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Winning the Outsourcing Game

Making the Best Deals and Making Them Work

Janet Butler (Consultant, Ranchos De Taos, New Mexico, USA) Janet Butler

$210

Hardback

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English
Auerbach
27 June 2000
Series: Best Practices
It has become increasingly difficult to hire and keep warm bodies, not to mention competent IT personnel. With this in mind, outsourcing ceases to be an option and becomes a necessity. Web hosting, application service providers, and integrating legacy and ERP systems are just three examples of when outsourcing is the rule rather than the exception. Winning the Outsourcing Game: Making the Best Deals and Making Them Work provides the background and a framework to help you develop a sound outsourcing strategy, choose functions to outsource, and effectively manage the risks of using third-party contractors to carry out your company's IT functions.

Typical reasons for outsourcing go beyond simple contingent staffing. Outsourcing is about partnerships between providers and clients. For the partnership to work, the provider must know the business of the client as well as the technologies being outsourced. You need people with specialized knowledge or skills-both technical and industry specific-in leading-edge technologies that are not yet widely deployed. Outsourcing vendors serve as wholesalers of highly specialized talent. They are able to maintain economies of scale without regard to specialization. By deploying these highly skilled specialists to multiple clients, outsourcing providers can justify the enormous expenditures necessary to develop people with specialized skills.

In order to fully employ outsourcing, IT managers must be skilled in such diverse areas as project management, systems analysis and design, contracting, and strategic management. Winning the Outsourcing Game provides a system for understanding these topics and utilizing them to optimize outsourcing relationships. It enables IT managers to develop a sound outsourcing strategy,

choose the IT functions to outsource, and effectively manage the risks of using third-party contractors to carry out their company's IT functions.

At some point, every IT manager outsources something. Empire building notwithstanding, everything from programming or system upgrades to entire business applications are outsourced. You outsource the work to get the task done; you cannot outsource the responsibility to make sure the task gets done correctly. The difference between success and failure depends on cutting the right deal and making it work. Winning the Outsourcing Game: Making the Best Deals and Making

Them Work covers everything you need to know to make successful outsourcing decisions.

Edited by:   ,
Imprint:   Auerbach
Country of Publication:   United Kingdom
Dimensions:   Height: 234mm,  Width: 156mm,  Spine: 22mm
Weight:   635g
ISBN:   9780849308758
ISBN 10:   0849308755
Series:   Best Practices
Pages:   350
Publication Date:  
Audience:   Professional and scholarly ,  Undergraduate
Format:   Hardback
Publisher's Status:   Active

Janet Butler

Reviews for Winning the Outsourcing Game: Making the Best Deals and Making Them Work

Sigmund Freud has had an incalculable effect on Western thought over the past century. From popular understanding of concepts like the Oedipus complex and Freudian slips to academic theorising over the nature of infantile sexuality and the power of the subconscious, his influence over our society is still paramount. But such a wealth of legend has grown up around his life and theories that an accessible introduction to the great psychoanalyst is much to be welcomed. Richard Webster's short book is part of the excellent Great Philosophers series, which aims to introduce the layman to the work of famous thinkers in concise and readable prose. Webster certainly writes well, nipping through Freud's intellectual career at a rate of knots and describing his most important case studies along the way. It soon becomes clear, however, that he is uniformly hostile to Freud, seeing his conclusions as wildly inaccurate and often highly damaging, both to his patients (who were told in authoritative terms that their symptoms showed that their fathers had molested them, or that they were masturbating too much) and to the practice of psychoanalysis worldwide. Certainly, as reported by Webster, some of Freud's diagnoses were imaginative to say the least, and there are some painful stories here - such as the 14-year-old girl whose abdominal pains Freud diagnosed as the result of hysteria, until she died two months later of stomach cancer. It's impossible to argue with Webster's view that often Freud's conclusions were simply the result of the inadequacy of neurological science - symptoms that he breezily dismissed as 'hysterical' can now be traced to head injuries or diseases such as epilepsy in the patient concerned. But if Freud really was as foolish and negligent as Webster alleges, it's hard to see how his ideas achieved such dominance over the psychoanalytical profession, and the reader feels frustrated by Webster's brusque dismissal of the man. This is an excellent case for the prosecution; but to judge its worth we also need to hear the case for the defence. (Kirkus UK)


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