Transition management is a most important aspect of the Software development process of outsourcing. So, it is very important that the transition management must be valued and form a part of the agreement with all the details among the outsourcer and the purchaser and emerge as an agenda to the agreement as new services. This section mainly deals with the planning and implementation of that new software development services.

The beginning from the base of detailed planning of transitions actions will be the outlined by the outsourcer to authenticate the details and fully document the plan prior to enclosure in the agreement. A number of transitionsc Software development approach might be needed in the case for a new service provision arrangement as evaluate with the transition from a purchaser provided services.

A further problem will be the reorganization or other options for existing staff. This area is over and over again unnoticed by the purchaser and is an area which can cause problems long after an agreement to outsource is signed. Redistribution must be seen as part of the transition charge as it may engage partition payments and possible Employment Court resolution if not managed correctly.

Software outsourcing

The outsource software development decision can have an unpleasant collision on the confidence and output of in-house workers owing to be anxious of job loss and the option which is the best people will begin searching looking to other works for livelihood. The purchaser staff may be unwilling to work for the outsourcer and resign, taking valuable institutional knowledge with them. It will be dangerous for business permanence to be maintained during the period among the time outsourcing is proclaimed and put into practice.

The purchaser and the outsourcer must have an approach and plan for communicating with pretentious staff and existing service organizations. This approach might also require comprising a media plan which could look for to keep the public properly informed to protect the purchaser’s brand and/or image.

  • Training of the outsourcer’s staff will also require to be considered in the transition period.
  • The amount of the training of these staff is needed might depend on:
  • The scope of the services being established
  • Any transfer of the purchaser’s staff to the outsourcer.
  • Who owns any assets associated with the outsourced service needs to be established. If the outsourcer is taking over existing assets from the purchaser, there may be a requirement to formally accept these against a checklist of criteria agreed with the purchaser.

The receipt process will also comprise the purchaser monitoring the service delivery for a specified time, or a testing of all key events by the purchaser’s staff.

The purchaser must formulate the outsourcer conscious of the survival of third party contracts which might crash the might service is delivered.

Software Project Management – SDLC


Once the purchaser is satisfied that the suitable standards are fulfill with and that the service presentation has reached the necessary Software development levels, transition is complete and the outsource service can be officially accepted.

Transition management is a key aspect of the process of outsourcing. Transition management should be priced and form a part of the agreement between the outsourcer and the purchaser and appear as a schedule to the agreement as new services. This section deals with the planning and implementation of those new services.

The starting point for detailed planning of transition activities will be the approach outlined by the outsourcer in its proposal. It is likely that further discussions will be required with the outsourcer to confirm the details and fully Software development document the plan prior to inclusion in the agreement. A different transition approach may be required in the case of a new service provision arrangement as compared with the transition from a purchaser provided service.

A further issue will be the redeployment or other options for existing staff. This area is often overlooked by the purchaser and is an area that can cause problems long after an agreement to outsource is signed. Redeployment should be seen as part of the transition costs as it may involve severance payments and possible Employment Court settlements if not handled correctly.

The outsource decision can have an adverse impact on the morale and productivity of in-house employees due to the worry of job loss and the possibility that the best people will start looking for other jobs. The purchaser’s staff may be reluctant to work for the outsourcer and resign, taking valuable institutional knowledge with them. Software development It will be critical for business continuity to be maintained during the period between the time outsourcing is announced and implemented.

The purchaser and the outsourcer should have a strategy and plan for communicating with affected staff and existing service organizations. This strategy may also need to include a media plan that would seek to keep the public properly informed to protect the purchaser’s brand and/or image.
Training of the outsourcer’s staff will also need to be considered in the transition period.

The extent to which training of these staff is required may depend on:

  • The scope of the services being established
  • Any transfer of the purchaser’s staff to the outsourcer.
  • Who owns any assets associated with the outsourced service needs to be established. If the outsourcer is taking over existing assets from the purchaser, there may be a requirement to formally accept these against a checklist of criteria agreed with the purchaser.

The acceptance process will also include the purchaser monitoring the service delivery for a specified amount of time, or a testing of all key procedures by the purchaser’s staff.

The purchaser must make the outsourcer aware of the existence of third party contracts that may impact the way service is delivered.

Once the purchaser is satisfied that the appropriate standards are complied with and that the service performance has reached the required levels, transition is complete and the outsource service can be formally accepted

Sandeep Sankar

Author at Webdhoom
Sandeep Shankar is a content writer with Webdhoom, a digital marketing firm, which assists both startups and established businesses to improve online traffic, reach out to target audience, increase sales and build loyal customers through best SEO and SMO services. His articles and blogs are widely read and shared on different online platforms.

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Sandeep Sankar
Sandeep Sankar
Sandeep Shankar is a content writer with Webdhoom, a digital marketing firm, which assists both startups and established businesses to improve online traffic, reach out to target audience, increase sales and build loyal customers through best SEO and SMO services. His articles and blogs are widely read and shared on different online platforms.