Change and Release Management processes, including the availability of Configuration Management System (CMS) and Configuration Management Database (CMDB), documentation, defined roles and responsibilities.
• Availability of existing people with necessary skills and knowledge to set up and operate a DSL, including the supporting procedures and tools.
• Setting up an integrated Change, Release Configuration management processes with the associated CMDB and DSL/DL takes time. It may be easier and faster to outsource the building and day to day operation and maintenance of the DSL/DML to an established provider.
• A DSL would be storing your master copies of software, source codes, media and licenses. In some cases, intellectual property (IP) and security of know-how within the organisation needs to be properly protected. Outsourcing of the DSL to an external party may means the risk of losing such IP and know-how. This could also be against existing policies or regulations.
• A DSL needs to be set up in a secured physical location. Availability of such locations within the organisation is also a consideration.
• As the DSL would needs to be accessed during the Change and Release process by the implementers, the frequency and ease of such access would be an factor. If the organisation does internal application or software development, it means that frequent and easy access to the DSL would be needed. It may not be practical to outsource the DSL and have it managed by a external vendor in an offsite location
• As in any outsourcing, one of the advantage is that internal IT staff can focus on their core business and leave the day-to-day operation of the DSL to the third party. However, high level of management attention and focus may be needed in the beginning to ensure that the third party is meeting contractual obligations.
• Finally, cost will be an important factor. Outsourcing can be considerably cheaper if the vendor can enjoy economies of scale and passes the savings to their customer.

The following considerations are extracted from ITIL V3 Service Support book:

- Does the activity requires assets that are highly specialized such that these assets may be idle or obsolete if that activity is no longer performed? If yes, then outsource.

- How frequently is the activity performed frequently or sporadically within a period or business cycle? If sporadic, then outsource.

- How complex is the activity? Is it simple and routine? Is it stable over time with few changes? It is difficult to outsource complex, non-routine activity. If your environment is chaotic, outsourcing it will not solve the issues, it will only make it worse. 

- Is the activities tightly coupled with other activities or assets in the business? If yes, then outsourcing and separating it would increase complexity and cause problems of coordination.