Hi,
I was just wondering whether anyone has any suggestions. I have a project which is suffering from too many chefs - this is the way it has always been run (I picked the project up from another pm) and it is definitely suffering as a result.
The technical result is being delivered by a third party whose problem solving skills appear to be limited; their method of approach is, whenever a problem arises to first blame our company, then when we prove it is not our fault, to present a solution which they convince everyone is the answer, they then test is and find out that the solution is inadequate at best. What is worse is that they commune directly with the client AND they charge us each time we have them do a day's work.
To say that I am fed up is an understatement and I want to highlight the haphazard approach to finding a solution (how can you claim to have a solution when you do not understand the problem?).
I was wondering whether there was a PM tool that allows someone to chart the solutions received by a subcontractor and their level of effectiveness?
Many thanks for this (and for allowing me to rant :o)) ) Saving Changes...
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Andrew MakarProgram Manager| AMAKAR LLCOakland Township, Mi, United States
Hi -
It sounds like you have several problems related to vendor management.
Does your contract with the vendor have any service level agreements in place or a payment by milestone approach?
If you've signed a full time and materials contract without any service levels, you may want to revisit the contract terms. If the vendor is a poorly performing vendors, does it make sense to switch?
In my time and material projects and in fixed bid contracts, I leverage the vendor's project schedules as the method to keep the vendor on track. Here is one article that explains how I use a Metrics in Minutes Tool to objectively assess the vendor's schedule and determine status.
Once you have objective metrics, it becomes easier to focus on the specific issue causing the delay. If you add your customer's tasks to an integrated plan and include the vendor's schedule, then it should be easier to identify responsibility.
I developed the Metrics in Minutes tool specificially for the purpose of analyzing and reporting status with objective methods.
I would suggest you record previous problems, initial understanding of the vendor(from email or MOM), the clarifications/suggestions provided by you/ Client and solution provided by vendor. Break down effectivenss of solution to - complexity of the problem, errors in the solution and number of iterations needed by the vendor to finally provide the solution.
Collate the data sit down with the vendor, try get them to agree to the results you desire. Share this output with the clients and take their agreement. Depending on the scale of the issue, please decide whether you want to replace the vendor.
You stated that vendor cannot resolve the issue as they do not understand the problem; how have the problems been resolved in past. Did it take the vendor multiple repetitions and suggestions from you/client to resolve it. I mean if the vendor is responsible for his delivery then time spent by you or client in solving issues with his deliverables is an overhead. However, if the issues are not entirely in the direct control of vendor (part of a bigger problem), then they need involvement from you or client. Saving Changes...
Elyse NielsenSenior Project Manager| Ascension Health Information ServicesHaines City, Fl, United States
Hi,
Great Question, and a not-so uncommon problem. I'd agree with Andy to check the contract for service level agreements. It also sounds like this is a time and materials addendum.
In this situation,a couple things to check out and try are:
Check out the scope of work in the contract for deliverables quality
Check out the contract for scope and configurtion change management process
Have a senior technical analyst manage the technology aspect of the solution, this includes all design approvals
Intercede between the vendor and the customer, explain the situation to the sponsor, and have a process in place to assure the vendor and customer time is used wisely
Talk with your manager and supervisor about escalation within the vendor's organization. If the vendor is of significance, there may be a standing senior level meeting managing this relationship
Document, Document, Document - make sure you have documentation of the problem in a formal form like a memo. This documentation should include the costs in lost opportunity, reputation with the customer, and money
Hope these help, let us know how you made out!
Elyse
http://www.anticlue.net Saving Changes...
Hans RobbersSenior Director| SalesforceVlissingen, Netherlands
Ocheze
Great question and answers from all. Two additions to what has been said below:
- in case performance remains poor you could invie a third party to audit the work performed and a check on the match towards the requirements
- in case the above is unacceptable or provide bad results for the vendor switch vendor and apply lessons learned to the contract
Hopes this helps Hans Saving Changes...
Hans RobbersSenior Director| SalesforceVlissingen, Netherlands
Ocheze
Great question and answers from all. Two additions to what has been said below:
- in case performance remains poor you could invie a third party to audit the work performed and a check on the match towards the requirements
- in case the above is unacceptable or provide bad results for the vendor switch vendor and apply lessons learned to the contract
Hopes this helps Hans Saving Changes...
Huw EvansSenior Manager, Projects and Partnerships| Vicinity CentresMount Waverley, Vic, Australia
I agree with Elyse, document, document & document. I haven't yet checked out Andy's tool - but it sounds good.
The purpose of any document here should be to try and take the emotion out of the discussion. A document that clearly states the objective vs the results in as many factual terms would assist here.
Do you have your own technical expert(s) who could review and approve the vendor's suggested solution? It sounds like this is the missing step, and one that I would expect the client would be OK with introducing given the bad delivery to date.
