Discussion 8.RFI.(ZA)
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Week 4: Chapter 8 Discussions
ANSWER:
Agile is an iterative, incremental (evolutionary), team-based method of development with a "just
enough" function that is efficient and high-quality. It is carried out in a highly collaborative
manner inside an effective governance structure. Timely creates software that satisfies the
stakeholders' shifting needs.
Cutting project timeframes and raising the calibre of sourcing
contracts are both successful outcomes of an agile sourcing strategy. However, not all companies
can use this new approach because of outsourcing (Keur, 2018).
OUTSOURCING (RECOMMENDED CONTRACTING STRATEGY)
Projects that are outsourced are complex and time-consuming. An outsourcing project may take
six months, a year, or even longer, depending on its scope. Companies cannot afford to continue
using the traditional waterfall approach to contracting sourcing services for another year in
today's business environment of rapid change. As the time to market becomes more crucial, the
added value of requested services is diminished by lengthy implementation times. Additionally,
plug-and-play alternatives require less effort to transition services, allowing for a quicker time to
market because of the nature of advanced services currently offered. All these changes have
increased the buyer's ability to be flexible in their search for the ideal supplier and increased the
demand for speed and efficiency.
This assignment offers professional advice on using an agile sourcing approach and analyses its
significance. It also offers the reader advice on successfully administering and implementing an
agile methodology for contracting with suppliers (Russo, Messina, & Succi, 2018).
SELECTION AND CONTRACTING FOR SUPPLIERS USING AN AGILE APPROACH
Agile hiring refers to ongoing collaboration and communication throughout the hiring process.
Throughout the entire dealing cycle, an agile strategy requires constant communication between
the client and, by extension, the provider. Together, they gradually determine the contract's terms
and adjust as needs or markets shift. We see projects surpassing the conventional stretched
timetable of 22-32 weeks being shortened, resulting in a greater possibility of successfully
reaching set timelines. This helps guarantee that the business requirements are correctly
understood during the RFP release (Shergil, 2022).
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THE ADVANTAGES OF AN AGILE PROCUREMENT AND SUPPLIER SELECTION
PROCESS
The "engagement" stage of a conventional selection and the contracting process takes the
longest. Suppliers get involved only once the buyer includes their needs in the RFP. As a result,
providers have little opportunity to comprehend and interact with the consumer early in the
process. Agile speeds up the process and takes advantage of the expertise and experience of
suppliers by facilitating communication at the beginning of the process. It does not go through
creating, reviewing, revising, and sending out requirements to potential suppliers. Requirements
will instead be created through discussions with suppliers during various workshops
(Russo,
Messina, & Succi, 2018).
SUCCESS FACTORS FOR IMPLEMENTING AN AGILE SOURCING STRATEGY
We have identified several success indicators when using an agile approach to sourcing during
several agile transaction processes. These are arranged in order of relevance:
1.
The factors above should be taken into account before choosing an agile approach. The
conventional method of choosing and contracting may be preferable if the buyer does not
fit one or more requirements.
2.
We have found several success indicators for adopting an agile sourcing approach during
several agile transaction processes. Below is a list of the most significant:
3.
It is essential to consider the factors above before picking an agile method. There is a risk
that the conventional method of selection and contracting is preferable if the buyer does
not fit one or more of the requirements.
4.
On behalf of the purchasing organization, the transaction team is in charge of overseeing
the transaction process. Buyers frequently underestimate the time and effort required for
this process.
5.
Regular communication iterations as opposed to infrequent, milestone-based evaluations.
The chance to spot misconceptions or errors early in the process is the first step towards
being able to move swiftly. Each week as we prepare the RFP and contract together, we
must provide the buyer with a new version of the materials for their consideration. To get
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the intended result, KPMG prefers to work with suppliers in a limited number of
iterations.
6.
An agile sourcing process has different heartbeats and ground rules than traditional
projects. Especially when short deadlines conflict with the availability of critical
employees, this might present difficulties for suppliers. The participation and dedication
of the suppliers' leadership in the selection process are crucial to solving these issues.
Suppliers inform us that currently, only 10–25% of all transactions involve them in the
selection process design.
7.
A facilitator would be helpful for the project, given how intense the process is. The buyer
may concentrate on needs while the supplier can concentrate on their proposal thanks to
the facilitator's information and support for all parties involved (Shergil, 2022).
CONCLUSION
Cutting project timeframes and raising the calibre of sourcing contracts are both successful
outcomes of an agile sourcing strategy. Projects that are outsourced are complex and time-
consuming. However, a new and quicker method of selection and contracting is required due to
the shifting business climate, the proliferation of plug-and-play choices, and the growing
sourcing expertise of buyers. Short iterations, extensive supplier interaction, and interaction
between client needs and the provider's conventional solution offers are all heavily stressed in
this agile strategy. The contract's terms are gradually established throughout the transaction by
the buyers and sellers, who communicate frequently and adjust as the situation or the market
demands. Agile approaches are more adaptable and follow an iterative process than the
conventional "waterfall approach," which employs a linear, small-step implementation. Agile
speeds up the process and benefits from the expertise and knowledge of suppliers by promoting
communication at the outset of the process (Vacca, Di Sorbo, Visaggio, & Canfora, 2021).
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References
Keur, R. (2018). An agile approach to sourcing: increased speed and quality in supplier selection
and contracting. Retrieved from Compact website: https://www.compact.nl/en/articles/an-
agile-approach-to-sourcing-increased-speed-and-quality-in-supplier-selection-and-
contracting/
Russo, D., Messina, A., & Succi, G. (2018). I am contracting agile developments for mission-
critical systems in the public sector.
Proceedings of the 40th International Conference on
Software Engineering: Software Engineering in Society
.
https://doi.org/10.1145/3183428.3183435
Shergil, A. (2022, August 4). Request for Proposal (RFP) For Software Development. Retrieved
November 16, 2022, from top developers. co website:
https://www.topdevelopers.co/blog/rfp-for-software-development/
Vacca, A., Di Sorbo, A., Visaggio, C. A., & Canfora, G. (2021). A systematic literature review of
blockchain and smart contract development: Techniques, tools, and open challenges.
Journal of Systems and Software
,
174
, 110891. https://doi.org/10.1016/j.jss.2020.110891
5
Suicide in the Elderly. (n.d.). Retrieved November 05, 2016, from
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Gulick, M., & Myers, J. L. (2014).
Nursing care plans: Diagnoses, interventions, and
outcomes
. Philadelphia, PA: Elsevier/Mosby.
6
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