The first phase, feasibility analysis, involves a project manager and systems analysts working with business leaders whose knowledge of business, operations and IT systems is the bigger. The decision to move forward is determined here, so high-level interactions are important to the project. Decisions about the scope and limits of the system, such as who it will serve and what it will do, are made. People work together to prepare a cost/benefit analysis of the proposed project (Brown et al. 2009). To determine whether to outsource or keep this phase in-house, the following should be considered. Much of the concentration of the core activities of specialized firms can easily attract the shortage of qualified employees (Aubert et al. 1996). All reasonable risks and issues should be uncovered at this stage of determining feasibility (Gregory. 2010). The people who know the system best are the employees who understand the specialized processes. Outsourcing may be necessary if it turns out that IS functions are not well managed and need to be reorganized to become more efficient, more productive, or improve overall product quality (Aubert et al. 1996). If the department of the organization involved in the development of the system is not part of the company's core competencies, then it may be necessary to bring in skills more suited to that particular functionality. Furthermore, impartiality should be the key word during a feasibility study (Gregory. 2010). The requirements phase is where the system is defined by the department representatives working with user management and the systems analyst who is able to ask the right questions to the right people. So...... middle of paper...... a good opportunity for inexperienced technical staff to learn the system. Documentation for source code maintenance when done internally is enforceable from an assessments perspective. If, on the other hand, an outsourced resource were to manage this step, it would be easier to measure performance since the operations are clearly delimited and easily verifiable (Aubert, et al. 1996). Works cited Aubert, Benoit A., Suzanne Rivard and Michel Patry. 1996. A transaction costs approach to outsourcing behavior: Some empirical evidence.Information & Management 30, no. 2:51-64. Brown, Carol V., Daniel W. DeHayes, Jeffrey A. Hoffer, E. Wainwright Martin, and William C. Perkins, Information Technology Management, Prentice Hall, Upper Saddle River, NJ. Gregory, Peter. All-in-one exam guide for CISA® Certified Information Systems Auditor. 2010. The McGraw-Hill Companies.