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Don’t Outsource Oversight, Part II
It starts with miscommunication and then grows into a trust problem. What do you do? In part two of a series on managing outsourced work, the author describes some additional potential risks, and offers recommendations for preventing or responding to them before they bring down your project.
This is the second article in a three-part series about identifying and preventing problems when working with vendors and consultants on projects. It is excerpted from the author’s new book "Risk Management for IT Projects: How to Deal with Over 150 Issues and Risks.”
Outsourcing has increased as organizations try to implement new systems and technology. Firms outsource support activities such as maintenance, network operations, help desk, and other work. Why do outsourcing issues arise and surprise people? Because even with a great deal of planning, all outsourcing requires constant management and coordination. Some people assume that if you get the vendor started on the work, it will go all right. This is not a good assumption.
Building on Part 1 of the “Don’t Outsource Oversight” series, here are some more commonly encountered outsourcing risks with recommendations for detecting, preventing and responding to them before they bring down your project.
Vendors That Don’t Do What They Agreed To
The vendor agrees to do some …
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"The higher up you go, the more mistakes you are allowed. Right at the top, if you make enough of them, it's considered to be your style." - Fred Astaire |