UZH-Logo

Maintenance Infos

Exploring failures at the team level in offshore-outsourced software development projects


Philip, Tom; Wende, Erik; Schwabe, Gerhard (2012). Exploring failures at the team level in offshore-outsourced software development projects. In: Kotlarsky, Julia; Oshri, Ilan; Willcocks, Leslie. The Dynamics of Global Sourcing: Perspectives and Practices. Berlin: Springer, 194-211.

Abstract

Offshore-outsourced software development (OOSD) projects involvemultifaceted risks throughout the project execution, as they are handed over tothird-party organizations and thus are exposed to more risks than in domesticoutsourcing or captive offshoring. We concentrate on failed OOSD projects inthis paper and analyze the unique aspects of such projects at the team level thatlead to failures. Using the grounded theory approach, we conducted semistructuredinterviews with 19 project managers involved in OOSD projectfailures from the vendor and client sides, who are based in India or Switzerland.We developed a set of propositions regarding multiple teams in the OOSDproject context to explain failures. Integration of inter-organizational offshoreand onshore teams from the vendor and client sides was found to beindispensable in avoiding project failures. Six categories of unique aspects thatlead to OOSD project failures were identified and discussed in this exploratorywork.

Offshore-outsourced software development (OOSD) projects involvemultifaceted risks throughout the project execution, as they are handed over tothird-party organizations and thus are exposed to more risks than in domesticoutsourcing or captive offshoring. We concentrate on failed OOSD projects inthis paper and analyze the unique aspects of such projects at the team level thatlead to failures. Using the grounded theory approach, we conducted semistructuredinterviews with 19 project managers involved in OOSD projectfailures from the vendor and client sides, who are based in India or Switzerland.We developed a set of propositions regarding multiple teams in the OOSDproject context to explain failures. Integration of inter-organizational offshoreand onshore teams from the vendor and client sides was found to beindispensable in avoiding project failures. Six categories of unique aspects thatlead to OOSD project failures were identified and discussed in this exploratorywork.

Altmetrics

Downloads

208 downloads since deposited on 29 Jan 2013
100 downloads since 12 months
Detailed statistics

Additional indexing

Item Type:Book Section, not refereed, original work
Communities & Collections:03 Faculty of Economics > Department of Informatics
Dewey Decimal Classification:000 Computer science, knowledge & systems
Language:English
Date:2012
Deposited On:29 Jan 2013 08:10
Last Modified:05 Apr 2016 16:25
Publisher:Springer
Series Name:Lecture Notes in Business Information Processing
Number:130
ISSN:1865-1348
ISBN:978-3-642-33920-2
Publisher DOI:https://doi.org/10.1007/978-3-642-33920-2_12
Other Identification Number:merlin-id:7343
Permanent URL: https://doi.org/10.5167/uzh-72302

Download

[img]
Preview
Content: Published Version
Filetype: PDF
Size: 287kB
View at publisher

TrendTerms

TrendTerms displays relevant terms of the abstract of this publication and related documents on a map. The terms and their relations were extracted from ZORA using word statistics. Their timelines are taken from ZORA as well. The bubble size of a term is proportional to the number of documents where the term occurs. Red, orange, yellow and green colors are used for terms that occur in the current document; red indicates high interlinkedness of a term with other terms, orange, yellow and green decreasing interlinkedness. Blue is used for terms that have a relation with the terms in this document, but occur in other documents.
You can navigate and zoom the map. Mouse-hovering a term displays its timeline, clicking it yields the associated documents.

Author Collaborations