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。     

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。     

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。     

软件开发外包项目管理案例分析及探索

软件外包是一个非常大的市场,目前在国内有很多软件公司从事软件项目外包行业,或把自己的部分业务发包给外包方,软件项目外包管理随着近年软件项目外包的发展越来越受到重视,它与公司项目的内容管理既关联又存在差异,文章通过对企业实际外包项目的具体案例的风险进行分析,提出了相应的解决方案,并总结了项目实施过程中存在的问题及改进意见,为软件企业的外包项目管理提供了借鉴。     

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。     

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。     

软件外包项目管理的CMM实践

本文通过对软件外包项目特点、软件质量的评价以及CMM等级2关键过程域——软件子合同管理的分析。结合实际的项目执行过程和CMM的要求,着重研究了软件外包项目管理的CMM实践过程,对相关的软件外包项目管理实践经验和模型进行了探讨。     

对日外包软件工程项目管理探讨

软件外包从2002开始,外包如火如茶展开,尤其是对日外包,本文就国当前外包现状及发展趋势进行了分析,针对对日外包中的项目特点提出了在做外包项目时相应的措施和管理办法。     

基于风险因子对的软件外包风险评估方法

针对软件外包风险数据难以获取、不确定性较多的特点,提出了一种基于风险因子对的软件外包风险评估方法.该方法通过访谈获得典型的软件外包风险因子、利用文献调研度量这些软件外包风险因子,使用Delphi法确定风险因子对.在此基础上,根据风险相关数据收集情况选择使用公式法或蒙特卡洛仿真法评估软件外包项目风险.案例研究表明,该方法可以准确地评估软件外包项目中的风险,并给出对项目产生最大影响的风险因子对.     

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。     

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。     

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。     

外包软件测试项目的研究

本文主要从软件测试技术,外包测试和质量管理的概念入手,阐述了影响外包测试项目质量的因素和目前外包测试项中存在的质量问题。     

Managing the Risks of Offshore it Development Projects

One of the most important current issues in information technology (IT) and project management (PM) is the current trend toward offshore outsourcing of development projects. However, the benefits associated with outsourcing will not be achievable unless the risks are managed throughout the life cycle of these projects. This article provides a framework of risks associated with outsourced projects, and a process that can be used to develop a matrix of risks and controls appropriate for the project's objectives.     

CMM在软件外包项目开发中的应用研究

介绍了CMM在软件外包项目管理中的应用价值,论述了软件外包的特点及其在开发过程中由于管理不当造成的项目的高风险;并根据CMM在需求管理、软件规划、质量管理、项目追踪、配置管理等开发过程的管理思想,设计了基于WEB的人事管理软件,并给出了一种具有工程实用价值的操作方法。     

Information systems outsourcing life cycle and risks analysis

This paper identifies an information systems outsourcing life cycle through three project related periods: pre-contract phase, contract phase, and post-contract phase. Also, various risk factors that associated with each phase of the information system outsourcing practice have been identified and examined. ISO quality standards and risk management standards are also discussed in this paper. A successful outsourcing project needs to perform suitable risk analysis and quality control process.     

The mediating role of psychological contract breach in IS outsourcing: inter-firm governance perspective

A substantial body of previous research on the client–vendor relationship has identified inter-organizational partnerships and formal contracts as important governance mechanisms for outsourcing performance. Successful IS development through outsourcing, however, may be more dependent on the people who execute the project in the field than on inter-firm relationships and agreed-upon formalities. Among individual-level variables, the special importance of psychological contracts has recently been noted in IS literature. This study investigates the mediating role of psychological contract breach between these two firm-level governance factors and outsourcing performance. By analyzing matched responses from project managers, vendor participants, and system users, we found that the effects of explicit legal contracts and partnership quality on outsourcing outcome are fully mediated by the client's perception of breach by the vendor. This study offers an extended theoretical perspective on the governance of firm-level collaboration, especially revealing that the benefits of formal contracts and inter-organizational partnerships eventually translate into satisfactory outsourcing outcomes for system users through each party's perception of breach on the individual level. Moreover, discrepancy was observed in this study between the client and vendor regarding the impact of legal contracts on individuals’ psychological contract while that of partnership was prominent in both sides.     

Optimizing vendor selection in a two-stage outsourcing process

The decision processes surrounding outsourcing are complicated by the very nature of uncertainty involved in the outsourcing process and by poor vendor management. In this study, we focus on vendor selection, one of the two basic issues of vendor management in outsourcing. Due to the limitation of the classic one-stage vendor selection model, we propose a two-stage vendor selection research framework in outsourcing. The first stage is a trial phase that helps the client to find the best match between the vendor and the outsourced project. In the second stage, the client employs the chosen vendor for the full implementation of the project. We formulate this selection decision under the two-stage framework as a combinatorial optimization model. We analyze the complexity of the problem and develop a solution procedure to find the exact optimal solution. By applying this model to numerical case studies, we demonstrate that benefit to adopt two-stage process to the vendor depends on information improvement in the first stage and the client's ability to adapt to updated knowledge. We also argue that the selection of vendors for the first stage testing is more about creating a good vendor portfolio than simply picking the frontrunners.