20 Blog Tentang Outsourcing IT Dan Komentarnya

Judul:

Pemanfaatan IT: “Dilema Outsourcing atau Internal Development”

Semakin banyaknya organisasi-organisasi yang mengimplementasikan IT (information technology) di lingkungan internalnya merupakan salah satu tolok-ukur meningkatnya kesadaran lembaga atas akselerasi, efisiensi maupun efektifitasnya.

Banyak strategi yang sudah ditempuh oleh organisasi-organisasi tersebut. Mulai dari yang sifatnya try and error hingga menerapkan framework menurut best-practices yang sudah disusun oleh berbagai kalangan menurut kebutuhannya masing-masing.

Pola umum yang digunakan oleh setiap organisasi tersebut dalam strateginya adalah melakukan alih-sumberdaya (outsourcing), mengelolanya secara mandiri dengan tim internal maupun kombinasi di antara kedua pola tersebut.

Nah, masalah mulai muncul saat organisasi menetapkan pola yang akan digunakan di dalam strategi mereka. Terutama jika kemudian sistem try and error lebih dominan karena minimnya pengalaman dan literasi implementasi IT di dalam organisasi.

Sepanjang pengalaman saya selama ini baik sebagai developer, konsultan, auditor dan pemegang kendali manajemen maka saat memutuskan apakah kita akan melakukan skema outsourcing atau internal development atau gabungan keduanya dapat melakukan pertimbangan-pertimbangan sebagai berikut:

  1. Dinamika Organisasi

Setiap organisasi selalu memiliki dinamika. Dinamika tersebut merupakan sebuah kelaziman bahkan keharusan bagi organisasi tersebut.  Dengan demikian strategi organisasi pun harus mampu beradaptasi dengan dinamika tersebut agar selalu mampu memenangi kompetisi atau minimalnya bertahan.

Salah satu strategi paling umum dalam beradaptasi dengan dinamika tersebut adalah membuat sistem yang mampu dieksekusi secara efisien, efektif dan tidak bergantung kepada pihak manapun.

Dengan demikian, silahkan Anda kalkulasikan berapa biaya yang harus dikeluarkan baik secara finansial maupun nonfinansial yang terkait dengan efisiensi, efektifitas dan ketidakbergantungan tersebut.

Hanya yang pasti, semakin organisasi Anda tidak bergantung kepada individu ataupun pihak-pihak tertentu maka dapat kematangan sistem yang beroperasi di dalamnya semakin teruji.

  1. Manajemen Perubahan Organisasi

Perubahan adalah sebuah keniscayaan.

 Pilihan setiap individu maupun organisasi untuk tetap menjadi pemenang atau minimalnya bertahan di dalam hidup ini adalah mampu beradaptasi dengan perubahan yang ada. Tentu saja perubahan tersebut harus dapat dimanfaatkan sebesar-besarnya supaya memberikan keuntungan kepada kita. Upaya pemanfaatan tersebut harus dikelola dengan sebuah sistem manajemen perubahan supaya setiap individu di dalam organisasi mampu beradaptasi secara proporsional dengan gesekan seminimal mungkin. Sebagai salah satu pilar strategis organisasi yaitu pemanfaatan IT menuntut hal yang sama. Pemanfaatan IT harus dikelola dalam sebuah sistem manajemen perubahan tersebut. Hal ini tentu saja kembali lagi pada kalkulasi yang kita lakukan.
Kalkulasi yang terkait dengan efisiensi, efektifitas dan ketidakbergantungan atas sumber daya individual maupun eksternal.

  1. Ketersediaan Sumber Daya

Setiap strategi selalu bergantung dari daya dukung sumber daya yang dimilikinya.
Strategi terbaik adalah perencanaan yang disusun dengan berbasiskan sumber daya empiris yang dimiliki dan kemampuan untuk memanfaatkannya semaksimal mungkin.
Kemampuan untuk bersikap realistis terhadap ketersediaan sumber daya merupakan hal penting dalam implementasi IT di dalam organisasi Anda. Jika memang menurut kalkulasi Anda sumber daya yang tersedia tidak dapat mendukung strategi obyektif organisasi maka pilihannya adalah melakukan alih-sumberdaya (outsourcing) atau mengubah strategi tersebut menjadi mengikuti kemampuan daya dukung sumber daya yang tersedia.

  1. Keterkaitan dengan Pihak-Pihak Eksternal

Seluruh organisasi selalu memiliki hubungan dan keterkaitan dengan pihak-pihak di luar organisasi tersebut dengan berbagai tujuan serta kebutuhan. Pihak-pihak eksternal tersebut memiliki kontribusi dalam membesarkan atau mungkin menghancurkan organisasi Anda. Tata-kelola IT di dalam organisasi Anda memiliki dampak terhadap pihak-pihak eksternal tersebut. Salah satu contoh kasus adalah pemanfaatan e-SCM (electronic supply chain management). Jika organisasi Anda adalah supplier bagi perusahaan X yang mewajibkan seluruh vendor-nya melakukan transaksi melalui sistem informasi e-SCM yang mereka sediakan maka organisasi Anda hanya memiliki pilihan untuk terintegrasi di dalamnya atau keluar sebagai supplier.
Dari sisi ini maka jika Anda tetap ingin menjadi supplier, infrastruktur IT organisasi Anda harus mampu mengakomodir hal tersebut. Nah, saat melakukan eksekusi Anda harus melakukan kalkulasi mengenai efisiensi, efektifitas dan ketidaktergantungan atas implementasinya.

  1. Dinamika dan Perubahan di Bidang Teknologi

Saat ini teknologi berubah sangat cepat pemutakhirannya. Namun kita jangan terjebak dengan dinamika dan perubahan teknologi tersebut. Hal terpenting yang harus diingat adalah kenyataan bahwa teknologi hanya sekedar alat. Secanggih apapun alat yang Anda gunakan, tidak akan memberikan manfaat apapun jika tidak digunakan secara tepat-guna dan berdaya-guna. Namun kita juga tetap harus fokus pada tujuan terpenting organisasi mengenai efisiensi, efektifitas dan ketidakbergantungan terhadap pihak lain. Selama produk termutakhir dari dinamika dan perubahan tersebut mampu meningkatkan hal-hal tersebut di atas maka jangan segan-segan untuk memanfaatkannya.
Tapi tentu saja Anda harus melakukan kalkulasi yang cermat dan menyeluruh sebelumnya.

Jika melihat catatan-catatan di atas, tercantum mengenai penekanan masalah efisiensi, efektifitas dan ketidakbergantungan terhadap pihak eksternal. Mungkin bagi sebagian organisasi, aktivitas kalkulasi tersebut masih membingungkan dan minim literasi atau bahkan best-practises yang memadai. Maka jangan segan-segan untuk menghubungi konsultan yang kompeten dan memiliki kapabalitas yang memadai di bidang tersebut untuk membantu Anda. Popularity: 2% [?]

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  6. Perbandingan Fokus Internal Control antara CoBIT, eSAC dan COSO
  7. 5 Elemen Kunci Internal Control
  8. Ditindas atau Bangkit Melawan (Jilid 2)
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  15. Menyusun Proposal Teknis Pengembangan Aplikasi Software

June 25th, 2010 | Category: Bisnis & Manajemen, Sains & Teknologi

 

Komentar:

Saya setuju bahwa dalam memutuskan outsourcing, kita harus mempertimbangkan untung/ruginya. Kebutuhan internal harusnya dapat tercapai dengan baik walau di-outsourcce.

Judul:

IT Outsourcing: What Can Safely Go Offshore

It’s difficult to counter the cost argument for offshoring. India is the lowest-cost region that has reliable network connectivity, a workforce that is proficient in the English language, a favorable tax regime and a stable government. Since it is also safe and easy to get to, India is our offshore location of choice. And in India, we can get three security engineers for the cost of one in the U.S.

Currently, we offshore the management of security patches. Analysts in India continually monitor Microsoft’s (MSFT) security updates, third-party sites and forums that discuss vulnerabilities and recommended security patches. The analysts apply predefined criteria to figure out whether a particular operating system or application patch is relevant for us and determine the risks of applying the patch or not applying it. They then provide us with the patches that they deem necessary to our desktops, servers and network so we can install them during our maintenance windows. If the patches are critical or need immediate action, they are escalated accordingly. All of this has been working quite well.

But there are some things that I would simply refuse to offshore. For example, investigative work, such as forensics or anything that would require administrative action against an employee or other company, is just too sensitive to be handled out of house. I also feel uncomfortable offshoring the administration of our data leak prevention infrastructure, because DLP devices contain some of our company’s most critical data. I’d rather keep control of such information in the U.S.

Security

But other things do make sense. Intrusion detection is one example. Intrusion-detection systems are not plug-and-play. They require updates, continuous tuning and careful response and analysis of events. I don’t have the staff to properly manage our dozen IDS sensors, and I would welcome additional hands and eyes to do much of the work necessary to ensure a successful deployment. I might even consider a fully managed service in which the provider installs its own sensors. That way, we could increase our coverage to 100%; we’re currently at just 70% of our network.

Another example is vulnerability management. We are evaluating Qualys to control the devices we use to scan our internal address space. Since the Qualys service is an Internet-facing application, I wouldn’t mind providing access to a third party in India to run the scans and process the results on a regular basis.

Of course, if I hand off all of this work to third parties, I will still be responsible and have to answer to the executive staff should anything go wrong. For that reason, I will still conduct periodic audits of our service providers to ensure that they are meeting service-level agreements and statements of work

 

Komentar:

Of all the advantages that the outlines above still have limitations

 

Judul:

Flex Outsourcing: Remember About Cross-Platform Operability

Posted by Olga Belokurskaya in Software Development Outsourcing, Software Product Design

When it comes to the development of rich Internet applications, Flex outsourcing is a great way to significantly reduce the development costs, and benefit from the profound experience and technical expertise a good Flex outsourcing provider may offer. However, when developing AIR applications, Flex/ Adobe AIR developers often forget about provisions for cross-platform operability, which may cost customer a significant sum.

The danger is, when building an application, that an Adobe AIR developer may be devoted to a particular platform, and may not be fully aware of the other platforms peculiarities. This may result in application’s strange behavior, when run on other platforms.This strange behavior includes:

Wrong displaying of some elements, of the application (like menus or other modules);

Some of the functionality may work incorrectly, or be at all unavailable;

Application may experience different glitches, etc.

It’s good when your Flex outsourcing provider reminds their clients about possible issues that may occur, due to the lack of cross-platform operability, and provides for them. However, the client should ensure the provider takes all the necessary cross-platform provisions. Below are several recomendations on how to avoid interoperability issues:

State the demand for application’s cross-platform operability in the requirements;

Enable good communication between your and outsourcer’s managers, responsible for the project, and make sure outsourced team of Flex developers clearly understand the requirements;

Ensure QA and testing on each stage of the development process. By the way, this may help detect issues and bugs as soon as they occur, and fix them or find a solution.

Thus, speak out you requirements for interoperability, ensure they are understood, and don’t forget that there can’t be too much testing.

When it comes to the development of rich Internet applications, Flex outsourcing is a great way to significantly reduce the development costs, and benefit from the profound experience and technical expertise a good Flex outsourcing provider may offer. However, when developing AIR applications, Flex/ Adobe AIR developers often forget about provisions for cross-platform operability, which may cost customer a significant sum.

The danger is, when building an application, that an Adobe AIR developer may be devoted to a particular platform, and may not be fully aware of the other platforms peculiarities. This may result in application’s strange behavior, when run on other platforms.This strange behavior includes:

  • Wrong displaying of some elements, of the application (like menus or other modules);
  • Some of the functionality may work incorrectly, or be at all unavailable;
  • Application may experience different glitches, etc.

It’s good when your Flex outsourcing provider reminds the clients about possible issues that may occur, due to the lack of cross-platform operability, and provides for them. However, the client should ensure the provider takes all the necessary cross-platform provisions. Below are several recommendations on how to avoid interoperability issues:

  • State the demand for application’s cross-platform operability in the requirements;
  • Enable good communication between your and outsourcer’s managers, responsible for the project, and make sure outsourced team of Flex developers clearly understand the requirements;
  • Ensure QA and testing on each stage of the development process. By the way, this may help detect issues and bugs as soon as they occur, and fix them or find a solution.

Thus, speak out you requirements for interoperability, ensure they are understood, and don’t forget that there can’t be too much testing.

Komentar:

Thus, speak out you requirements for interoperability, ensure they are understood, and don’t forget that there can’t be too much testing. Thanks for your article.

Judul:

Belarus on the Global IT Outsourcing Market: Small Country, Big Perspectives

Posted on November 2nd, 2009

It has been decades ago that Central and Eastern European (CEE) region became a renowned player on the global IT outsourcing market. Companies from the North America and Western Europe are getting more interested in partnering with software providers from this part of the world as cultural and business traditions here are more compatible to their own. These and many other advantages of CEE region over India and China provoked boost of interest to the concept of “nearshoring”.

In 2008 IT services export of Russia, Ukraine and Belarus combined counted in 2,2 billion dollars – 1,5 times more than that of China.

There are over a dozen of countries in CEE region that can be called relatively active players of IT outsourcing services market. And while research companies provide evidences of the rapid development of the market in general, let’s have a precise look at positions of Belarus on outsourcing arena.

Market Volume

The research “Central and Eastern Europe IT Outsourcing Review 2008”, conducted by the Central and Eastern European Outsourcing Association (CEEOA) during January to July 2009, ranks Belarus the 5th in the region by market value. This indicator was based on the scope of final IT products released in the country. At the moment the estimated Belarusian IT industry volume is 310 million dollars, 22 million over the 2007 rate.

The 8 per cent growth may seem not so impressive compared to the 30-40 per cent progress demonstrated in the recent years. However in the times of economic recession it’s a decent result that allowed Belarus to improve its positions in the CEE rating.
Market Volume 2007
Market Volume 2008

By the way, according to the Forbes Magazine, per capita income from of IT-services export in Belarus equals that of India and outscores other popular outsourcing locations from CEE. “The volume of offshore programming services in Belarus in per-capita equivalent exceeds twofold that of Russia and threefold that of Ukraine”, – the competent business edition says.

Number of Professionals

By the number of professionals Belarus is ranked 3rd in the CEE region – 10 000 people in the country work in IT sector. This figure covers only specialists involved in software outsourcing, not administrative personnel. Taking into account that population of Belarus is less than 10 million and having made simple calculations it’s easy to notice that every 1000-th country inhabitant is an IT professional. In the times of the former Soviet Union Belarus was country’s innovation, technology and engineering hub. And till now it retains and reinforces its positions being world famous for the quality of education in software engineering.
Number of Professionals

Number of companies

The Central and Eastern European Outsourcing Association has ranked Belarus 3rd by the number of companies, reporting the number 510. According to an earlier research conducted by the Russian Software Developers Association (RUSSOFT) and Belarus Hi-Tech Park, this number is 650. However some independent experts assume that this figure is exaggerated. At least no one has ever seen half of a thousand software providers in the country, not even in business catalogs listing. Anyway, companies looking to outsource to Belarus have a wide choice of highly professional end experienced teams. And quality here is definitely of a greater importance than quantity.
Number of Companies

Perspectives

“Central and Eastern Europe IT Outsourcing Review 2008″ has proved that despite of recession and instability, Belarusian IT market manages to grow, progress and improve its positions in the region.

And “Gartner’s 30 Leading Locations for Offshore Services” research gives optimistic forecast for Belarus positions on global outsourcing market. Not yet included in TOP-30, Belarus was named among the fast growing countries that have all chances to join the leaders in the foreseen future.

Komentar:

There is a very interesting information in this blog. thanks for that information.

 

Judul:

Outsourcing: the future?

I found an article about outsourcing, which gives us a very clear overview of where we were and where we are going in outsourcing. I work on my international outsourcing vision every day and I often wonder ‘where will we be in 10 years?’. From below figure (to see the big size, click the image) I see a few key points for our future:

Timeline. Outsourcing brought $12 billion to India in 2004. India has grown even bigger on this number since 2004 and many other countries have followed India’s example in the IT outsourcing field. These numbers will keep on growing for the decades to come.

Timeline. In 2010 companies still choose price over quality (the below document is about the US, I believe in Europe this might be different) and companies are frustrated about the quality of work. In my opinion, there are 2 important things here. First, price is important at the moment because of the worldwide recession. In times of rapid economic growth, companies need people and outsourcing is a requirement for companies to grow as shortages in IT staff make it hard to find talent. Second, companies report frustration because global sourcing is still in its infancy. People need to gain experience in order to know how it works. As more companies outsource, more frustration is reported. As people gain more experience in the next years, outsourcing will become more normal, eventually making it normal practice in  any company.

Models. Traditionally, most companies outsource projects or tasks. Especially in IT, it is hard to define clear requirements for projects, resulting in gaps in expectations between client and supplier. With big distances both physically and culturally, such gaps grow. Hence, the future of outsourcing will be in more direct models, where outsourcers either set up their own captive center (either through BOT or as direct investment) or directly manage a team employed by a supplier. Below this is also mentioned as ‘making things work’. Outsourcing projects is more complex than managing offshore staff directly (provided that the right processes are in place!).

Types of services. IT has been the launching business domain in global sourcing. Sometimes I wonder why this has grown this way, as IT is more complex than many other business processes. Currently, BPO and KPO are growing substantially and I expect other fields to dominate the global sourcing market in a decade. It will become normal to outsource any task or activity which can go through a wire to the best fitting country or company.

Impact on the economy. The figure shows that the US insources more services than it outsources generating a trade surplus. Similar numbers hold true in Europe. Even though a lot of offshoring-opponents believe the impact on an economy to be negative, the future will prove that offshoring facilitates the growth of the economy, resulting in wealth on both ‘sides’ of the equation.

Komentar:

I found an article on outsourcing, which gives us a very clear picture of where we are and where we will be in outsourcing, thank you.

Judul:

SQLAuthority Author Visit – IT Outsourcing to India – Top 10 Reasons Companies Outsource

December 4, 2007 by pinaldave

Yesterday I had meeting with few of the leading outsourcing companies in Ahmedabad, India. Regular readers of this blog knows that I am currently in India handling large scale outsourcing assignment. My responsibilities includes managing application development, system architecture and database architecture. The purpose of meeting was to exchange the views and learn methodologies from one another regarding how to provide quality service to offshore clients.

There were about 10-15 Sr. Managers from different outsourcing company. The conversation was excellent and we all felt that we have learned a lot from each other. Two major things discussed were quality of products and quality of developers. There are many reason to outsource however the major reason to outsource any product is “get the product done (completed)”. Managers were concerned about so many online rip-off websites clamming as large scale outsourcing companies and listing fake projects. It is common for rip-off companies to claim big and provide nothing. It is very important and crucial for businesses to not to be involved with them.

Outsourcing is about trust, collaboration and success. Helping other countries in need has been always the course of mankind, outsourcing is nothing different then that. With information technology and process improvements increasing the complexity, costs and skills required to accomplish routine tasks as well as challenging complex tasks, companies are outsourcing such tasks to providers who have the expertise to perform them at lower costs , with greater value and quality outcome.

There were many things discussed, I will gradually write them on this blog. After meeting many good industry leaders I was very pleased and felt satisfied that we all care about outsourcing and reputation of the country. One proposal I had made in meeting was to write article about how to find rip-off companies. We will be discussing that in the next meeting. As this was first meeting we discussed Top 10 Reasons Companies Outsource Source: The Outsourcing Institute Membership, 1998

If you are interested in joining this meeting as well as finding good outsourcing company, send me email and I will forward your email to right person. There were few independent contrasters who were available to hire and some senior managers of Multi National Companies (MNC) available in meeting only for advise and discussion. At the end experienced well shared and meeting ended with food in nearby restaurant.

Following article is taken from Survey of Current and Potential Outsourcing End-Users The Outsourcing Institute Membership, 1998

1) Accelerate re engineering benefits

Re engineering aims for dramatic improvements in critical measures of performance such as cost, quality, service and speed. But the need to increase efficiency can come into direct conflict with the need to invest in core business. As non-core internal functions are continually put on the back burner, systems become less efficient and less productive. By outsourcing a non-core function to a world class provider, the organization can begin to see the benefits of re engineering.

2) Access to world class capabilities

World class providers make extensive investments in technology,methodologies, and people. They gain expertise by working with many clients facing similar challenges. This combination of specialization and expertise gives customers a competitive advantage and helps them avoid the cost of chasing technology and training. In addition,there are better career opportunities for personnel who transition to the outsourcing provider.

3) Cash infusion

Outsourcing often involves the transfer of assets from the customer to the provider. Equipment, facilities,vehicles and licenses used in the current operations have value and are sold to the vendor. The vendor then uses these assets to provide services back to the client. Depending on the value of the assets involved, this sale may result in a significant cash payment to the customer.

When these assets are sold to the vendor,they are typically sold at book value. The book value can be higher than the market value. In these cases, the difference between the two actually represents a loan from the vendor to the client which is repaid in the price of the services over the life of the contract.

4) Free resources for other purposes

Every organization has limits on the resources available to it. Outsourcing permits an organization to redirect its resources, most often people resources, from non core activities toward activities which serve the customer. The organization can redirect these people or at least the staff slots they represent on to greater value adding activities. People whose energies are currently focused internally can now be focused externally – on the customer.

5) Function difficult to manage or out of control

Outsourcing is certainly one option for addressing this problem. It is critical to remember that outsourcing doesn’t mean abdication of management responsibility nor does it work well as a knee jerk reaction by a company in trouble.

When a function is viewed as difficult to manage or out of control, the organization needs to examine the underlying causes. If the requirements expectations or needed resources are not clearly understood, then outsourcing won’t improve the situation; it may in fact exacerbate it. If the organization doesn’t understand its own requirements, it won’t be able to communicate them to an outside provider.

6) Improve company focus

Outsourcing lets a company focus on its core business by having operational functions assumed by an outside expert. Freed from devoting energy to areas that are not in its expertise, the company can focus its resources on meeting its customers’ needs.

7) Make capital funds available

There is tremendous competition within most organizations for capital funds. Deciding where to invest these funds is one of the most important decisions that senior management makes. It is often hard to justify non-core capital investments when areas more directly related to producing a product or providing a service compete for the same money.

Outsourcing can reduce the need to invest capital funds in non-core business functions. Instead of acquiring the resources through capital expenditures, they are contracted for on an “as used” operational expense basis. Outsourcing can also improve certain financial measurements of the firm by eliminating the need to show return on equity from capital investments in non core areas.

8) Reduce operating costs

Companies that try to do everything themselves may incur vastly higher research, development, marketing and deployment expenses, all of which are passed on to the customer. An outside provider’s lower cost structure, which may be the result of a greater economy of scale or other advantage based on specialization, reduces a company’s operating costs and increases its competitive advantage.

9) Reduce risk

Tremendous risks are associated with the investments an organization makes. Markets, competition, government regulations, financial conditions and technologies all change extremely quickly. Keeping up with these changes, especially those in which the next generation requires a significant investment, is very risky.

Outsourcing providers make investments on behalf of many clients, not just one. Shared investment spreads risk, and significantly reduces the risk born by a single company.

10) Resources not available internally

Companies outsource because they do not have access to the required resources within the company. Outsourcing is a viable alternative to building the needed capability from the ground. New organizations, spin-offs, or companies expanding into new geography or new technology should consider the benefits of outsourcing from the very start.

Reference : Pinal Dave (http://blog.SQLAuthority.com) , Survey of Current and potential outsourcing End-Users The Outsourcing Institute Membership, 1998

Komentar:

Artikel yang menarik, penulis memberikan wawasan yang lain dari SQLAuthorty. Terimakash.

Judul:

2 Common Problems with Graphic Design Outsourcing

Design studios, ad agencies and printing companies and, of course, web developers often make the decision to outsource their clients’ graphic design work.  The most common way to do this is to use freelance designers or third party design studios.  Often times, after making this decision, the actual outsourcing doesn’t go so well.  Typically, this difficulty can be linked back to one of two common problems (outlined below in more detail) with using freelance designers: availability and limited style.  These problematic experiences can end up making outsourcing more expensive and time-consuming than it’s worth.

Enter DesignCrowd.com’s graphic design outsourcing service.  This site attempts to solve the above problems by giving web designers/agencies the ability to use a big pool of designers (10,000+) collectively as their virtual team.  It is an innovative solution that appears to go a long way to fixing the challenges of design outsourcing.
So let’s look at the 2 common problems and how DesignCrowd tries to fix them…

Problem 1 – Availability

How often have you wanted some designs overnight but been told Dave (your designer) has a lot of other work on and can’t get to it until next week?  It happens all the time!  Your freelancer has limited capacity.  You can solve this by trying to find other good freelancers but it takes time to do this and it is inefficient to manage a pool of disparate freelance resources (call #1 freelancer, not available; then call #2 freelancer, not available; then call #3 freelancer and so on).

Problem 2 – Limited style range

You might assume that because your freelancer did a great job on the accountant landing page design and that he will do a great job creating a home page design for your indie rock band.  No necessarily!  You might even think “he did a great job on our logo, therefore I will offer him this landing page design work”.  Big mistake!  Designers often have specialties and ‘their own style’.  Again, the common workaround for this is to have a network / list of freelancers or studios that you pick and choose from when you need outsource.  Not ideal – now it’s getting complex because you’re juggling availability of your suppliers and their skillets!

The silver bullet? Wholesale crowdsourcing

 

DesignCrowd.com is an online marketplace for graphic design that has over 10,000 registered designers (who seem to be mostly from the USA, Canada and Australia).  DesignCrowd lets you post projects on their site and rather than getting quotes back and then choosing one freelancer or studio to outsource to (like on elance.com) they invite all available designers within their pool of 10,000+ to respond via an “open brief” or design contest. Sure, there are other design contest sites out there but the difference here is a) most ‘contest sites’ are setup for small businesses to use directly and b) most contest sites are avoided by designers as being only ‘spec work’.  DesignCrowd’s platform can be ‘white labeled’ (branded) by design studios as their own and the workflow and system has basically been setup with web developers, agencies and studios in mind.  DesignCrowd has also modified the contest model so that multiple competing designers can all get paid. Unlike other ‘contest sites’ that are often criticized as offering purely speculative (spec) work – DesignCrowd contests pay $20 payments to designers that work on projects even if their designs aren’t selected.  DesignCrowd also allows 1-to-1 designer projects.

As an example, here’s how it would work if you wanted to get a logo design from DesignCrowd for your own client:

  1. Post a brief on DesignCrowd to put it out to the collective cloud / crowd of logo designers
  2. Watch as designers from the community create logo designs and upload them to the site
  3. Share all of these logos (or a select few) with your client (as your own) through a fully customizable PDF or web portal
  4. Main designer gets paid for their design, while many of the other designers get $20 payments

Benefits of this for an agency / web developer include:

  1. Always available – the nature of the projects mean if you’re in North America and you post your project tonight, by the morning you will have designs from freelance designers Australia and India
  2. Every style – with 10,000 designers you can be sure “someone will have the style we need”
  3. More efficient – there’s no need to get quotes (so you don’t need to shop around or spend time hand picking the person from a list).
  4. No complacency – because the suppliers need to submit designs

In summary, DesignCrowd goes a long way to solving the 2 problems with traditional graphic design outsourcing.

Komentar:

Pada Problem3 – Anda tidak dapat membuktikan bahwa seseorang tidak melanggar hak cipta.

Judul:

IT spend readies itself for new challenges

Posted on Tuesday, February 23 by Steve Hall in Outsourcing, Services Procurement, Technology | Post a Comment

A recent post on the Financial Times blog reflected that the IT outsourcing industry is seeking a new direction following the economic crisis. Given the shifts that are going on it’s a sharp observation, but that’s not the half of it.

IT procurement budgets are expected to “soar” across EMEA it seems. How they spend that money is the interesting part.

And this is where areas like cloud computing come into play. The same survey that unearthed the prospect of rising budgets also showed a significant expectation for virtualisation and the cloud to be the hottest areas of IT spend in 2010.  

It seems that the demand post-recession is beginning to catch up with the technology and the barriers to this brave new world are beginning to fall.

A recent article in trade publication Computer Weekly screamed “IT costs 90% less in the cloud” – not easy to ignore. However, what was more interesting was that one of the interviewees, Phil Dally, senior enterprise architect at Orange, identified the ability of cloud computing to bring an application to market more quickly as the key benefit.

CPOs will need to have a clear idea of whether outsourcing certain IT processes makes for too great a saving to ignore, or whether the wave of on-demand services offer far more opportunity for flexibility and functionality.  

That’s a big decision with plenty of risks attached and it’s unlikely there are many out there with a simple answer. Certainly it’s not an either/or so much as a question of how. 

Still, the potential savings the right combination could deliver are becoming more apparent every day.

So, the million dollar question is: if IT spend is going up are CPOs  going to have to change their thinking to make sure it’s spent in the most effective way?

Comment:

CPOs memiliki gagasan yang menarik dalam perkembangan IT Outsoursing, dengan memperharikan gelombang layanan on-demand yang jauh lebih memberikan kesempatan untuk fleksibilitas dan fungsionalitas

Judul:

Self-Sourcing, In-Sourcing, and Out-Sourcing

Pendahuluan

Bisnis saat ini berkembang sangat pesat, yang menyebabkan persaingan antar perusahaan menjadi semakin ketat. Banyak sekali operasional dalam perusahaan yang harus dilakukan dalam mewujudkan target dari perusahaan. Seorang manajer harus dapat mengambil keputusan dalam pengerjaan operasional suatu perusahaan. Manajer perlu memperhitungkan beberapa faktor dalam mengelola pengerjaan operasional perusahaan seperti faktor waktu, biaya, sumber daya manusia, dan lain sebagainya. Ada beberapa pendekatan dalam mengelola pengerjaan operasional atau pengerjaan suatu proyek dalam perusahaan, yaitu pendekatan selfsourcing, pendekatan insourcing, dan pendekatan outsourcing. Masing-masing pedekatan tersebut pasti memiliki keunggulan dan kelemahan. Berikut ini akan dijelaskan secara lebih rinci mengenai masing-masing pendekatan dalam hubungannya dengan pengembangan sistem informasi dalam suatu perusahaan.

Pendekatan Self-Sourcing

SelfSourcing merupakan pendekatan dalam proses pengerjaan operasional atau pengerjaan proyek suatu perusahaan yang dilakukan oleh pihak internal perusahaan, yaitu para pekerja yang berhubungan dengan proyek yang dikerjakan dengan kontribusi minim dari spesialis IT, atau mengandalkan keahlian yang sudah ada. Pekerja IT dalam perusahaan tersebut mengembangkan sistem informasi yang nantinya akan digunakan oleh perusahaan itu sendiri. Jadi inti dari selfsourcing adalah pengerjaan suatu proyek dalam hal ini sistem informasi suatu perusahaan oleh perusahaan itu sendiri, atau secara internal dikembangkan oleh perusahaan itu sendiri.

Proses atau metode perancangan sistem informasi untuk selfsourcing biasanya menggunakan metode perancangan sistem yang biasanya melakukan demonstrasi sistem terlebih dahulu pada client (sistem belum sempurna), yang gunanya untuk mengetahui lebih lagi akan keinginan client terhadap sistem yang dibuat, sehingga sistem yang tadinya belum sempurna dapat dikembangkan lagi atau lebih disempurnakan.

Figure 1 dibawah ini merupakan gambaran aliran perancangan sistem dengan menggunakan metode atau pendekatan self-sourcing, dimana terjadi perulangan pada proses revise & enhance yang merupakan proses perbaikan dan penyempurnaan sistem informasi sesuai dengan keinginan client atau dalam hal ini pihak perusahaan.

Ada beberapa keunggulan atau keuntungan menggunakan selfsourcing, dan juga kelemahan menggunakan selfsourcing. Keunggulan atau keuntungan menggunakan selfsourcing antara lain :

  1. Dapat mengatur sendiri atau memutuskan syarat-syarat yang diperlukan untuk membangun sistem informasi.Karena sistem dibangun oleh pekerja internal perusahaan dan produknya nanti juga diperuntukkan perusahaan itu sendiri, maka perusahaan itu punya hak penuh dalam menentukan requirement atau syarat-syarat atau kebutuhan yang diperlukan dalam mengembangkan sistem informasi tersebut, sehingga dalam pengelolaannya, manajer perusahaan dapat mengontrol biaya yang dikeluarkan dalam mengembangkan sistem tersebut.
  2. Meningkatkan partisipasi pekerja dan rasa kepemilikan pekerja terhadap perusahaan.Dengan mempekerjakan pekerja internal perusahaan dalam mengembangkan sistem, berarti partisispasi pekerja akan meningkat, dan diharapkan rasa kepemilikan pekerja terhadap perusahaan semakin meningkat, walaupun itu belum tentu terjadi.
  3. Waktu yang diperlukan untuk mengembangkan sistem informasi tergolong cepat.
    Karena sistem informasi dikembangkan dalam perusahaan itu sendiri, maka proses pengembangan sistem informasi akan lebih cepat, karena setiap kebutuhan yang diperlukan oleh pekerja IT mengenai perusahaan akan segera didapat, juga apabila perusahaan ingin menambahkan sesuatu pada sistem informasi, perusahaan hanya perlu mengkonfirmasi pekerja IT perusahaan tersebut, dan pekerja IT akan dapat langsung mengerjakan perubahaanya.

Selain beberapa keuntungan menggunakan selfsourcing dalam mengerjakan operasional perusahaan atau proyek perusahaan, ada juga beberapa kerugian dengan penggunaaan selfsourcing.

  1. Kurangnya keahlian pekerja IT dalam perusahaan yang menyebabkan sistem yang dibangun menjadi kurang maksimal.
  2. Tidak cukupnya alternatif disain sistem IT menyebabkan tersendatnya pengembangan sistem ke tahap berikutnya.
  3. Dokumentasi yang minim dan kurangnya dukungan dari luar menyebabkan sistem yang dibangun akan mempunyai umur yang pendek.

Pendekatan Out-Sourcing

Pendekatan outsourcing merupakan penyerahan tugas atau pekerjaan yang berhubungan dengan operasional perusahaan ataupun pengerjaan proyek kepada pihak ketiga atau perusahaan ketiga dengan menetapkan jangka waktu tertentu dan biaya tertentu dalam proses pengembangan proyeknya.

Berikut ini merupakan gambar diagram yang menunjukkan proses apa saja yang dilakukan dalam lewat cara outsourcing.

Melalui outsourcing, perusahaan dapat membeli sistem informasi yang sudah tersedia, atau sudah dikembangkan oleh perusahaan outsource. Perusahaan juga dapat meminta perusahaan outsource untuk memodifikasi sistem yang sudah ada.  Perusahaan juga dapat membeli software dan meminta perusahaan outsource untuk memodifikasi software tersebut sesuai keinginan perusahaan. Dan juga lewat outsourcing perusahaan dapat meminta untuk mengembangkan sistem informasi yang benar-benar baru atau pengembangan dari dasar.

Berikut ini merupakan gambaran proses yang terjadi pada pendekatan outsourcing.

Adapun keuntungan dari penggunaan pendekatan outsourcing adalah.

  1. Perusahaan dapat lebih fokus pada hal yang lain, karena proyek telah diserahkan pada pihak ketiga untuk dikembangkan.
  2. Dapat mengeksploitasi skill dan kepandaian yang berasal dari perusahaan atau organisasi lain dalam mengembangkan produk yang diinginkan.
  3. Dapat memprediksi biaya yang dikeluarkan untuk kedepannya.
  4. Biasanya perusahaan outsource sistem informasi pasti memiliki pekerja IT yang kompeten dan memiliki skill yang tinggi, dan juga penerapan teknologi terbaru dapat menjadi competitive advantage bagi perusahaan outsource. Jadi dengan menggunakan outsource, otomatis sistem yang dibangun telah dibundle dengan teknologi yang terbaru.
  5. Walaupun biaya untuk mengembangkan sistem secara outsource tergolong mahal, namun jika dibandingkan secara keseluruhan dengan pendekatan insourcing ataupun selfsourcing, outsourcing termasuk pendekatan dengan cost yang rendah.

Selain keunggulan diatas, pendekatan outsourcing juga memiliki beberapa kelemahan, kelemahan-kelemahan itu antara lain:

  1. Kurangnya perusahaan dalam mengerti teknik sistem informasi agar bisa dikembangkan atau diinovasi di masa mendatang, karena yang mengembangkan tekniknya adalah perusahaan outsource.
  2. Menurunkan kontrol perusahaan terhadap sistem informasi yang dikembangkan.
  3. Informasi-informasi yang berhubungan dengan perusahaan kadang diperlukan oleh pihak pengembang aplikasi, dan kadang informasi penting juga perlu diberikan, hal ini akan menjadi ancaman bagi perusahaan bila bertemu dengan pihak pengembang yang nakal.
  4. Ketergantungan dengan perusahaan lain yaitu perusahaan pengembang sistem informasi akan terbentuk.

Pendekatan In-Sourcing

Pendekatan in-sourcing merupakan kebalikan dari out-sourcing. Jika out-sourcing melimpahkan pengerjaan proyek pada pihak ketika, in-sourcing mengembangan proyek dengan memanfaatkan spesialis IT dalam perusahaan tersebut. Contohnya perusahaan tekstil dari Jepang membuka perusahaan di Indonesia dengan alasan karena gaji orang Indonesia dapat lebih rendah dari gaji pegawai Jepang. Pada kasus ini perusahaan di Jepang melakukan out-sourcing sedangkan perusahaan Jepang yang ada di Indonesia melakukan in-sourcing.

Keuntungan pengembangan sistem informasi atau proyek lain dengan menggunakan pendekatan in-sourcing adalah :

  1. Perusahaan dapat mengontrol sistem informasinya sendiri.
  2. Biaya untuk pekerja dalam perusahaan biasanya lebih kecil daripada biaya untuk pekerja outsource.
  3. Mengurangi biaya operasional perusahaan, seperti transport, dll.

Selain keuntungan diatas, terdapat beberapa kelemahan menggunakan in-sourcing, yaitu perusahaan perlu memperhatikan masalah investasi dari pengembangan sistem informasi, jangan sampai pengembangan memakan waktu terlalu lama yang akan memangkas biaya lebih lagi.

Kesimpulan

Dari pembahasan mengenai ketiga pendekatan pengembangan proyek yaitu self-sourcing, out-sourcing, maupun in-sourcing. Ketiga pendekatan memiliki keunggulan dan kelemahan masing-masing. Sebenarnya tidak bisa dikatakan mana yang lebih baik dan mana yang buruk, tapi kebijakan memilih pendekatan itu tergantung pada situasi perusahaan. Ada pula perusahaan yang tidak hanya menggunakan satu pendekatan, namun dua pendekatan sekaligus digunakan.

Jika suatu perusahaan kekurangan pekerja, kemudian tidak memiliki waktu dan tenaga untuk mengembangkan aplikasi secara internal, maka out-sourcing dapat menjadi pilihan bagi perusahaan tersebut dalam mengembangkan proyek atau operasional perusahaannya. Out-sourcing dalam hal ini akan membantu perusahaan untuk memangkas waktu, memangkas effort atau usaha yang dilakukan, dan juga memangkas penggunaan tenaga kerja, dan juga memberikan hasil bagi perusahaan.

Jika perusahaan memerlukan jasa yang membutuhkan keahlian pada area tertentu yang bukan merupakan core competency dari perusahaan, maka out-sourcing kembali jadi pilihan disini, karena dengan out-sourcing dapat memberikan akses pada jasa keahlian, dan juga dapat mengurangi biaya, dan lebih cepat mendapatkan hasil dari proyek atau operasional perusahaan yang dilempar ke pihak ketiga atau perusahaan outsource.

Jika suatu operasional perusahaan yang akan dikerjakan meliputi proses produksi, maka in-sourcing atau self-sourcing yang menjadi pilihan, karena akan menghemat biaya transportasi dan perusahaan memiliki kontrol lebih terhadap proyeknya.

Namun bila dibandingkan keuntungan dan kerugiannya antara pendekatan yang satu dengan yang lain, maka penulis lebih memilih pendekatan out-sourcing. Karena perusahaan tidak perlu berkorban waktu, sumber daya manusia, dan lain sebagainya untuk mengembangkan proyek, dan dapat berkonsentrasi terhadap project yang lainnya. Dan biaya yang jika dikalkulasi secara keseluruhan lebih murah daripada proyek yang dikembangkan dengan menggunakan pendekatan lainnya.

Komentar:

Dari penjelas artikel diatas saya bisa memahami menganai out sourcing, self sourcing, in sourcing dan Penerapan outsourcing IT. Terima kasih.

 

Judul:

Perencanaan Strategis Sistem Informasi

7 Januari 2010 Wibisono Sastrodiwiryo Tinggalkan komentar Go to comments

Berapa proyek TI yang berhasil diimplementasikan secara nasional? Berhasil dalam arti tepat waktu dan tepat budget. Belum ada penelitian tentang hal ini, tapi secara kasar sedikit sekali. Ketika sebuah proyek TI gagal maka yang terjadi adalah kerugian besar.

Banyak faktor kegagalan, salah satunya yang paling dominan adalah tidak adanya perencanaan yang baik. Perencanaan yang buruk niscaya menghasilkan implementasi yang buruk pula. Perencanaan yang baik belum tentu menghasilkan implementasi yang baik, tergantung bagaimana strategi yang sudah ada dalam perencanaan dilaksanakan.

Selain dari untuk menghindari kegagalan implementasi proyek TI juga lebih luas adalah untuk dapat mencapai tujuan organisasi secara lebih efisien dengan menggunakan TI yang baru tersebut.

Apa yang terjadi kebanyakan adalah proyek yang sudah selesai tidak dapat memberikan manfaat seperti yang diharapkan ketika melakukan perencanaan. Penyebab yang paling umum adalah TI yang dikembangkan tidak tepat-guna. Sehingga berbagai komponen dalam organisasi enggan atau bahkan tidak dapat menggunakannya.

Untuk dapat memiliki TI yang tepat-guna harus melalui tahapan perencanaan strategis sistem informasi. Karena peran TI sekarang sudah semakin mendasar, menjadi bagian terpadu pada setiap aktifitas organisasi dalam mencapai tujuan.

Sulit dibayangkan jika tukar menukar file tidak menggunakan jaringan komputer, masih menggunakan flashdisk saja atau bahkan CD. Sulit dibayangkan tidak bisa googling karena tidak ada akses internet di kantor. Semua itu dibutuhkan tiap tiap departemen dalam organisasi, tidak hanya bagian administrasi tapi juga bagian operasional dan keuangan.

Jika salah dalam menentukan pilihan TI maka hasilnya adalah pemborosan sumber daya yang bisa mengakibatkan kerugian investasi. Kondisi seperti inilah yang sekarang mendominasi keadaan sebagian besar organisasi di Indonesia, baik swasta maupun pemerintah.

Contoh sederhananya adalah salah dalam membeli perangkat lunak. Membeli perangkat lunak yang ternyata tidak kompatibel dengan versi yang sudah dimiliki sebelumnya. Ini kerap terjadi. Seorang sekretaris yang kerepotan karena tidak dapat membuka file MS Word versi 2007 dari atasannya karena MS Word miliknya masih versi 2003. Ini akan mengganggu operasional organisasi. Untuk itu perlu analisis sistem informasi internal untuk menjaga kompatibilitas.

Contoh lain adalah ketika memasang sambungan internet dari operator yang ternyata lebih mahal operasionalnya karena teknologi jaringan terbaru sudah diadopsi oleh pesaing operator yang dipilih tersebut sementara organisasi sudah kontrak penggunaan selama setahun. Untuk itu perlu analisis sistem informasi eksternal guna melihat trend teknologi.

Diagram Ward and Peppard

Berbagai macam metode analisis dapat digunakan untuk mendapatkan portofolio-portofilio usulan aplikasi yang tepat-guna. Salah menentukan strategi mengakibatkan kerugian investasi. Jika dalam lingkup organisasi sebesar pemerintah maka kerugiannya juga bisa sangat besar dan rakyatlah yang harus menanggung semua itu.

Semakin besar organisasi semakin rumit perencanaan yang harus dibuat karena melibatkan banyak pihak dan harus mencapai keselarasan (alignment) antara tujuan organisasi dan TI yang digunakan. Keselarasan ini dihasilkan dari analisis internal organisasi.

Analisis eksternal organisasi juga tidak kalah pentinganya untuk mencegah hambatan dari luar secara politis, misalnya kedekatan dengan vendor tertentu jangan sampai mempengaruhi keputusan pengunaan produk TI tertentu yang sebenarnya tidak sesusai dengan hasil rekomendasi analisis internal/eksternal sistem informasi.

Hasil dari analisis internal/eksternal ini adalah strategi dalam bentuk usulan portofolio aplikasi yang dijabarkan dalam Road Map kurun waktu 3 sampai 5 tahun. Dalam Road Map tersebut terdapat gap analisis antara aplikasi lama yang sudah ada sekarang dengan aplikasi yang akan diadakan dalam Road Map. Bagaimana cara mengadakannya juga diberi analisis, bisa dengan cara membangun sendiri, membeli atau outsource.

Perencanaan strategis yang baik akan menghasilkan strategi yang definitif dan aplikatif secara langkah demi langkah hingga tingkat paling bawah sekalipun. Tidak buram dan mengawang awang seperti sebuah ramalan akhir tahun. Seluruh stakeholder harus dapat melihat dan mengkaji perencanaan secara transparan. Jika itu proyek untuk kepentingan publik maka stakeholdernya adalah publik itu sendiri.

Menurut UU Nomor 14 Tahun 2008 tentang Keterbukaan Informasi Publik: (1) Setiap Informasi Publik bersifat terbuka dan dapat diakses oleh setiap Pengguna Informasi Publik. (2) Informasi Publik yang dikecualikan bersifat ketat dan terbatas. (3) Setiap Informasi Publik harus dapat diperoleh setiap Pemohon Informasi Publik dengan cepat dan tepat waktu, biaya ringan, dan cara sederhana.

Perencanaan strategis untuk sebuah proyek itu mutlak adanya. Bagaimana membuat perencanaan strategis untuk organisasi sebesar pemerintah? Jawabnya adalah Dewan TIK Nasional yang akan saya tulis pada postingan selanjutnya…

Komentar:

Perencanaan strategis untuk sebuah proyek itu mutlak adanya. dan peran pemerintah sangat di butuhkan dalam membatu pengembangan-pengembangan tersebut.

Judul:

Outsourcing Trends for the Nearest Future

September 4th, 2009 by admin

Outsourcing, as the global business tendency, can be predicted as any other business process according to the current economic climate and prospective changes. On the basis of these predictions and the today’s state of the BPO market it is possible to outline some outsourcing trends for the nearest future.

Outsourcing companies’ consolidation

The fierce competition on the outsourcing market driven by the flattening economy will cause the consolidation on the global outsourcing market as many offshoring companies are ceasing to exist while more suppliers are emerging. Industry experts foretell merging of outsourcing companies and the acquisition of smaller ones by bigger players.

Outsourcing business globalization

The number of the countries offering effective outsourcing services is rising. By recent, India and China have been the main outsourcing destinations. However, recently the countries of Eastern Europe, Brazil and Mexico have joined the outsourcing race and now are considered very serious competitors of India and China. The growing number of the players on the global outsourcing market inevitably leads to the narrower specializations of outsourcing. This specialization will help smaller players distinguish themselves on the global outsourcing market.

Outsourcing will be closer to home

Outsourcing market globalization is assisting companies in outsourcing closer to their homes and obtaining better communication and better project management opportunities. Outsourcing destinations that include India and China will be challenged by the locations that are closer to US and European companies.

Shorter outsourcing contracts during the recession

In this harsh economic climate when many businesses are forced to leave their markets, companies are striving to seek shorter outsourcing contracts that provide more space to adjust volumes and service level terms.

Personal offshoring (P2P offshoring)

Offshoring is normally associated with big and middle-size businesses. The new trend in outsourcing evolves person-to-person offshoring, when outsourcing services are provided by individuals. Often these services are associated with freelance services. Such services don’t require team engagement and can be done by a single professional. These services may include but not limited to:

– Web design
– Web creation and maintenance
– SEO
– Copywriting, editorial and translation services
– Online tutoring services
– Marketing services

Green IT outsourcing

With the rising concern of environmental protection more and more companies today include the paragraph of environmental protection into their outsourcing contracts. Moreover, environmentalism is becoming a real trend in the world of IT outsourcing and now is often treated as the quality evaluation criteria.

Outsourcing services integration

More and more businesses prefer to work with outsourcing companies that offer complete packages of outsourcing services. That helps prevent from spreading different isolated businesses tasks to several offshoring companies. Thus, the prioritized companies will be those that can deliver all aspects of outsourced processes in one service package. Web development is the simple example. As a rule, IT outsourcing companies that specialize on web-sites creation also provide web-design services, maintenance and SEO for their clients.
Komentar:

Outsourcing kini telah mewadahi seluruh layanan IT, artikel yang menarik dalam memahami outsourcing.

 

 

 

Judul:

How Customer Service Outsourcing Can Help Combat Recessionary Forces?

With recessionary forces crippling most of the major world economies, ensuring the survival of both large and small businesses now poses a big challenge for industry captains and political leaders alike. However, businesses need not lose hope because there are still plenty of options to choose from and also effective business strategies that can help combat the adverse effects of prevailing recessionary trends. One such strategy that can always come in handy is customer service outsourcing. Choosing customer service outsourcing will not be a problem even for first-timers because over the years it has proved its mettle in terms of providing critical benefits such as cost reductions, efficiency improvements and customer satisfaction maximization.

Customer service outsourcing may not be a panacea for recessionary blues, but if used in the prescribed manner, it can certainly help increase the probability of survival and success. And that is often enough in most cases because all that is needed for business survival and success is to remain ahead of the nearest competitor. Customer service outsourcing can help businesses achieve similar goals and objectives by providing high-quality customer support services at competitive rates. High-quality customer services will help ensure that customers stick to the same product or service brand whereas competitive customer service outsourcing rates will help improve the financial health of businesses, most of whom are already facing a severe credit crunch situation.

Customer service outsourcing holds huge potential and its up to businesses to decide the overall quantum of benefits that they wish to derive. The opportunities are virtually endless and if maximum benefits are to be derived, it is advisable that businesses choose the right customer service outsourcing provider. The right customer service outsourcing provider will be the one that offers the desired mix of cost savings, improved customer satisfaction and increased efficiency. Businesses, especially those that do not wish to succumb to recessionary forces, need to start looking right away for the most appropriate customer service outsourcing provider.

Komentar:

Pelaku bisnis, terutama yang tidak ingin menyerah pada pasukan resesi, perlu mulai mencari langsung untuk layananpenyedia outsourcing yang paling sesuai.

Judul:

IT Outsourcing

Januari 26, 2008

IT Outsourcing adalah layanan terpadu yang ditujukan bagi perusahaan/ organisasi/ institusi lainnya dalam memenuhi kebutuhan dan pengelolaan sistem informasinya. Institusi partner mendapatkan support penuh dari TELEMATIKA terhadap seluruh kebutuhan pendayagunaan Teknologi Informasi mulai dari Perencanaan dan Perancangan Sistem Informasi sampai dengan Implementasi dan Maintenance. Cakupan dukungan meliputi Hardware, Software/ Aplikasi, Jaringan Internet, Jaringan Wireless, Jaringan Local, Web Design, Webbase Programming dan Web Hosting. Seluruhnya ditangani oleh team kami dalam satu paket layanan.

SUPPORT

Layanan ini ditujukan bagi perusahaan/organisasi skala kecil dan menengah ataupun perusahaan besar yang tidak memiliki Divisi Teknologi Informasi sendiri dapat mempercayakan IT Outsourcing-nya kepada kami. Layanan ini mensupport perusahaan agar seakan-akan perusahaan tersebut memiliki Bagian/Divisi Teknologi Informasi-nya sendiri. Setelah Sistem dan Infrastruktur IT-nya terbangun dan beroperasi dengan baik, kami berikan support secara kontinyu untuk menjamin operasionalisasi dan keamanan sistem antara lain:

• Backup data dan recover jika terjadi kerusakan
• Memantau Sekuritas Sistem
• Penanganan Anti-virus dan anti-spam
• Manajemen Konektivitas Internet
• Memantau Operasional Server
• Manajemen E-mail system
• Manajemen Router, Proxy dan Firewall
• Manajemen dan Pelaporan Asset & Inventaris IT
• Perawatan Berkala terhadap seluruh System Komputerisasi
• Perencanaan Manajemen Sistem Informasi Strategis
• Pelaporan secara berkesinambungan

Komentar:

apakah dengan penerapan outsource IT mempengaruhi sustainable dari bisnis yang kita jalankan?. Mungkin hal ini yang belum terjawab, secara finansial memang mengalami perubahan dengan penerapan Outsource ini.

Judul:

Outsourcing: the future?

I found an article about outsourcing, which gives us a very clear overview of where we were and where we are going in outsourcing. I work on my international outsourcing vision every day and I often wonder ‘where will we be in 10 years?’. From below figure (to see the big size, click the image) I see a few key points for our future:

Timeline. Outsourcing brought $12 billion to India in 2004. India has grown even bigger on this number since 2004 and many other countries have followed India’s example in the IT outsourcing field. These numbers will keep on growing for the decades to come.

Timeline. In 2010 companies still choose price over quality (the below document is about the US, I believe in Europe this might be different) and companies are frustrated about the quality of work. In my opinion, there are 2 important things here. First, price is important at the moment because of the worldwide recession. In times of rapid economic growth, companies need people and outsourcing is a requirement for companies to grow as shortages in IT staff make it hard to find talent. Second, companies report frustration because global sourcing is still in its infancy. People need to gain experience in order to know how it works. As more companies outsource, more frustration is reported. As people gain more experience in the next years, outsourcing will become more normal, eventually making it normal practice in  any company.

Models. Traditionally, most companies outsource projects or tasks. Especially in IT, it is hard to define clear requirements for projects, resulting in gaps in expectations between client and supplier. With big distances both physically and culturally, such gaps grow. Hence, the future of outsourcing will be in more direct models, where outsourcers either set up their own captive center (either through BOT or as direct investment) or directly manage a team employed by a supplier. Below this is also mentioned as ‘making things work’. Outsourcing projects is more complex than managing offshore staff directly (provided that the right processes are in place!).

Types of services. IT has been the launching business domain in global sourcing. Sometimes I wonder why this has grown this way, as IT is more complex than many other business processes. Currently, BPO and KPO are growing substantially and I expect other fields to dominate the global sourcing market in a decade. It will become normal to outsource any task or activity which can go through a wire to the best fitting country or company.

Impact on the economy. The figure shows that the US insources more services than it outsources generating a trade surplus. Similar numbers hold true in Europe. Even though a lot of offshoring-opponents believe the impact on an economy to be negative, the future will prove that offshoring facilitates the growth of the economy, resulting in wealth on both ‘sides’ of the equation.

Komentar:

I found an article on outsourcing, which gives us a very clear picture of where we are and where we will be in outsourcing, thank you.

Judul:

Outsourcing: Kosten stehen nicht mehr im Mittelpunkt

Montag, 27. Juli 2009

Die Krise beflügelt Outsourcing kaum. Statt Kosten um jeden Preis zu senken, prüfen Firmen gezielt, welcher Mehrwert für sie entsteht. So der Tenor mehrerer aktueller Studien. ZDNet fasst auch deren weitere Ergebnisse zusammen.

Auf der Suche nach Einsparungsmöglichkeiten stellen derzeit fast alle Firmen ihre Strukturen auf den Prüfstand. Ein einfacher Weg, schnell große Kostenblöcke loszuwerden, scheint für viele auf den ersten Blick Outsourcing zu sein. Zumindest für die, die sich bisher damit noch nicht oder nur wenig beschäftigt haben.

So sahen laut Steria Mummert Consulting Ende 2008 rund 46 Prozent der Unternehmen den wichtigsten Vorteil von Outsourcing in möglichen Kostensenkungen. Fast alle rechneten mit Einsparungen von mehr als zehn Prozent. Besonders für Firmen, deren Umsatz im vergangenen Jahr gesunken ist, spielte dieser Faktor eine große Rolle. Und einer europaweiten CIO-Umfrage von Harvey Nash zufolge wollen 60 Prozent der in Deutschland befragten Firmen ihr Outsocuring-Budget dieses Jahr erhöhen oder zumindest beibehalten. Auch in dieser Studie sind Kosteneinsparungen der wichtigste Aspekt. Drei Viertel hoffen ihn beim Infrastruktur-Outscourcing erzielen zu können Fast 60 Prozent rechnen beim Outscourcing der Entwicklung beziehungsweise Betreuung von Anwendungssoftware mit geringeren Kosten.

Andere Studie und Umfragen deuten jedoch darauf hin, dass trotz des wirtschaftlich schwierigen Umfelds eine Trendwende einsetzt. Gerade erfahrenere Outsourcing-Nutzer, die sich augenblicklich mit der von vielen als Second-Generation-Outsourcing bezeichneten Verlängerung oder Erneuerung von bestehenden Verträgen befassen, rücken nämlich andere Aspekte in den Vordergrund.
Das belegen mehrere aktuelle Umfragen und Studien. Deren Tenor: Die Unternehmen haben erkannt, dass sich Kosten bei gleichbleibender Qualität nur bis zu einem gewissen Punkt drücken lassen. Danach geht die von den Outsourcern vielbeschworene “Innovationspartnerschaft” in die Brüche, denn auch Rationalisierungseffekte haben ihre Grenzen und neue Hard- und Software kostet – auch wenn sie im großen Stil eingekauft wird – immer noch Geld.

Glaubt man den Ergebnissen der Umfragen der Experton Group und den Analysten von Pierre Audoin, dann rückt in letzter Zeit Flexibilität verstärkt in den Vordergrund. Dazu tragen möglicherweise auch die Diskussionen und Überlegungen rund um Software-as-a-Service und Cloud Computing bei, wo ja neben den niedrigeren Kosten die höhere Flexibilität ebenfalls ein wichtiges Argument ist. Obwohl beide Angebote erst von vergleichsweise wenig Firmen genutzt werden, scheinen die Argumente auf offene Ohren gestoßen zu sein. Aber bevor sie sich auf Neuland wagen, probieren viele Manager offenbar erst einmal aus, ob sich die propagierten Vorteile nicht auch mit herkömmlichen Methoden erreichen lassen.

Partnerschaft statt Kostenschraube

Ein auf den ersten Blick einfacher Weg, mehr Flexibilität zu erreichen, sind kürzere Vertragslaufzeiten. Auf den zweiten Blick stellt sich das jedoch als Trugschluss heraus. Erstens ist es – trotz der theoretischen Zusicherungen – in der Praxis gar nicht so einfach, seinen Outsourcing-Partner zu wechseln. Zweitens verliert das wichtigste Argument für kurze Vertragslaufzeiten – die Möglichkeit, beim Verlängerungsgespräch nochmal an der Kostenschraube drehen zu können – an Relevanz.

Während bei früheren Umfragen diesem Aspekt noch wesentlich mehr Bedeutung zugemessen haben, hat sich jetzt offensichtlich der sich schon im vergangenen Jahr abzeichnende Trend durchgesetzt, Kostenvariabilisierung, Flexibilität und kontinuierliche Innovation höher einzuschätzen. Außerdem wird der Outsourcer von immer mehr Unternehmen nicht mehr nur als Melkkuh, sondern als Partner gesehen.

Dazu gehört auch die Einsicht, dass eine weitgehende Standardisierung Kostenvorteile bieten kann während individuelle Vereinbarungen häufig lediglich überkommene Strukturen zementieren. Oder anders gesagt: Wenn der Outsourcer verpflichtet wird, mit veralteten Methoden zu arbeiten, dürfte es ihm schwer fallen, Kosten zu senken und Innovation einzubringen.

Die Krise schweißt offenbar zusammen. Denn einen ähnlichen Meinungsumschwung hat auch eine IBM-Umfrage kürzlich ausgemacht. Demnach legen mittelständische Unternehmen großen Wert darauf, dass ihre IT-Dienstleister nicht nur IT-Lieferanten sind, sondern vor allem auch Berater. Drei Viertel der befragten Unternehmen wünschen sich einen Partner, der sowohl technische als auch strategische Beratung leisten kann. Warum sollte das beim Outsourcing anders sein?

Kunden sollen neue Servicekonzepte zulassen

Eines der Kernergebnisse der Studie zur Entwicklung des Outsourcingmarkts in Deutschland, die die Analysten von Pierre Audoin Consultants (PAC) im Auftrag von Computacenter durchgeführt haben, ist, dass die Beziehung zwischen Dienstleister und Kunde statt auf einer rein technologischen zunehmend auf einer Service- oder Business-orientieren Ebene bewertet wird: 90 Prozent der Befragten erwarten vom Dienstleister inzwischen auch jenseits der IT ein Verständnis der Geschäftsprozesse und -anforderungen.

Soweit die Theorie. In der Praxis steht dem klaren Wunsch, dem Dienstleister mehr Verantwortung zu übertragen, ein Mangel an Bereitschaft gegenüber, ihm bei der Leistungserbringung auch tatsächlich freie Hand zu lassen. Viele Kunden halten immer noch an klassischen Outsourcingverträgen mit teilweise sehr individuellen Vereinbarungen fest. Das Lippenbekenntnis, nicht nur Kosten senken zu wollen, scheint in der Krise schwer umsetzbar zu sein.

Neue Konzepte wie Outsourcing 2.0 bieten einen größeren Nutzen für das Geschäft, fordern aber auch eine klare Trennung zwischen dem, was erbracht wird, und der Art und Weise, wie dies geschieht”, sagt Jürgen Stauber, Geschäftsführer Managed Services bei Computacenter Deutschland. Unter Outsourcing 2.0 versteht Stauber in erster Linie den Utility-Computing-Ansatz, bei dem der Kunde nur Leistungen bezahlt, die er tatsächlich nutzt.

Aufgrund der Diskrepanz zwischen Wunsch und Wirklichkeit bestimmten derzeit Mischformen den Markt für Infrastruktur-Outsourcing. Anhand der eingehenden Anfragen sehe Computacenter bei den Kunden aber eine zunehmende Akzeptanz von End-to-End-Lösungen. “Signifikante, zusätzliche Kostenvorteile lassen sich nur erzielen, wenn die Kunden neue Servicekonzepte zulassen”, meint Stauber.

Da ist es also wieder, das Dilemma zwischen Standardisierung und individuellen Anforderungen. Das wirtschaftliche Umfeld zwingt aber wohl so manches Unternehmen zu überprüfen, ob das, was man bisher für bisher unabdingbar gehalten hat, wirklich so unentbehrlich ist, und zu hinterfragen, ob den durch die Individualität entstehenden Mehrkosten auch ein vergleichbarer Mehrwert gegenübersteht. Gerade bei dem von Computacenter betriebenen Infrastrukturoutsourcing wird das wahrscheinlich immer seltener der Fall sein.

Flexibilität gewinnt an Bedeutung

Die Experton Groupnimmt auf Grund von Umfrageergebnissen an, dass Outsourcing in Deutschland weiterhin an Bedeutung gewinnen wird. Neben der Auslagerung maßgeblicher Teile der IT rücke auch das Outsourcing von Geschäftsprozessen immer mehr in das Blickfeld von Unternehmen. Da sich das klassische Outsourcing-Modell zudem weiterentwickelt habe, biete es Anwendern heutzutage die Möglichkeit, eine sehr viel differenziertere Sourcingstrategie zu verfolgen.
Dennoch bleibt das klassische Outsourcing in Deutschland zunächst das bevorzugte Modell. Alternative Sourcingmodelle wollen in den kommenden zwei bis vier Jahren aber immerhin 25 Prozent der von der Experton Group befragten Unternehmen als Alternative oder als Ergänzung zum klassischen Outsourcing umsetzen oder als Einstieg in die Outsourcingwelt nutzen. Aufgefallen ist den Marktforschern vor allem das gesteigerte Interesse des Mittelstands an solchen Alternativen.
Am häufigsten ausgelagert werden im Bereich Applikationen Web-Anwendungen und -Portale, ERP, Messaging, branchenspezifische Kernanwendungen, Helpdesk, Business Intelligence sowie CRM. Das Auslagern von IT-Security wird von kleineren und mittleren Unternehmen stärker nachgefragt als von großen Unternehmen. Experton sieht als Grund dafür die fehlenden personellen und organisatorischen Ressourcen.

Geschäftsprozesse auszulagern ist in einem großen Teil der von Experton befragten Unternehmen bereits gängige Praxis. Am häufigsten anzutreffen ist es im Personal- und im Finanzwesen. Zurückzuführen ist das wahrscheinlich auf Dienstleister wie die Datev, die sich in diesen Bereichen schon jahrzehntelang etabliert haben. Andere, häufig ausgelagerte Bereiche sind laut der Experton-Umfrage branchenspezifische Geschäftsprozesse, Output-Services und das Beschaffungswesen.
Bei den von PAC im Auftrag von Computacenter befragten Firmen stehen Outsourcing-Pläne quer über alle Bereiche hinweg hoch im Kurs. Der dunkelblaue Balken repräsentiert Befragte mit konkreten Plänen in den nächsten Monaten, der blaue Balken Befragte, die Überlegungen zum Outsocuring in diesem Bereich anstellen. Der hellblaue Balken steht für Firmen, die in dem jeweiligen Segment keine Auslagerung planen (Quelle: PAC/Computacenter).

Der Outsourcing-Markt – in Deutschland und weltweit

Nach Einschätzung der Experton Group lag das Volumen des deutschen Outsourcing-Marktes 2008 bei 15,6 Milliarden Euro. Bei der prognostizierten jährlichen Wachstumsrate von knapp über acht Prozent sei im Jahr 2010 mit einem Marktvolumen von 18,2 Milliarden Euro zu rechnen. Der überwiegende Teil (70 Prozent) davon entfällt auf das Auslagern von Infrastrukturkomponenten. Dieses Segment wird nach Ansicht der Experton-Spezialisten auch weiterhin den Markt dominieren.
Das Auslagern von Applikationen trug 2008 mit 3,47 Milliarden Euro rund 22 Prozent zum deutschen Outsourcing-Markt bei. Während dieser Anteil sich in den kommenden drei bis vier Jahren nur leicht verändern wird, soll das Auslagern von Geschäftsprozessen überdurchschnittlich zulegen. Allerdings hat das Segment mit einem Umsatzvolumen von rund einer Milliarde Euro im Jahr 2008 auch noch eine untergeordnete Rolle gespielt.

Die weltweit bedeutendsten Outsourcing-Anbieter ermittelt seit geraumer Zeit regelmäßig das Beratungsunternehmen TPI mit seinem “TPI-Index”. Laut den Zahlen für das erste Halbjahr 2009 sind – gemessen am Vertragsvolumen, aufgelistet jedoch in alphabetischer Reihenfolge – bei Applikations-Entwicklung und -Wartung die zehn maßgeblichen Anbieter Accenture, CGI, Cognizant, HCL, HP/EDS, IBM, Infosys, TCS, T-Systems und Wipro.
Beim Infrastruktur-Outsourcing sieht TPI weltweit – wieder in alphabetischer Reihenfolge – CSC, EDB, Fujitsu, HCL, HP/EDS, IBM, Logica, Perot Systems, T-Systems und Wipro als die zehn, am Umsatz gemessen, führenden Anbieter.

Während TPI nur die wirtschaftlichen Erfolge misst, lehnen sich die Autoren Scott Wilson und Doug Brown in ihrem jährlich erscheinenden “Black Book of Outsourcing” weiter aus dem Fenster. Auf Grundlage einer großangelegten Umfrage bei Entscheidern, Mitarbeitern von Outsourcingfirmen und Mitarbeitern von Firmen, die Outsourcing nutzen, ermitteln sie jeweils die 50 bestgeführten, global agierenden Outsourcing-Anbieter.

Die Ergebnisse schwanken sehr stark von Jahr zu Jahr, was zeigt, dass sich die Befragten in ihrer Beurteilung vor allem auf aktuelle Ereignisse und Erinnerungen stützen, und weniger auf eine Gesamtbetrachtung langjähriger Erfahrungen. Und die Befragten sind nicht frei von Fehleinschätzungen: Beispielsweise rangierte Satyam seit 2006 immer unter den ersten zehn, fiel aber aufgrund des Bilanzskandals aus der Top-50-Liste für 2009 ganz heraus. Außerdem kann man sich des Verdachts nicht ganz erwehren, dass die Liste trotz ihres globalen Anspruchs einen Schwerpunkt auf nordamerikanische Firmen legt. Interessante Denkanstöße gibt das Ranking dennoch.

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