【正文】 信息系統(tǒng)信息技術(shù) 中英文資料外文翻譯文獻(xiàn) 外文文獻(xiàn)翻譯 Information Systems Outsourcing Life Cycle And Risks Analysis 1. Introduction Information systems outsourcing has obtained tremendous attentions in the information technology there are a number of reasons for panies to pursuing information systems (IS)outsourcing , the most prominent motivation for IS outsourcing that revealed in the literatures was “cost saving”. Costfactor has been a major decision factors for IS outsourcing. Other than cost factor, there are other reasons for outsourcing Outsourcing Institute surveyed outsourcing endusers from their membership in 1998 and found that top 10 reasons panies outsource were: Reduce and control operating costs,improve pany focus,gain access to worldclass capabilities,free internal resources for other purposes, resources are not available internally, accelerate reengineering benefits, function difficult to manage/out of control,make capital funds available, share risks, and cash infusion. Within these top ten outsourcing reasons, there are three items that related to financial concerns, they are operating costs, capital funds available, and cash infusion. Since the phenomenon of wage difference exists in the outsourced countries, it is obvious that outsourcing panies would save remarkable amount of labor to Gartner, Inc.39。s report, world business outsourcing services would grow from $110 billion in 2020 to $173 billion in 2020,a proximately % annual growth rate. In addition to cost saving concern, there are other factors that influence outsourcing decision, including the awareness of success and risk factors, the outsourcing risks identification and management,and the project quality management. Outsourcing activities are substantially plicated and outsourcing project usually carries a huge array of risks. Unmanaged outsourcing risks will increase total project cost, devaluate software quality, delay project pletion time, and finally lower the success rate of the outsourcing risks have been discovered in areas such as unexpected transition and management costs, switching costs, costly contractual amendments, disputes and litigation, service debasement, cost escalation, loss of anizational petence, hidden service costs,and so on. Most published outsourcing studies focused on anizational and managerial issues. We believe that IS outsourcing projects embrace various risks and uncertainty that may inhibit the chance of outsourcing success. In addition to service and management related risk issues, we feel that technical issues that restrain the degree of outsourcing success may have been overlooked. These technical issues are project management, software quality, and quality assessment methods that can be used to implement IS outsourcing risks generate loss. We intend to identify the technical risks during outsourcing period, so these technical risks can be properly managed and the cost of outsourcing project can be further reduced. The main purpose of this paper is to identify the different phases of IS outsourcing life cycle, and to discuss the implications of success and risk factors, software quality and project management,and their impacts to the success of IT outsourcing. Most outsourcing initiatives involve strategic planning and management participation, therefore, the decision process is obviously broad and lengthy. In order to conduct a prehensive study onto outsourcing project risk analysis, we propose an IS outsourcing life cycle framework to be served as a yardstick. Each IS outsourcing phase is named and all inherited risks are identified in this life cycle ,we propose to use software qualitymanagement tools and methods in order to enhance the success rate of IS outsourcing project. ISO 9000 is a series of quality systems standards developed by the International Organization for Standardization (ISO).ISO39。s quality standards have been adopted by many countries as a major target for quality ISO standards such as ISO 9001, ISO 90003,ISO 90042, and ISO 90044 are quality standards that can be applied to the software , ISO is working on ISO 31000, a risk management guidance standard. These ISO quality systems and risk management standards are generic in nature, however, they may not be sufficient for IS outsourcing practice. This paper, therefore,proposes an outsourcing life cycle framework to distinguish related quality and risk management issues during outsourcing practice. The following sections start with needed theoretical foundations to IS outsourcing,including economic theories, outsourcing contracting theories, and risk theories. The IS outsourcing life cycle framework is then continues to discuss the risk implications in precontract,contract, and postcontract phases. ISO standards on quality systems and risk management are discussed and pared in the next section. A conclusion and direction for future study are provided in the last section. 2. Theoretical foundations . Economic theories related to outsourcing Although there are a number of reasons for pursuing IS outsourcing,the cost saving is a main attraction that leads panies to search for outsourcing opportunities. In principle, five outsourcing related economic theories that lay the groundwork of outsourcing practice, theyare:(1)production cost economics,(2)transaction cost theory,(3)resource based theory,(4)petitive advantage, and(5)economies of scale. Production cost economics was proposed by Williamson, who mentioned that “a firm seeks to maximize its profit also subjects to its production function and market opportunities for selling outputs and buying inputs”. It is clear that production cost economics identifies the phenomenon that a firm may pursue the goal of lowcost production process. Transaction cost theory was p