Hubble, Opportunity, Spirit, Sojourner, Viking, TCP/IP, X-Windows, C++, XML, CNC, LASER, Unix, GPS, 707, 747, Lasik, O/S 390, VAX/VMS, RDBMS, DOS, IPC (both barcode and Inter Process Communication), scramjet, chaos theories, LCD, LED, Zener, 4004, 8008, 8080, 8086, 186, 286, 386, 486, pentium, SQL, CDMA, floppy disk, VCR, Java, Jarvik, 802.11(a, b and g). Products of lazy people???????
Another concept that is beginning to take hold--whitelabel offshoring!
Many product companies (vendors) are augmenting their 'service' division with offshore partner firms. e.g. Siebel may subcontract to Indian firm. This way clients still get service backed by a US vendor who is the prime contractor, while the vendor (Siebel) can compete with big-3.
This is benefiting small independent offshore firms like ours.
You talk about market behavior as if it were a physical law. But you know that's wrong because markets have been and always will be manipulated by politics and human emotion. A huge trend is forming in the United States of America against offshoring. More laws are being presented to the state and federal legislatures then ever before pertaining to this threat. And why is this? Because people are afraid. And when they fear, they move to make changes. The President is in trouble for re-election not due to Iraq, not due to a great opponent, but due to his hard line support of corporate power. Jack Welch talked of how governments are getting in the way of corporate power. That statement alone should be enough to scare anyone.
And besides, we're not talking about markets here with offshoring. Like I said before, I challenge you to create your own software and try to sell it in our marketplace. And let me do the same in your country.
I can relate to the comments from z1z92000. Was your project fixed-price or time-and-materials? Seems to me you did not manage this project well.
Since 2002 we have done over 12 projects offshore ranging from $200K to $4mm. The success has ranged from A+ to an F! The biggest project, most mission critical one, had the best success and came exactly on budget (i am not kidding). This was due to best people from our team faced-off with the best prople from INFY team, all deliverables met all milestones and all P1 severity addressed in less time than scheduled. For the $4mm project the comparable quote from IBM was $18mm and their dates were 12mos longer.
Smaller project on the other hand was a different story. Since we did not have enough budget (not a mission critical app), we decided to forgo CMM-2; the requirements were changing all the time, not well documented. They put some junior Project Mgr and with our internal politics, things went no-where. With our reorg, I inherited this project 3/4-way thru and actually managed it; with some coaxing the vendor came through. Overall expenses were 75k over but the finished project is well received.
The lesson is that if you want to make things work, you will find a way. People who just throw their hands in the air will not get the project done. Sure there are communication challenges, but they can be overcome so long as the incentives are aligned. I hold my team responsible for overall delivery, I don't tolerate finger-pointing. There are some specific things I did to improve--I hired a strong technical architect and analysts who can write good specs. I also adopted a strict project cycle and tools (with shared development tools, the India team reviews all the problem tickets ahead of time and in many cases they have a fix before we even talk).
I can honestly say that the overall satisfaction is comparable to local outsourcing firms such as IBM, EDS and ACN. Not to put down these firms--we still use them for valueadd business process and technical consulting, and program management expertise.
If you REALLY believed that outsourcing firms perform work of poorer quality than their "All-American" counterparts, you wouldn't be so busy bashing them. You'd understand that the market, in VERY short order, would correct that "problem" by returning those jobs to "All-American" workers.
The fact that you spend so much time repetitiously posting diatribes and broad conclusions, which are contrary to the overwhelming market trends, drawn from your meager (or, more likely, apocryphal) "experience" is MUCH more consistent with your REALLY believing companies like Infosys and Wipro, unless restrained by protectionist legislation, will OUT-COMPETE U.S. workers.
So stop trying to wrap yourself in the flag -- it's degrading to real patriots -- and present your case for what is: a plea to protect a few uncompetitive jobs in the U.S., at the expense of the broad U.S. population, by alienating one (or more) of the largest populations and fastest-growing economies (i.e., MARKETS for U.S. goods and services) in the world, India (and China).
Attempting to hide her narrowly SELFISH goals by hiding behind the flag, "z1z92000" whined indignantly:
<< If an American citizen thinks there's a huge danger brewing in her country then petitioning her congressman is not the proper response???? >>
The REAL TRAITORS are disingenuous little twits like "z1z92000" who would risk subjecting the entire U.S. population to a trade war with one (or more) of the largest and fastest-growing economies (i.e., MARKETS for U.S. goods and services) in the world, India (and China) merely in a FUTILE attempt to protect THEIR OWN jobs from going to workers who do them BETTER and at a LOWER COST, i.e. provide greater VALUE to U.S. customer companies.
Yeh, you're a real "patriot", you self-absorbed DOOFUS. Pathetic!
Nope, just trying to make change. Offshore IT is a danger to the U.S. economy. And, I don't think executives read these boards!
At the last company that I worked for the management staff was directed (by the executive staff) to start offshoring tech work. The senior leads in the department clearly illustrated that it would end up costing more, but management staff didn't want to listen because the executive staff insisted. Two years later the department is in budget trouble because the costs truly were higher as the senior leads had said. The causes included
1) poor understanding of the companies needs by the offshore firm.
2) rework, rework, rework - back and forth between the group and the offshorer.
3) delivered product was unreliable and therefor required extra work by the retained American software group.
4) difficulty in protecting sensitive data (the networking group had huge headaches handling these previously undisclosed requirements).
In this case, the effort was a failure.
In another case, it was simply language and social interaction that killed the project.
In another case, the offshore firm followed the requirements to a tee. But the software delivered was spaghetti code and when it came time to integrate, it was a mess.
I've had some experience here and I'm not impressed.