This DNA consists of extant
systems to be maintained as well as new requirements. The distance and occasionally the language barrier
involved render issues like testing very prominent.
10.1 Dangers of Outsourcing
A number of threats accompany outsourcing. These cannot be shown as risks until their cost and
probability of occurrence are determined. The list in Table 10.1 has been adapted from [Aubert].
All competencies can be outsourced. If you have a statutory duty to approve (say) railway signaling
or aeronautic systems this is probably too close to your company??™s core competence to be an outsourcing
candidate.
10.2 Process of Outsourcing
Figure 10.1 is a view of the outsourcing process limited to the issues most likely to affect a test manager.
10.2.1 Identify Outsource Project
1. Identify the reasons why: there are several reasons why people off-shore and some of them are bad:
??“ Because it??™s become fashionable. Be very afraid. A lousy motive brings lousy execution in its
train: the result may simply Not Work or the project may collapse.
??“ Because the project is failing, and the board wants to defer the moment when they have to
reveal this to shareholders.
??“ Because the project manager cannot manage.
Should any of these reasons predominate, treat such projects with caution. The rest of this chapter
assumes
none
of these motives apply.
2. Review all outsourcing proposals and plans, relate them to section 10.
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