From offshore outsourcing to insourcing and partnerships: four failed outsourcing attempts

Moe, Nils Brede; Šmite, Darja; Hanssen, Geir Kjetil; Barney, Hamish T.

doi:10.1007/s10664-013-9272-x

Cited by 56 publications

(63 citation statements)

References 47 publications

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“…The importance and usefulness of the mitigation practices that are presented in this present study have been noted in studies on other GSD contexts as success or critical factors (e.g., the studies by Moe et al (2014), Jabangwe et al (2013), and by da Silva et al (2010)). Thus, the findings of this study shows the relevance of the factors in a distributed development context with offshore outsourcing vendors.…”

Section: Implications For Practicesupporting

confidence: 61%

“…Offshore outsourcing is one of various sourcing scenarios, often studied under the research umbrella of global software development (GSD) (Verner et al, 2012;Šmite et al, 2014). However, studies on their effect on quality is scarce (Verner et al, 2012).…”

Section: Offshore Outsourcing and Distributed Developmentmentioning

confidence: 99%

“…The areas of concern when engaging in offshore work include communication and coordination breakdown (Damian et al, 2007;Iacovou and Nakatsu, 2008), vendor competency and attrition (Moe et al, 2014), cultural differences (Krishna et al, 2004;Winkler et al, 2008), and building and maintaining trust and rapport between sites (Babar et al, 2007;Moe andŠmite, 2008;Jalali et al, 2010). These areas are also said to pose a great risk in achieving desired quality goals (Kannabiran and Sankaran, 2011).…”

Section: Offshore Outsourcing and Distributed Developmentmentioning

confidence: 99%

“…In other words, these organizational changes typically relate to the variations in the sourcing strategies, such as outsourcing through a relocation of development from internal personnel to external vendors (Carmel and Tjia, 2005;Oshri et al, 2011), changes in the number of vendors, vendor changes and backsourcing (Moe et al, 2014). The organizational changes in the present paper pertain to outsourcing of responsibilities to offshore vendors and the changes in the number of offshore vendors involved in development and maintenance activities during the evolution of a software product.…”

Section: Measuring Distribution and Qualitymentioning

confidence: 99%

“…However, one of the offshore outsourcing companies, XCo-IN, faced issues with high employee turnover, which destabilized the competency and experience level of the team at the company. This is not a peculiar issue in offshoring projects and it is difficult to eliminate as also discussed by Moe et al (2014). As a quality assurance practice to mitigate the effect of attrition on quality, XCo-IN had dedicated senior company representatives that were responsible for monitoring development work and evaluating final source code artifacts developed at the company, as well as making all commits into Subversion development branches.…”

Section: Mitigation Practicesmentioning

confidence: 99%

See 4 more Smart Citations

Distributed software development in an offshore outsourcing project: A case study of source code evolution and quality

Jabangwe

Šmite

Hessbo

2016

Information and Software Technology

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Context: Offshore outsourcing collaborations can result in distributed development, which has been linked to quality-related concerns. However, there are few studies that focus on the implication of distributed development on quality, and they report inconsistent findings using different proxies for quality. Thus, there is a need for more studies, as well as to identify useful proxies for certain distributed contexts. The presented empirical study was performed in a context that involved offshore outsourcing vendors in a multisite distributed development setting.Objective: The aim of the study is to investigate how quality changes during evolution in a distributed development environment that incurs organizational changes in terms of number of companies involved.Method: A case study approach is followed in the investigation. Only post-release defects are used as a proxy for external quality due to unreliable defect data found pre-release such as those reported during integration. Focus group meetings were also held with practitioners.Results: The results suggest that practices that can be grouped into product, people, and process categories can help ensure post-release quality. However, postrelease defects are insufficient for showing a conclusive impact on quality of the development setting. This is because the development teams worked independently as isolated distributed teams, and integration defects would help to better reflect on the impact on quality of the development setting.Conclusions: The mitigation practices identified can be useful information to practitioners that are planning to engage in similar globally distributed development projects. Finally, it is important to take into consideration the arrangement of distributed development teams in global projects, and to use the context to iden- tify appropriate proxies for quality in order to draw correct conclusions about the implications of the context. This would help with providing practitioners with wellfounded findings about the impact on quality of globally distributed development settings.

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Section: Implications For Practicesupporting

confidence: 61%

Section: Offshore Outsourcing and Distributed Developmentmentioning

confidence: 99%

Section: Offshore Outsourcing and Distributed Developmentmentioning

confidence: 99%

Section: Measuring Distribution and Qualitymentioning

confidence: 99%

Section: Mitigation Practicesmentioning

confidence: 99%

See 3 more Smart Citations

Distributed software development in an offshore outsourcing project: A case study of source code evolution and quality

Jabangwe

Šmite

Hessbo

2016

Information and Software Technology

Self Cite

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Exploring the Factors that Influence the Success of Insourced Government ICT Projects

Omar

Bass

Lowit

2016

E J Info Sys Dev Countries

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This paper explores information system insourcing in selected government agencies in Malaysia and discusses the challenges and barriers that have impeded its implementation. The paucity of similar projects and limited literature has resulted in this study that considers a post outsourcing context following the decision to insource a major Malaysian Government Information System in 2011. A qualitative research method was conducted in a selected government agency to obtain empirical evidence from 55 semi‐structured interviews with government servants from top management to clerical staff including the users of the government information system. By using a combination of institutional theory and the capability approach to analyse the data, we found that insourcing reduced costs, provided a means to access new technologies and enhanced skills in the internal development team, despite challenges such as data centralization, HRMIS technical training and skill, resources for training, perception, government policies and regulations, and lack of expertise These findings will be of interest to the information system research community interested in insourcing information system support.

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Practitioner's view of barriers to software outsourcing partnership formation: An empirical exploration

Ali

Khan

et al. 2019

J Software Evolu Process

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Software Outsourcing Partnership (SOP) is considered as a kind of risk and reward sharing client‐vendor relationship. Generally, a fruitful outsourcing association might be converted to an outsourcing partnership. The objective of this research is to identify and analyse barriers that are hurdles to vendors in renewing or promoting their ongoing client‐vendor relationship to outsourcing partnership. A questionnaire survey based on the findings of Systematic Literature Review (SLR) was performed with 50 experts. The study identifies five critical barriers such as “insufficient quality of technical capability,” “poor infrastructure,” “poor quality of service,” “communication gap and poor coordination,” and “relational risk.” The results indicate that barriers' insufficient quality of technical capability, poor infrastructure, and poor quality of service were common in four types of experts while insufficient quality of technical capability is common in three levels of experts. Furthermore, barriers were classified based on their criticality from client‐vendor perspective. The results of Spearman correlation test (rs = 0.714 and ρ = 0.000) confirmed that the participant strongly agrees with the outcomes of the SLR. The results suggest that for successful renewal or promotion of their existing outsourcing association, vendor organizations should address all the identified barriers in general and the most common barriers in particular.

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From offshore outsourcing to insourcing and partnerships: four failed outsourcing attempts

Cited by 56 publications

References 47 publications

Distributed software development in an offshore outsourcing project: A case study of source code evolution and quality

Distributed software development in an offshore outsourcing project: A case study of source code evolution and quality

Exploring the Factors that Influence the Success of Insourced Government ICT Projects

Practitioner's view of barriers to software outsourcing partnership formation: An empirical exploration

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