[Template] Model of Successful Outsourcing
May 12, 2018

I created a template model of outsourcing based off of a figure found within the book The Black Book of Outsourcing due to an industry wide need of moving more towards standardizing the process for game development. I’ve included the definitions of each phase below the figure.

The specifics of course will vary from studio to studio which is why I am including a link to the Google Drawing which includes common job titles associated with the outsourcing process that can be placed below each phase to demonstrate where responsibility will fall within your own studio. 


Google Drawing template located here. To edit this for your own use, please use (File > Make a copy…)

The phases illustrated above are part of any outsourcing process:

  1. Strategy phase. You define the objectives and scope of the outsourcing concept and determine the feasibility of outsourcing before making the decision to proceed. Also, you plan the total effort in terms of time, budget, and necessary resources.
  2. Scope phase. You establish baselines and specify the service levels required of vendors. You clarify relationships between the function(s) to be outsourced and those functions that remain in house, to include proper interfaces. You develop the request for proposal (RFP); collect and analyze responses from vendors; and, finally, choose a vendor.
  3. Negotiation phase. Negotiations proceed with the chosen vendor until a contract is drawn up and, ultimately, signed by both parties.
  4. Implementation phase. This phase marks the transition from in-house provision of services to outsourcing.
  5. Management phase. Throughout this phase, you manage the outsourcing relationship with the vendor. It includes the negotiation and implementation of any changes in the outsourcing relationship seen as necessary to ensure a successful outcome.
  6. Completion or termination phase. At the end of the contract period, you make the decision either to negotiate another contract with the same vendor or to terminate that relationship and align with a new vendor; and the cycle begins again. Alternatively, a decision is made to bring the function back inside the organization.

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