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Stepping Your Way Through Vendor Negotiations

by Teresa R. Ramsey

...or how a DIY trouper never stops learning. As this project manager planned her next big do-it-herself project, she started to parallel her effort to those she has encountered many times when executing a program or project at work. What can you learn from her experience...and mistakes?

Contracting for Infrastructure Technology (IT) Services – “Software as a Service” Projects

by Janice Blake, PMP

With business competition increasing, organizations have turned to third parties for delivery models that offer new ways of fulfilling their information processing and data needs. Managing an IT service is very different from managing IT products and requires new skills. Contract establishment, vendor management and education of the business staff is needed. This paper addresses some of the key areas to consider when contracting for large-scale IT service contracts.

An Insider's Guide to Shopping for Consultants

by Mark Mullaly, Ph.D., PMP

How you go about shopping for a consultant is critical. Most companies do it poorly rather than doing it well. This makes the entire process more frustrating, time consuming and expensive for all parties, consultants and customers alike. In the hope that some of this frustration can be minimized, we present an insider's guide to shopping for a consultant.

Topic Teasers Vol. 22: Agile Procurement

by Barbee Davis, MA, PHR, PMP, PMI-ACP, PMI-PBA

Question: Since our agile team is self-managed, we have recently received notice that we can also oversee procurement on items that would not be commonly used by the rest of the organization. None of us has a background in this area. How do we make good buying decisions?

A. People who are agile should not be buying things. That slows down software development. Tell management you will need a Procurement Department to make purchases so you are not involved in this low-level process in any way.
B. Agile projects do not need anything except enthusiastic and inventive people to create success. Leave any procurement issues to those who follow traditional project management processes.
C. If your team is often short of money to add all the extra bells and whistles to the project, being in charge of procurement gives you the opportunity to ask prospective vendors for free merchandise to use for the project or for team incentives.
D. There are some common questions you can ask to help the team make better procurement decisions. It is a positive move to gain procurement responsibility since you are in the best position to evaluate buying options and get the features you really need to optimize your project success.
Pick your answer then Test Your Knowledge!

The Path to the PMP (Part 12)

by Bruce Garrod

The Project Procurement Management knowledge area often causes stress to potential PMP exam takers, but it doesn't have to be that way. There are, however, a few important elements within the process that will need to be studied in further detail.

Evaluating Consultants

by Kenneth Darter, PMP

Just having bodies in seats is not enough for success; it needs to be the right bodies at the right time. When a project involves a consultant, it is important to evaluate the resource and not take their resume or proposal at face value.

The Highs and Lows of Contract Project Management

by Andy Jordan

Done well, contract-based project management can deliver the kind of results that simply wouldn’t be possible using only employee resources; done poorly, it can be a disaster.

Insourcing vs. Outsourcing

by Kenneth Darter, PMP

Sometimes it's a knock-down, drag-out brawl between proponents of insourcing and outsourcing. When the final bell rings, who will still be standing?

Hiring a Consultant: What to Do, What Not to Do...and Why

by Mark Mullaly, Ph.D., PMP

Is "consultant" a dirty word? Many consultants get a bad name from the fact that they become indistinguishable from the organizational employees that they work alongside. How do you know that hiring a consultant is a good idea?

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