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ABSTRACT
With the current IT industry trend towards outsourcing the development and support
of systems to offshore third party service providers, systems managers are facing a
number of new challenges. One of the primary concerns is to ensure that offshore
resources are being utilised in the most cost effective and efficient manner. The ability
to monitor and control performance is exacerbated by the fact that development teams
are located in far off lands, there is no face to face contact and the working
environment is not visible. There is a real need to develop processes and procedures
that can accurately report on the progress being made by offshore teams as they
proceed through the development lifecycle. This project will investigate the internal
procedures and methods deployed by two different offshore service providers based in
India (Tata Consultancy Services and KPIT Cummins).
Icess ability, thereby improving the process performance of their projects.
According to the SEI no more than 2% of IT shops could meet level 5 assessment
requirements’
(Persse, 2001)
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2.3 Summary
From a Cummins perspective, the characteristics of the existing relationship would
place the company in the conventional type of relationship with a desire to move
towards a more collaborative state, as the vendors need to get more involved in the
business analysis side. The scope of most of the work to date has been focused on the
detailed programming side only.
The key success factors described by (Ebert et al, 2005) and the ITsqc measurement
roadmap will need to form the backbone to any recommendations for changes in the
working practices at Cummins.
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3.0 Research Method.
3.1 Introduction.
This ch ...