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Identification of critical success factors and barriers of global software outsourcing

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dc.contributor.advisor Dr. Vatcharaporn Esichaikul (Chairman) en_US
dc.contributor.advisor Prof. Dencho N.Batanov (Member) en_US
dc.contributor.advisor Dr. Paul Janecek (Member) en_US
dc.contributor.author Rani Reddy, G. S. en_US
dc.date.accessioned 2015-01-12T10:43:08Z
dc.date.available 2015-01-12T10:43:08Z
dc.date.issued 2005 en_US
dc.identifier.other AIT RSPR no.IM-05-01 en_US
dc.identifier.uri http://www.cs.ait.ac.th/xmlui/handle/123456789/446
dc.description 51 p. en_US
dc.description.abstract Global outsourcing of software development is a phenomenon that is receiving considerable interest from North America and European companies. They are currently under pressure to meet their growing manpower resources shortages, and to find new ways to cuts costs. However these outsourcing arrangements are technologically and organisationally complex and present a variety of challenges to manage effectively. The objective of the research study is to identify the critical success factors and barriers of the global software outsourcing. The research study describes the case studies of the two Indian outsourcing companies and analysis the critical success factors and barriers of global software outsourcing. Interviews with the project leader and the executive of the both the outsourcing companies provided the necessary insights. Communication and language, monitoring and control, culture and context sharing are identified as some of the barriers of IT outsourcing Although there are many possible solutions for each difficulty identified, some of the solutions such as open communication is important because vendor will deal with the client’s people, from the top management down to the ends users. Client should trust the vendor to come along to help them and they should realize what is the benefit of having the vendor come in. Moreover vendors should be familiar with the working environment of the clients in order to be able to perform their best performance. The company should conduct a study either internally or with the potential partner-to identify the activities best suited for outsourcing as well as the phases in which the responsibilities transfer should occur, and finally “Project managers offshore, onshore, and at the end-user site must work collaboratively, eventually “thinking as one.” en_US
dc.description.sponsorship Asian Institute of Technology fellowship en_US
dc.language.iso en en_US
dc.publisher Asian Institute of Technology en_US
dc.relation.ispartofseries AIT Publications; en_US
dc.subject Global outsourcing software en_US
dc.subject Outsourcing en_US
dc.title Identification of critical success factors and barriers of global software outsourcing en_US
dc.type Research Report en_US

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