Properly Activating an Outsourced Team
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.
One of the advantages of gantthead’s JPACE project management process is the ability to plan and execute a series of tasks necessary to avoid specific problems. Outsourcing can bring about an unexpected set of problems with your project, even after contracts have been signed and SLAs defined.
Javier’s Control Project Stage: Not That Much Control, Actually
Call the Coast Guard. Javier is treading water in a maelstrom. The newly contracted outsourced software design and development group, while doing a lot of work, is just not working out as he had expected. The group has taken on a little more of the scope than had been planned. After they proudly presented an unnecessary deliverable, he didn’t know exactly what to say. Later, a particular intermediate summary report--an input needed by Javier in a leadership presentation--was not ready in time. So far, it is not obvious to Javier, who--if anyone--is at fault.
Complicating matters, the SLA-defined relationship makes problem-solving slow for many situations. The internal project groups who interface with the outsourced function do not appear to be interested in making things any better, and Javier doesn’t know how to integrate the outsourced team faster because they are working out of their own offices away from his team.
Needless to say, Javier could have avoided this mess …
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