信息系统信息技术毕业论文中英文资料外文翻译文献(编辑修改稿)

信息系统信息技术毕业论文中英文资料外文翻译文献(编辑修改稿)内容摘要：

emoving responsibility during contracting period, this pany may take action to pursue such opportunity. This type of opportunistic behavior could be encouraged if such contract was not pletely specified at the first place. Outsourcing risks could generate additional unexpected cost to an outsourcing project. In order to conduct a better IS outsourcing project, identifying possible risk factors and implementing matured risk management process could make information systems outsourcing more successful than ever. 3. Information system outsourcing life cycle The life cycle concept is originally used to describe a period of one generation of anism in biological system. In essence, the term of life cycle is the description of all activities that a subject is involved in a period from its birth to its end. The life cycle concept has been applied into project management area. A project life cycle, according to Schwalbe, is a collection of project phases such as concept,development, implementation, and closeout. Within the above mentioned four phases, the first two phases center on “planning”activity and the last two phases focus on “delivery the actual work” Of project management. Similarly, the concept of life cycle can be applied into information systems outsourcing analysis. Information systems outsourcing life cycle describes a sequence of activities to be performed during pany39。 s IS outsourcing practice. Hirsch heim and Dibbern once described a clientbased IS outsourcing life cycle as: “It starts with the IS outsourcing decision, continues with the outsourcing relationship(life of the contract)and ends with the cancellation or end of the relationship, ., the end of the contract. The end of the relationship forces a new outsourcing decision.” It is clear that Hirsch heim and Dibbern viewed “outsourcing relationship” as a determinant in IS outsourcing life cycle. IS outsourcing life cycle starts with outsourcing need and then ends with contract pletion. This life cycle restarts with the search for a new outsourcing contract if needed. An outsourcing pany may be satisfied with the same outsourcing vendor if the transaction costs remain low, then a new cycle goes on. Otherwise, a new search for an outsourcing vendor may be started. One of the main goals for seeking outsourcing contract is cost minimization. Transaction cost theory(discussed in the Section )indicates that pany pursuing contract costs money, thus low transaction cost will be the driver of extending IS outsourcing life cycle. The span of IS outsourcing life cycle embraces a major portion of contracting activities. The whole IS outsourcing life cycle can be divided into three phases(see ): precontract phase, contract phase, and postcontract phase. Precontract phase includes activities before a major contract is signed, such as identifying the need for outsourcing, planning and strategic setting, and outsourcing vendor selection. Contract phase starts while an outsourcing contract is signed and then lasted until the end of contracting period. It includes activities such as contracting process, transitioning process, and outsourcing project execution. Postcontract phase contains those activities to be done after contract expiration, such as outsourcing project assessment, and making decision for the next outsourcing contract. . The IS outsourcing life cycle When a pany intends to outsource its information systems projects to external entities, several activities are involved in information systems outsourcing life cycle. Specifically, they are: 1. Identifying the need for outsourcing: A firm may face strict external environment such as stern market petition, petitor39。 s cost saving through outsourcing, or economic downturn that initiates it to consider outsourcing IS projects. In addition to external environment, some internal factors may also lead to outsourcing consideration. These anizational predicaments include the need for technical skills, financial constraint, investors39。 request, or simply cost saving concern. A firm needs to carefully conduct a study to its internal and external positioning before making an outsourcing decision. 2. Planning and strategic setting: If a firm identifies a need for IS outsourcing, it needs to make sure that the decision to outsource should meet with pany39。 s strategic plan and objectives. Later, this firm needs to integrate outsourcing plan into corporate strategy. Many tasks need to be fulfilled during planning and strategic setting stages, including determining outsourcing goals, objectives, scope, schedule, cost, business model, and processes. A careful outsourcing planning prepares a firm for pursuing a successful outsourcing project. 3. Outsourcing vendor selection: A firm begins the vendor selection process with the creation of request for information (RFI) and request for proposal (RFP) documents. An outsourcing firm should provide sufficient information about the requirements and expectations for an outsourcing project. After receiving those proposals from vendors, this pany needs to select a prospective outsourcing vendor, based on the strategic needs and project requirements. 4. Contracting process: A contract negotiation process begins after the pany selects a probable outsourcing vendor. Contracting process is critical to the success of an outsourcing project since all the aspects of the contract should be specified and covered, including fundamental, managerial, technological, pricing, financial, and legal features. In order to avoid resulting in an inplete contract, the final contract should be reviewed by two parties39。 legal importantly, the service level agreements (SLA) must be clearly identified in the contract. 5. Transitioning process: Transitioni。