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41 items found

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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.

Project Management as a Service: The New Model

by Elizabeth Harrin

Do you deliver Project Management as a Service? That doesn’t mean outsourcing your PM to a consultancy, but changing the way you think about project management and your customers--they are clients of the project management processes that you provide.

The Data Center Debate

by Michael Wood

Keeping the data center in house is becoming an increasingly expensive and risk-laden endeavor. Outsourcing the data center can ignite all sorts of fear, uncertainty and doubt. So which is better? Specifically, which is better for your organization? Perhaps reflecting on the tradeoff between each can help you choose a path that is prudent and wise.

The Outsourced PMO

by Andy Jordan

An organization running a fully outsourced PMO?! Crazy talk, right? Not so fast. Read on for a case study of an unusual PMO model--and what all PMOs can learn from it.

There is no IT Outsourcing without a Transition: An Introduction to ITO Transitions

by Stéphane Chalvin

An ITO transition is the complex first phase of the IT outsourcing contract that has strategic importance for the success of the contract. This paper provides an understanding of the transition phase along with the specific attributes that make an ITO transition different from many IT projects; and the key success factors to successfully achieving an ITO transition implementation.

Managing Customer Expectations: Outsourced Supplier Viewpoint

by Andrew Makar, PMP

We often focus on stakeholder management from the viewpoint of the consultant or internal IT staff. What if you're an outsourced supplier in another country? How does customer and stakeholder management differ?

In or Out? A Question of Sourcing

by Mike Donoghue

For some organizations, outsourcing has been a costly experiment--one that can drive away existing clients who can feel neglected or ostracized by this change in direction. Is insourcing the answer?

How to Avoid Outsourcing Issues

by Andy Jordan

Outsourcing is a fundamental project discipline, but it’s frequently mismanaged--resulting in damaged relationships, failed projects and a considerable amount of finger pointing. Here we look at some ways those problems can be avoided.

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