Large-Scale Outsourcing: Manage to Get What You Pay For
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.
As a project manager, you must do your part to ensure that the desired business results of your project are achieved. The results may be getting a new call center up and running, a major new application in production or a new product or service available for sale. In the end, outcomes are what matter to the organization.
When you outsource a major function or capability such as a call center or the design and development of a new application, you are essentially putting another layer between you and the outcomes you want. You can use the vendor to make your job easier, or you can fail to do this and reduce your ability to attain the outcomes expected of your project.
Here's the rub: The normally completed deliverables in this case—the contract, SOW, lists of SLAs—do not by themselves allow you to consistently and successfully leverage the vendor to attain desired outcomes. They are necessary, certainly, but there are other pieces to this puzzle and they are in your hands, not those of the attorney.
Try these tactics to better manage large-scale vendor outsourcing:
1. Ensure people with the right qualifications are assigned to the vendor roles. Determine how you will assess the qualifications of those assigned to roles for the vendor. Don't just accept statements such as, "They have been working for us in this capacity for years.&…
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