There used to be a time when IT would focus on hardware and software and QA/QC would focus on testing. Times have changed and now we have CIOs engaging in global trade, building global supply chains, managing foreign currency risk and joining national debates on immigration.

QA/QC has not been untouched.  Most of it has been shipped to distant locations.  The empty nesters now need to revisit and redefine the group responsibilities.  Contours need to be defined for filling in the space between 'Ownership' era of erstwhile and   'SLA administration' of future. So if your company has One person QA/QC team, then SLA administration is all it can hope to do at the most. However, we are all not there yet. Different organizations have evolved different formulas for outsourcing. Some have 50-50 formula, some 20-80, some 5-95 and some rare organizations where there is 100% QA/QC outsourcing.  The QA/QC group's role and responsibilities have to be adapted to varying situations.

I cite the example of an IT Strategy director, who starts out as singleton but then staff is added to support him/her. Consider following Job specs of the director in different scenarios.

A. IT Strategy Director

1. Create roadmap for IT organization to achieve excellence

2. Support IT Governance and boost IT ROI.

B. IT Strategy Director + Personal Admin Assistant . New responsibilities.

1. Work through PA for appointments

2. Keep him/her happy.

C. IT Strategy Director + PA + Executive Management Trainee.  New responsibilities.

1. Train him/her

2. Find out what he/she can do

3. Verify their output

D. IT Strategy Director + PA  + Management Trainee+ Offshore Support Analyst

1. Interview and work out career of offshore analyst

2. Train him/her

3. Track performance and worry about retention

4. Fill out offshore service satisfaction surveys

5. Track invoices

6. Debate offshore engagement model

7. Host meetings with Client engagement manager representing offshore.

 To be completed.......