THE BLACK BOOK OF OUTSOURCING brings the Top Software Testing and Quality Assurance Outsourcing Vendors Report.
Some of the key findings are...
1. In 2008, Russian software testing and QA outsourcing providers surpassed Indian and other offshore firms in terms of client experience. More recently, the top honored firms included more Indian and Chinese suppliers. In 2008, six of the top 10 software testing and QA firms were located in Russia and Eastern Europe. In 2009, several Chinese firms skyrocketed to the top ranks, surpassing both Indian and Russian competitors.
2. Innovation, trust, reliability and customization are the most important attributes influencing software testing and QA client's satisfaction with their outsourcing providers.
3. Vendor dissatisfaction is uncommon in the software testing and QA services industry among top ranked suppliers.
4. Strong dissatisfaction is uncommon in this niche information technology outsourcing (ITO) sector, occurring in only 8.1% of technology-related industry's client types, 16.3% in software and high tech company clients directly, and 21.3% of non-tech industry clients globally. However, this is a significant decrease in satisfaction from previous results.
5. US clients are among the most satisfied with offshore software testing and QA services delivery from India and increasingly China (satisfaction with Chinese suppliers is up 87.5% since 2007).
6. Strong dissatisfaction with offshore outsourcing vendors was less than 8.8% of all surveyed clients with projects involving testing, QA and related outsourced software functionalities.
7. Comprehensive services vendor arrangements from a comprehensive/end-to-end software testing vendor produce the highest satisfaction rates. Single vendors offering comprehensive QA services to software testing clients ranked highest in the overall survey.
~ Satish Chathanath Call : 9884011654 Mail : satish@pollenwebcreatives.com / satish@djargon.com
Showing posts with label Outsourcing. Show all posts
Showing posts with label Outsourcing. Show all posts
Tuesday, July 6, 2010
Tuesday, August 19, 2008
What IT pros want from Work
Money isn't everything for IT people claims a recent survey by staffing company Computer People!!
The culture of a workplace is a major deal breaker for professional IT workers, according to a poll of 5,000 IT workers by Computer People.
Some nine out of ten said they want a job which was interesting and challenged them, while three-quarters said they liked being friendly with their colleagues.
Having the right tools to do their work properly was key to 79 per cent, while 75 per cent said they wanted a job which offered career development.
Funny part is... the IT pros in the super nations who draw 5 times the sals of what Indian draw here... feel the same when it comes to career and retention issues. Not that I am expecting out of the moon answers from them!!
~ Satish Chathanath
Call : 9884011654
Mail : csadhy@yahoo.co.in
The culture of a workplace is a major deal breaker for professional IT workers, according to a poll of 5,000 IT workers by Computer People.
Some nine out of ten said they want a job which was interesting and challenged them, while three-quarters said they liked being friendly with their colleagues.
Having the right tools to do their work properly was key to 79 per cent, while 75 per cent said they wanted a job which offered career development.
Funny part is... the IT pros in the super nations who draw 5 times the sals of what Indian draw here... feel the same when it comes to career and retention issues. Not that I am expecting out of the moon answers from them!!
~ Satish Chathanath
Call : 9884011654
Mail : csadhy@yahoo.co.in
Thursday, July 10, 2008
Key Challenges faced by the Captives
It is exciting to note that the second session of NASSCOM’s CAPTIVE Forum on "Key Challenges faced by the Captives" is happening at Chennai on 14th July 2008 at Hotel Courtyard by Marriott.
Mr. Raju Bhatnagar- Vice President, NASSCOM is at the forum to brainstorm on the challenges faced by the Captives, best practices followed and solutions.
The key question will be : i)whether the Captive Units can sustain and continue to grow at the same momentum. ii) what are the current stumbling blocks and future shocks.
Mr. Raju Bhatnagar- Vice President, NASSCOM is at the forum to brainstorm on the challenges faced by the Captives, best practices followed and solutions.
The key question will be : i)whether the Captive Units can sustain and continue to grow at the same momentum. ii) what are the current stumbling blocks and future shocks.
Saturday, July 5, 2008
SWITCH switches
The top six India-based offshore service providers, collectively referred to as the ‘SWITCH’ companies (Satyam, Wipro, Infosys, TCS, Cognizant and HCL Technologies) are now regularly invited to bid for larger and more-complex outsourcing contracts, requiring multiple services, says a Gartner report.
This is sure to expand the portfolio of service offerings and help them tap new regions. As a cascading effect, the second line of companies will follow suit. And medium-sized and niche players will benefit in the long run through access to newer tech, regions and resources.
Up the value chain and win-win!!
This is sure to expand the portfolio of service offerings and help them tap new regions. As a cascading effect, the second line of companies will follow suit. And medium-sized and niche players will benefit in the long run through access to newer tech, regions and resources.
Up the value chain and win-win!!
Tuesday, July 1, 2008
Reverse Outsourcing & Infosys
The most comprehensive client satisfaction survey in the outsourcing industry conducted by the US-based consultancy Brown-Wilson Group, based on client experience responses of nearly 24,000 buyer executives, saw Infosys fall out of the top 50 this year to rank 59.
The Black Book of Outsourcing Survey results attribute the decline of Infosys, which was ranked 10th last year, to ‘rising accounts of client discontent’, the report notes, “ over a dozen major customers cited the fact that Infosys has not melded their consulting and service delivery well. US clients cite a lack of American front-office support with an imbalance of too much delivered from offshore.”
On the other hand, the report notes the rise of ‘reverse outsourcing’, the phenomenon of Indian companies opening offices in USA and hiring locally. The report says that 'reverse outsourcing development is too new for Indian companies to point to actual cost savings yet, but moving front office processes closer to the client is fast attracting buyer interest. Major suppliers are responding to the demand for enhanced, locally delivery customer service.'
American front office support & processes? Is it the real cure??
The Black Book of Outsourcing Survey results attribute the decline of Infosys, which was ranked 10th last year, to ‘rising accounts of client discontent’, the report notes, “ over a dozen major customers cited the fact that Infosys has not melded their consulting and service delivery well. US clients cite a lack of American front-office support with an imbalance of too much delivered from offshore.”
On the other hand, the report notes the rise of ‘reverse outsourcing’, the phenomenon of Indian companies opening offices in USA and hiring locally. The report says that 'reverse outsourcing development is too new for Indian companies to point to actual cost savings yet, but moving front office processes closer to the client is fast attracting buyer interest. Major suppliers are responding to the demand for enhanced, locally delivery customer service.'
American front office support & processes? Is it the real cure??
Thursday, June 19, 2008
IT Leaders look beyond cost cutting !
IT Business Edge probes. Tim Lambert, vice-president of marketing, UnisysUnisys Global Outsourcing and Infrastructure Services answers! There are quite a handful for service providers to take and note.
Question: Unisys recently commissioned research from IDG that explores the correlation among IT practices, IT management priorities and business outcomes. IDG categorized about a quarter of the organizations it surveyed as IT leaders, those that were most effective at managing IT resources to support business strategy and goals. I believe the leaders ranked the importance of business outcomes somewhat differently than other organizations. What were some of the most striking differences?
Lambert: The largest gap between leaders and others in the survey was on the importance of stimulating innovation and creativity. Eighty-one percent of leaders ranked stimulating innovation and creativity as a very important business outcome, compared to only 52 percent of others in the survey. The new research shows that leading organizations focus their priorities beyond cost-cutting, which is conventionally viewed as the primary business driver of IT best practices. They create service delivery models that employ a balanced mix of practices involving people, process and automation to execute, adjust and innovate in achieving multiple business objectives. Leaders are also more likely to look outside their organization and draw from outsourcing partners to improve best practices. They build partnerships to draw on the expertise of their sourcing partners rather than viewing outsourcers as simply vendors of a service.
Question: There was more agreement on the top IT management objectives. What were the top objectives? Why do you think there was a more consistent viewpoint across all organizations in this area?
Lambert: While cost savings, customer satisfaction and increased business agility remain key measures by which organizations determine business success, leaders have a heightened sense of importance regarding all IT priorities compared to the others. The consistency among the leaders’ perspectives suggests that IT organizations must certainly deliver what you would consider table stakes — such as reducing the risk of operational failure and controlling costs — but also identify IT management priorities that impact their own specific business priorities. What separates the leaders is the ability to pursue multiple business objectives concurrently with equal effectiveness.
Question: One interesting area of the research was that the popularity of certain IT-enabled practices did not correlate with positive business outcomes. How do you explain this? Does it suggest that companies are too quick to adopt IT-enabled practices just because they are trendy?
Lambert: Companies certainly must place a priority on adopting IT-enabled practices, but merely adopting the practice does not ensure that it is a best practice. For it to qualify as a best practice and have a lasting positive impact on the organization, it must be not only widely adopted, but also relevant to an organization’s business and IT management goals. CIOs must work closely with the business to determine which outcomes are the most important and then craft an IT management strategy by outlining the priorities and implementing specific practices accordingly. This will sometimes mean deferring the adoption of some new service delivery approaches if adoption cannot be clearly linked to a critical business outcome.The 139 respondents who emerged as leaders in IT best practices consistently placed a significantly higher premium on customer-focused outcomes than the entire survey population. While all companies ranked cost reduction as an important outcome, the leaders chose value-based outcomes such as customer satisfaction/upsell, customer loyalty/retention and increased business agility as more important.The leaders embraced three key best practices that they considered most effective — including knowledge management, modeling methodologies and Software as a Service ((SaaS). The critical element here is that viewed together, those practices help achieve a balance of people, process and technology. This three-pronged approach to deliver IT services is essential to achieve collaborative innovation between IT and the organization.
Question: Which IT-enabled practices showed the strongest connection to positive business outcomes?
Lambert: Two practices in particular stand out as having a significant impact on business: SaaS and capability maturity model integration (CMMI). While only 12 percent of respondents worldwide have adopted SaaS, those who have adopted it rate it as very effective, and as having a significant impact on achieving business strategy and goals. Only 13 percent of respondents have adopted CMMI-processes for consistent and effective application development, but the practice is rated high for its impact on business. This suggests to us that SaaS and CMMI are emerging areas to consider when seeking to evaluate the cause and effect of IT practices on business outcomes.
Question: Unisys recently commissioned research from IDG that explores the correlation among IT practices, IT management priorities and business outcomes. IDG categorized about a quarter of the organizations it surveyed as IT leaders, those that were most effective at managing IT resources to support business strategy and goals. I believe the leaders ranked the importance of business outcomes somewhat differently than other organizations. What were some of the most striking differences?
Lambert: The largest gap between leaders and others in the survey was on the importance of stimulating innovation and creativity. Eighty-one percent of leaders ranked stimulating innovation and creativity as a very important business outcome, compared to only 52 percent of others in the survey. The new research shows that leading organizations focus their priorities beyond cost-cutting, which is conventionally viewed as the primary business driver of IT best practices. They create service delivery models that employ a balanced mix of practices involving people, process and automation to execute, adjust and innovate in achieving multiple business objectives. Leaders are also more likely to look outside their organization and draw from outsourcing partners to improve best practices. They build partnerships to draw on the expertise of their sourcing partners rather than viewing outsourcers as simply vendors of a service.
Question: There was more agreement on the top IT management objectives. What were the top objectives? Why do you think there was a more consistent viewpoint across all organizations in this area?
Lambert: While cost savings, customer satisfaction and increased business agility remain key measures by which organizations determine business success, leaders have a heightened sense of importance regarding all IT priorities compared to the others. The consistency among the leaders’ perspectives suggests that IT organizations must certainly deliver what you would consider table stakes — such as reducing the risk of operational failure and controlling costs — but also identify IT management priorities that impact their own specific business priorities. What separates the leaders is the ability to pursue multiple business objectives concurrently with equal effectiveness.
Question: One interesting area of the research was that the popularity of certain IT-enabled practices did not correlate with positive business outcomes. How do you explain this? Does it suggest that companies are too quick to adopt IT-enabled practices just because they are trendy?
Lambert: Companies certainly must place a priority on adopting IT-enabled practices, but merely adopting the practice does not ensure that it is a best practice. For it to qualify as a best practice and have a lasting positive impact on the organization, it must be not only widely adopted, but also relevant to an organization’s business and IT management goals. CIOs must work closely with the business to determine which outcomes are the most important and then craft an IT management strategy by outlining the priorities and implementing specific practices accordingly. This will sometimes mean deferring the adoption of some new service delivery approaches if adoption cannot be clearly linked to a critical business outcome.The 139 respondents who emerged as leaders in IT best practices consistently placed a significantly higher premium on customer-focused outcomes than the entire survey population. While all companies ranked cost reduction as an important outcome, the leaders chose value-based outcomes such as customer satisfaction/upsell, customer loyalty/retention and increased business agility as more important.The leaders embraced three key best practices that they considered most effective — including knowledge management, modeling methodologies and Software as a Service ((SaaS). The critical element here is that viewed together, those practices help achieve a balance of people, process and technology. This three-pronged approach to deliver IT services is essential to achieve collaborative innovation between IT and the organization.
Question: Which IT-enabled practices showed the strongest connection to positive business outcomes?
Lambert: Two practices in particular stand out as having a significant impact on business: SaaS and capability maturity model integration (CMMI). While only 12 percent of respondents worldwide have adopted SaaS, those who have adopted it rate it as very effective, and as having a significant impact on achieving business strategy and goals. Only 13 percent of respondents have adopted CMMI-processes for consistent and effective application development, but the practice is rated high for its impact on business. This suggests to us that SaaS and CMMI are emerging areas to consider when seeking to evaluate the cause and effect of IT practices on business outcomes.
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