This is “Make, Buy, or Rent”, section 10.12 from the book Getting the Most Out of Information Systems: A Manager's Guide (v. 1.0). For details on it (including licensing), click here.

For more information on the source of this book, or why it is available for free, please see the project's home page. You can browse or download additional books there. You may also download a PDF copy of this book (4 MB) or just this chapter (326 KB), suitable for printing or most e-readers, or a .zip file containing this book's HTML files (for use in a web browser offline).

Has this book helped you? Consider passing it on:
Creative Commons supports free culture from music to education. Their licenses helped make this book available to you. helps people like you help teachers fund their classroom projects, from art supplies to books to calculators.

10.12 Make, Buy, or Rent

Learning Objectives

After studying this section you should be able to do the following:

  1. Know the options managers have when determining how to satisfy the software needs of their companies.
  2. Know the factors that must be considered when making the make, buy, or rent decision.

So now you realize managers have a whole host of options when seeking to fulfill the software needs of their firms. An organization can purchase packaged software from a vendor, use open source offerings, leverage SaaS or other type of cloud computing, outsource development or other IT functions to another firm either domestically or abroad, or a firm can develop all or part of the effort themselves. When presented with all of these options, making decisions about technologies and systems can seem pretty daunting.

First, realize that that for most firms, technology decisions are not binary options for the whole organization in all situations. Few businesses will opt for an IT configuration that is 100 percent in house, packaged, or SaaS. Being aware of the parameters to consider can help a firm make better, more informed decisions. It’s also important to keep in mind that these decisions need to be continuously reevaluated as markets and business needs change. What follows is a summary of some of the key variables to consider.

Competitive AdvantageDo we rely on unique processes, procedures, or technologies that create vital, differentiating competitive advantage? If so, then these functions aren’t a good candidate to outsource or replace with a package software offering. had originally used recommendation software provided by a third party, and Netflix and Dell both considered third-party software to manage inventory fulfillment. But in all three cases, these firms felt that mastery of these functions was too critical to competitive advantage, so each firm developed proprietary systems unique to the circumstances of each firm.

SecurityAre there unacceptable risks associated with using the packaged software, OSS, cloud solution, or an outsourcing vendor? Are we convinced that the prospective solution is sufficiently secure and reliable? Can we trust the prospective vendor with our code, our data, our procedures and our way of doing business? Are there noncompete provisions for vendor staff that may be privy to our secrets? For off-site work, are there sufficient policies in place for on-site auditing? If the answers to any of these questions is no, outsourcing might not be a viable option.

Legal and ComplianceIs our firm prohibited outright from using technologies? Are there specific legal and compliance requirements related to deploying our products or services? Even a technology as innocuous as instant messaging may need to be deployed in such a way that it complies with laws requiring firms to record and reproduce the electronic equivalent of a paper trail. For example, SEC Rule 17a-4 requires broker dealers to retain client communications for a minimum of three years. HIPAA laws governing healthcare providers state that electronic communications must also be captured and stored.D. Shapiro, “Instant Messaging and Compliance Issues: What You Need to Know,” SearchCIO, May 17, 2004. While tech has gained a seat in the board room, legal also deserves a seat in systems planning meetings.

Skill, Expertise, and Available LaborCan we build it? The firm may have skilled technologists, but they may not be sufficiently experienced with a new technology. Even if they are skilled, managers much consider the costs of allocating staff away from existing projects for this effort.

CostIs this a cost effective choice for our firm? A host of factors must be considered when evaluating the cost of an IT decision. The costs to build, host, maintain, and support an ongoing effort involve labor (software development, quality assurance, ongoing support, training, and maintenance), consulting, security, operations, licensing, energy, and real estate. Any analysis of costs should consider not only the aggregate spending required over the lifetime of the effort but also whether or not these factors might vary over time.

TimeDo we have time to build, test, and deploy the system?

Vendor IssuesIs the vendor reputable and in a sound financial position? Can the vendor guarantee the service levels and reliability we need? What provisions are in place in case the vendor fails or is acquired? Is the vendor certified via the Carnegie Mellon Software Institute or other standards organizations in a way that conveys quality, trust, and reliability?

The list above is a starter. It should also be clear that these metrics are sometimes quite tough to estimate. Welcome to the challenges of being a manager! At times an environment in flux can make an executive feel like he or she is working on a surfboard, constantly being buffeted about by unexpected currents and waves. Hopefully the issues outlined in this chapter will give you the surfing skills you need for a safe ride that avoids the organizational equivalent of a wipeout.

Key Takeaways

  • The make, buy, or rent decision may apply on a case-by-case basis that might be evaluated by firm, division, project or project component. Firm and industry dynamics may change in a way that causes firms to reassess earlier decisions, or to alter the direction of new initiatives.
  • Factors that managers should considered when making a make, buy, or rent decision include the following: competitive advantage, security, legal and compliance issues, the organization’s skill and available labor, cost, time, and vendor issues.
  • Factors must be evaluated over the lifetime of a project, not at a single point in time.
  • Managers have numerous options available when determining how to satisfy the software needs of their companies: purchase packaged software from a vendor, use OSS, use SaaS or utility computing, outsourcing development, or developing all or part of the effort themselves.
  • If a company relies on unique processes, procedures, or technologies that create vital, differentiating, competitive advantages, the functions probably aren’t a good candidate to outsource.

Questions and Exercises

  1. What are the options available to managers when seeking to meet the software needs of their companies?
  2. What are the factors that must be considered when making the make, buy, or rent decision?
  3. What are some security-related questions that must be asked when making the make, buy, or rent decision?
  4. What are some vendor-related questions that must be asked when making the make, buy, or rent decision?
  5. What are some of the factors that must be considered when evaluating the cost of an IT decision?
  6. Why must factors be evaluated over the lifetime of a project, not at a single point in time?