[أوتسورس] برمجيّة
![منظرة [تودّ] [مكغرث] قطاع جانبيّ على [لينكدين]](http://www.linkedin.com/img/webpromo/btn_profile_greytxt_80x15.gif){kind=small}
تحديات في بعيد عن الشّاطئ برمجيّة تطوير
في هذا يوم وعمر, مع عولمة يثبت داخل, يفتّش تنظيمات باستمرار فوائد يستنتج من مناولة برمجيّة تطوير إلى أخرى بلاد. هناك يمهر برمجيّة أفرقة يوزّع [ألّ وفر ث وورلد], أيّ يكون بدرجة متزايدة يكون جعلت يتوفّر إلى تنظيمات كشريكة شركات, يتعاون على بعيد عن الشّاطئ برمجيّة تطوير مشاريع.
يوزّع تنظيمات يتلقّى يكون عملهم [ألّ وفر ث وورلد], مناولتهم برمجيّة تطوير مشاريع إلى بلاد مختلفة. التحاريض من هذا تنظيمات, [أس ولّ س] العملية يتبع هم في يوزّع مشاريع, يستمرّ أن يتطوّر. There have been significant management process changes adopted by companies in dealing with offshore companies and their software teams.
بعيد عن الشّاطئ برمجيّة يقدّم تطوير عدّة فوائد, غير أنّ [أت ث سم تيم] توزيع المشاريع إلى يوزّع فريق ال [سفتور نجنير] يقدّم كثير تحديات من ال يجمع فريق. السؤال كيف أن يخاطب هذا إصدارات, وك هذا يتطوّر, هناك كان أخيرا مجموعة من عاملات حرجة أنّ ضمن النجاح من بعيد عن الشّاطئ برمجيّة تطوير.
الاتّجاهات في السوق:
هناك يستمرّ توسع شاملة شركات, وقد نتج هذا توسع في توزيع من أفرقتهم حول العالم في عدّة طرق, ما إذا [ب يت] [أفّشورينغ], يكتسب, يتشارك, أو مناولة. As this practice becomes prevalent, there is a constant evolvement of approaches and practices, taking the offshoring to a matured level.
The decision factor:
Many organizations are moving their work to one single destination, and frequently in India. In the present days there are trends in transferring projects to China, and the Eastern European countries. In transferring the work, the main motive was the cost factor, where the decision to move offshore was influenced mainly by the availability of the skill at a much cheaper rate than the US or Western European countries.
Organizations in the US and Western Europe are increasingly setting up their own development centres in several locations in the world. The decision to set up such center in Asia, and Eastern European countries are mostly motivated by the availability of the right skill at low rates, and there are other motivation factors which has prompted organizations to move offshore.
Having centers all over the world, organizations now have a pool of talents from which they can draw from. Having set up the teams in different time zones, the organizations can now have extended working hours. The team in the eastern zone hands over the job to the western team at the end of their day. The team in the western region starts to work on the same project, there-by extending the time extensively, saving cost and time of completion.
There is increasing number of outsourcing providers growing in the world, which has made outsourcing popular for quite some time. Initially, the organizations used to select outsourcing vendors who made sense at that time. The decision could also have also have been based on the project itself, which was perhaps found to be suitable for outsourcing, or the organizations might have based their decision on such projects which were short of funding.
The pitfalls:
In order to successfully accomplish project completion, the offshore companies need to be flexible in adapting to new methodologies, life-cycles, and specifications in order to meet the outsourced project requirements. In each case, the methodology applied for projects are usually different. There are other factors which may affect the offshore software development processes, and these could be the existing communication and co-ordination variables, cultural differences, requirement deficiencies, relationship management, quality process, project management tools for project evaluation, and more importantly the turn-over of skilled people attached to the project.
