Software Development outsourcing

Context: Offshore software development outsourcing is a modern business strategy for developing high quality software at low cost. Objective: The objective of this research paper is to identify and analyse factors that are important in terms of the competitiveness of vendor organisations in attracting outsourcing projects. Method: We performed a systematic literature review (SLR) by applying our customised search strings which were derived from our research questions. We performed all the SLR steps, such as the protocol development, initial selection, final selection, quality assessment, data extraction and data synthesis. Results: We have identified factors such as cost-saving, skilled human resource, appropriate infrastructure , quality of product and services, efficient outsourcing relationships management, and an organisation's track record of successful projects which are generally considered important by the out-sourcing clients. Our results indicate that appropriate infrastructure, cost-saving, and skilled human resource are common in three continents, namely Asia, North America and Europe. We identified appropriate infrastructure, cost-saving, and quality of products and services as being common in three types of organisations (small, medium and large). We have also identified four factors-appropriate infrastructure, cost-saving, quality of products and services, and skilled human resource as being common in the two decades (1990–1999 and 2000–mid 2008). Conclusions: Cost-saving should not be considered as the driving factor in the selection process of software development outsourcing vendors. Vendors should rather address other factors in order to compete in the OSDO business, such as skilled human resource, appropriate infrastructure and quality of products and services.

Software security is an important aspect that needs to be considered during the entire software development life cycle (SDLC). Integrating software security at each phase of SDLC has become an urgent need. To address software security, various approaches, techniques, methods, practices, and models have been proposed and developed. However, recent research shows that many software development methodologies do not explicitly include methods for incorporating software security during the development of software as it evolves from requirements engineering to its final disposal. The primary objective of this research is to study the state-of-the-art of security in the context of SDLC by following systematic mapping study (SMS). In the second phase, we will identify, through systematic literature review (SLR) and empirical study in the industry, the software security contributions, security challenges and their practices for global software development (GSD) vendors. The ultimate aim is to develop a Software Security Assurance Model (SSAM) to assist GSD vendor organisations in measuring their readiness towards the development of secure software.

Context: Software development outsourcing is a contract-based relationship between client and vendor organisations in which a client contracts out all or part of its software development activities to a vendor, who provides agreed services for remuneration. Objective: The objective is to identify various barriers that have a negative impact on software outsourc-ing clients in the selection process of offshore software development outsourcing vendors. Method: We have performed a systematic literature review (SLR) process for the identification of barriers. We have performed all the SLR steps such as the protocol development, initial selection, final selection, quality assessment, data extraction and data synthesis. Results: We have identified barriers such as 'language and cultural barriers', 'country instability', 'lack of project management', 'lack of protection for intellectual property rights' and 'lack of technical capability' that generally have a negative impact on outsourcing clients. We have identified only one common frequently cited barrier in three types of organisations (i.e. small, medium and large) which is 'language and cultural barriers'. We did not identify any common frequently cited barrier in three continents (Asia, North America and Europe) and in two decades (1990–1999 and 2000–mid 2008). The results also reveal the similarities and differences in the barriers identified through different study strategies. Conclusions: Vendors should address frequently cited barriers such as 'language and cultural barriers', 'country instability', 'lack of project management', 'lack of protection for intellectual property rights' and 'lack of technical capability' in order to compete in the offshore outsourcing business.

From the recent past decades, most firms across the globe have started assuming the Global Software Engineering so
as to lessen the software development cost, access to competitive global market and advance technological skills and resources.
Due to the abrupt improvement of Information and Communication Technologies the global software engineering has become
an alluring commercial approach with numerous paradigms. Offshore Software Development Outsourcing is one of the
flourishing outsourcing paradigm of the Global Software Engineering. However, this era is confronting numerous challenges
which hinder the success of outsourcing projects. In this study an empirical research has been carried out by employing an
online questionnaire survey based on industrial expert opinions by validating the critical challenges concerning to the software
outsourcing projects.

Offshore software development outsourcing is a contractual business of high-quality software production at offshore destinations with significant cost-saving. The objective of this research paper is to identify and analyse factors that are important to be addressed by vendor organisations in order to be competitive in outsourcing business. We have performed questionnaire surveys with 53 experts from a total of 20 different countries. We asked the participants to rank each success factor on a fivepoint scale to determine the perceived importance of each success factor. Our survey included success factors identified in the previous findings of our systematic literature review study. We have identified factors such as cost-saving and appropriate infrastructure, which are considered critical by the outsourcing clients. Our results indicate that appropriate infrastructure, cost-saving and efficient project management are common in three types of experts (i.e. junior, intermediate and senior). We identified cost-saving as being common in four groups of experts (i.e. developers, managers, senior managers and others). We have also identified cost-saving as being common in three types of organisations (i.e. small, medium and large). Cost-saving and appropriate infrastructure should be addressed by vendor organisations in order to compete in the offshore outsourcing business.