Effective Monitoring and Control of Outsourced Software Development Projects

In our study of four outsourcing projects we discover mechanisms to support managerial decision making during software development processes. We report on Customer Office, a framework used in practice that facilitates reasoning about projects by highlighting information paths and making co-ordination issues explicit. The results suggest a key role of modularisation and standardisation to assist in value creation, by facilitating information flow and keeping the overview of the project. The practical implications of our findings are guidelines for managing outsourcing projects such as to have a modularised view of the project based on knowledge domains and to standardise co-ordination operations.