如何开展有效的软件项目外包管理

该文简要论述了软件项目建设模式的发展趋势,目前被广泛采用的软件项目外包建设模式的实施效果、存在问题和原因分析,结合单位软件项目外包管理过程中的经验,分析了软件项目外包管理过程的重点和难点问题,提出了如何有效开展软件项目的外包管理的措施。     

软件外包项目管理实例剖析

外包已成为全球企业重要的战略思想和经营模式,而软件外包就属于其中的重要内容,寻求好的项目管理方案也事在必行.通过举例分析并提出了"四控三管一协调"的方法,对软件外包项目进行有效的管理.     

基于SA-CMM的邮政企业软件采购管理研究与应用

从采购方的角度出发,结合软件采购能力成熟度模型（Sotftware Acquisition Capability Maturity Model）,研究了邮政企业软件外包采购过程。在分析邮政企业软件外包采购过程特点和存在问题的基础上进行差距分析,并从过程体系规范、需求开发与管理、项目管理和配置管理等4个方面提出了改进办法。经初步验证后,取得较好效果。     

基于.NET的软件外包项目管理系统的设计与实现

本文分析了国内对日软件外包的实际特点,参照软件能力成熟度集成模型,并且结合外包企业中的一些经验和做法,在.net平台下,用MVC模式设计开发了个对日软件外包管理平台,外包企业通过该平台可以提高项目管理的效率,从而能更高效地完成项目。     

规避软件外包风险

在高度复杂的现代软件生产活动中,风险无处不在。软件外包作为软件生产的新方式同样存在各种风险。但是,存在风险并不可怕,可怕的是缺少风险意识和规避风险的手段。仔细分析风险的来源和特征,在软件外包的全过程实行动态和连续跟踪和控制,可以防患于未然,有效规避软件外包风险。外包风险贯穿于软件外包的全过程,具体表现形式多种多样。概括起来,软件企业实施软件外包的风险主要来自不良决策、准备不足、技术欠缺和管理失控。承包方则是外包内容的具体实现者,影响承包方的外包关键因素主要包括五个方面:技术、地理、方法、人员和项目管理。软…     

对日软件外包项目管理网络平台研究

本文结合国内对日软件外包项目的特点,参照软件能力成熟度模型集成,借鉴一些企业对日软件外包项目管理成功做法,在传统项目管理经验的基础上进行了适当的裁剪和改进,开发了一个对日软件外包项目管理网络平台。借助于该平台可以在一定程度上提高项目管理的效率,改善项目管理的质量。     

浅谈外包项目的需求管理

全球软件外包发展迅速，中国正在成为最大的外包市场，需求管理关系软件项目的成败，使外包项目中的需求管理具有其特殊性。文章就此进行了讨论，提出了在外包项目中有效实施需求管理的关键点，并对外包项目的发展进行了展望。     

软件项目外包采购管理的探讨

分析了目前软件外包采购管理的重要意义和目前的形势，提出基于“双赢”策略的软件外包采购思想，在项目管理理论、CMM和ISO9000的基础上，提出和细化了软件项目外包采购管理的总体框架和具体操作内容，旨在通过对软件外包项目采购的选择购买、跟踪与控制、评估验收和项目后处理等过程的研究，来提高软件外包采购的项目管理水平，满足承包方对分承制方产品在质量，进度和成本等方面的要求和对外包过程的有效控制，为软件项目外包采购管理人员提供具体的操作过程。     

基于CMMI实践的电力软件外包管理研究

软件项目外包正日益成为电力行业信息化建设的主流模式。本文针对电力软件外包项目管理的特点,结合CMMI体系思想和过程改进实践,分析软件外包过程中容易出现的问题,提出项目外包管理的解决方案,形成电力软件外包管理思想。     

基于CMMI的软件外包管理评估体系

根据组织外包项目管理过程的实践,建立基于CMMI的外包管理评估体系,包括供应商资源池建立、供应商基础评估、项目的执行管理及评估、对人员质量的评估、对团队管理评估、对项目管理评估、供应商考核评估等。通过对软件外包进行有效的管理评估,为金融企业在供应商筛选、评估过程提供建设性方法,促进外包项目按时保质完成,达到甲方和外包方的双赢。     

软件外包项目管理问题与对策

软件外包近年来在国内的迅速发展,也带来了项目管理方面一些棘手的问题。文章就软件外包项目管理面临的项目过程管理、成本控制、人员问题、信息安全与知识产权保护等方面的典型问题展开探讨,并给出一些解决这些问题的办法。这些解决方法主要来自笔者作为甲方和乙方在实施外包项目管理的过程中的经验总结。     

An evaluation of simulation to support contract costing

As global markets have become more customer oriented, rapid response rates are now often among the most important metrics in business. To achieve the required agility many companies have turned to outsourcing in order to focus on developing their core activities. By its nature, outsourcing increases the complexity of supply chain networks as more companies are drawn into global logistics networks. The relationships between each of these companies are controlled by contractual agreements. The fast pace of modern industry means that these contracts are entered into relatively quickly often without a full understanding of the true cost implications. This paper presents research conducted as part of a project with the aim of developing contract costing software for outsourcing enterprises. Findings are presented from a study conducted on a number of companies in the electronics sector. A simulation-based study focused on one of these companies, with some associated experimentation, is also presented.     

An empirical investigation of the drivers of software outsourcing decisions in Japanese organizations

Although Japan represents the single largest Asian market and 10% of the global software outsourcing market, little is understood about how Japanese companies make software project outsourcing decisions. Tried-and-tested outsourcing models consistently fail to predict the outsourcing decisions of Japanese companies, leaving global software development companies with little usable guidance in the Japanese outsourcing market. Analyses of 396 software project outsourcing decisions made by 33 IT managers in Toshiba, Hitachi, Fujitsu, IBM-Japan, and Mitsubishi provides novel insights into the drivers of Japanese software outsourcing decisions. The objective of this paper is to develop an analytic tool to predict the likelihood of a software project being outsourced by Japanese IT managers.     

The Value of Outsourcing: A Field Study

This article examines the effects of information systems outsourcing on the business processes of organizations. Rather than simply comparing outsourcing and not outsourcing, the study also addresses a third and increasingly common strategy, that of using software purchased “off-the-shelf.” An extensive survey was distributed to business process managers over a cross-section of financial services processes and companies. Results show that outsourcing information systems can create lower overall process costs and may lead to superior overall process performance compared to processes that used software purchased off-the-shelf. Further, information systems built in house lead to superior overall process performance compared to processes that used software purchased off-the-shelf. These results should assist business managers in gauging the possible effects of outsourcing information systems (or not) on their core processes.     

Beyond the black box: knowledge overlaps in software outsourcing

The black-box approach - that is, the use of formal project requirements to transfer knowledge about the application problem domain from the client to the vendor organization - has long been the mainstay of outsourced software development. We've studied 209 custom application development projects in 209 global software development organizations. We used the study results to develop detailed guidelines for improving outsourcing practice and a client-vendor knowledge congruence assessment framework. The study's key finding is that effective outsourcing requires knowledge congruence - that is, a good fit in terms of business and technical knowledge across the client-vendor dyad. This uniquely extends the notion of the product/process fit from the manufacturing management arena into the more knowledge-driven domain of software engineering.     

Trust in software outsourcing relationships: An empirical investigation of Indian software companies

This paper investigates trust in software outsourcing relationships. The study is based on an empirical investigation of eighteen high maturity software vendor companies based in India. Our analysis of the literature suggests that trust has received a lot of attention in all kinds of business relationships. This includes inter-company relationships, whether cooperative ventures or subcontracting relationships, and relationship among different parts of a single company. However, trust has been relatively under-explored in software outsourcing relationships. In this paper, we present a detailed empirical investigation of trust in commercial software outsourcing relationships. The investigation presents what vendor companies perceive about getting trust from client companies in outsourcing relationships. We present the results in two parts—(1) achieving trust initially in outsourcing relationships and (2) maintaining trust in ongoing outsourcing relationships. Our findings confirm that the critical factors to achieving trust initially in an outsourcing relationship include previous clients' reference and experience of vendor in outsourcing engagements. Critical factors identified for maintaining trust in an established outsourcing relationship include transparency, demonstrability, honesty, process followed and commitment. Our findings also suggest that trust is considered to be very fragile in outsourcing relationships.     

Software development productivity of Japanese enterprise applications

To clarify the relationship between software development productivity and the attributes of a software project, such as business area, programming language and team size, this paper analyzed 211 enterprise application development projects in Japan using a software engineering data repository established by the Software Engineering Center (SEC), Information-Technology Promotion Agency, Japan. In the analysis, we first identified factors that related to productivity based on a parallel coordinate plot (PCP) and a one-way ANOVA. An in-depth analysis on each productivity factor was then conducted by selecting a project subset for each factor so that the effect of other factors is minimized. Our findings include that the average team size was the strongest attribute relating to productivity. The outsourcing ratio (percentage), which can be controlled by software development companies, and the business sector both showed a moderate relationship to productivity. Finally, product size (FP), the duration of development and the programming language were only weakly related to productivity.