| Preface |
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xiii | |
| Acknowledgments |
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xv | |
| Section 1 The Offshore Imperative |
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1 | (110) |
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1 Crunching the Offshore Numbers: What the Financials Portend |
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3 | (26) |
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Welcome to the Definitive Guide on Offshore Outsourcing |
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3 | (1) |
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Setting the Stage: The Compelling Offshore Story |
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3 | (3) |
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Offshore Outsourcing versus Traditional IT Outsourcing |
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6 | (9) |
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Benefits of Offshore Outsourcing |
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9 | (5) |
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Impact on the Individual Worker: The Hurdle of Offshore Outsourcing Is Not All Bad News |
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14 | (1) |
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Challenges of Offshore Outsourcing |
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15 | (11) |
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Critical Success Factors for Offshore Outsourcing |
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16 | (7) |
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20 | (3) |
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Offshore in Microcosm: A Look at the Payback of a "Typical" Offshore Program |
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23 | (2) |
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Risk and Offshore: A Final Word |
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25 | (1) |
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26 | (1) |
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26 | (3) |
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2 Getting Started in Offshore |
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29 | (52) |
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Executive Support and Communications: The Key to Success |
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30 | (3) |
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A Look at an Example of Enlightened Leadership: Handling Employee Impact at a Northeast Utilities Company |
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33 | (1) |
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Well-Planned and Executed Communications: A Critical Success Factor for Offshore Program Initiation |
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34 | (3) |
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Establishing the Offshore Program Office for Executive Oversight |
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37 | (6) |
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What Are the Steps and Factors Involved in Choosing an Initial Successful Suite of Applications to Offshore? |
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40 | (2) |
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What Are the Characteristics of a Good Pilot for Offshore? |
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42 | (1) |
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Hiring Outside Expertise: An Initial Look at Getting the Right Kind of Help for Offshore |
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43 | (9) |
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Getting the Most out of Expert Consultative Help in Initiating an Offshore Program: A Deeper Look |
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50 | (2) |
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Negotiating with Offshore Vendors for the First Time |
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52 | (3) |
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Approaching the Measurement of ROI (Return on Investment) When Initiating Offshore |
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55 | (3) |
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Defining the Parameters of That All-Important Initial Pilot: A Deeper Look at the Pros and Cons |
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58 | (2) |
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Establishing an Initial Timetable for an Upgraded Network Security Infrastructure |
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60 | (1) |
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61 | (1) |
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Business Case: A Look at Citigroup (Citi), 17 Years and Counting in Offshore |
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62 | (5) |
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Appendix: A Look at Ethics in the Workplace |
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67 | (13) |
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Ethics Management Programs: An Overview |
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67 | (1) |
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About Ethics Management Programs |
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67 | (1) |
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Benefits of Managing Ethics as a Program |
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68 | (1) |
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Eight Guidelines for Managing Ethics in the Workplace |
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68 | (1) |
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Six Key Roles and Responsibilities in Ethics Management |
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69 | (1) |
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Ethics Tools: Codes of Ethics |
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70 | (3) |
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70 | (1) |
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Developing Codes of Ethics |
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71 | (2) |
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Ethics Tools: Codes of Conduct |
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73 | (2) |
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73 | (1) |
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Developing a Code of Conduct |
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74 | (1) |
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Ethics Tools: Policies and Procedures |
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75 | (1) |
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Ethics Tools: Resolving Ethical Dilemmas (with Real-to-Life Examples) |
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76 | (1) |
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Definition of an Ethical Dilemma |
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76 | (1) |
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Real-to-Life Examples of Complex Ethical Dilemmas |
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76 | (1) |
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Three Methods to Resolve Ethical Dilemmas |
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76 | (1) |
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Method One: Ethical Checklist |
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77 | (1) |
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Method Two: Ten-Step Method of Decision Making |
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77 | (1) |
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Method Three: Questions to Address Ethical Dilemmas |
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77 | (1) |
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77 | (3) |
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80 | (1) |
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3 Choosing an Offshore Vendor: A Look at the Offshore Maturity Model |
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81 | (30) |
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Ground Rules: A Snapshot of the Current Vendor Management Culture of the Fortune 100 |
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82 | (5) |
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What Are the Differences between Offshore and Other IT Consultant Resource Management? |
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83 | (4) |
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Organizational Structure and Span of Control |
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87 | (3) |
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Where Does Offshore Vendor Management Belong? Or, to Mandate or Not to Mandate, Offshore Outsourcing? |
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87 | (3) |
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What to Look for in an Offshore Vendor |
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90 | (3) |
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Automated RFP Tools: Do They Work? |
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93 | (2) |
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Negotiating the Offshore Vendor Contract: Do's and Don'ts |
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95 | (7) |
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The Offshore Maturity Model: Anticipating Vendor Management for the Organization Mature in Offshore |
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102 | (3) |
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Strategic View: Integrating the Offshore Vendor within an Overall Context of Resource Management |
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105 | (2) |
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Summary: Keys to Success in Offshore Vendor Management |
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107 | (1) |
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Appendix: The View from Gartner |
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108 | (1) |
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A Look at India for Offshore Sourcing Options |
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108 | (1) |
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Bigger Is Not Necessarily Better |
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109 | (1) |
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109 | (2) |
| Section 2 A Hands-On Offshore Program Management Toolkit |
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111 | (138) |
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4 Choosing Locations for Offshore: Country Pros and Cons |
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113 | (20) |
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Country Strengths and Weaknesses: A Look outside India |
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114 | (9) |
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Why Offshore Services Leadership in India, and Why Now? |
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123 | (5) |
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What Is the Current State and View of Offshore? |
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128 | (4) |
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132 | (1) |
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132 | (1) |
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5 The Offshore Program Checklist: What's Really Different? |
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133 | (72) |
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The Offshore Program Checklist: Laying the Groundwork for a Successful Offshore Program |
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135 | (14) |
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Step 1. Program Manager: Establish Offshore Program Strategic Objectives |
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136 | (1) |
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Step 2: Establish Vendor Interface Guidelines |
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137 | (2) |
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Step 3: Create Communications Plan |
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139 | (1) |
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Step 4: Initiate a Systemwide Review of Vendor Consents |
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139 | (3) |
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Step 5: Establish a Programwide Risk Management Program |
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142 | (1) |
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Step 6: Establish Program Documentation Guidelines |
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143 | (1) |
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Step 7: Define Offshore Methodology |
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144 | (5) |
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The Offshore Project Manager Checklist |
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149 | (27) |
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Pre-Work: Validate Application Risk Level for Offshore |
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149 | (2) |
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Pre-Work: Validate Software License Vendor Consents |
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151 | (1) |
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Month 1: Establish SOW for Offshore Application |
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151 | (5) |
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Month 1: Validate Operational Requirements |
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156 | (1) |
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Month 1: Application Risk and Compliance |
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156 | (1) |
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Month 2: Support Redeployment of Affected Employees |
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157 | (1) |
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Month 2: Form the Stage One Onshore and Offshore Team |
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158 | (2) |
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Months 1 and 2: Create Detailed Project Plan |
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160 | (1) |
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Month 2: Create Offshore Project Issues List |
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160 | (2) |
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Month 2: Create Offshore Functional Specifications |
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162 | (1) |
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Month 2 to 3: Complete Offshore Application Handbook |
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162 | (3) |
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Month 2 to 3: Proceed with Offshore Resource Hiring Process |
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165 | (1) |
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Months 3 to 6: Proceed with Structuring of Knowledge Transfer |
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165 | (1) |
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Months 3 to 6: Proceed with Execution of Knowledge Transfer |
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166 | (4) |
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Month 2 to 3: Complete Offshore Operations Guide |
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170 | (1) |
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171 | (3) |
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Phase 1: Validation via Go/No Go |
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171 | (3) |
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Phase 2: Offshore Team Returns |
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174 | (1) |
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Phase 3: Final Acceptance |
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174 | (1) |
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Post-Launch: Monitor SLAs |
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174 | (1) |
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Post-Launch: Monitor Offshore Application Performance |
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175 | (1) |
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Program and Project Checklist - Final Thoughts |
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176 | (5) |
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Section 3 The Offshore Program Challenge |
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181 | (2) |
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6 Managing Employee Impact: Villain or Savior? |
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183 | (1) |
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The Case for Ethics as Good Business: Strategic Resource Management for Offshore |
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183 | (1) |
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Looking Beyond the Popular Press Sound Bite: What Is the Threat of Offshore to Today's IT Workers? |
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184 | (4) |
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Strategic Resource Management: Challenge of the Decade? |
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188 | (5) |
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Affected Workers: Recommendations and Logistics for Offshore |
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193 | (3) |
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The Employee Placement Program: Recommendations and Logistics |
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196 | (3) |
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Offshore: Impact on the Future of IT |
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199 | (2) |
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Appendix: The Inherent Value of jobs |
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201 | (2) |
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An Article from Business Respect |
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201 | (2) |
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203 | (2) |
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7 Managing Risk through an Offshore Network Security Architecture |
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205 | (30) |
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Macro-Level Program Risks: A Baseline |
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212 | (8) |
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Macro Risk I: Lack of Clear Communications Handoff between Offshore and Onshore Team (Low) |
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213 | (1) |
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Macro Risk II: Offshore and Onshore Team Turnover Negatively Affects Performance or Program Costs Due to Additional Knowledge Transfer, Visa, and Other Training Delays or Costs (Medium) |
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213 | (1) |
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Macro Risk III: Regulatory, Privacy, or Legal Compliance Violation(s) (Medium) |
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214 | (2) |
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Macro Risk IV: Negative Employee Perception of Offshore Program Due to Perceptions of Job Instability (High) |
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216 | (1) |
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Macro Risk V: Operations Schedules Could Affect Offshore Program Requirements (Low) |
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216 | (1) |
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Macro Risk VI: Security Breach of Offshore Facilities (Low) |
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217 | (1) |
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Macro Risk VII: Offshore Vendor Financially Insolvent (Low for Large Vendors) |
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218 | (1) |
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Macro Risk VIII: Threat of War; Geopolitical Concerns (Medium) |
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218 | (1) |
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Macro Risk IX: Vendor Does Not Meet Performance Criteria (Low) |
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218 | (1) |
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Macro Risk X: Regulatory Changes in the Offshore Country That Negatively Affect Ability of Vendor to Fulfill Contract (Low) |
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219 | (1) |
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Macro Risk XI: Negative Customer Perception Due to Bad Press Related to Offshore (Low) |
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219 | (1) |
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Macro Risk XII: Network Failures Make Offshore Personnel Hard to Reach for Critical Communications (Low) |
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219 | (1) |
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Macro Risk XIII: Ineffective Disaster or Application Recovery Planning (Low) |
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220 | (1) |
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Application-Specific Program Risks |
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220 | (1) |
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221 | (6) |
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A Veteran's View of Network Design for Offshore Outsourcing |
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221 | (6) |
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Introduction: Profile of a Successful Network Architect |
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221 | (2) |
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Successful Network Security Architecture Design Principles for Offshore Outsourcing |
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223 | (1) |
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Executing a Successful Network Security Architecture for Offshore Outsourcing |
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224 | (3) |
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227 | (2) |
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For Geeks Only: More Detail on Offshore Network Architecture - A Step-by-Step Guide |
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227 | (2) |
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Step (1) Define Remote Access Needs |
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227 | (1) |
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Step (2) Evaluate Policy and Regulatory Compliance |
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228 | (1) |
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Step (3) Document and Assign Costs to Each Solution Level |
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228 | (1) |
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228 | (1) |
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229 | (4) |
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229 | (2) |
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229 | (2) |
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H-1B Visas Drop, L-1 Abuses Come to Light |
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231 | (1) |
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Note from U.S. Department of State Web Site |
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232 | (1) |
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233 | (2) |
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8 Pulling It All Together: Top 10 Do's and Don'ts of Offshore |
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235 | (14) |
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The Top 10 "Do's and Don'ts" of Offshore |
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236 | (10) |
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246 | (1) |
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A Final Word from Some Members of the Offshore Interest Group |
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246 | (1) |
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Offshore Considerations for the IT Executive |
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247 | (1) |
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Challenges of [Offshore] Leadership |
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247 | (1) |
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247 | (2) |
| Index |
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249 | |
Other versions by this Author