Commercial Model

One Source commercial models allow flexibility in engaging with clients at different levels of mutual interest and business alignment.

Commercial Model


One Source commercial models allow Clients the ability to engage One Source at different levels of mutual synergy. These models exercise options in pricing and business alignment influencers.

Pricing Models


Our commercial models include several options for pricing our contribution to the relationship. Various pricing options assume different levels of responsibility, risk and One Source's value add.

Time & Material (Professional Services)


One Source provides qualified resources at a monthly, daily or hourly rate for the defined skill profile. Responsibility for managing resources and their output remains with the client. Service provider has limited operation SLA's – e.g. may have SLA's regarding availability of resources, staffing fulfillment timeliness, etc.

The client pays on the basis of effort / time / resources used and the project cost is a function of the total project execution time and the resources deployed. The client provides a volume forecast typically, with the contract having a volume discount structure. The client may choose to contract dedicated resources pools.

Time & Material (Managed Services)


In addition to paying One Source at a monthly, daily or hourly rate for a defined skill profile, the client pays for meeting certain defined deliverables, milestones, schedules or service levels.

Key project / program management tasks owned by client while day-to-day project management – e.g. project coordination, task allocation, QA are performed by One Source.

Project scope is reasonably defined, but is expected to change within certain tolerance levels. The client typically contracts with a core base team, keeping the flexibility to vary resource volumes according to need. To limit cost exposure, the client typically contracts with a "not to exceed" or capped amount

Fixed Price


One Source is paid a fixed, pre-agreed amount for a fixed deliverable / scope of work at preset, periodic time-scales. Requirements, scope, services, features, timing and service levels are also fixed.

Software development projects: The client requires performance of a "project" – i.e. a task with definable deliverables, a defined schedule, and a defined budget

Software maintenance projects: The client requires performance of a defined, recurring, stable scope of work over time (e.g. production support for a given software application), with a defined volume band and a mechanism to handle volume changes. Project management responsibilities lies with One Source. Changes to scope and other items are handled through a change control process. Pricing trade-offs established to ensure predictability.



Payments are based on the number of transactions executed or the output generated arising from a certain business activity. The definition of a transaction is typically based on an identifiable activity that is capable of being measured. The transaction or output will need to meet identified success and quality criteria as defined by the client and One Source

A pool of transactions may be combined into a logical unit, and sub-transactions may be managed as a portfolio – e.g. all transactions in the order-to-cash cycle are paid for on a per customer basis

The transaction price may include the price for use of the underlying asset (e.g. hardware, software, platforms) as well as services related to the asset, if it is a platform-based solution. This pricing approach accommodates fluctuations in the volume of transactions

Business Results


A business outcome is defined as an observable result or change in business performance – possibly supported by transaction-based metrics – i.e. quarterly revenues, license sales, and software maintenance revenues.

Business outcomes go beyond transactional outcomes – examples of high value business outcome may include increased speed to market, reduced defects or rework, improved customer satisfaction, and lower working capital requirements made possible by higher efficiencies