The SOW and Reporting: Your Involvement in Procuring a Contingent Work Group

Joe Wynne is a versatile Project Manager experienced in delivering medium-scope projects in large organizations that improve workforce performance and business processes. He has a proven track record of delivering effective, technology-savvy solutions in a variety of industries and a unique combination of strengths in both process management and workforce management.

Suppose you find yourself involved in the process to procure a contingent work team, basically a semi-autonomous group designated to perform a logical function such as testing, technical writing, programming or training. There is a long list of things that can go wrong when bringing in an outside group into your workforce, including:

  • inability to get the special group incorporated into the culture
  • inability to get the performance you expected
  • inadequate communication through the group’s management
  • destabilizing occurrences of “we vs. they”

The list could be made longer, but that is unnecessarily depressing in this economy. You don’t need any additional frustrations in your project, so what can you do during the procurement process to reduce the chances of these kinds of things occurring after the procurement process? Think performance reporting.

The SOW and Reporting
The SOW is usually thought of as defining scope for the vendor, in this case the vendor of the contingent work group. What is left out of the SOW too often is a rigorous specification of a “collateral service,” the performance reporting required. You’re more likely to find a vaguely defined requirement for some type of tracking of work. More is needed here to enable you to monitor and properly control the work group.

If you start…

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