Propuesta de una metodología para gestión de proyectos de outsourcing de TI para proveedores

Los avances tecnológicos actuales que han llevado a una economía globalmente conectada, junto con la creciente tendencia hacia la privatización, globalización y desregulación están dando lugar a nuevos modelos organizativos y a un aumento de la colaboración entre proveedores y clientes, compartiendo información y flujos de proceso. Todo ello ha contribuido directamente a la gran expansión del outsourcing y a que se considere como una herramienta estratégica para las organizaciones. En este entorno y dada la creciente complejidad organizativa, el uso de una metodología para ayudar a la implantación de proyectos de outsourcing se ha convertido en algo casi necesario. En los últimos años se han propuesto algunas metodologías, especialmente para apoyo de las organizaciones cliente de outsourcing, pero no consideramos que sean completas en cuanto a contemplar todos los aspectos necesarios para guiar un proyecto de outsourcing. Es por ello que, en este artículo, proponemos una metodología para gestión de proyectos de outsourcing de TI desde el punto de vista del proveedor que sea completa y fácil de aplicar. Abstract -. Current technological advances that have led to a globally connected economy, together with the increasing trend towards privatization and deregulation, are leading to new organizational models and increased collaboration between suppliers and customers, sharing information and process flows. This has directly contributed to the great expansion of outsourcing, considering it as a strategic tool for organizations. In this environment, and given the increasing organizational complexity, the use of a methodology to assist the implementation of outsourcing projects has become almost necessary. In recent years several methodologies and models have been proposed, especially for supporting client outsourcing organizations, but we do not consider them to be complete, they do not cover all necessary aspects to manage an outsourcing project. That is the reason because we, in this paper, propose a methodology for outsourcing project management from the point of view of the suppliers that was complete and easy to apply.

Propuesta de una metodología para provisión de servicios de outsourcing de TI

El mercado de outsourcing ha estado creciendo en los últimos años y se prevé que lo siga haciendo en los próximos, pero este crecimiento ha estado limitado por el fracaso de muchos proyectos que, en algunos casos, han llevado a las organizaciones a asumir de nuevo esos servicios (insourcing). Estos fracasos se han debido en gran parte a los problemas con los proveedores: falta de experiencia, de capacidades para asumir los proyectos, dificultad en la comunicación,… A diferencia de lo que ocurre en otras disciplinas, no existe una metodología que ayude, tanto a los clientes como a los proveedores de servicios de outsourcing de TI, a gobernar y gestionar sus proyectos y conseguir los resultados buscados. En los últimos años han aparecido, al mismo tiempo que la expansión del outsourcing, algunos modelos y marcos de buenas prácticas para la gestión de los proyectos de outsourcing, pero generalmente sólo cubren algunos aspectos de la gestión. No se los puede considerar metodologías, porque no definen roles, responsabilidades ni entregables. Por lo general, son el resultado de la experiencia en la gestión de otros tipos de proyectos. Hay que considerar también que, excepto eSCM-SP, que es un modelo de buenas prácticas para mejorar la capacidad en la provisión de servicios, están todos orientados al cliente. El objetivo de esta tesis es, por un lado, demostrar la necesidad de contar con una metodología que guíe a los proveedores durante todo el ciclo de vida un proyecto de outsourcing y, por otro, proponer una metodología que contemple desde la fase inicial de la búsqueda de oportunidades de negocio, evaluación de las propuestas RFP, la decisión de hacer una oferta o no para la prestación de servicios, la participación en la due diligence, la firma del contrato, la transición y la entrega de servicios, hasta la finalización del contrato. La metodología se ha organizado en base a un ciclo de vida del outsourcing de cinco etapas, definiendo para cada una de ellas los roles que participan y las responsabilidades que deberán asumir, las actividades a realizar y los entregables que se deberán generar, y que servirán de elementos de control tanto para la gestión del proyecto como para la provisión del servicio. La validación de la metodología se ha realizado aplicándola en proyectos de provisión de servicios de TI de una mediana empresa española y comparando los resultados obtenidos con los conseguidos en proyectos anteriores. ABSTRACT The outsourcing market has been growing in recent years and it is expected to keep doing so in the coming years, but this growth has been limited by the failure of many projects that, in some cases, has led organizations to take back those services (insourcing). These failures have been due to a major degree to problems with providers: lack of experience and capacity to take on the projects, and difficulties of communication. Unlike what happens in other disciplines, there is no methodology for helping both customers and providers of outsourcing services. In recent years, some good practice frameworks have also appeared at the same time as the expansion of outsourcing. They are not methodologies because they have not defined any roles, responsibilities and deliverables. These frameworks aim to help organizations to be successful at managing and governing outsourcing projects. They are usually the result of their experience in managing other kinds of projects. In consequence, it is not appropriate to name them "methodologies" for managing outsourcing projects and much less "standards". It is also important to note that all existing good practice frameworks, except eSCM-SP, are client-oriented. The aim of this thesis is to state the need to propose a methodology that guides providers throughout the whole outsourcing life cycle and facilitates the provision of quality services and their management, and the proposal of a methodology in which the stages, activities, deliverables, roles and responsibilities are clearly defined. The proposed methodology cover all the stages of the outsourcing life cycle, from the early stage of searching for business opportunities, evaluation of the RFP proposals, the decision to bid or not to bid for the service provision, participation in the due diligence if necessary, the signing of the contract, the transition and delivery of service to the termination of the contract. For each activity, roles, responsibilities and deliverables have been defined. The validation of the methodology has been done by applying it in the provision of some outsourcing projects carried out by a Spanish IT medium company and comparing the results with those obtained in previous projects.

Defining and Measuring Metrics for a Multinational Human Resources Department

Successful HR departments should support key business objectives by establishing metrics that determine the effectiveness of their processes. Functions such as recruiting, benefits, and training are processes that should have metrics. Understanding who measures what, when, and how often is the first step in measuring how much it costs to run HR. The next step is determining which processes are most critical, and then determining the metrics that fit the business needs. Slight adjustments will need to be made as business needs change, but the process for measuring outcomes should not change. This paper will focus on multinational corporations that employ at least ten thousand employees and have a ratio of one HR professional to every hundred fulltime equivalents (FTEs).

Open business intelligence: on the importance of data quality awareness in user-friendly data mining

Citizens demand more and more data for making decisions in their daily life. Therefore, mechanisms that allow citizens to understand and analyze linked open data (LOD) in a user-friendly manner are highly required. To this aim, the concept of Open Business Intelligence (OpenBI) is introduced in this position paper. OpenBI facilitates non-expert users to (i) analyze and visualize LOD, thus generating actionable information by means of reporting, OLAP analysis, dashboards or data mining; and to (ii) share the new acquired information as LOD to be reused by anyone. One of the most challenging issues of OpenBI is related to data mining, since non-experts (as citizens) need guidance during preprocessing and application of mining algorithms due to the complexity of the mining process and the low quality of the data sources. This is even worst when dealing with LOD, not only because of the different kind of links among data, but also because of its high dimensionality. As a consequence, in this position paper we advocate that data mining for OpenBI requires data quality-aware mechanisms for guiding non-expert users in obtaining and sharing the most reliable knowledge from the available LOD.

Information systems offshore outsourcing: managerial conclusions from academic research

In the light of the growing interest raised by Information Systems Offshore Outsourcing both in the managerial world and in the academic arena, the present work carries out a revision of the research in this area. We have analysed 89 research articles on this topic published in 17 prestigious journals. The analysis deals with aspects such as research methodologies, level of analysis in the studies, data perspective, economic theories used or location of vendors and clients of these services; and it additionally identifies the most frequent topics in this field as well as the most prolific authors and countries. Although other reviews about the research in this area have been published, the present paper achieves a greater level of detail than previous works. The review of the literature in the area could have interesting implications not only for academics but also for business practice.

Enrichment of the Phenotypic and Genotypic Data Warehouse analysis using Question Answering systems to facilitate the decision making process in cereal breeding programs

Currently there are an overwhelming number of scientific publications in Life Sciences, especially in Genetics and Biotechnology. This huge amount of information is structured in corporate Data Warehouses (DW) or in Biological Databases (e.g. UniProt, RCSB Protein Data Bank, CEREALAB or GenBank), whose main drawback is its cost of updating that makes it obsolete easily. However, these Databases are the main tool for enterprises when they want to update their internal information, for example when a plant breeder enterprise needs to enrich its genetic information (internal structured Database) with recently discovered genes related to specific phenotypic traits (external unstructured data) in order to choose the desired parentals for breeding programs. In this paper, we propose to complement the internal information with external data from the Web using Question Answering (QA) techniques. We go a step further by providing a complete framework for integrating unstructured and structured information by combining traditional Databases and DW architectures with QA systems. The great advantage of our framework is that decision makers can compare instantaneously internal data with external data from competitors, thereby allowing taking quick strategic decisions based on richer data.

Applying model-driven engineering to the development of Rich Internet Applications for Business Intelligence

Business Intelligence (BI) applications have been gradually ported to the Web in search of a global platform for the consumption and publication of data and services. On the Internet, apart from techniques for data/knowledge management, BI Web applications need interfaces with a high level of interoperability (similar to the traditional desktop interfaces) for the visualisation of data/knowledge. In some cases, this has been provided by Rich Internet Applications (RIA). The development of these BI RIAs is a process traditionally performed manually and, given the complexity of the final application, it is a process which might be prone to errors. The application of model-driven engineering techniques can reduce the cost of development and maintenance (in terms of time and resources) of these applications, as they demonstrated by other types of Web applications. In the light of these issues, the paper introduces the Sm4RIA-B methodology, i.e., a model-driven methodology for the development of RIA as BI Web applications. In order to overcome the limitations of RIA regarding knowledge management from the Web, this paper also presents a new RIA platform for BI, called RI@BI, which extends the functionalities of traditional RIAs by means of Semantic Web technologies and B2B techniques. Finally, we evaluate the whole approach on a case study—the development of a social network site for an enterprise project manager.

Empowering global software development with business intelligence

Context: Global Software Development (GSD) allows companies to take advantage of talent spread across the world. Most research has been focused on the development aspect. However, little if any attention has been paid to the management of GSD projects. Studies report a lack of adequate support for management’s decisions made during software development, further accentuated in GSD since information is scattered throughout multiple factories, stored in different formats and standards. Objective: This paper aims to improve GSD management by proposing a systematic method for adapting Business Intelligence techniques to software development environments. This would enhance the visibility of the development process and enable software managers to make informed decisions regarding how to proceed with GSD projects. Method: A combination of formal goal-modeling frameworks and data modeling techniques is used to elicitate the most relevant aspects to be measured by managers in GSD. The process is described in detail and applied to a real case study throughout the paper. A discussion regarding the generalisability of the method is presented afterwards. Results: The application of the approach generates an adapted BI framework tailored to software development according to the requirements posed by GSD managers. The resulting framework is capable of presenting previously inaccessible data through common and specific views and enabling data navigation according to the organization of software factories and projects in GSD. Conclusions: We can conclude that the proposed systematic approach allows us to successfully adapt Business Intelligence techniques to enhance GSD management beyond the information provided by traditional tools. The resulting framework is able to integrate and present the information in a single place, thereby enabling easy comparisons across multiple projects and factories and providing support for informed decisions in GSD management.

Pure Business, Law Enforcement or Sheer Politics? The EU’s WTO Complaints against Chinese Export Restrictions on Raw Materials. EU Diplomacy Paper 06/2013

In light of the growing international competition among states and globally operating companies for limited natural resources, export restrictions on raw materials have become a popular means for governments to strive for various goals, including industrial development, natural resource conservation and environmental protection. For instance, China as a major supplier of many raw materials has been using its powerful position to both economic and political ends. The European Union (EU), alongside economic heavyweights such as the US, Japan and Mexico, launched two high-profile cases against such export restrictions by China at the WTO in 2009 and 2012. Against this background, this paper analyses the EU’s motivations in the initiation of trade disputes on export restrictions at WTO, particularly focusing on the two cases with China. It argues that the EU's WTO complaints against export restrictions on raw materials are to a large extent motivated by its economic and systemic interests rather than political interests. The EU is more likely to launch a WTO complaint, the stronger the potential and actual impact on its economy, the more ambiguous the WTO rules and the stronger the internal or external lobbying by member states or companies. This argumentation is based on the analysis of pertinent factors such as the economic impact, the ambiguity of WTO law on export restrictions and the pressure by individual member states on the EU as well as the role of joint complaints at the WTO and political considerations influencing the EU’s decision-making process.

European Integration and Europeanisation: Benefits and Disadvantages for Business. Bruges European Economic Policy (BEEP) Briefing 29/2013

European integration is a project of great economic importance for the 500 million consumers and 21 million companies in Europe. With the economic borders between Member States removed, Europeanisation becomes inevitable for companies. The paper proposes a framework to analyse the benefits and disadvantages for business that come with the process of European integration, structured according to the logic of the four fundamental freedoms of movement within the Internal Market (freedom of movement of goods, services, capital and people) complemented by the section on technology and innovation, and the general EU regulatory environment. Whereas the business decisions need to be taken on a case-by-case basis, taking into consideration firm’s own capabilities and resources as well as industry specificities, several recommendations for companies willing to Europeanise are made, based on an analysis of the regulatory macro-environment of the EU. Above all, any company willing to be successful in the EU has to become a learning organisation, responsive to the advancements of the macro-environment. The ability to anticipate the regulatory developments and to adjust one’s own business and corporate strategy accordingly is the key to achieving sustainable competitive advantage in the European Union.

Analysing the Contribution of Business Services to European Economic Growth. Bruges European Economic Research (BEER) Papers 9/February 2007

The sector business services contributes directly and indirectly to aggregate economic growth in Europe. The direct contribution comes from the sector’s own dynamism. Though the business-services industry appears to be characterised by strong cyclical volatility, there was also a strong structural growth. Business services actually generated more than half of total net employment growth in the European Union since the second half of the 1990s. Apart from this direct growth contribution, the sector also contributed in an indirect way to economic growth by generating knowledge and productivity spill-overs for other industries. The knowledge role of business services is reflected in its employment characteristics. The business-services industry created spill-overs in three ways: original innovations, knowledge diffusion, and the reduction of human capital indivisibilities at firm level. The share of knowledge-intensive business services in the intermediate inputs of the total economy has risen sharply in the last decade. Firm-level scale diseconomies with regard to knowledge and skill inputs are reduced by external deliveries of such inputs, thereby exploiting positive external scale economies. The process goes along with an increasingly complex social division of labour between economic sectors. The European business-services industry itself is characterised by a relatively weak productivity growth. Does this contribute to growth stagnation tendencies à la the socalled “Baumol disease”? The paper argues that there is no reason to expect this as long as the productivity and growth spill-overs from business services to other sectors are large enough. Finally, the paper concludes by suggesting several policy elements that could boost the role of business services in European economic growth. This might to achieve some of the ambitious Lisbon goals with respect to employment, productivity and innovation.

Experience facilitation process e o posicionamento estratégico de unidades hoteleiras

A indústria hoteleira é hoje reconhecida como uma indústria global, com produtores e consumidores espalhados por todo o mundo. Um dos grandes desafios dos nossos dias passa por maximizar a satisfação do seu consumidor e simultaneamente garantir um crescimento exponencial da procura face à concorrência. O EFP (Experience Facilitation Process) tem levantado novos desafios na gestão do turismo e da hotelaria, associado aos novos processos de gestão de negócios turísticos e à emergência de novos produtos e atributos valorizados pelos turistas. O presente estudo visa compreender até que ponto os hotéis facilitam a experiência turística e o usufruto dos seus hóspedes, maximizando a sua satisfação. Pretende-se, neste contexto, perceber se o posicionamento estratégico preconizado pelo sector coloca o enfase no elemento mais importante de uma organização, o cliente. Para o efeito, é proposto um modelo em que a EFP (Experience Facilitation Process) influencia a recomendação do hotel. O EFP é por sua vez explicado pela easiness in performance, pela tecnologia adotada, pela qualidade de F&B e pelas facilidades. O modelo foi empiricamente testado através da aplicação de uma amostra de 299 questionários recolhidos online. Tendo o modelo conceptual sido testado a partir dum modelo de equações estruturais, por recurso ao AMOS 21. Os resultados indicam que a perceção de experiência facilitada se traduz em indicadores tangíveis tais como a easiness in performance e a tecnologia. A facilitação da experiência determina a recomendação, ainda que esta recomendação seja modesta. As implicações teóricas e de gestão foram discutidas mostrando que a facilitação da experiência é um processo determinante para a satisfação dos turistas. Estes resultados empíricos, ainda que não generalizáveis, revelam a complexidade do serviço hoteleiro ao mesmo tempo que emprestam à análise do posicionamento competitivo uma nova perspetiva.

Pollution prevention and business management : curricula for schools of business & public health /

"HWRIC TR-024."

Achievement motivation and risk- taking in a business setting; a study of the relationship between achievement related motives and risktaking behavior in a simulated business situation,

"This study ... was carried out ... in the Small Aircraft Engine Department at Lynn Massachusetts."

From concept to commercialization; a study of the R & D budget allocation process.

"Conducted by three Sloan fellows, members of the 1960-61 Stanford-Sloan program."