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- W71852006 abstract "As our work environments become more and more complex every day we are all faced with the possibility of employing specialised staff to undertake elements of work which were once considered manageable by our internal resources. Although this concept is often considered for the wrong reasons - increasing the amount of work output - it is becoming a more important component in business today, and is often considered as the primary saviour in the reduction of staff and capital costs (buildings, offices and equipment). Outsourcing, or contracting out as it is sometimes known, is a process by which tasks (e.g., system administration, or the implementation of software/hardware) or whole projects (e.g., analysis/development of a complete corporate system, or the conducting of specialised duties such as workstation support) are contracted to an external body. Although it has been undertaken in many ways in different industries (and to varying degrees of success), the underlying principles associated form a common basis. This report focuses upon many practices associated with outsourcing as conducted in the Queensland State Government, many of which have received greater than one million dollars over a two to three year period. As outsourcing is a new concept, even for the Queensland State Government, many of these projects were developed via the internal guidelines and then handed to external companies, rarely with the thought of an ongoing, close, and continuing relationship building between the client (the person responsible within the particular Queensland State Government department) and the vendor (the contracted external firm). Consequently, many of the projects had 'growing pains' which resulted in varying degrees of success being achieved, and much of the blame being placed upon the vendor for not achieving the perceived requirements. However, much of this blame has been found to have originated from poor specifications both the level of adequacy of the materials contained, and the desire of internal staff to develop the requirements throughout the life of the project. To be able to resolve many of the issues which arose, a review was conducted of outsourcing literature. This review highlighted many methodologies directed towards particular areas of outsourcing and then sought to apply these to an overall outsourcing life-cycle - thereby showing how they interrelate. This investigation resulted in the building of a checklist of elements for each of the outsourcing life-cycle processes to better enable the comparison of the case studies and thereby highlighting their similarities and areas for improvement. Finally this report considers remedies to the identified major areas of concern which result in a series of general recommendations for conducting outsourcing within the Queensland State Government." @default.
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- W71852006 date "1996-01-01" @default.
- W71852006 modified "2023-09-26" @default.
- W71852006 title "Information Technology Outsourcing Management: Case Studies from Queensland Government" @default.
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