Critical success factors for offshore software outsourcing contract management from vendors’ perspective: an exploratory study using a systematic literature review

Khan, Abdul Wahid; Khan, Siffat Ullah

doi:10.1049/iet-sen.2013.0013

Cited by 39 publications

(43 citation statements)

References 57 publications

(74 reference statements)

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“…If a barrier has got a frequency percentage ≥30%, we consider it to be a critical one. Other researchers have also used the similar approach . However, GSD practitioners may define their own criteria for deciding the significance of a barrier to be critical or not.…”

Section: Resultsmentioning

confidence: 99%

“…In this study, we have found a total of 16 barriers in software integration which hurdle the integration process in GSD environment. Among these, 10 barriers have been ranked as critical barriers based on the 30% criteria used by many researchers in the literature . Table reveals that as compared to small and medium size projects the large size projects have been reported in the highest number of papers.…”

Section: Discussionmentioning

confidence: 99%

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Software integration in global software development: Challenges for GSD vendors

Ilyas

Khan

2017

J Softw Evol Proc

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Context The advances in information and communication technologies have revolutionized the software development environment from local to global software development (GSD). This revolution also created challenges for vendor organizations. Vendors face challenges in integrating the components developed independently by GSD teams into a final working product. Objective The objectives of the current study is to find out those critical barriers/challenges that hinder the integration process at any stage in the GSD environment for different types and size of projects. Methodology For achieving the objectives we initially conducted a comprehensive systematic literature review (SLR). We searched 6 digital libraries and also followed the snowballing technique. The data was extracted from a total of 88 finally selected papers. Findings of the SLR study were then empirically validated through a questionnaire survey in GSD industry. A total of 96 experts from 22 different countries participated in the survey. Results We have found a total of 16 barriers/challenges among which ten barriers are ranked as critical barriers/challenges. Some of the top ranked barriers are “lack of communication,” “lack of proper documentation,” “lack of compatibility,” and “architecture mismatch.” The findings of our industrial survey are mostly coherent with the SLR findings. However, there is a difference in ranks of the various barriers/challenges across the 2 data sets (SLR and industrial survey). The identified challenges need to be properly addressed by software vendors to reduce the complexity of the integration process in GSD projects. Conclusion We found that the severity of these barriers increases in large size projects. On the other hand, bespoke products are more affected by “lack of communication,” while off‐the‐shelf–based projects face integration problems due to “lack of compatibility,” “architecture mismatch,” and “wrong off the shelf product selection and customization”.

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Section: Resultsmentioning

confidence: 99%

Section: Discussionmentioning

confidence: 99%

Software integration in global software development: Challenges for GSD vendors

Ilyas

Khan

2017

J Softw Evol Proc

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“…Tacit knowledge is a specific knowledge with unique content, which is difficult for structuring and diffusing, while explicit knowledge is easily distributed in formal and symbolic language [21]. Khan and Khan mentioned that contract flexibility, trustworthy relationship management, competitive bidding, consultation and negotiation, quality management, knowledge sharing, top management support, software process improvement certification, risk sharing attitude, time management, culture awareness, intellectual property right, data security and privacy, detailed specifications of product and project, conflict reconciliation mechanism are the important factors for successful outsourcing partnership, among which first five factors were identified as critical success factors [19].…”

Section: It Professionals Of 148 Banksmentioning

confidence: 99%

Effects of Human Factor on the Success of Information Technology Outsourcing

faraji¹,

Abdolvand²

2016

IJITCS

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“…In many cases, IT outsourcing project starts with target settings where achievable success factors are also defined and selected (Chou and Chou, 2009). These factors give good indications for defining criteria to be used in final vendor selection.…”

Section: Introductionmentioning

confidence: 99%

Significance of Supplier Selection Criteria Evolvement in IT Outsourcing to Emerging Economies – Lessons from a Global IT Outsourcing Project

Hyvönen

Helminen

Watanabe

2015

JTMGE

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In line with the increasing significance of the acceleration of information technology (IT) advancement and also of harnessing the vigor of emerging economies, IT outsourcing to emerging economies has become global concerns. This enables global companies to enjoy a critical competitive edge by choosing the best option in outsourcing strategy and supplier selection. Consequently, supplier selection criteria have become critical issues for both suppliers and customers. This paper attempts to provide insightful suggestions to these issues. An empirical analysis was conducted taking supplier selection criteria evolvement in global IT outsourcing project focusing on action research in a multinational company.Noteworthy findings include impacts of manager's change, identification of creative moment and weighting of supplier selection criteria.

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Critical success factors for offshore software outsourcing contract management from vendors’ perspective: an exploratory study using a systematic literature review

Cited by 39 publications

References 57 publications

Software integration in global software development: Challenges for GSD vendors

Software integration in global software development: Challenges for GSD vendors

Effects of Human Factor on the Success of Information Technology Outsourcing

Significance of Supplier Selection Criteria Evolvement in IT Outsourcing to Emerging Economies – Lessons from a Global IT Outsourcing Project

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