It’s important to increase the role and responsibilities of head office managers for projects that are offshored. This article is excerpted from the author’s book Leading and Motivating Global Teams: Integrating Offshore Centers and the Head Office.
Did you know that Transition management practitioners have suggested that over two thirds of failed outsourcing relationships are due to transition-related challenges? The goal of this webinar is to give you a high level understanding of transitions challenges in the context of an IT Outsourcing relationship. We will describe the key phases of an IT Outsourcing and then focus on the Transition, looking at what makes it different from many IT projects.
Did you know that Transition management practitioners have suggested that over two thirds of failed outsourcing relationships are due to transition-related challenges (Beulen, Tiwari, van Heck, 2011)? The lack of specific literature on this subject, has led to many misconceptions, starting with vocabulary, which can sometimes lead to misunderstandings when discussing transition with non-experts.
Topics covered: What is Outsourcing? What is the Cloud? What to Consider when Outsourcing to the cloud 2 illustrative Case Studies. Learning Objective: After this webinar, participants will be able to list at least 3 reasons why cloud-based IT outsourcing is advantageous
This session will provide you with an introduction to LPO and discussion around the key ethical and practical considerations together with an overview of LPO case studies highlighting the crucial role of project management in successful engagements. Topics covered: • Overview of legal process outsourcing (LPO) • Key LPO functions and benefits • Ethical Considerations and Risk Mitigation with LPO • Key market trends • Case studies
Is Ethics of IT Outsourcing an oxymoron? Join Tandy Camilli, PMP, experienced offshore industry veteran, for an interesting and sometimes surprising look at the facts and research behind the mythology. This talk, based upon Tandy's recently published book, includes a look at her in-depth research on the variable components of ethical inquiry.
This is the inaugural Service and Outsourcing CoP members' webinar, following restarting this Community in 2012. The new Knowledge Manager and Delivery Manager will be providing the content, and managing the webinar. It will be a chance for the CoP members to meet and interact with the leadership team
Save Time With Tools + Templates
This template and its instruction sheet is aimed at project managers of solar projects for managing the procurement system process. It allows you to create and manage different procurement process data (item types, supplier list, contacts by suppliers); to create an RFP, linking it to a restricted list of preferred suppliers; to send automatic email to selected suppliers belonging to a certain RFP; to create a standard form email; to calculate forecasted date of answer from supplier; and report overdue dates.
This document outlines how to evaluate your project’s potential for outsourcing, and describes the factors that help determine outsourcing’s pros and cons as a project development option, analyses on its cost-benefit and risks, and other requirements under it. These items are in addition to other factors that you may wish to include.
Document and analyze what effect outsourcing might have on your project.
Hop on the path to increased profitibility with this presentation, designed to make your offshore decision easier.
Use this checklist to give a potential buyer of outsourcing services a clearer picture of what to expect from a provider. Each of these checklist items is a great conversation starter. Use them to uncover potential weaknesses that might cause difficulty later.
Learn From Others
|A.||You are being “taken” by sales people from your hardware vendors who are behaving like used car salesmen. They quote you a low price to get your management’s approval, but when it comes time to actually install you have to add on many necessary extras you really need that they never revealed.|
|B.||It is probably you and your team if you are only figuring initial hardware costs in your project budget. The total cost of any new installation should be calculated both in immediate costs and in long-term costs over the life of the equipment, including non-tangible expenses. Only then can vendor offerings be fairly compared and evaluated.|
|C.||Management should not expect project teams to be pricing hardware. This should be done exclusively by someone from the purchasing department. Your only role is to install whatever arrives on the dock. In this way, if the costs go up you and your team escape the blame.|
|D.||Since recent costs for information technology (IT) items have quadrupled over the life of the equipment, you should multiply any future vendor contract pricing by four and alert accounting how much cash to have on hand in the immediate future. Always pick the lowest bid, as in today’s market all hardware is basically the same.|
An emphasis on well-controlled clinical trial programs and increased regulatory pressure for more meaningful, clinical data means that medical device companies must develop strategies to expand their capabilities for carrying out clinical trials.
Outsourcing vendors make lots of promises around the cost savings and productivity improvements they can deliver. Are the benefits really that good?
There are many reasons and benefits from outsourcing work. Here are some of the top reasons for looking outside of your organization for expertise and assistance in executing projects.
If you are chiefly looking to utilize outsourcing to save money, don’t be surprised by how much it may cost you to get the talent you need. Here are some of the expenses you may need to swallow in your efforts…
Project management becomes so much more complicated when contracts get involved. If nothing else, it seems to cause so many more project managers (or people who call themselves project managers) to pop out of the woodwork. This should be a good thing, but it can also be an unhelpful complication.
For more than 20 years, the idea of outsourcing work to low-cost countries has been the project manager’s go-to option for extra resources. That’s no longer so. We now need to make more complex resourcing decisions that may ultimately give PMs greater flexibility.
When you outsource large chunks of capability in large projects, you must be ready to use special tactics to obtain the transparency and productivity you need to reach the desired business outcomes. These four tactics enable you to better manage large-scale vendor outsourcing initiatives.
By taking an honest look at some real-world pros of cheaper raw development costs and the cons of increased communication and collaboration time, we can make smarter decisions around when and where to use it.
For many corporations, outsourcing has become business as usual, a key way to reduce costs and increase flexibility. While many debate regulation and controls, outsourcing presents an opportunity for project managers primed to seize it.
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