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13 Managing An Outsourced Project

The document provides guidelines for managing outsourced software projects, emphasizing the importance of active involvement, communication, and transparency between the client and vendor. It highlights the need for realistic work estimates, strong relationships with both the vendor's management and project team, and maintaining oversight of project quality and progress. Additionally, it warns against blindly trusting vendors and stresses the project manager's responsibility for the project's success.

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natasha muunganirwa
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11 views11 pages

13 Managing An Outsourced Project

The document provides guidelines for managing outsourced software projects, emphasizing the importance of active involvement, communication, and transparency between the client and vendor. It highlights the need for realistic work estimates, strong relationships with both the vendor's management and project team, and maintaining oversight of project quality and progress. Additionally, it warns against blindly trusting vendors and stresses the project manager's responsibility for the project's success.

Uploaded by

natasha muunganirwa
Copyright
© © All Rights Reserved
We take content rights seriously. If you suspect this is your content, claim it here.
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Download as PPT, 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
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
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
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
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
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
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
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
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
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
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

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