软件外包中心的成熟度模型
A Maturity Model for Offshore Software Development Centers
Han Hong Lu （吕汉鸿）
Department of Electrical Engineering and Computer Science
National Taipei University of Technology
No. 1, Section 3, Zhongxiao East Road
Da’an District, Taipei City, Taiwan
lu_han_hong @hotmail.com
Abstract
Software outsourcing has proven to be a great success for many companies worldwide. CIOs from these organizations develop IT strategies to support the vision of an enterprise in terms of growing their businesses. Delivering quality projects on time and within budget is a CIO’s promise to the other senior executives. Assessing and selecting mature offshore development centres (ODC) during their annual reviews becomes a critical item on a CIO’s agenda. In this paper, we are going to introduce a maturity model for an Offshore Development Center. It makes no significant difference whether the centre is wholly owned by the organization initiating software projects or it is a 3rd-party partner of this organization. The model has been developed based on best practices of 3 well-known international banks managing offshore software projects across countries and time zones. This model works well to serve the aforementioned Wall Street firms’ IT strategies. For non-banking industries, this maturity model works just as well, as these best practices are not industry-specific.
Keywords: Software Outsourcing, Offshore Development Centre, ODC, Maturity Model
If you need access to the whole paper, please get in touch with me (as the first author of this paper)
事实证明，软件外包对全球许多公司来说都是巨大的成功。这些组织的CIO制定了IT战略，以支持企业在发展业务方面的愿景。 CIO对其他高级管理人员的承诺是按时并在预算范围内交付高质量的项目。在年度审核期间评估和选择成熟的离岸开发中心（ODC）已成为CIO议程中的关键部分。在本文中，我们将介绍离岸开发中心的成熟度模型。开发中心是由发起软件项目的组织全资拥有还是该组织的第三方合作伙伴，都没有太大的区别。该模型是我本人在3家知名国际银行（花旗银行、瑞士银行、野村证券）管理跨国家和跨时区的离岸软件项目时并结合软件开发最佳实践而总结出来的。该模型很好地服务于上述华尔街公司的IT策略。对于非银行业，这种成熟度模型同样适用，因为这些最佳实践并非针对特定行业。
(我本人是该文章的第一作者，如果需要阅读全文，请跟我联系）
