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Hi Bill,
> > What problems do you see organizations trying to solve by
> > outsourcing? Can you give a few very specific examples?
>
> I gave two in the posting above; cost and culture clash. I can be
> more specific about those two if that's what you're asking.
Yes, that's what I'm asking. Specific examples. I think I understand
the cost problem. I'd like some specific examples of culture clash.
> PC's brought computing to the corporate masses. IT began to develop
> applications for new areas of the business. That brought IT culture
> into contact with parts of the corporation that had not been exposed
> to that culture before this. The IT culture was quite different
> than that of the rest of the corporation in many cases and friction
> resulted.
Can you give examples of how IT culture differed from that of the rest
of the organization, and of the friction that resulted?
> PC's and the development of applications for new areas of the
> business also caused demand to exceed supply with respect to IT
> developers. That drove IT salaries up leading to new sources of
> friction.
Interesting. Tom DeMarco talks about this in the title essay of his
book Why Does Software Cost So Much?
One possible way to respond to the gap between supply and demand is,
"Gosh, we love what you IT folks have done for us! The tremendous
value youve created helps us to see so many possibilities for how you
can help us in the future! Thank you!"
Why not that response? Why friction instead?
> First, the Outsourcer would remove the programmers and their culture
> from the business and replace it with an interface called a
> Consultant that would walk, talk, and look more like the business
> people with whom it interacted.
Suppose the business folks isolated themselves from the culture clash
by inserting consultants between themselves and the IT department.
How would that compare with inserting the consultant between
themselves and an outsoured IT organization?
How do you see XP reducing the culture clash without resorting to
buffer-consultants and outsourcing?
> Second, because software development was the Outsourcer's core
> competency, the implicit if not explicit statement was that, managed
> by someone who knew how, the IT staff would be more productive and
> the company would get more "bang for the buck."
So the company is trusting that the outsourcer provides Operational
Excellence. And they are willing to sacrifice Customer Intimacy to
achieve that (or perhaps they're unaware that they are sacrificing
Customer Intimacy). Is that what you're seeing?
Dale
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