Application Outsourcing Lifecycle Management

The life of an application extends far beyond the software development lifecycle. The application lifecycle does not end until your organisation stops spending money on a software strength. We ensure that critical business applications are maintained over the long term.

Application Lifecycle Management (ALM) is a continuous process of managing the life of an application through governance, development and maintenance. Successful ALM is critical to maximising the value of an application to your organisation. At best, mismanagement of an application’s lifecycle will substantially increase cost of ownership. At worst it can completely undermine your application’s ability to meet its objectives.

The life of an outsourced project consists of six phases – each with its own objectives, processes and key tasks. Skipping tasks, or getting them wrong, can cause expensive and time consuming problems in later phases.

The Benefits of Outsourced ALM

When outsourcing the development of a software application successful lifecycle management will deliver several benefits to your organisation, including:

  • Increased productivity due to automation of testing and deployment.
  • Quality improvement through sharing of best practice.
  • Faster development through simplified integration.
  • Increased efficiency due to collaboration and improved information sharing.
  • Reduced turnaround time for change requests and defect resolutions.
  • Increased return on investment in skills, processes and technologies.

To ensure the success of your next software project these factors must be considered when selecting a new software development partner

ALM capabilities include

  • Requirements Management.
  • Continuous Development.
  • Integration Testing.
  • Software Deployment.
  • Change Management.
  • Architecture Management.
  • Continuous Integration.
  • Build Management.
  • Quality Management.
  • Knowledge Transfer.
  • Application Maintenance.
  • Unit Testing.
  • Release Management.
  • Training Management.
  • Document Management.

Outsourcing Phases includes
  1. Strategy: A decision to outsource is recommended, reviewed and evaluated. It may be part of a larger strategy to move the company to a leveraged business model and to focus on core competencies. It may be strictly a decision to outsource a particular function, operation, program or project.
  2. Selection: This critical phase covers the definition of the work to be outsourced. The three major procedures in the selection phase: Defining the workSourcing the vendorsSelecting the vendor or vendors.
  3. Negotiation: Phase is comprised of two major procedures:.
    • Negotiating the contracts and associated agreements, and.
    • Signing the final contract.
  4. Implementation: The phase involves the start-up activities of planning the transition and implementation of the outsourced agreement, as well as establishing the administrative functions needed for its management, and the formal launching. The four major procedures in the implementation phase are:.
    • Planning the transition.
    • Engaging the vendor or vendors.
    • Preparing the detailed budgets and forecasts.
    • Launching the program.
  5. Management: The phase includes all constant activities required to manage the project, and successfully achieve the contracted results. The major procedures listed below.
    • Managing the customer (or user) relationship.
    • Performing all project financial oversight.
    • Monitoring project and vendor performance.
    • Managing the partnership or vendor relationship.
    • Integrating the delivery of service.
    • Negotiating changes in the project.
    • Overseeing the transition of vendors (both planned and unexpected).
  6. Completion: The final phase covers all completion and close out activities for the project. The major procedures in the completion phase are:.
    • Completing the contract.
    • Closing out the project.
Outsourcing Management
Depending on the size of the outsourcing project, the manager responsible for the project delivery and integration .These are the horizontal and vertical factors of outsourcing management.

A manager of the horizontal process is often involved in the decision to outsource, and is then responsible for defining the work, selecting and engaging the vendor, and managing the delivery and completion of the project. This manager normally handles all day-to-day negotiations.

With larger projects or programs, particularly those on a global scale, there is often a decision taken at senior levels to outsource. A negotiation team is appointed to work through the complex agreements, usually under strict confidentiality, until the agreement is finalized and announced. It is then the role of the manager of the vertical component to implement and manage the ongoing program. Part of this role is the interpretation of the agreement, and identification of areas not covered by the agreement.