GAP THEORY AS IT RELATES TO OUTSOURCED DEVELOPMENT PROJECTS, EXPLAINED IN DETAILS: AN INITIAL STUDY

Abstract

Outsourced information system development projects often experience a "gap" that negatively affects the project's quality, outcomes, and stakeholder satisfaction. This exploratory study seeks to fill light on the numerous facets of the gap in outsourced IS development and its implications for project management by examining its extensive nature. Outsourcing is a common way for businesses to save money and get access to specialist skills, but it may also cause issues that slow down projects. According to this study, outsourced IS projects often have communication problems, cultural issues, and expectations misalignment. In order to capture the complexities and variations of the gap phenomenon across varied project contexts, the research utilises case studies, interviews, and industry reports. One of the explored factors is the communication gap, which encompasses issues with the flow of information and the customer's and outsourced vendor's understanding of each other. When individuals on a project have different expectations, priorities, and ways of approaching issues, researchers often point to cultural differences as a possible explanation. Examining discrepancies between actual and projected delivery may provide light on how the expectations gap impacts project outcomes and stakeholder happiness. The primary purpose of the research is to shed light on these features of the gap phenomenon in order to provide practical answers. One such all-encompassing approach that can assist bridge the gap is to improve communication strategies, increase cultural awareness, and set clear expectations from the beginning.