【作者】 李蕊；

【导师】 王宁；

【作者基本信息】 北京工业大学 ， 管理科学与工程， 2008， 硕士

【摘要】 随着各大软件公司越来越高的成本压力和资源合理配置的迫切需要,软件业务外包已渐渐成为当代社会非常重要的一种商业模式和发展战略,被越来越多的软件企业所采用。然而这类软件外包项目在为企业带来新经济增长的同时也带来了新的难题,实践证明并非所有的外包企业都获得了最后的成功。一方面,并非所有企业都对应将什么样的软件业务外包出去、外包给谁以及怎样外包等问题进行了认真的分析和研究,这就造成了其在运作过程中的失误;另一方而,出于自身利益的考虑,企业与承包方在合作过程中很难实现真正利益上的均衡。而作为被控制方,承包方总是担心在双方利益分配中处于小利状态,这将造成其在合作过程中有所保留甚至投机取巧。因此在整个合作过程中,企业必将受到来自外包本身以及承包方各种各样的问题与风险的困扰,使其在发展中面临巨大的挑战。本文正是从这些发包企业亟待解决的决策、管理问题入手,重点针对软件业务外包前期的准备决策、承包方选择以及外包双方关系问题等展开分析与讨论。论文主体分为三部分:第一,尽管软件业务外包或多或少可以为企业带来益处,但同时外包关系也会令企业面临这样或那样的风险。因此正确认识外包风险,从而选择恰当的外包策略便成为决定软件业务外包成功的一个关键因素。本文在第2章中介绍了几种软件业务外包策略,然后对外包中可能存在的风险进行归因分析,并基于这些引发风险的因素给出了一个较科学、合理的软件业务外包的策略选择框架,最后结合软件业务外包的风险评估对该框架加以具体有效的应用,验证了该框架的可操作性。第二,本文第3章至第6章对软件业务外包承包方选择的方式方法进行了探讨。在对软件业务外包承包方选择的两种方式——直接磋商和招标方式进行介绍的基础上,针对招标这种选商方式,将AHP分析评价方法、DEA分析评价方法和(0-1)整数线性规划方法相结合,给出了一个确定软件业务外包项目最优承包方组合方案的三阶段决策模型,为发包企业管理者提供决策参考。第三,第7章在委托人-代理人模型的基础上加入合同终止的子博弈环节,建立了一个适用于软件企业业务外包的四阶段动态博弈模型,分析了软件业务外包过程中发包方和承包方在各阶段的选择决策条件。并在第8章中本着“双赢”的原则对软件业务外包实施管理中的监督与控制、激励与协作提出了一些管理策略,以及针对外包关系中不可避免的冲突和争端的管理机制。更多还原

【Abstract】 With the increasing cost pressure that big software companies face and urgent need for optimal allocation of resources, software outsourcing has gradually become a very important business model and also a development strategy in modern society and is adopted by more and more software companies. However, these software outsourcing projects bring both economic growth and new problems, and not all the enterprises have got their expected achievement. On one hand, not all of the outsourcers have seriously considered these points as what should be outsourced, who can be the suppliers and how to outsource. As a result, this leads to the mistakes in their operating process. On the other hand, concerned of maximum profit, it is difficult to achieve an actual profit balance between outsourcers and suppliers. As a company under control, supplier is always afraid he will get fewer profit from the total profit allocation, so he won’t be 100 percent willing to make a commitment to the cooperation, sometimes even acts opportunistically. So actually, outsourcers are always bothered by various troubles and risks from outsourcing itself and suppliers, and have to face huge challenges on their way of development.This paper right starts with the outsourcing decision-making and management issues which outsourcers have to deal with, and focuses on analyzing and discussing the decision-making process, supplier selection method and relationship issues between the two sides of software outsourcing. The main content of the paper involves three parts.First, although outsourcers will benefit from software outsourcing, they have to face various risks in such outsourcing kind relationship at the same time. Thus, better understanding the risks of outsourcing and choosing a proper strategy is one key determinant of a successful outsourcing. In Chapter 2, several software outsourcing strategies are introduced first, then the attributes to possible outsourcing risks are analyzed, and a conceptual framework for strategy selection of software outsourcing is proposed based on those risk attributes. Finally, this framework is applied together with the risk assessment of software outsourcing and proved to be operative. Second, the supplier selection modes and methods for software outsourcing are discussed in Chapter 3-6. Two supplier selection modes direct negotiation and public bidding are introduced. Then a three-stage decision-making model comprised of a qualitative evaluation method AHP, a quantitative evaluation method DEA and (0-1) Integer Programming has been created to select an optimal group of suppliers for the software outsourcing project. And this will provide some reference for the outsourcer in the decision making process.Third, Chapter 7 adds a sub-game stage, contract termination, to the Principle-Agent model, then sets up a four-stage dynamic game model which is suitable for the software outsourcing. The decision-making conditions for outsourcer and supplier involved are analyzed respectively under each stage. And in Chapter 8, on the premise of win-win principle, some implementation management strategies for supervision and control, incentive and cooperation are proposed, and also mechanism is put forward for conflict management.更多还原