The relationship forged with strategic providers can make the difference between success and failure within the organization. Here, the value proposition they represent is often based more on their service and support levels than price. In essence, SPs become de facto stakeholders with the organization--and thus require special consideration in terms of how the relationship is cultivated and managed.
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Where evolving procurement requirements come from, and why, is in reality no different than how requirements evolve in any organizational area. The challenge is that they compound themselves, layering restriction upon constraint upon requirement. What can an organization do to improve its procurement efforts? What can be done to make procurement work in support of projects rather than be a barrier, roadblock or black hole?
To answer the question, we need more than cost, schedule and requirements. We need a set of capabilities that are agreed upon, and tangible evidence that they have been delivered. In Part 2 of a series, we show how to go about discovering the capabilities needed for project success.
Have you ever thought about the RFP process from the other perspective--the potential vendor who responds? An RFP response is more than just a proposal to supply products and/or services; in many cases it is an opportunity to showcase a potential vendor to the procuring organization. But when some vendors reply to RFPs, you have to wonder what they thought that they were bidding on. In this article, we flag some of the things vendors should consider.
This will be the first in a series of articles that will look to provide the background of issues involved with managing an agile software development project under a traditionally linear and sequential project procurement process. Software development has been deliberately chosen for the example industry since that’s the domain for which agile is most typically used, but for those using agile in other industry domains, the general issues and proposed solution should work equally well within your industry.
They approved the scope statement?! Freeze the client! Sigh...if only it were that simple. Maybe it's time to learn to love change instead of struggling against it.
The project may be global, but the details are just as important. Have you considered just how wide-reaching the impact of certain issues could become on your project? There's no way all of those issues and impacts for all of your projects can be flagged on one article, but here we look at just how significant some of these issues are.
Most project managers think of changes to a project to be related to change requests that modify the scope of deliverables. But changes to projects go far beyond mere scope changes, so it's important to have a change management process in place that can address any manner of project change. While the majority of organizations have fairly mature change request processes in place, most lack similar processes to handle event-driven changes.
Even in the face of need, awareness and involvement, project results fail to get used. Implementations are resisted. People refuse to adapt their approach or shift their habits. This may seem ludicrous, irrational and unreasonable. That’s not the point--it happens, it is real and it is consistent. Even in the face of compelling reasons why change makes sense, it doesn’t necessarily occur. Why?
While many organizations now have standard processes for managing change, effective change management needs more than just a process. Most projects have room for improvement, and in this article we look at how a PM can lay the foundation for strong change management right from project initiation.