Offshore outsourcing. It's a term we hear more frequently these days, and a growing industry. In India, which is the largest supplier of IS outsourcing services, the industry's export revenues have grown from US $30 million annually in 1989 to over $2.7 billion in 1998. Growth has been compounding at a rate in excess of 57% per year for the past six years.

Offshore outsourcing. It's a term we hear more frequently these days, and a growing industry. In India, which is the largest supplier of IS outsourcing services, the industry's export revenues have grown from US $30 million annually in 1989 to over $2.7 billion in 1998. Growth has been compounding at a rate in excess of 57% per year for the past six years.

Offshore outsourcing. It's a term we hear more frequently these days, and a growing industry. In India, which is the largest supplier of IS outsourcing services, the industry's export revenues have grown from US $30 million annually in 1989 to over $2.7 billion in 1998. Growth has been compounding at a rate in excess of 57% per year for the past six years.

I entered the world of offshore outsourcing with the naiveté of the uninitiated. After all, offshore outsourcing was the answer to our prayers: quality coding at inexpensive prices with no additional headcount, no personnel issues, no expensive benefits or overheads.

I entered the world of offshore outsourcing with the naiveté of the uninitiated. After all, offshore outsourcing was the answer to our prayers: quality coding at inexpensive prices with no additional headcount, no personnel issues, no expensive benefits or overheads.

I entered the world of offshore outsourcing with the naiveté of the uninitiated. After all, offshore outsourcing was the answer to our prayers: quality coding at inexpensive prices with no additional headcount, no personnel issues, no expensive benefits or overheads.

When the Australian federal government and some of the state governments first looked at the possibility of outsourcing their information technology and telecommunications (IT&T) business in the early 1990s, much was made of the potential to use their considerable buying power to boost development of the Australian IT&T industry.

When the Australian federal government and some of the state governments first looked at the possibility of outsourcing their information technology and telecommunications (IT&T) business in the early 1990s, much was made of the potential to use their considerable buying power to boost development of the Australian IT&T industry.

Volume XI, No. 10; October 1999

© Copyright 1999 Cutter Information Corp. All rights reserved. No part of this document may be reproduced in any manner without express written permission from Cutter Information Corp.

© Copyright 1999 Cutter Information Corp. All rights reserved. No part of this document may be reproduced in any manner without express written permission from Cutter Information Corp.

THE ROLE OF ADAPTABILITY IN ALIGNMENT an Interview with Jim Highsmith, Senior Consultant, Business-IT Strategies Advisory Service Q: Where do you think the misalignment between business and IT comes from?

One of the key factors in misalignment is change.

THE ROLE OF ADAPTABILITY IN ALIGNMENT an Interview with Jim Highsmith, Senior Consultant, Business-IT Strategies Advisory Service Q: Where do you think the misalignment between business and IT comes from?

One of the key factors in misalignment is change.

UPGRADING LEGACY SYSTEMS An Interview with Curtis Ehrgott, Vice President of IT and CIO for Greenwich Associates

In this Executive Update, Greenwich Associates' Curtis Ehrgott describes the company's move from legacy systems to three-tier architecture and Web-based distributed systems.

UPGRADING LEGACY SYSTEMS An Interview with Curtis Ehrgott, Vice President of IT and CIO for Greenwich Associates

In this Executive Update, Greenwich Associates' Curtis Ehrgott describes the company's move from legacy systems to three-tier architecture and Web-based distributed systems.

MANAGING OUTSOURCING EXPECTATIONS:

MANAGING OUTSOURCING EXPECTATIONS:

AN EFFECTIVE STRATEGY FOR MANAGING OUTSOURCING WITH MEASUREMENT by Howard A.

AN EFFECTIVE STRATEGY FOR MANAGING OUTSOURCING WITH MEASUREMENT by Howard A.

USING THE CMM FOR CONTRACT REQUIREMENTS AND MANAGING OUTSOURCING by Norm Hammock

In early 1998, BellSouth outsourced its software development and maintenance center, primarily a CMM Level 1 organization, to Symphony Alliance (SA), a joint venture between Andersen Consulting and E

USING THE CMM FOR CONTRACT REQUIREMENTS AND MANAGING OUTSOURCING by Norm Hammock

In early 1998, BellSouth outsourced its software development and maintenance center, primarily a CMM Level 1 organization, to Symphony Alliance (SA), a joint venture between Andersen Consulting and E

OFFSHORE OUTSOURCING:

OFFSHORE OUTSOURCING:

OFFSHORE OUTSOURCING:

OFFSHORE OUTSOURCING: