There is an increasing dependence on IT but also an increasing complexity and pressure on costs. It is clear that there is only one way out of the dilemma: IT must deliver a greater added value to the business, while the costs must remain under control. So an optimum balance between these two factors is also the aim—but it is an aim that remains a remote possibility for many businesses and institutions. Organizations are often dissatisfied with the disappointing results of outsourcing. In addition, IT projects do not always deliver that which was intended: integration of the various IT services creates a task that continuously becomes more complex.
For these reasons organizations try to get a better grip on the control of IT. The management of the supply side of IT—the external and internal providers of IT services—has indeed become more professionalized in the past few years, by means of contract management and models such as the Sourcing Governance Framework from Quint. On the other hand, there is still too little attention paid to the management of the demand for IT services. The same applies to the adequate tuning of the demand and supply to each other: it is against this background that Quint Wellington Redwood introduces the Demand Supply Governance Framework (DSGF).