| In the last decade, the outsourcing phenomenon has | | | | models. |
| gained acceptance and grown in popularity. The | | | | 2. My organization will lose control if we outsource IT |
| reason for this growth is clear. Outsourcing enables an | | | | tasks |
| organization to focus on core competency and critical | | | | A reputable outsource partner will ensure that the |
| activities and to pass on other business activities to | | | | client retains control over critical project decisions and |
| experts and professionals who specialize in specific | | | | that the client is informed of project progress, issues |
| processes, and business functions. | | | | that require attention and upcoming deliverables. The |
| In the realm of offshore technology outsourcing, an | | | | client will have the option to set guidelines for how |
| organization might decide to outsource software | | | | much vendor interaction is expected and the types of |
| development, management and support, programming | | | | reporting and communication it requires at various |
| services, project management, business analysis, | | | | stages of the project. |
| infrastructure management or any one of a number of | | | | 3. Outsourcing is more expensive than staffing IT |
| other tasks. But, in many instances, an organization | | | | tasks with internal team members |
| may discount or dismiss the value of outsourcing | | | | Working with a proven offshore outsourcing partner |
| because they assume outsourcing is ineffective or that | | | | ensures an ideal mix of affordable services and the |
| it may cause delays in projects or even cause the | | | | skills, processes and delivery models required by global |
| organization to lose its technology investment. They | | | | clients. Choosing an appropriate offshore partner |
| may fear the loss of control over projects or have | | | | working in a dependable offshore location allows the |
| concerns about protecting intellectual property or data | | | | client to comply with budgetary requirements and, at |
| security. | | | | the same time, staff the project with experienced |
| In this article we will discuss the five most common | | | | resources. |
| outsourcing myths. This clarification process may help | | | | 4.Offshore vendor teams are never as dedicated or |
| your organization to better understand outsourcing | | | | responsive as internal team members |
| opportunities, and to decide when and how to use | | | | Working with a proven offshore outsourcing partner |
| outsourcing to accomplish goals and objectives. | | | | ensures an ideal mix of affordable services and the |
| The decision to outsource an activity does not mean | | | | skills, processes and delivery models required by global |
| that the organization defines that activity as | | | | clients. Choosing an appropriate offshore partner |
| ‘unimportant.' Rather, the outsourcing decision is | | | | working in a dependable offshore location allows the |
| based on the separation of tasks. The organization will | | | | client to comply with budgetary requirements and, at |
| begin by identifying tasks that must be completed by | | | | the same time, staff the project with experienced |
| its own team versus tasks that can be outsourced. | | | | resources. |
| Tasks that contribute to or involve the core | | | | Your outsource partner will also focus on ‘soft' |
| competencies of the organization are those that will be | | | | interactive skills, leadership skills and the potential of its |
| reserved for your team. | | | | team members to grow and adapt. Offshore team |
| Tasks that are specialized, or outside the competency | | | | members will work as an extension of your team with |
| of the organization, can be outsourced. You may also | | | | the same enthusiasm and dedication of your internal |
| choose to outsource tasks that can easily be | | | | technology and business team members. |
| performed by your team where these outsourced | | | | 5. Offshore outsourcing has a negative impact on my |
| tasks will free your team to spend time on tasks more | | | | job, my company and my country |
| critical to the success of your organization. You may | | | | Organizations often struggle to justify outsourcing |
| also choose to outsource tasks to leverage | | | | projects. While the affordability and flexibility of these |
| investment funds, using affordable outsourcing | | | | services may be tempting, the organization often |
| services to complete a project or provide support and | | | | believes that employing offshore services may result in |
| investing the money you save on other critical projects | | | | job loss and send important investment dollars |
| or business needs. | | | | offshore. |
| To make an appropriate outsourcing decision it is | | | | At its inception the outsourcing concept seemed to |
| important to separate fact from fiction. This process | | | | warrant caution. With the passage of time and the |
| will help you to make an educated decision about | | | | advent of global business relationships, outsourcing has |
| outsourcing some or all of your IT tasks. | | | | become a successful strategy for many companies. |
| The five most common outsourcing myths: | | | | Employees of your organization can be more focused |
| 1. Outsourcing is undependable and the vendor may | | | | on critical tasks and core competencies. By focusing |
| not deliver results | | | | on these core competencies, your employees can |
| Contrary to what some prospective clients believe, | | | | learn the business more quickly and move up in the |
| appropriate outsourcing of tasks, projects or | | | | organization to add more value. |
| technology support is a proven method of achievable | | | | Outsource partners can add to the competitive |
| goals in a timely, affordable fashion. Clients often | | | | advantage of your company and leverage critical |
| believe that offshore outsource partners will be | | | | financial investments and provide better ROI, allowing |
| undependable. If a client does not directly employ the | | | | you to pay for other important projects without cost |
| people working on a project, it may believe it cannot | | | | overruns. As local governments adjust trade and |
| ensure that deliverables will meet expectations. But, | | | | service laws and tax structures, your organization can |
| proven offshore outsource providers are skilled at | | | | more easily implement a global business structure that |
| delivering on requirements in a timely fashion and will | | | | will provide flexible, affordable services without a |
| consistently meet budget needs. | | | | negative impact on the local job market or on the |
| Remember, these vendors are experienced at | | | | economy. Long-term studies on the outsourcing |
| working with clients as an extension of the client team. | | | | phenomenon illustrate the proven results and the |
| They have developed proven processes and models | | | | benefit to local and global economies. |
| to ensure project success across time zones and in all | | | | As you consider your technology project or support |
| types of industries. Reputable offshore vendors work | | | | needs, you should seriously consider the offshore |
| in cities, countries and locations that can guarantee a | | | | outsourcing solution. In our discussion of the five |
| stable economic and political environment and | | | | common myths of outsourcing, you may have noticed |
| adequate IT resources. This ensures affordable | | | | our focus on reputable, dependable offshore service |
| services and a dependable service offering. Proven | | | | providers. Outsourcing projects to an offshore provider |
| offshore vendors have dependable data and network | | | | can be a very rewarding experience for your |
| security that will ensure your information is protected | | | | organization. However, as with any other project your |
| and mitigate infrastructure downtime, so your | | | | organization may consider, we encourage you to plan |
| organization can be confident of stable, dependable | | | | and execute your project using the best, most |
| service. They can also supply flexible delivery models | | | | experienced resources available. In this way, you will |
| that will provide dependable services for those | | | | ensure a successful project and a positive outcome. |
| organizations that require onsite or hybrid delivery | | | | |