Sometimes it's a knock-down, drag-out brawl between proponents of insourcing and outsourcing. When the final bell rings, who will still be standing?
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Some studies have indicated that the real benefits of offshore outsourcing can be diminished by issues in communication, skill sets and accountability. But if managed properly, offshore IT projects can reap substantial rewards.
Question: My organization outsources to save money, but it creates communication issues and other problems for my agile team. Can offshoring (outsourcing) work effectively for non-collocated agile groups?
|A.||Yes, but success may depend on how far away from your collocated team the outsourced resources are located.|
|B.||No. Agile practices stress collocated teams. If you are not based together, there is no way for an agile approach to be effective.|
|C.||Yes, but only if the teams switch the locations where they live every six months so that each group learns the language and culture of the other.|
|D.||No. Agile was created in the United States, and therefore it is only intended to work for American teams.|
Making outsourcing decisions work is one of the major challenges facing outsourcing managers. In order to monitor the progress and success of an outsourcing relationship, managers need a higher level of visibility of the work performed by the outsourced teams. This paper discusses the six dimensions needed to measure, monitor, and report, which can greatly improve the visibility and success of outsourcing projects.
IT business transitions involve taking over the service delivery responsibility from an IT organization or an IT unit of a corporation and sending it offshore. Establishing an extended business center (EBC) is one of the operating models used in these strategic partnerships. This paper delineates the process of establishing an EBC for a leading European bank.
The health of the global economy affects the health of your projects. A grasp on economic trends can help project professionals stand out by proving they can help navigate the chaos and improve the bottom line. Three trends are making waves in the business arena, and forcing project leaders to take action.
This article will describe the different components of a governance model for out-tasked development activities. The goal is to describe a framework that can be relatively easily adapted and deployed if needed. In this case, the framework was implemented for IT-related deliveries, but it can potentially be transferred to other business areas.
Properly managing the outsourcing of projects is essential to ensuring that organizations achieve the success they seek. There are several key elements to consider when outsourcing a project or portions of a project. This article will help identify the key aspects to consider prior to awarding a contract to a vendor.
This article focuses on the critical aspects of off-shoring by breaking them down into three categories: selection of the business partner, selection of the specific resources, and definition of the work. The article includes a discussion of technical and scheduling considerations to assist the project manager in making a project with off-shore resources successful.
All too often, outsourcing is equated to offshore outsourcing. But it spans a much broader spectrum and includes any work or service performed by third parties for a company. So let’s look at outsourcing from both sides of the aisle, and explore the trade-offs. In doing so, a framework will be developed that you might find useful in evaluating the extent to which outsourcing is appropriate for your IT organization.