¿Cuáles son las mejores formas de iniciarse en el outsourcing de TI?

20 to 25% of all outsourcing relationships fail within two years, and 50% fail within five. It’s usually down to expectations, the client wants better service, at lower costs and the provider wants to make a profit. This all needs to be managed to ensure a successful outcome for both. A service level agreement (SLA) is one way to do this. Service levels are determined at the beginning and are used to measure and monitor a supplier’s performance. What to consider when outsourcing: • Provider’s competencies, culture, and values • Roles and responsibilities for both parties • Contract, expectations, and relationship • Key staff, governance, metrics, and engagement • Pricing – Both parties need to be ok with the deal

It‘s very important to keep Know-how in the company to manage the IT provider. I have seen too often that companies have given away too much. The „retained“ organization and a clear understanding about Roles and Responsibilities in operation later on is a key success factor

One of the main challenges when considering outsourcing is to identify all the hidden, 'soft' activities your current staff perform. Remember, if it isn't included in the contract, it will be chargeable in addition. Flexibility is incredibly difficult to replicate and often overlooked.

Any relationship needs mentoring, time to grow and commitment. IT outsourcing is no different. Few good practice to look while IT Outsourcing 1) Evaluate need ( Strategic, operations, tactical) 2) Get management buy in 3) Hire a management consultant to guide you through the entire process 4) Define KPI and key success parameter 5) Identify the best supplier/ vendor in areas looking to outsource better still. Dont outsource ! Set up a global competency center. GCC can really help reap the benefits of traditional outsourcing and also keep the control on cost. It does need more commitment and planning. However the advantage are far reaching.

When scouting for outsourcing vendors, thorough research is essential. Evaluate their experience with your market and technology proficiency. Assess cultural fit, communication skills, and time zone alignment to prevent project hurdles. Seek referrals and check reviews on platforms like Glassdoor and Clutch for unbiased insights. Define your needs—service type, budget, and deadlines. Contact multiple vendors to compare quotes, aiming for a balance of cost-effectiveness and quality. More information leads to informed decisions, reducing the risk of a poor choice.

I have been on the other side , but companies who do their research well, have well defined criteria, clear objectives and realistic expectations from the project, willing to work as partners, have done their budgeting well and understand transition etc is for both parties , and lastly do not expect cost savings from Day 1 are the mature players who get the most out of their IT outsourcing projects. This list is not exhaustive by any chance.

It is essential to carefully prepare a list of criteria for your market research. These criteria may include: 1. Location: Consider time zones and cultural differences, as they can significantly impact your tasks. 2. Company size: Smaller companies are often more cost-effective, while larger ones may offer greater reliability and a wider range of services. 3. Price: Determine a budget range for your outsourcing investment.

Best approach is to hire an expert inhouse. If not, considering talking to consultants. Focus on agreeing on expected outcomes with consultants instead of getting their suggestions of advise. Good consultants would themselves come up with metrics to measure achievements at every milestone of payment. Further, considering engaging vedore evaluation experts if you don't have that capability inhouse. Outsourcing is never about reducing cost but also about gaining access to the right talent pool to achieve your objectives. Reduced cost could be an additional benefit but that is not something you should focus upon unless that is the sole reason for outsourcing. And if cost is the only reason, consider having captive setup.

Conducting thorough research is crucial before a business opts for an outsourcing model. The key question is what exactly to research. Is it limited to factors like time-zone compatibility and their past project portfolio? I would argue against that. The research should delve deep, focusing on assessing the outsource partners' skills at a micro level rather than merely scrutinizing their macro-level portfolios. In fact, I'm aware of several companies that, even for substantial projects, conduct random interviews with the outsource partners' talent to gauge the quality of deliverables, treating them as if they were their own employees.

I highly recommend conducting online meetings with potential providers once they pass the initial screening, even before they prepare a proposal for you. A call is the best way to determine if the provider could be a suitable partner. During the call, you can assess how they schedule meetings, their communication skills, their ability to ask relevant questions, and their level of interest in understanding your business. These interactions will help you determine if the provider is a potential match.

To effectively evaluate IT outsourcing proposals, I have seen clients employing both quantitative and qualitative approaches. A quantitative approach by analyzing cost, timelines, scalability, performance metrics, and SLA compliance and a qualitative lens to assess cultural fit, communication, industry expertise, client references, risk management, and long-term alignment. This dual perspective ensures a comprehensive evaluation that balances numerical data with intangible qualities, aiding in the selection of the most suitable service provider.

Before evaluating proposals, evaluate the vendor, their history, references, past work. Some of the best outsourcing vendors don't know how to make good proposals and some of the worst vendors make really beautiful proposals. It's not the proposal that delivers the work but the company and the team. so evaluate them properly before proceeding. See the kind og questions they ask, evaluate their understanding of your problem statement and suggested solutions. If you are not equipped to do this, consider vendor evaluation experts.

Evaluating an IT outsourcing firm proposal is a crucial step in finding the right partner for your organization. While cost is a significant factor, it's essential to understand that it's not the sole indicator of quality. In most cases, price can be a good starting point for assessing the credibility of a proposal. If you receive multiple proposals, consider establishing a median price and timescale based on the submitted offers. Proposals significantly below these indicators might raise red flags, as they could indicate unrealistic promises or lower quality service.

Evaluating IT outsourcing proposals can be challenging. A clear scope, timeline, budget, and terms are crucial, but don’t overlook hidden fees and risks. Gartner suggests conducting a thorough risk assessment to identify potential pitfalls. Also, Deloitte emphasizes the importance of due diligence in checking references and past performance to ensure reliability. Have you faced challenges in evaluating proposals? How did you overcome them?

Price is important, but it's not the only factor to consider. Look for an outsourcing partner that offers a good value for your money considering quality of work, experience and customer service. Ask for references. Talk to other businesses that have used the outsourcing provider's services. Get their feedback on the quality, timeliness of work, communication and overall experience. Interview key members of the team. Learn more about the company, culture, and approach e.g. quality control process.

Choose the provider with the best value and quality. Consider communication, collaboration, and cultural fit. Establish a clear contract with roles, responsibilities, and communication channels defined.

In the age of agile, best is not that fits the criteria but the one who is flexible enough to adapt, accommodate and work together to adjust to changing requirements and scenario.

The selection of the outsourcers needs to consider the culture of the outsourcers, availability of our resource to manage the contract deliverables and the utmost important whether the service level of agreement(SLA) is a commonly used as well as past performance deliverables by outsourcers for the same scope. Some flexibility is best to baked in the contract that may help to speed up execution rather than wasting time for bargaining if there is anything new comes up during the contract.

I completely agree that compatibility is paramount in outsourcing, even if it means higher costs. Open communication and cultural alignment are equally critical. Quality and value, along with collaboration, should guide the selection process. A well-defined contract is essential for a successful partnership, ensuring clarity in roles, expectations, and communication.

The only way an outsourced IT partnership will work is if there's trust, respect and open communication. That doesn't mean the outsourced partner is only going to tell you 'good news,' that means that they will have your best interest in mind, and you trust them do do so. When things are running smoothly, it's easy to have a 'good relationship,' but the true test comes during difficult times. The old expression, "Calm seas never made a good sailor," holds true. It's through the issues, difficult times, that the relationship is tested, and then strengthened.

Video conferencing is a great way to build rapport with your outsourcing partner if you can't meet them in person. Don't micromanage them, give them the autonomy they need to do their job effectively.

More than anything else, visit their facilities and meet the whole team instead of just meeting and talking to managers and leads. Ask for their feedback. Be considerate as all of them may not be culturally same and may not speak good english, be accommodative, but this is important to solve the problem statement of your own business.

I couldn't agree more. While scheduled check-ins and quality monitoring are essential in outsourcing, adding a personal touch is often overlooked. Visiting the facility, interacting with the entire team, and spending quality time with them can significantly boost morale and commitment. Maintaining a connection with the whole team, not just top-tier management, is crucial for a successful and cohesive project. It fosters a sense of unity and shared goals, which is often missing in many outsourcing relationships.

Sometimes things go wrong. you have to OWN it. This is the key to a good relationship. Things will never be perfect all the time. The rough patches and the recovery are what build relationships

Review test reports to ensure all requirements are covered. Ask your outsourcing partner to list down any known issues. Check that you have received the source code, deployment packages, and environment access, along with all relevant documentation.

Change management is usually overlooked. user communication and training of process changes due to outsourcing will be key to its success

Based on my experience as a sourcing advisor, I think another key point is to understand the internal context, not all organisations are ready for a drastic change in the sourcing model. On the other hand, organisations have to redefine the retained organisation, train roles in management tasks and execute a change management plan. Finally, they have to bear in mind that the transition period will require an extra effort for which they are probably not sized to cope.