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Selecting the business process to outsource must take multiple factors into consideration: Goals of the outsourcing initiative Ability to recruit a motivated internal project sponsor Business case supporting the initiative Timing of the project Culture of the unit slated for outsourcing Amount of work required to implement the outsourcing initiative Expectations of senior management Risk to business The decision process involved in selecting which organizational functions to outsource must necessarily be a collaborative one Because BPO is a strategic choice for an organization, it must be determined if and how BPO fits into the overall strategy This can only be done through broad, collaborative discussions at all levels and across all functional and process boundaries Of course, no one gains if the BPO decision-making process gets bogged down endlessly in meetings and discussions.

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The general rule should be that, at minimum, people involved in functions potentially targeted for BPO should be included in discussions about the implications of outsourcing and the schedule to be followed It is likely that these decision-making discussions will be difficult and will often include some levels of conflict Managers in charge of facilitating these meetings can help them stay on track by reminding participants of the organization s mission and strategic plan These guiding ideas and documents should underlie each conversation and should help drive the BPO selection process to a conclusion That outcome is more likely to occur if clear and measurable goals have been established We have developed a three-dimensional BPO Selection Matrix to help organizations decide which functions or activities may be best suited for an outsourcing solution.

American Express12 provides financial services primarily in the form of credit cards. The company, however, adapted its experience to each customer segment and wrapped it with additional services and prices to match the desired experiences:

Costs (2)

The matrix is a three-dimensional model of the key factors involved in evaluating a business process for outsourcing: process costs,.

Graves, JL, Jr, The Emperor s New Clothes: Biological Theories and Race at the Millennium New Brunswick, NJ: Rutgers University Press, pp 176 192 (2001) Gunter, G and KM Sullivan, Constitutional Law, 13th ed Mineola, NY: Foundation Press (1997) Harris, A Equality Trouble: Sameness and Difference in Twentieth-Century Race Law, Calif L Rev, 88, 1923 2014 (2001) Hunt v Cromartie, 532 US 234 (2001) Institute of Medicine, Unequal Treatment: Confronting Racial and Ethnic Disparities in Health Care (BD Smedley et al, eds) Washington, DC: National Academy Press (2002) Lee, R, Dallas Researchers to Study Treatments, Cure for Sickle Cell, Austin American Statesman, June 30, 2001, B7 (2001) Lee, SS-J, et al, Meaning of Race in the New Genomics: Implications for Health Disparities Research, Yale J Hlth Policy L Ethics, 1, 33 75 (2001) Loving v.

Z(1) , Z( 2) , Z( 0) : equivalent impedances in positive, negative and zerosequence systems, referred to as positive, negative and zero-sequence impedance.

While the preference for proactive routing protocols can easily be justi ed in the case of the Internet and other wireline networks, the decision of whether to use a proactive or a reactive routing protocol for MANETs is not very clear-cut. While on one hand a strong case can be made for the use of reactive routing protocols in MANETs due to the fact the topology in a MANET is subject to changes (and hence one may argue that it is counterproductive to establish routes in advance), an equally strong case can be made for the use of proactive routing protocols in MANETs. A proactive routing protocol is a better choice when it is critical to have low route establishment latencies in order to service time-critical applications. The route establishment latencies for reactive routing protocols are typically higher than for proactive routing protocols, due to the fact that routes are essentially set up on demand when reactive routing is employed. 1.1.3.2 Handling Mobility. Handling mobility in MANETs is a challenging issue. In small MANETs where all nodes exchange routing information with each other, mobility is usually handled by routing updates; however, in larger networks, routing messages need to be aggregated for scalability. This means that nodes must be organized into routing domains, so that routes can be aggregated prior to being exchanged with other routing domains. Issues that arise include routing domain maintenance, dynamic assignment of IP addresses to nodes that move from one routing domain to another, and so on. These issues will be discussed in more detail in 6.

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