Andere Kunden interessierten sich auch für
![IT-Offshoring]( "IT-Offshoring")
IT-Offshoring109,99 €![Führung in zeitkritischen und komplexen Projekten]( "Führung in zeitkritischen und komplexen Projekten")
Führung in zeitkritischen und komplexen Projekten54,99 €![Agil-systemisches Softwareprojektmanagement]( "Agil-systemisches Softwareprojektmanagement")
Agil-systemisches Softwareprojektmanagement59,99 €![Investigating the critical success factors for PPP projects in Kuwait]( "Investigating the critical success factors for PPP projects in Kuwait")
Investigating the critical success factors for PPP projects in Kuwait27,95 €![Managing e-business Projects]( "Managing e-business Projects")
Managing e-business Projects39,99 €![Human Factors in Project Management]( "Human Factors in Project Management")
Human Factors in Project Management71,99 €![Risikomanagement in Standardsoftwareprojekten]( "Risikomanagement in Standardsoftwareprojekten")
Risikomanagement in Standardsoftwareprojekten89,95 €
Martin Wiener develops a model that comprises 29 critical success factors which are classified into four distinct groups: internal suitability, internal management, external suitability, and external management factors. He shows that the external management factors are particularly relevant for the successful implementation of an offshore software development project and that the perception of the individual critical success factors greatly depends on the company perspective.
Why do projects succeed or fail? Can managers influence the outcome of a project? Are there core indicators that are extremely important in reaching targeted goals, values and - pectations? Nearly every manager responsible for a project has to deal with such questions sooner or later. This is especially the case for projects that are innovative to an organization. With the emergence of global communication technologies and driven by the desire of corporations to take advantage of the lower costs of production and skilled labor in devel- ing countries, the movement in German-speaking countries to export work offshore has - perienced a notable rise in popularity. The offshoring of information technology and software development has spawned an entire industry. Still, many offshore projects do not live up to their expectations. This book offers an enlightening and detailed analysis of the phenomenon of offshoring software development and its critical success factors. The critical success factor approach - lows management to harness the organization's resources on those issues that will make a d- ference. It will help to focus attention on major concerns and guide businesses in creating and measuring success.
Why do projects succeed or fail? Can managers influence the outcome of a project? Are there core indicators that are extremely important in reaching targeted goals, values and - pectations? Nearly every manager responsible for a project has to deal with such questions sooner or later. This is especially the case for projects that are innovative to an organization. With the emergence of global communication technologies and driven by the desire of corporations to take advantage of the lower costs of production and skilled labor in devel- ing countries, the movement in German-speaking countries to export work offshore has - perienced a notable rise in popularity. The offshoring of information technology and software development has spawned an entire industry. Still, many offshore projects do not live up to their expectations. This book offers an enlightening and detailed analysis of the phenomenon of offshoring software development and its critical success factors. The critical success factor approach - lows management to harness the organization's resources on those issues that will make a d- ference. It will help to focus attention on major concerns and guide businesses in creating and measuring success.