Project Management

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Joseph Pangan Senior Principal Consultant| Genpact Philippines Angeles City, Philippines, Philippines
With the rising popularity of free lancing and platforms catering for this, has anyone here experienced managing free lance (remote/virtual) project members such as developers, encoders, etc.? How was schedule adherence? How was quality? Would you recommend this as a good option at least for low risk projects (projects that do not require tight security)? How was your general experience?
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Will Prible Director| Coastal Frankfort, Ky, United States
I appreciate these perspectives. I wonder about freelance often as I've been on all sides expect this one in my PM career.
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Vincent Guerard Coach - Trainer - Speaker - Advisor| Freelance Mont-Royal, Quebec, Canada
Many pro an cons to external ressources.

For specialized task/roles it is often more of pro than cons.
To complete internal ressources it can be also more pros.
To make a mandate that internal ressources I have see more side impact than expected. Talking about things like demotivating internal ressources for one.
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Anish Abraham Privacy Program Manager| University of Washington Auburn, Wa, United States
I agree with Stephane and Sergio on this.

When I did this in the past , I selected a contractor based on experience of doing similar jobs before. Also, you are buying in immediate expertise that may not be required by the organisation in the long term.
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1 reply by Stéphane Parent
Jan 04, 2018 8:57 PM
Stéphane Parent
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Exactly, Anish. You contract out something that is not part of your core competencies, what I call managed work. Or your use contracts to manage workload peaks, what I call staff augmentation.
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Stéphane Parent Self Employed / Semi-retired| Leader Maker Prince Edward Island, Canada
Jan 04, 2018 7:26 PM
Replying to Anish Abraham
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I agree with Stephane and Sergio on this.

When I did this in the past , I selected a contractor based on experience of doing similar jobs before. Also, you are buying in immediate expertise that may not be required by the organisation in the long term.
Exactly, Anish. You contract out something that is not part of your core competencies, what I call managed work. Or your use contracts to manage workload peaks, what I call staff augmentation.
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