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13 Managing An Outsourced Project

The document discusses managing outsourced software projects. It emphasizes that the client must actively manage the project rather than taking a hands-off approach. This includes constantly communicating goals, re-estimating the work, building relationships with the vendor's management and project team, collaborating on scope and design, and maintaining oversight of the project schedule and quality. The client cannot blindly trust the vendor and is still responsible for ensuring the project's success.

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Alnoor Ibrahim
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21 views11 pages

13 Managing An Outsourced Project

The document discusses managing outsourced software projects. It emphasizes that the client must actively manage the project rather than taking a hands-off approach. This includes constantly communicating goals, re-estimating the work, building relationships with the vendor's management and project team, collaborating on scope and design, and maintaining oversight of the project schedule and quality. The client cannot blindly trust the vendor and is still responsible for ensuring the project's success.

Uploaded by

Alnoor Ibrahim
Copyright
© © All Rights Reserved
We take content rights seriously. If you suspect this is your content, claim it here.
Available Formats
Download as PDF, TXT or read online on Scribd
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Applied Software Project Management

Applied Software Project


Management
Managing an Outsourced Project

http://www.stellman-greene.com 1 Andrew Stellman & Jennifer Greene


Applied Software Project Management

Prevent Project Failure


Don’t be a hands-off client
Constantly communicate project goals
The vendor’s goals always differ from the clients
Don’t expect the team to ignore the vendor’s goals
Work with the team to establish the goals of the
project as an equal or greater priority
Transparency is especially important in an
outsourced project.

http://www.stellman-greene.com 2 Andrew Stellman & Jennifer Greene


Applied Software Project Management

Estimate the Work


Vendors often estimate the work as part
of contract negotiation
This happens before the team is assigned.
When the project team is assembled, it
may be necessary to re-estimate the work.
Unrealistic estimates cause projects to fail.

http://www.stellman-greene.com 3 Andrew Stellman & Jennifer Greene


Applied Software Project Management

Actively Manage the Project


A hands-off project manager is usually
surprised when the software is delivered
And the surprise is never a pleasant one.
It’s not enough to just have weekly
status meetings with no follow-up
Project managers need to know the team.
Just like an in-house project!

http://www.stellman-greene.com 4 Andrew Stellman & Jennifer Greene


Applied Software Project Management

The Vendor’s Management


Build a relationship with the vendor’s
management
If they don’t support the project manager’s
goals or trust his decisions, the project will
likely fail.
Don’t allow the vendor’s escalation
process to interfere with the project.
Make sure the management at the vendor
recognizes and rewards good work.

http://www.stellman-greene.com 5 Andrew Stellman & Jennifer Greene


Applied Software Project Management

The Project Team


Build a relationship with the team
A project manager doesn’t have the same
kind of relationship with the team that he
would with a team in his own organization.
The project manager isn’t always right! The
team does not report to him.
Gain credibility by making good decisions.

http://www.stellman-greene.com 6 Andrew Stellman & Jennifer Greene


Applied Software Project Management

Collaborate With the Vendor


Plan and manage the project scope
The project starts with a scope and a
budget.
• As opposed to an in-house project, which starts
with a set of known resources.
Plan for knowledge transfer.
Recognize that success for the project
manager and success for the vendor are
often two different things.

http://www.stellman-greene.com 7 Andrew Stellman & Jennifer Greene


Applied Software Project Management

Maintain Tracking and Oversight


Don’t depend on the vendor to maintain
the project plan and project schedule
When a project manager is responsible for
the project, he must keep track of its status
himself.
Hold reviews and inspections
Use a collaborative inspection process that
has been optimized for outsourced
projects.

http://www.stellman-greene.com 8 Andrew Stellman & Jennifer Greene


Applied Software Project Management

Design and Programming


Don’t delegate the entire design and
programming of the project to the
vendor
Establish design constraints early on.
If possible, design the software in-house,
or in collaboration with the vendor.
Monitor the code base using code reviews
and project automation.

http://www.stellman-greene.com 9 Andrew Stellman & Jennifer Greene


Applied Software Project Management

Software Quality
Take responsibility for the quality of the
software
Quality is not just another deliverable that
can be bought and paid for.
Don’t make decisions that undercut the QA
team.
Ensure that adequate time and budget is
allocated for test planning and execution.

http://www.stellman-greene.com 10 Andrew Stellman & Jennifer Greene


Applied Software Project Management

Don’t Blindly Trust the Vendor


Even though individual team members may
have certifications or degrees, it doesn’t
mean that they are competent.
Just because the vendor’s organization is
certified, that doesn’t guarantee that they
know better than you do how to run your
project.
Don’t be intimidated by the vendor’s
pedigree. If something on the project looks
wrong, it probably is!

http://www.stellman-greene.com 11 Andrew Stellman & Jennifer Greene

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