CHALLENGES FOR ADOPTING CLOUD-BASED SOFTWARE AS A SERVICE (SAAS) IN THE PUBLIC SECTOR

Technological advances such as the creation of bandwidth, modular applications and cloud computing have enabled the creation of a distributed collaborative sourcing model named Software as a Service (SaaS). SaaS presents the embodiment of a new service delivery model in which a service provider is delivering its electronic services over the web to many users on a pay per use or period basis. SaaS is still unexplored in the public sector context and its use has been limited. Based on interviews and a group session the main challenges for adopting SaaS are explored from the government perspective. It was found that SaaS could provide many benefits which are related to the outsourcing of the local control, installation and development of software which could result in potential cost-savings and better cost control. Disadvantages and risks are related to the more difficult control of the IT function. Several items were mentioned as both a benefit and disadvantage, as this will be dependent on the organizational arrangements. There are also many challenges that need to be addressed including ensuring the quality, privacy, security and business continuity which require the implementation of organizational changes and governance mechanisms for public sector organizations that are considering SaaS

Design Choices Underlying the Software as a Service (SaaS) Business Model from the User Perspective: Exploring the Fourth Wave of Outsourcing

Software as a Service (SaaS) can be viewed as the fourth wave of outsourcing. SaaS is a relatively new type of service delivery model in which a service provider delivers its services over the web to many users on a pay per use or period basis. In the scarce literature available, the SaaS business model is almost always analyzed from the perspective of the service provider perspective, and rarely from the user organization. Using the unified business model conceptual framework, two case studies are investigated to understand the design choices underlying the SaaS business model from the user organization perspective. The analyses on the business model dimensions provided insight into the differences between the case studies and helped to identify eight discriminating design choices that are important when designing SaaS business models. These include the (1) SaaS service characteristics, (2) SaaS value source, (3) SaaS user target group, (4) data architecture configuration and tenancy model, (5) SaaS governance and demand/supply management core competencies, (6) cloud deployment model, (7) SaaS integration and provider strategy and the (8) SaaS pricing structure. An appeal is made for more research into the impact of cloud business models

Design Choices Underlying the Software as a Service (SaaS) Business Model from the User Perspective: Exploring the Fourth Wave of Outsourcing

Software as a Service (SaaS) can be viewed as the fourth wave of outsourcing. SaaS is a relatively new type of service delivery model in which a service provider delivers its services over the web to many users on a pay per use or period basis. In the scarce literature available, the SaaS business model is almost always analyzed from the perspective of the service provider perspective, and rarely from the user organization. Using the unified business model conceptual framework, two case studies are investigated to understand the design choices underlying the SaaS business model from the user organization perspective. The analyses on the business model dimensions provided insight into the differences between the case studies and helped to identify eight discriminating design choices that are important when designing SaaS business models. These include the (1) SaaS service characteristics, (2) SaaS value source, (3) SaaS user target group, (4) data architecture configuration and tenancy model, (5) SaaS governance and demand/supply management core competencies, (6) cloud deployment model, (7) SaaS integration and provider strategy and the (8) SaaS pricing structure. An appeal is made for more research into the impact of cloud business models

Content Management Implemented as Shared Service: A Public Sector Case Study

Abstract. Sharing services has gained the interest of governments to reduce costs. The basic idea is that services provided by one department can be provided to others with relatively few efforts. A new emerging trend is the implementation of content management (CM) shared services. As a new phenomenon, there is little understanding of this concept. This paper addresses this knowledge gap by investigating a public sector case study and analyzing the decision process concerning the introduction of a CM for Shared Service Centers (SSCs). The case is analyzed using a decision framework based on a multi-theory approach found in outsourcing literature. The differences with other types of SSCs are highlighted. The complexity of this arrangement originates from the need to manage content in the many parts of the organization and the involvement of many different roles. A CM SSC requires a holistic decision-making approach by balancing the management, technology and content dimensions carefully, as these dimensions influence the resulting arrangement and potential benefits