Many consulting engagements see frustrated consultants because they are not allowed to do what they feel is needed to maximize the chances of success. Here, we look at how these scenarios can be avoided--something that starts with trust.
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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.
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.
Does your project need outside help? You’ll need to consider a few things before making your pitch to the necessary senior leadership and actually bringing in an outside consultant. Here, we cover some key considerations.
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.
This two-part article will provide you with some insight into some of the most frustrating aspects that vendors experience when they attempt to decipher the hieroglyphics found in the proposal documents. The first part will focus on the content of the RFP.
RFPs are a double-edged sword for many vendors. In the first article, we looked at the challenges with layout and content. In this second installment, we look at the challenges vendors experience in the process from the point they are made aware of the RFP to the submission of the bid.
Procurement management is one of the knowledge areas in PMBOK, but procurements for large computer systems or multi-year projects can easily take on a life of their own. This article will provide guidelines for issues that are unique to a procurement project. Ensuring that these guidelines are followed (or at least considered) by the appropriate stakeholder will assist the PM in successfully completing the procurement so that the real work can begin.
What comes to mind when you ponder the possibility of engaging a consultant? Dread or excitement? The high cost or opportunity for growth? Most of us have heard good things and bad things about using consultants, most of which are true.
Software is built on a variety of assumptions, and we need to understand what those assumptions are--and work around them in defining how we use the software. With so many options in the marketplace, how do you decide what’s good and what’s not? How do you navigate the promises of software vendors to know what you should be looking for, and how do you decide what will actually work for you?