Outsourcing and acquisition models comparison related to IT supplier selection decision analysis

This paper presents a comparison of acquisition models related to decision analysis of IT supplier selection. The main standards are: Capability Maturity Model Integration for Acquisition (CMMI-ACQ), ISO / IEC 12207 Information Technology / Software Life Cycle Processes, IEEE 1062 Recommended Practice for Software Acquisition, the IT Infrastructure Library (ITIL) and the Project Management Body of Knowledge (PMBOK) guide. The objective of this paper is to compare the previous models to find the advantages and disadvantages of them for the future development of a decision model for IT supplier selection

Creating a Vision for XYZ Research Corporation: A Case Study

A strategic analysis was developed for XYZ Research Corporation (the true company's name is disguised). The strategic analysis involved a series of visits to the company to conduct focus groups with its employees and management. Five focus groups were carried out at XYZ Research Corporation. This method proved to be effective and valuable when aiming to gather detailed information on the specifics of a firm's operation. Information and insights on the company and its business that would not become evident through any kind of meticulous financial or economic analysis of the company's and industry's numbers - which in fact were unavailable or scarce - was efficiently obtained by personal communication from the employees in the interviews. The focus group and interview method is recommended as a valid alternative to gathering detailed data and information when facing limited availability of reliable quantitative economic data on sales, size, and other information on the industry. The amount and quality of person-to-person information gathered in the interviews made the questionnaire a more powerful tool versus the alternative of simply mailing it. In the process of developing a strategic plan for XYZ, data and information used to write an undergraduate level teaching case study was gathered. The focus group method allowed for digging out intricate functional relationships within the company and between the company and the industry, which allowed for writing a more complete and educationally interesting case study.Focus Groups, Strategic Analysis, Food Safety, Outsourcing, Research Methods/ Statistical Methods, A22, C99, L21, M10,

Transmission losses cost allocation in restructed electricity market environment

During these recent decades, the restructuring system of electricity market has been taken places around the whole world. Due to the restructuring (deregulation), the electrical power system has been divided into three separates categories according to the function. First stage of power system is the generation companies (GENCOs), followed by transmission companies (TRANSCOs) and distribution companies (DISCOs). The competitive environment will be handling by a non-profit entity, independent system operator (ISO) that functioning as the system securities that have to make sure that the power system continues to operate in a stable and economical manner. However, restructuring system can give effect during the energy transmission. One of the transmission issues is regarding the power losses. To overcome the losses, generators must generate more power. The issue regarding the transmission losses in deregulated system is how to allocate it to the user and charge them in fair ways as in for instance the pool trading model, it is hard to trace the power contribution and losses of each user in transmission line. In addition, the users didn’t want to pay the losses, it means that the ISO have to responsible for the losses and it will be unfair to put the responsible to ISO alone. Therefore, in this project, the allocation of transmission losses and loss cost methods which are the pro-rata and proportional sharing method will be investigated. Comparison between those methods will be done in order to identify which types of method that reflect an efficient and fair way to distribute the cost of the transmission losses to the user. These chosen methods will be tested on IEEE bus system

Smarter Outsourcing for Grantmakers

With the subsequent downturn in the economy, outsourcing became an even more attractive opption for some funders. Today, more than ever, grantmakers facing fluctations in the economy need to work more resourcefully, efficiently, and effectively. This paper will explore why grantmakers choose to outsource, what functions are typically contracted out, and how an outsourcing arrangement is best managed, based on the lessons TCC Group--and our clients--have learned over the past 30 years

Human Resource Management Outsourcing in Spanish firms: Evolution over time and implication for devolution

Purpose: The paper aim to explore the evolution in the use of HRO in Spanish firms, and determine the differences in the degree of implementation of HRO since 1999 until 2014, and also analyze the relationship between HR outsourcing and devolution of HR responsibilities to line managers in Spanish organizations. Design/methodology: This paper combines quantitative and qualitative methods. Namely the article is based on international Cranet HRM survey data collected from private and public organizations and also interviews with HR external providers. Findings: The analysis of developments, based on the Cranet surveys and interviews with HR external providers shows that during the past few years there has been an increasing use of HRO in parallel with the tendency to devolve more HR responsibility to line managers. Research limitations/implications: The main limitation of this research is the limitation of data about reasons for devolution that the CRANET questionnaire provides. However, the interviews carried out enrich the survey data with qualitative results. Practical implications: The findings can be used to guide management teams in outsourcing and devolution decisions to maximize benefits to their organizations. Originality/value: This paper is about the evolution of HRO in Spain as a European Union country where published research on HRO and also its implications is relatively limited. The originality of this paper is mainly the involvement of line manager in the outsourcing process which have been poorly analyzed until now.Peer Reviewe

Knowledge management : why do we need it for corporates

This article gives a brief introduction about Knowledge Management (KM), its need, definition, components, KM assets, challenges and processes of KM initiative at any organisation. It also provides a narration on how the KM initiative has been adopted at ICICI OneSource, to support the achievement of its Business Process Outsourcing objectives. Both knowledge sharing as well as reuse need to be encouraged and recognized at the individual employee level as well as the company level. This is best done by measuring and rewarding knowledgeperformance. Sustained strategic commitment and a corporate culture that is conducive to knowledge-performance are vital for success in Knowledge Management. The paper concludes with suggestions for the implication for policy and future practices

A Resource-Based Analysis of Outsourcing: Evidence from Case Studies

The central role that information technology plays in the management of companies, the massive investments that are required, and a preoccupation for rationalization explain in good part the renewed interest in the strategies used for information systems sourcing. In-house provision is often seen as the best way to provide an organization with IT services that are well adapted to support its business activities while preserving its trademark processes and know-how. On the other hand, critics argue that a better solution is to outsource those IT activities to specialists, thus permitting the company to focus on its core business. The choice of a sourcing mode has an impact on the ability of the firm to implement its systems and ultimately to compete in its field of business. In order to better understand under what conditions a firm should choose one sourcing mode over another, we argue that it is necessary to analyze the interactions between a firm's competencies and the strategic value of those competencies. This is investigated using evidence from 21 information system projects. The0501n findings were that the best predictor of success and failure, by far, is the fit between the governance mode and the position of the project in the value/availability matrix. Another interesting finding is that no sourcing mode per se seems to lead to successful outcomes. It is always a matter of selecting the appropriate mode for each situation. De plus en plus, les technologies de l'information sont au centre des préoccupations des gestionnaires. Elles commandent des investissements massifs et peuvent être gérées de diverses manières. Traditionnellement, une gestion interne était favorisée pour fournir à l'organisation des services sur mesure et pour protéger des pratiques uniques, permettant à l'organisation de se différencier. Les détracteurs de cette approche soutiennent que l'impartition est un meilleur choix. L'impartition permet à la firme de se concentrer sur ses compétences de bases tout en lui donnant accès à des spécialistes de pointe. Pour mieux comprendre le lien entre les compétences de la firme et l'impartition, 21 projets sont étudiés. Les résultats indiquent que le meilleur prédicteur de succès est l'adéquation entre le mode de gestion et le profil de compétences de la firme.Outsourcing of IT, resource-based theory, IT resources, Impartition, approche centrée sur les resources, étude de cas