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2002 | nr 954 Zastosowania rozwiązań informatycznych w instytucjach finansowych | 138--149
Tytuł artykułu

Koncepcja "aktywnego klienta" w informatycznych kontraktach outsourcingowych

Autorzy
Warianty tytułu
The Notion of "Active Customer" in it Outsourcing Contracts
Języki publikacji
PL
Abstrakty
W artykule przedstawiono i omówiono wybrane aspekty informatyczne umów outsourcingowych mających związek z wprowadzeniem do nich stanowiska aktywnego klienta.
EN
From time to time media and professional papers bring up examples of spectacular failures of IT outsourcing agreements. The multi-million contracts break off and giant international companies are bringing their IT services back home (e.g. General Motors recently). One of the main reasons leading to such disastrous failures are poorly prepared or makeshift contracts, seeking quick and easy cost savings. This paper presents the concept of so called "Active Client" (also known as "intelligent customer"), which, included into outsourcing contract, should prevent most of the common failures found in many agreements of that kind. The concept in question is based on an assumption, that it is the client who should control the execution of the outsourcing contract and should have to his disposal the proper and strong means to perform these controls. Primarily it should be via a contractual body called Contract Agreement Council, chaired by client. The Council in question should decide on strategy, plans and innovations involved in related processes. It is up to that Council to evaluate supplier's performance and its quality of service, and also to recommend future strategy to the upper management of client's organisation. This paper does not insist the concept of Active Client will make every outsourcing contract a success, instead it says the contracts without this concept included are more prone to failure. The paper also says many other numerous requirements are also to be met, to bring the outsourcing contract as a whole to the level desired. The additional effort spent on including Active Client concept into outsourcing contract would bring multiple benefits while executing such a contract, and running it smoothly to the satisfaction of all parties involved. However, should those parties fail to exploit this concept in practice, most of the effort put to include it into the contract in the first place, will simply be wasted. (original abstract)
Twórcy
Bibliografia
  • Ambrose Ch., Huntley H.: Retain enough resources to manage outsourcing deals, ZDNet Tech Update, 25/7/2002.
  • Couldrick T.: Keys to succesful outsourcing contracts, ZDNet (UK), 27/8/2001.
  • Cox R., Clift J.: How to reduce costs in long-term outsourcing deals, Gartner Viewpoint, 2002.
  • Goolsby K.: Governing Attitudes: 12 Best Practices in Managing Outsourcing Relationships, Outsourcing Center, Dallas, 2002.
  • Goolsby K.: Growing Beyond Illusions: Guidelines for Changing and Improving Outsourcing Relationships, Outsourcing Center, Dallas, 2002.
  • Kliem R.L., Ludin I.S.: Three essentials for successful IT outsourcing, Auerbach Analysis, 2002.
  • Law G.: Gartner: 2002 record year for bad oursourcing deals, IDG News Service, 24/6/2002.
  • Maurer W., Matlus R: Reasons to re-compete sourcing deals, Gartner Viewpoint, 8/3/2002.
  • McKeefry H.L.: Service Level Agreements: Get'em in writing, ZDNet Techupdate, 21/8/2001.
  • Outsourcing in the FTSE 100 - The definitive study, Episode One: The UK pic, Computer Weekly - Morgan Chambers, 2001.
  • Outsourcing in the FTSE 100 - The definitive study, Episode Two: Impact on Financial Performance, Computer Weekly - Morgan Chambers, 2001.
  • Outsourcing in the FTSE 100 - The definitive study, Episode Three: Business and sourcing models, Computer Weekly -Morgan Chambers, 2001.
  • Outsourcing in the FTSE 100 - The definitive study, Episode Four: Critical success and failure factors, Computer Weekly - Morgan Chambers, 2001.
  • Outsourcing in the FTSE 100 - The definitive study, Episode Five: The rise and rise of BPO, Computer Weekly - Morgan Chambers, 2001.
  • Pańkowska M.: Outsourcing w informatyce - korzyści i zagrożenia. [w:] Grabara J.K., Nowak J.S. (eds.): Efektywność zastosowań systemów informatycznych. T. 2, s. 129, WNT, 2001.
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  • Pilawski B.: Outsourcing usług informatycznych w instytucjach finansowych, [w:] A. Gospodarowicz (red.), Zastosowania rozwiązań informatycznych w instytucjach finansowych. Wrocław 2001. Prace Naukowe Akademii Ekonomicznej im. Oskara Langego we Wrocławiu, nr 907.
  • Raffoul W.: The road to outsourcing success, Meta Group, 2002.
  • Riley J.: General Motors ends outsourcing to slash IT costs, Computer Weekly, 19/6/2002.
  • Rogers J.: Outsourcing is no licence to save money, Computer Weekly, 7/9/2001.
  • Rosenthal B.E.: 13 Big Mistakes to Avoid, Outsourcing Institute, 2000.
  • Salamone S.: Managing the vendor relationship: Tough economy means give-and-take, TechRepublic, 18/1/2002.
  • Saran C: Gartner warns of hidden dangers in cheap outsourcing, Computer Weekly, 24/6/2002.
  • Scardino L., Stone L.: Evaluating service providers: Four levels of competency, Gartner Viewpoint, 14/3/2001.
  • Scardino L., Campbell Ch.: Rush to outsource and trouble will follow, Gartner Viewpoint, 30/7/2002.
  • Scardino L.: Manging the multisourced environment, Gartner Viewpoint, 10/4/2002.
  • Simons M.: Financial services companies question value of outsourcing, Computer Weekly, 18/6/2002.
  • Short G.: Don't Skip on the Details - Structuring and Documenting the Real Content of Outsourcing Agreements, Infosrver LLC, 2002.
  • Willis D.: Sticks and Carrots - Penalties and Incentives in Outsourcing Agreements, Compass, 2002.
Typ dokumentu
Bibliografia
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