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    Russian    Spanish   
Access: All    Free    Premium   
Sort By: Newest    Title   

41 items found

Page: 1 2 3 4 5 next>

Offshore Analysis

by Sunil Sharma

A recently published study says that the IT outsourcing landscape is changing in surprising ways.

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.

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.

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.

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?

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.

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?

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?

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.

ADVERTISEMENT

Page: 1 2 3 4 5 next>

ADVERTISEMENTS

"Diplomacy is the art of saying 'Nice doggie' until you can find a rock."

- Will Rogers

ADVERTISEMENT

Sponsors