Project Management
ALL    DOWNLOADS    ARTICLES    REFERENCE    PROCESS    ON-DEMAND WEBINARS   
TOOLS    TRAINING    LIVE WEBINARS    USER-GENERATED
Aerospace and Defense,    Agile,    Benefits Realization,    Requirements Management,    Business Analysis,    Career Development,    Change Management,    Communications Management,    Construction,    Consulting,    Cost Management,    Earned Value Management,    Education,    Energy and Utilities,    Ethics,    Organizational Culture,    Financial Services,    Government,    Healthcare,    Innovation,    Integration Management,    Information Technology,    Leadership,    Lessons Learned,    New Practitioners,    Organizational Project Management,    Outsourcing,    Pharmaceutical,    Using PMI Standards,    PMO,    Portfolio Management,    Procurement Management,    Quality,    Resource Management,    Risk Management,    Scheduling,    Scope Management,    Scrum,    Strategy,    Sustainability,    Stakeholder Management,    Talent Management,    Teams   

Language: All    English    Arabic    French    Japanese    Korean    Portuguese    Romanian    Russian    Spanish   
Access: All    Free    Premium   
Sort By: Newest    Title   

41 items found

Page: 1 2 3 4 5 <prev | next>

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?

The Key to Optimum Outsourcing

by Jiju (Jay) Nair, PMP

Some studies have indicated that the real benefits of offshore outsourcing can be diminished by issues in communication, skill sets and accountability. But if managed properly, offshore IT projects can reap substantial rewards.

Topic Teasers Vol. 3: Agile Nearshoring

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

Question: My organization outsources to save money, but it creates communication issues and other problems for my agile team. Can offshoring (outsourcing) work effectively for non-collocated agile groups?

A. Yes, but success may depend on how far away from your collocated team the outsourced resources are located.
B. No. Agile practices stress collocated teams. If you are not based together, there is no way for an agile approach to be effective.
C. Yes, but only if the teams switch the locations where they live every six months so that each group learns the language and culture of the other.
D. No. Agile was created in the United States, and therefore it is only intended to work for American teams.

Outsourcing IT Development: Monitoring the Six Dimensions

by Kishor Chandra Das

Making outsourcing decisions work is one of the major challenges facing outsourcing managers. In order to monitor the progress and success of an outsourcing relationship, managers need a higher level of visibility of the work performed by the outsourced teams. This paper discusses the six dimensions needed to measure, monitor, and report, which can greatly improve the visibility and success of outsourcing projects.

Business Transitions: Establishing the Extended Business Center

by P. Radhika Ravi

IT business transitions involve taking over the service delivery responsibility from an IT organization or an IT unit of a corporation and sending it offshore. Establishing an extended business center (EBC) is one of the operating models used in these strategic partnerships. This paper delineates the process of establishing an EBC for a leading European bank.

Economic Sense: What the State of the Economy Means for Project Professionals

by Kelley Hunsberger

The health of the global economy affects the health of your projects. A grasp on economic trends can help project professionals stand out by proving they can help navigate the chaos and improve the bottom line. Three trends are making waves in the business arena, and forcing project leaders to take action.

Out-Tasking Governance Tools for Development Activities: An Implementation Case Study

by Christian Boesen

This article will describe the different components of a governance model for out-tasked development activities. The goal is to describe a framework that can be relatively easily adapted and deployed if needed. In this case, the framework was implemented for IT-related deliveries, but it can potentially be transferred to other business areas.

How to Guarantee Quality Project Management When Outsourcing Projects

by Peter Liebermann, Amy LaClair

Properly managing the outsourcing of projects is essential to ensuring that organizations achieve the success they seek. There are several key elements to consider when outsourcing a project or portions of a project. This article will help identify the key aspects to consider prior to awarding a contract to a vendor.

Working with Supplemental Off-Shore Resources

by Thomas Krieman

This article focuses on the critical aspects of off-shoring by breaking them down into three categories: selection of the business partner, selection of the specific resources, and definition of the work. The article includes a discussion of technical and scheduling considerations to assist the project manager in making a project with off-shore resources successful.

Outsourcing: Balancing the Trade-Offs

by Michael Wood

All too often, outsourcing is equated to offshore outsourcing. But it spans a much broader spectrum and includes any work or service performed by third parties for a company. So let’s look at outsourcing from both sides of the aisle, and explore the trade-offs. In doing so, a framework will be developed that you might find useful in evaluating the extent to which outsourcing is appropriate for your IT organization.

ADVERTISEMENT

Page: 1 2 3 4 5 <prev | next>

ADVERTISEMENTS

"Life is like music; it must be composed by ear, feeling, and instinct, not by rule."

- Samuel Butler