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Requirements Management in Outsourced Projects
Dr. Andrew Makar is an IT program manager and is the author of the Microsoft Project Made Easy series. For more project management advice, visit the website TacticalProjectManagement.com.
Transitioning from an insourced IT organization to an IT organization that outsources the majority of the IT functions is an eye-opening experience. Many key functions of traditional insourced delivery are no longer persistent across the IT portfolio.
Project management, business analysis, software development and infrastructure development are initiated and concluded within the project lifecycle. In an insourced model, the business analysts, project managers and developers are retained for the next project in the portfolio queue. In an outsourced model, these resources leave at the end of the contract and move to the next client opportunity.
Understanding the impact of an outsourced staffing model to the requirements and the business analysis function has a modest learning curve for IT managers new to an outsourced model. This article highlights a few lessons learned to help future managers adjust easier to the managing requirements in an outsource model.
Lesson Learned No. 1: Understand requirement management roles
In an IT outsourced model, vendors or “performing suppliers” bid on an RFP and are awarded a contract. Business analysis is conducted by the supplier as part of a detailed analysis phase and the client organization provides oversight to the requirements management process. This oversight may be provided by the project …
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