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and processes and then taking responsibility for implementing new, state-of-theart systems and processes (thereby transforming the customer s environment) in a shorter time frame than would be possible if the customer implemented the changes itself and with greater resources than those available within the customer s organization Given the financial and strategic magnitude of the decision to outsource even a portion of a company s IT operations, more and more IT professionals seek to understand the process and intricacies of outsourcing This typically entails determining precisely what to outsource and the best way to manage the process of structuring and negotiating an outsourcing relationship In this regard, this book is intended to be a guide to structuring, negotiating, and implementing IT outsourcing transactions As such, it does not, and could not, address all issues that may be germane to any given transaction.

TABLE 20-4

For these reasons the complex structure theory offers no escape from the conclusion that damage to a house itself which is attributable to a defect in the structure of the house is not recoverable in tort on Donoghue v. Stevenson principles, but represents purely economic loss which is only recoverable in contract or in tort by reason of some special relationship of proximity which imposes on the tortfeasor a duty of care to protect against economic loss.

The examples given in the book are strictly hypothetical, taken from the various experiences of the authors work in this area over many years In reviewing and using this text, it is important to note that each industry approaches outsourcing differently and that each company must determine for itself the optimal method of achieving the results it seeks from entering into what is typically a long-term relationship with an outsourcing vendor It is our hope that by discussing the fundamentals of outsourcing, the process can be demystified to some extent and that much of the emotion and hyperbole associated with outsourcing can be abated Nothing in this text should be construed as a criticism of any outsourcing vendor or its customers The skill and experience that most outsourcing vendors bring to their tasks will undoubtedly sustain the industry s growth.

FIGURE 3.5 The airline industry value chain superimposed on Porter s value chain. (Source: Adapted by Callon (1996) and reprinted by permission of Harvard Business Review. From Michael Porter, How Competitive Forces Shape Strategy, March April 1979. 1979 by Harvard Business School Publishing Corporation; all rights reserved.)

Dorf, R. C., and R. H. Bishop, 2004, Modern Control Systems, 10th ed., Prentice Hall, Upper Saddle River, NJ, Chap. 3. Zwillinger, D., Ed., 1996, CRC Standard Mathematical Tables and Formulae, 30th ed., CRC Press, Boca Raton, FL.

In order to address the many business and legal issues that are contained in the typical outsourcing transaction, it is necessary to generalize with respect to the positions taken by both vendors and customers, and their professional advisors Like all generalizations, those contained in this book may well not apply to any particular transaction Finally, notwithstanding the admittedly parochial interests of the authors, anyone entering into an outsourcing transaction whether a vendor or a customer should consider consulting with someone who is familiar with the process in order to ensure that the industry developments and lessons learned are appropriately vetted The laws relating to outsourcing, and the business case analysis underlying any decision to outsource, vary from transaction to transaction and are subject to change at almost the same rate as technology 12 IT OUTSOURCING INDUSTRY.

Crown Court The criminal court that tries individuals charged with offences that are too serious to be dealt with by the magistrates court. The Crown Court also hears appeals against convictions or sentences imposed in the magistrates courts, and from Iindings of guilt (and subsequent orders) made in the Youth Courts.

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