Resumen: El mercado de outsourcing ha estado creciendo en los últimos años y se espera que lo siga haciendo, pero este crecimiento se ha visto limitado por el fracaso de muchos proyectos. Estos fracasos se han debido en gran parte a los problemas con los proveedores: la falta de experiencia y capacidad para asumir los proyectos, y una comunicación difícil. Se han propuesto marcos de buenas prácticas para la gestión de proyectos de outsourcing desde el punto de vista del cliente, pero no ha sido así para los proveedores, que basan la prestación de servicios en su experiencia pasada y sus capacidades técnicas. El objetivo de este trabajo es establecer la necesidad de proponer una metodología que guíe a los proveedores a lo largo de todo el ciclo de vida del outsourcing y facilite la provisión de servicios de calidad y bien gestionados. Palabras-clave:Outsourcing; metodología, provisión de servicios. Service delivery: Is it needed a methodology for outsourcing service providers?Abstract: The outsourcing market has been growing in recent years and it is expected to keep doing it, but this growth has been limited by the failure of many projects. These failures have been due to a major degree to problems with providers: lack of experience and capacity to take on the projects and difficult communication. There are good practices frameworks for managing outsourcing projects for clients, but it is not the same for providers, who base the provision of services on their past experience and technical capabilities. The aim of this paper is to state the need to propose a methodology that guides providers throughout the whole outsourcing life cycle and facilitates the provision of quality services and their management.
From this last position, he is in charge of the training for academic staff, the introduction of innovative solutions including new pedagogies, new approaches that improve student learning of technical skills and cultural skills, and improved methods of blended learning and others. He works in the open educational resources area. He is Leader of an Innovation Group in Education in the UPM. He is Executive Director of OCW UPM Office and member elected of the Board of Directors of the OpenCourseWare Consortium. He is the author of many papers in engineering education, and he is a member of the Steering Committee and Co-chair for Europe of Frontiers Education Conference (FIE) and member of IEEE RITA Editorial Committee.
In this paper, we present the Efficient and Transparent Municipalities (MuNet) project, developed by the Organization of American States (OAS), with the sponsorship of the Canadian International Development Agency (CIDA). The aim of this project was to help Latin-American municipalities to use ICT tools to improve efficiency and transparency in its activities. The project was developed between 2005 and 2006 in 22 municipalities distributed in 11 countries, with the support of 5 experts of 5 different nationalities. The first phase followed a diagnostic of the general situation of the municipality, including technological aspects, and also transparency perceptions. Then a proposal of strategy to apply electronic government was developed with the collaboration of a Consultancy Team and the Task Force defined by the Major in each municipality. Furthermore, all the participants in the project received a virtual course about fundamentals in electronic government strategies. With the document approved by the society and the political ambit the Consultancy Team accompanied the Task Force in the implementation process, using in some cases the technological support of the project, specifically with software applications to develop the Web page of the municipality -MuniPortal, another software -MuniCompra; to improve the buying process and a last one to support the creation of a one stop window for the municipality services -MuniServi. Additionally, this paper also presents evidence of the implementation process and the general data about the diagnostics developed.
Nowadays, there is an increasing dependence on information and on the systems that provide such information. So, for many organizations, the information and technology that supports them represent the most valuable assets of the company. Research on Information Technology (IT) management practices in many organizations around the world has revealed that most of them are not optimizing their investment on IT. The differentiating factor between those who succeed and those who failed is the participation of management in key IT decisions that must be aligned with the strategic and operational business plans and a proper corporate governance of IT. Corporate governance evaluates and directs the use of IT to support the organization, monitoring its use to achieve plans, and provides guidance to advising, informing or assisting directors, and assuring the compliance with laws and regulations. Some frameworks and models have been developed related to the governance and service management of IT. ITIL® (Information Technology Infrastructure Library) is the most used and extended model related to IT service management. The purpose of this chapter is to describe briefly the main phases and processes related to the ITIL® service lifecycle, detailed information related to the information security management process, and the qualifying system for IT Service Management with ITIL®.
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