|
Within this
section, we analyze the level of influence of the identified CSF for OSD projects.
Here, we asked the participants of the online survey to specify for each
individual CSF if this factor can be influenced in the short-term (s), the
medium-term (m), or the long-term (l). Alternatively, the participants were
able to categorize a CSF as not or rather conditionally influenceable
(-).
Table
"CSF level of influence" indicates in percent how often a
CSF was assigned to one of the four assignment classes
by the participants (for each CSF, the field with the highest percentage value
is gray highlighted). As illustrated in the table, the majority of the
identified CSF are influenceable in the short-term
(twelve of the 29 CSF, of which eight factors received a percentage value of
more than 50 percent). According to the participants, eight and five CSF
respectively (in both cases, four CSF exhibit percentage values of more than 50
percent) can be influenced in the medium- and in the long-term respectively. In
contrast, four CSF were classified as not or rather conditionally influenceable
(all of these factors receiving percentage values of more than 50 percent): “Financial
stability of the offshore provider”, “Geographical closeness of the offshore
provider”, “Legal and
political stability in the offshore country”, and “Suitable company size of the
offshore provider”. These CSF can only be influenced
indirectly, for instance, by the selection of the offshore provider or country
respectively.
Table: CSF level of
influence
|
ID
|
CSF
|
Short-
term
(s)
|
Medium-term
(m)
|
Long-
term
(l)
|
Not
/ rather
conditional
(-)
|
|
18
|
Face-to-face meetings with the offshore provider on
a regular basis
|
.876
|
.072
|
.031
|
.021
|
|
2
|
Continuous controlling of project results
|
.850
|
.110
|
.030
|
.010
|
|
17
|
Definition of an accurate contract
|
.753
|
.196
|
.031
|
.021
|
|
1
|
Definition of clear project goals
|
.735
|
.176
|
.078
|
.010
|
|
20
|
Selection of a suitable software component
|
.726
|
.189
|
.063
|
.021
|
|
14
|
Early internal change management
|
.627
|
.294
|
.069
|
.010
|
|
3
|
Ensuring of a continuous communication flow
|
.600
|
.370
|
.020
|
.010
|
|
6
|
Composition of an appropriate project team
|
.510
|
.410
|
.040
|
.040
|
|
25
|
Development of a comprehensive business case
|
.462
|
.418
|
.110
|
.011
|
|
10
|
Establishment of an efficient IT infrastructure
|
.460
|
.390
|
.120
|
.030
|
|
7
|
Preparation of a detailed project specification
|
.441
|
.402
|
.147
|
.010
|
|
9
|
Sustained management support
|
.301
|
.252
|
.282
|
.165
|
|
8
|
Creation of a partnership-like relationship
|
.111
|
.677
|
.182
|
.030
|
|
11
|
Ensuring of a bilateral know-how transfer
|
.320
|
.570
|
.110
|
.000
|
|
23
|
Appropriate internal technical knowledge
|
.153
|
.510
|
.296
|
.041
|
|
15
|
Standardized and documented processes
|
.126
|
.505
|
.369
|
.000
|
|
12
|
Definition of project standards
|
.382
|
.480
|
.137
|
.000
|
|
21
|
Efficient internal organizational structure
|
.019
|
.466
|
.398
|
.117
|
|
16
|
Standardized and documented processes on provider side
|
.021
|
.454
|
.433
|
.093
|
|
4
|
High quality of offshore employees
|
.050
|
.430
|
.360
|
.160
|
|
28
|
International corporate culture
|
.053
|
.084
|
.674
|
.189
|
|
22
|
Creation of a cultural sensibility among employees
|
.083
|
.323
|
.563
|
.031
|
|
26
|
Comprehensive experience with IT outsourcing
projects
|
.085
|
.287
|
.543
|
.085
|
|
24
|
Comprehensive industry knowledge of the offshore
provider
|
.031
|
.340
|
.526
|
.103
|
|
5
|
Good language abilities of the offshore employees in
German and English
|
.061
|
.394
|
.404
|
.141
|
|
19
|
Legal and political stability in the offshore
country
|
.010
|
.020
|
.061
|
.909
|
|
13
|
Financial stability of the offshore provider
|
.041
|
.041
|
.194
|
.724
|
|
27
|
Suitable company size of the offshore provider
|
.056
|
.079
|
.191
|
.674
|
|
29
|
Geographical closeness of the offshore provider
|
.063
|
.126
|
.179
|
.632
|
Again, the
percentage values presented in this Table
do not necessarily refer to
the entirety of the participants.
 References
|
