Influence of service quality of Application Development Outsourcing that effect the acceptance of employment

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1 Influence of service quality of Application Development that effect the acceptance of employment Jureeporn Thongthawai and Dr.Waraporn Jirachiefpattana has grown rapidly and has to play their role in small and medium-sized enterprise (SMEs) more. Because SMEs are the only business owner who employs or less. Spend most of the main tasks of the organization and lack of available expertise in the use technology. This alternative will allow small and medium-sized enterprise can compete with large enterprise is to use outsourcing service that specialize operations instead. The objective of this study was to determine the relationship of service quality in perceived usefulness and perceived of ease of use that affects the decisions to use Application Development. In this study, an instrument based on SERQUAL s service quality dimensions, it is composed of 6 dimensions of reliability, responsiveness, assurance, empathy, process and education. And Technology Acceptance Model (TAM). TAM suggested perceived usefulness and ease of use mediate the effects of other variables on users attitudes towards a technology. This study targeted SMEs that had also been used AD. Such respondents were chosen because they could provide valid information concerning both the application development process and the quality of the final system. Questionnaires were sent to 400 companies. Finally, 78 usable questionnaires were returned; yield an effective response rate of The correlation and the regression analyses were conducted for validation of the measurement tool. The findings indicated that three dimensions of SERQUAL were education, assurance, and reliability was found to influence decision maker perceptions about application development outsourcing was statistically significant at levels. By assurance and education affect the accepted in the perceived usefulness and reliability affect the accepted in the perceived ease of use. Field of Research: Service Quality, Technology Acceptance Model, Application Development Introduction began with roles in business since 1983 and has expanded throughout the data "The international Association of Professional (IAOP)" were present approximately 150,000 professionals involved with outsourcing industry. It also tends to grow steadily. Especially high growth in India and China, which has advantages in terms of cost and expertise in providing services. According to the study "Global Services Location Index (GSLI) 2009" the A.T. Kearney which has been studied since 2004, analyzed and ranked 50 countries of the world to provide the best services such as IT services and support, contact centers and back-office support, based on three dimensions: Financial attractiveness, People skills and availability, Business environment. Has stated that India is the best country in the world, followed by China, Malaysia and Thailand ranked fourth in the world. For Thailand in the past, outsourcing in the form of employment security company. Jureeporn Thongthawai, School of Applied Statistics, National Institute of Development Administration (NIDA) mildme.th@gmail.com Dr.Waraporn Jirachiefpattana, School of Applied Statistics, National Institute of Development Administration (NIDA) waraporn@as.nida.ac.th

2 The company contracted to clean. Employment in a manner which is responsible for doing one. The current popularity of outsourcing is applied to more extensive tasks in every of information technology such as Application Development, Application Implementation, Business Process (BPO). However, in terms of a user or the decision to use outsourcing. Most often limited to large companies. Especially those of multinational business. Organization to have an executive or a foreigner. Overlooking the importance of service outsourcing. In fact, small and medium-sized enterprises (SMEs) would be necessary to use outsourcing to enhance the standard Increase revenue to the organization and the ability to compete with large organizations more effectively. Because SMEs, most have one or few owners. Should take most of the core business of the organization over In addition, in a matter of not ready to use within the existing resources. Own work such as the creation and management information systems. That requires personnel with expertise in hardware and software effectively. Including the workplace and communication systems, high speed. If you have invested time and money must be used very high. The use of outsourcing services with expertise, so instead of operating as an alternative. What the administration or who have the power to make decisions should be taken into account in selecting outsourcing service providers has 4 items (Srettapong, "the hiring organizations to perform the System") is. 1. The attention to service providers of outsourcing services focused to satisfy and the real needs of users. 2. Information security must be high enough. Due to outsourcing of data providers and clients must be exchanged. It demands a high data security. 3. To treat employees in the organization of the service users. Satisfaction of employees in the organization of the service users to have direct service providers work to earn. 4. The availability of technology providers. Both the hardware and software including support systems such as backups. From those mentioned. Is reasonable cause to Application Development companies should be interested in the quality of services and the study of the adoption service of the employer. The objective of this study is to determine the relationship of service quality in perceived usefulness and perceived of ease of use that affects the decisions to use Application Development. Literature review IT is defined as handing over of all or a part of an organization s IT services to a vendor in order to expedite achievement of organizational goals (Cheon et al. 1995). In simple terms, IT outsourcing is accomplishing an IT related task through an external service provider called vendor. The organization that obtains the service is known as the client. The vendor provides or manages a part or all of the IT assets, people and or activities to achieve certain objectives (Willcocks et al. 1998b). Common IT functions that are outsourced include systems operations, applications development, applications maintenance, and systems planning and management (Dibbern et al. 2004; Grover et al. 1994a).

3 Evolution of IT outsourcing during the 60 s was limited mostly to sharing computer hardware. During the 1960 s time-sharing was a popular method of bulk data processing with the IBM mainframes (Lee et al. 2003). During 1963, Frito-Lay and Blue Cross & Blue Shield outsourced their data processing functions to Electronic Data Systems (Lacity et al. 1993b). These two deals were among the earliest of the IT outsourcing deals. During 70 s when the cost of application development was high, companies hired contract programmers which was a type of outsourcing (Lee et al. 2003). It was a common practice to outsource routine IT tasks like payroll processing and data processing during this time period. During the 1980 s the scope of outsourcing activities expanded to many more areas like accounting services, payroll processing, and data processing. The most influential of outsourcing decisions was Kodak s 1989 decision to outsource its IT operations to IBM, Business Land and Digital Equipment Company (Loh et al. 1992b). Though outsourcing deals were prevalent even before the Kodak deal, the $1 billion deal generated widespread interest in outsourcing. Following Kodak s decision to outsource its IT function, many other big companies such as General Dynamics, Delta Airlines, Continental Bank, Xerox, McDonnel Douglas, Chevron, DuPont, JP Morgan, and Bell South decided to outsource their IT functions (Dibbern et al. 2004; Hirschheim et al. 2005). The spurt in number of outsourcing deals following the Kodak deal therefore is often referred to as the Kodak effect (Loh et al. 1992b). Research classified outsourcing based on the extent outsourced as a percentage of IT budget. Based on the proportion of outsourcing to IT budget, Lacity and Hirschheim (1995) classified outsourcing into three main types. The types of outsourcing are summarized in Table 1 Table 1 Types of Type Definition Reference Total Decision to transfer 80% or more of the IT budget for IT assets, leases staff and management to a third party. (Grover et al. 1994b; Lacity et al. 1998) Selective Total insourcing SERVQUAL: Service Quality Decision to transfer more than 20% but less than 80% of the IT budget for IT assets, leases, staff and management to a third party. Decision to retain 80% or more of the IT budget internally after evaluating the market (Lacity et al. 1998) (Lacity et al. 1998) Service quality is how well the service provided is meeting the exception of customer who perceived it. That is, providing high-quality service is how excellently the standards of customers were constantly satisfied with the services provided by the service suppliers (James et al., 1983). Also Gronroos defined service quality is a perceived judgment, resulting from an evaluation process where customer compare

4 their expectation with the service they perceive which they have received (Gronroos, 1984) In the outsourcing context, service quality reflects the effectiveness of implementation of the outsourcing decision (Grover et al. 1996). Grover found that service quality moderated the relation between the extent of outsourcing and outsourcing success. A positive discrepancy contributed to outsourcing success and a negative discrepancy indicated problems with the outsourcing implementation leading to failure. Past research found that non performance of the vendors to the expectations resulted in project failures, renegotiations of contracts or termination of contracts (Lacity et al. 1994; Lacity et al. 1993; Lacity et al. 1995b; Lacity et al. 1996). Parasuraman Zeithami and Berry (PZB) state that SERVQUAL is a generic instrument with good reliability and validity and broad application in their original study of SERVQUAL. PZB developed SERVQUAL in 1988 and then subsequently refined the SERVQUAL they presented after their exploratory study of 5 nationallyknown companies and they built blocks of the SERVQUAL based on the perceptionminus-expectation score conceptualization (Parasuraman, Zeithami and Berry, 1988, 1991). The expectations component of SERVQUAL is a general measure and pertains to customers normative standards i.e., the service levels customers believe excellent companies in a sector must deliver. On the other hand, the perception component pertains to customers perceptions of a given company s service within the sector (Parasuraman, Zeithami and Berry, 1993). While the researchers conceptual work initially identified 10 dimensions. Their analysis distilled this dimensions to 5, which they named (1) tangibles: the appearance of physical facilities, equipment, personnel, and communication materials, (2) reliability: the ability to perform the promised service dependably and accurately, (3) responsiveness: the willingness to help customers and to provide prompt service, (4) assurance: the knowledge and courtesy of employees and their ability to convey trust and confidence, and (5) empathy: the provision of caring individualized attention to customers (Parasuraman, Zeithami and Berry, 1985, 1988). The 22-item of SERVQUAL instrument presented by PZB was intended to be elicited two times, once to measure service expectations and a second time to measure perceptions of service performance. Development of new IT consulting SERVQUAL Sungchul Yoon and Hyunsuk Suh (2004) suggests existing SERVQUAL as the basic model of IT consulting service quality because its applicability and validity in IT area have been verified since 1990s and the consulting industry is much service-oriented than other IT services. The tool for measuring the quality of IT consulting derived 4 dimensions named reliability, responsiveness, assurance, and empathy from SERVQUAL, but tangibles was excluded because of inadequate contents and lack of validity. And consulting is not a service only for providing simple products and services momentarily like the other service areas where the original SERVQUAL can be simply used, but a service, which is complex and special, and can be supplied through a long-term relationship with customers. Moreover, because consulting service is simply not a delivery of the outputs to the customers, but a kind of total

5 service especially including instructing and reforming customers. Therefore, for reflecting these factors according to the unique characteristics of IT consulting service, process and education were added as new measurement dimensions. Their set up IT consulting SERVQUAL which composed of 6 variables: (1) reliability, (2) responsiveness, (3) assurance, (4) empathy, (5) process, and (6) education Technology Acceptance Model (TAM) TAM is rooted in the theory of reasoned action(tra) (Azjen & Fishbein, 1980) and other research has drawn on attitude based choice theory rooted in the theory of reasoned action to study organizational level decisions.tam States that user s perception of the usefulness of technology, defined as the degree to which a person believes that using the technology will enhance his or her job performance, and ease of use, defined as the degree to which a person believes that using the technology will be free of effort (Davis 1989) directly affect the user s attitude about and hence their intention to use the technology. These two perceptions also moderate the effects of antecedent constructs on the decision to use the technology. Figure 1 the hypotheses tested in this study. Hypotheses one through three stem directly from the established TAM relationships. It is hypothesized that these relationships will hold in the AD outsourcing decision context as well. Hence, it is hypothesized that: H1: Decision maker attitude toward outsourcing positively affects their intention to use H2: Decision maker perception of the usefulness of AD outsourcing positively affects their attitude towards outsourcing. H3: Decision maker perception of the ease of use of AD outsourcing positively affects their attitude towards outsourcing.. Figure 1 Framework SERVQUAL TAM Reliability Responsiveness Assurance Empathy Process Education H4 H5 H6 H7 H8 H9 Perceived Usefulness of (PU) Perceived Ease of Use of (PEOU) H2 H3 Attitudes towards H1 Intention to Use The model also proposes the service quality (SERVQUAL) as antecedents to decision maker perceptions of AD outsourcing. Each is proposed to affect one or both of the TAM perception variables. Support for the influence of SERVQUAL dimensions on outsourcing decisions exists in prior literature. Hence, it is hypothesized that: H4: Reliability positively affects accepted of the AD outsourcing. H5: Responsiveness positively affects accepted of the AD outsourcing.

6 H6: Assurance positively affects accepted of the AD outsourcing. H7: Empathy positively affects accepted of the AD outsourcing. H8: Process positively affects accepted of the AD outsourcing. H9: Education positively affects accepted of the AD outsourcing. Methodology and Research Design This research is a quantitative instrument. The survey items used to operationalize the constructs in table 1 were all derived from past research. All questions used 1-5 scale where 1 meant strongly disagree and 5 meant strongly agree. This study targeted small and medium-sized enterprises (SMEs) that had also been used AD. Such respondents were chosen because they could provide valid information concerning both the application development process and the quality of the final system. Questionnaires were sent to 400 companies by and online questionnaires. Finally, 78 usable questionnaires were returned; yield an effective response rate of 19.5%. The correlation and the stepwise multiple regressions analyses were conducted for validation of the measurement tool. Table 1 Source of survey items Number Construct of Items Cronbach s α Source Intention to Use Venkatech and Davis(2000) Agrawal and Prasad (1999) Hu et al. (1999) Attitude Agrawal and Prasad (1999) Hu et al. (1999) Perceived Usefulness Davis (1989) Venkatech and Davis(2000) Perceived Ease of Use Venkatech and Davis(2000) Assurance Responsiveness Reliability Empathy Process Education Data Collection Parasuraman, Zeithaml, and Berry(1998) Parasuraman, Zeithaml, and Berry(1998) Parasuraman, Zeithaml, and Berry(1998) Parasuraman, Zeithaml, and Berry(1998) Sungchul Yoon and Hyunsuk Suh(2004) Sungchul Yoon and Hyunsuk Suh(2004) The majority of respondents were male64.1%, female35.9%, aged years at most 42.3%, graduate bachelor degree 48.7% and master degree 44.9%, major of business administrator 34.6% computer science 30.8%, most of the work experience <=5 years 42.3%. Respondents were owner 46.2%, general managers 28.2%, IT managers 21.8%, business types, manufacturing and wholesale/retail 26.9% Total

7 revenues per year was 15 million up 53.4% as well as organization has IT department 56.41%. For top 5 of the systems is used to service outsourcing. Accounting System 51.30%, Payroll System 43.60%, Sale / Purchase Order System 26.90%, Customer Relationship Management System 25.60%, and Production Planning System 24.40%. From the data demonstrates that most respondents were business owners and new generation with higher education levels. In addition to the organization s total revenue per year is highly. This group was aware of the importance of IT use to develop their own business to take advantage of increased competition. Data Analysis The data analysis proceeded through two phases. The first phase examined the applicability of TAM to outsourcing decision making and the second the influence of the SERVQUAL on acceptance about AD outsourcing. First, in this analysis employed stepwise multiple regressions to test the TAM research hypotheses (H1 through H3). The results illustrated in Table 2 indicate that all three hypotheses were strongly supported. Second, analyze the influence of the SERVQUAL (assurance, responsiveness, reliability, empathy, process and education). Table 3 summarizes the results. Education and Assurance influenced PU and Reliability influenced PEOU. Table 2 TAM hypotheses stepwise multiple regressions Dependent Variable Intention to Use Attitude Towards R 2 F-Value (p-value) (.000) (.000) Independent Variable Attitude Towards PU PEOU T value (p-value) Estimate 13.74(.000) (.000) 4.53(.000) Table 3 SERVQUAL hypotheses stepwise multiple regressions Dependent Variable R 2 F-Value (p-value) PU (.000) Independent Variable Education Assurance T value (p-value) 3.357(.000) 2.821(.006) Estimate PEOU (.000) Reliability 4.249(.000) Discussion of Findings Perceptions of the PU and PEOU of outsourcing strongly influence attitudes towards outsourcing about and hence their intention to use AD outsourcing. This finding perhaps indicates that TAM is applicable in the study of other organizational level decisions. It is interesting in the means factor scores for PU (5.52) and PEOU (3.67). There is general agreement in the sample is useful, but not so easy to do. Useful information can be garnered from the TAM items. Most of them were from the PU construct. It appears that the usefulness of AD outsourcing to makes it easier to

8 perform functions, develop systems more quickly, and accomplish tasks critical to the organization (shown in Appendix 1). Applying the concept of service quality to the AD outsourcing, this study shows that service quality is useful in understanding and predicting the success of outsourcing as measured by PU and PEOU. The concept of service quality allows the identification of important aspects of the system development process and the synthesis of factors such as the developer s perceived responsiveness (Gefen & Keil 1998b) and expertise (Weitzel & Graen 1989) which have previously been studied separately. Most of them were from the assurance construct. It appears that the customer focus about provide the products that meet the customers requirements and manage the quality of output during the project (shown in Appendix 2). Certifications and guarantees of assurance are also important in outsourcing. More and more organizations are trying to obtain certification by an objective, consensus-based standard, just as they did earlier with quality management standards (Daughtrey, 2001). These organizations are becoming aware of the advantages of such certification in relation to customers trust in these organizations. Moreover, Sungchul Yoon and Hyunsuk Suh (2004) also said that variable "Assurance" and "Education" will be represented together always. Demonstrate that both of these variables support each other. Education, knowledge and ability of employees, an overview of the AD outsourcing organization. An indication that the customer can be assured of the quality of the output. For reliability customer focus on have good relations, treat customers courteously and respect their opinions, provide sufficient trust, and secure customer s information well. These things are built to credibility for AD outsourcing organization. If they can do. Customers recognize and reliable of services. The effect of service quality on the PU and PEOU is significant. This finding illustrates the importance of providing good service during the application development process, in addition to the good service quality of the support stage (Jiang, et al. 2000), for making a successful one. Service quality dimensions can be serve as a good indicator for identifying areas that needs improvement (Jiang, et al. 2000) The results of the study should be interpreted in light of a number of limitations. The sample size of each group of respondents is relative small and this will affect the general of the results as well as reducing the power of the tests. Conclusion The use of AD outsourcing is increase in medium-sized enterprises and large enterprises (SMEs). This study has examined the quality services of AD outsourcing providers and technology acceptance model to determine the relationship of service quality on the decision to use the AD. Of the six dimensions that can be found by means of factor analyses (reliability, responsiveness, assurance, empathy, process and education) the factors education and assurance are accepted PU. The factors reliability is accepted PEOU. The importance of any of the six dimensions of

9 the SERVQUAL scale differs per type of AD and type of business Organization and the outsourcing provider can gather valuable insights from the results. Reference Barthelemy, J., & Geyer, D IT outsourcing: Evidence from France and Germany, European Management Journal, vol. 19 no. 2, pp Benamati, J., & Rajkumar, T.M The application development outsourcing decision: An application of the technology acceptance model, Journal of Computer Information Systems, vol. 42, no. 4, pp Chang, Man Kit & Lui, Louisa, 2008 "System Development Service Quality: A Comparison of the In-House Development and the Application Environment", ICIS 2008 Proceedings, pp 36. Cheon, M.J., Grover, V., and Teng, J.T.C "Theoretical perspectives on the outsourcing of information systems", Journal of Information Technology, vol.10 no. 4, pp Davis, F.D Perceived usefulness, perceived ease of use, and user acceptance of information technology, MIS Quarterly Vol. 13, pp Daughtrey, T. (2001), Costs of trust for E-business: risk analysis can help e-businesses decide where investments in quality and security should be directed, Quality Progress, no. 10, pp Dibbern J., Goles T., Hirschheim R., and Jayatilaka B Information Systems : A Survey and Analysis of the Literature, Database for Advances in Information Systems, vol. 35, no. 4, pp Gefen D. and Keil M "The Impact of Developer Responsiveness on Perceptions of Usefulness and Ease of Use: An Extension of the Technology Acceptance Model", DATA BASE vol. 29, no. 2, pp Gronroos C A service quality model and its marketing implications, European Journal of Marketing, vol. 18, no. 4, pp Grover, V., Cheon, M., and Teng, J.T.C. 1994a "An evaluation of the impact of corporate strategy and the role of information technology on IS functional outsourcing", European Journal of Information Systems, vol. 3, no. 3, pp 179. Grover, V., Cheon, M.J., and Teng, J.T.C. 1994b "A Descriptive Study on the of Information-Systems Functions", Information & Management, vol. 27, no. 1, pp Grover, V., Cheon, M.J., and Teng, J.T.C The effect of service quality and partnership on the outsourcing of information systems functions, Journal of Management Information Systems, vol. 12, no. 4, pp. 89.

10 Hirschheim, R., and others "Information systems outsourcing ISWorld Encyclopedia", IS World Encyclopedia, IS World Encyclopedia, Jiang J.J., Klein G., and Crampton S.M "A Note on SERVQUAL Reliability and Validity in Information System Service Quality Measurement", Decision Sciences vol. 31, no. 3, pp Kakabadse, A., & Kakabadse, N Trends in outsourcing: Contrasting USA and Europe, European Management Journal, vol. 20, no. 2, pp Kern, T., Willcocks, L. P., & van Heck, E The winner s curse in IT outsourcing: Avoiding relational trauma, California Management Review, vol. 44, no. 2, pp Lacity, M., Hirschheim, R., and Willcocks, L Realizing Expectations-Incredible Expectations, Credible Outcomes, Information Systems Management, vol. 11, no. 4, pp Lacity, M.C., and Hirschheim, R.A. 1993a. The Information-Systems Bandwagon, Sloan Management Review, vol. 35, no. 1, pp Lacity, M.C., and Hirschheim, R.A. 1993b. Information systems outsourcing: myths, metaphors, and realities, J. Wiley, Chichester, Lacity, M.C., and Hirschheim, R.A Beyond the information systems outsourcing bandwagon : the insourcing response, J. Wiley & Sons, Chichester, Lacity, M.C., Willcocks, L.P., and Feeny, D.F It - Maximize Flexibility and Control, Harvard Business Review, vol. 73, no. 3, pp Lacity, M.C., Willcocks, L.P., and Feeny, D.F The value of selective IT sourcing, Sloan Management Review, vol. 37, no. 3, pp Lacity, M.C., and Willcocks, L.P "An empirical investigation of information technology sourcing practices: Lessons from experience", Mis Quarterly, vol. 22, no. 3, pp Lee, J.N., Huynh, M.Q., Kwok, R.C.W., and Pi, S.M. 2003, "IT outsourcing evolution Past present and future", Communications of the Acm, vol. 46, no. 5, pp Loh, L., and Venkatraman, N "Diffusion of Information Technology : Influence Sources and the Kodak Effect", in: Information Systems Research, p Parasuraman A., Zeithaml V.A., and Berry L.L A Conceptual Model of Service Quality and Its Implications for Future Research, Journal of Marketing, vol. 49, pp

11 Parasuraman A., Zeithaml V.A., and Berry L.L SERVQUAL: A Multiple-Item Scale for Measuring Consumer Perceptions of Service Quality, Journal of Retailing, vol. 64, no.1, pp Ross, J. W., & Westerman, G Preparing for utility computing: The role of IT architecture and relationship management, IBM Systems Journal, vol. 43, no.1, Sungchul Yoon, Hyunsuk, Ensuring IT consulting SERVQUAL and User Satisfaction: A Modified Measurement Tool, Information Systems Frontiers, vol. 6, no.4, pp Weitzel J.R. and Graen G.B "System Development Project Effectiveness: Problem-Solving Competence As a Moderator Variable", Decision Sciences vol. 20, pp Willcocks, L.P., and Kern, T "IT outsourcing as strategic partnering: The case of the UK Inland Revenue", European Journal of Information Systems, vol. 7, no. 1, pp

12 Appendix 1: Technology Acceptance Model (TAM) Items TAM Mean S.D. Perceive of Usefulness Using applications development outsourcing improves the function s effectiveness Using applications development outsourcing improves the quality of applications Using applications development outsourcing allows the function to accomplish tasks critical to the organization Using applications development outsourcing allows the function to develop more systems than would otherwise be possible Using applications development outsourcing allows the function to reduce costs Using applications development outsourcing helps the function meet staffing goals Using applications development outsourcing allows the function to develop systems more quickly than would otherwise be possible Using applications development outsourcing makes it easier to perform functions In general using applications development outsourcing is useful Perceive Ease of Use I understand how to use outsourcing Using outsourcing does not require a lot of mental effort I find outsourcing to be easy to use I find it easy to accomplish what I set out to do through outsourcing Using application development outsourcing makes it easier to share risk 3.26 with the vendor..844 Attention to use I like using application development outsourcing provides an attractive alternative to in house application development Using application development outsourcing is in general a good idea Using application development outsourcing creates a pleasant project environment Intention to Use Assuming I have an outsourcer for applications development, I intend to 3.67 use them..767 Given that I have access to an outsourcer for applications development I predict that I would use them I intend to increase my usage of application development outsourcing in 3.71 the future..839 I intend to use application development outsourcing as often as needed

13 Appendix 2: SERVQUAL Items SERVQUAL Mean S.D. Assurance Observe the Observance of project deadline as promised Suggest the practical solutions for problems and issues Provide the products that meet the customers requirements Manage the quality of output during the project Responsiveness Lead the customers by suggesting the appropriate solutions for Willingly help the customers when they need Quickly respond to customers requests and feedbacks Reliability Have sufficient knowledge about information technology Have excellent presentation skills Communicate well with members, practitioners, and executives in customer site Solve the problems with business as well as IT perspective Secure customer s information well Treat customers courteously and respect their opinions Have good relations with customers Provide sufficient trust to customers Are supported by their own consulting organization Have a excellent teamwork between themselves Fill the role of PM or manager perfectly Empathy Consider customer s core pending questions and requests Understand customer s vision, business goal and Process Understand customer s requirements on system development & improvement Build IT strategy based on business strategy Process Constitute the project team well organized with clear role assignment Are the chosen professional necessary for the project Establish the specific project schedule/time plan Define the target process scope clearly and accurately Provide the plans to drive and manage the changes Test and prove the validity of to-be model Mediate the conflicts effectively among the project interested people Progress favorably total project processes Education Educate customer sufficiently in the project outline/coverage/contents Perform the extra programs for the employees though they are not directly involved to the project

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