Software de Outsource
Desafíos en el desarrollo costa afuera del software
En este día y edad, con el globalization fijando adentro, las organizaciones están buscando constantemente las ventajas derivadas de desarrollo del software del outsourcing a otros países. Hay los equipos expertos del software distribuidos por todo el mundo, que cada vez más se están poniendo a disposición las organizaciones como compañías del socio, colaborando en proyectos costa afuera del desarrollo del software.
Las organizaciones han estado distribuyendo su trabajo por todo el mundo, outsourcing sus proyectos del desarrollo del software a diversos países. Las motivaciones de estas organizaciones, tan bien como el proceso siguen en proyectos que distribuyen, continúan desarrollándose. Ha habido cambios significativos del proceso de la gerencia adoptados por las compañías haciendo frente a las compañías costa afuera y a sus equipos del software.
El desarrollo costa afuera del software ofrece varias ventajas, pero al mismo tiempo la distribución de proyectos al equipo distribuido de las Software Engineers ofrece más desafíos que el equipo recogido. La pregunta es cómo tratar estas ediciones, y como éstos se desarrolla, allí sería finalmente un sistema de los factores críticos que asegurarían el éxito del desarrollo costa afuera del software.
Las tendencias en el mercado:
Hay una extensión global continuada de compañías, y esta extensión ha dado lugar a la distribución de sus equipos alrededor del mundo de varias maneras, si sea offshoring, adquirir, partnering, u outsourcing. 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.
