Management of offshore development in Japanese software companies

近海开发在世界范围内得到了拓展。观察从日本到其他国家的离岸项目，有很多情况下，因为一些麻烦而导致语言、商业习俗和文化差异的意外结果。我采访了中国和越南的一些离岸开发公司。结果，我发现了一些成功的因素：1)桥梁SE对跨文化管理有影响，本地SE和上层过程的参与是有效的。2)与所有项目成员分享对问题的认识和看法。3)建立委托方工程师与受托人方工程师之间的信任关系。但是，我找不到一个适用于所有离岸开发项目的通用管理方法。正因为如此，要求企业构建以多元化为前提的管理体系。

Offshore development has been expanded in the world. To watch offshore projects from Japan to other countries, there are many cases where unexpected results because of some troubles caused the difference in language, business custom, and culture. I had interviews with some offshore development companies in China and Vietnam. As a result, I found some success factors: 1) Bridge SE have an effect on cross-cultural management, and a participation of local SE with upper process is effective. 2) To share with all project member the recognition and perspectives on problems. 3) Establishing a relationship of trust between settlor side engineers and trustee side engineers. But, I cannot found a universal management methodology for all offshore development projects. Because of this, companies are required to construct the management system presupposes diversity.