MeMbers of rMA’s Third-Party Risk Management Round Table are experienced leader-practitioners, individually and collectively creating emerging best practices in third-party risk management. As the round table’s facilitator, subject matter expert, and member of the Steering Committee, it’s exciting and rewarding for me to be integral to this evolution.
Most companies recognise outsourcing as an attractive way to efficiently complete software development projects, especially for companies that are experiencing skills gaps, time gaps or budget gaps. When this happens, outsourcing can be a viable solution – but only if the company trusts the vendor to protect proprietary code, follow through on promises, be accountable, and deliver quality work on time. But trust isn’t the only consideration when it comes to outsourcing software development.
It wasn’t all too long ago that pricing models offered by information technology outsourcing (ITO) services and firms fell strictly into the “static” category. In fact, thinking of these agreements as anything but fixed or rigid in nature simply didn’t make much sense based on the layout of the outsourcing landscape. Customers requested a certain type of IT or software development and service providers fit this requisition into an inelastic pricing structure that had little room for change or adaptability.
This article originally appeared in Outsource Magazine Issue #29 Autumn 2012
After two years of blogging for Outsource I hope readers have at least heard of Vested Outsourcing and maybe even read one of our three books. But perhaps you have some doubts and concerns, so you are still waiting on the sidelines. All too often we hear, “I like the theory of Vested, but does it really work in the real world? Are companies (especially ones people have heard of!) adopting the Vested approach?”