Managing Outsource/Offshore Projects

Code: 2527

3 days

List Tuition : $1,495.00 USD

Course Overview

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The vast majority of outsourced projects are new development or full scopeevents. There are, however, opportunities for outsourcing to provide legacyapplication re-engineering, ongoing maintenance, prototyping and even limitedelement construction. Have we sent too much of the project offshore, when asmaller portion might have been okay? Should we initially use outsourcing as away to learn about project dynamics and opportunity possibilities? Developingthe right plan for your project while preparing for the challenges will make forproject success on your outsource activities.

Outsourcing requires a continuous review of success and failure. You must beprepared to assess the situation throughout each step of the process. In thisinteractive workshop, you'll develop the skills and receive the tools necessaryto achieve results. Case studies facilitated by your instructor will give youthe practice needed to prepare for the real thing.

Certification:

Certified Outsource/Offshore Project Manager (COOPM)

Anyone who needs to accurately understand and manage the role of diverse, remote, cross-cultural teams, including management responsible for outsourced engagements, project managers and project quality managers, testers, IT auditors/managers/directors, business analysts (BAs), operations managers/directors

  • Accurately measure the cost vs. the benefits on any outsourced project
  • Mechanics of cross-cultural teamwork and how to integrate them on yourprojects
  • How your weaknesses that you compensated for now have to be addressedwhen projects are outsourced
  • Why successful outsourcing is not driven by contractual stipulations(these are remedial measures)
  • Importance of ownership responsibilities being clearly defined
  • Different communication mediums available and why multiple trips might benecessary
  • Why onshore contracts from outsource providers does not deliver betterresults
  • How project management involves three plans, each intertwined with theother (outsourcer-client-collaborative plans)
  • That outsourcing requires onshore investment in details that would havebeen compensated for through local understanding
  • That a "word" does not necessarily mean "the word"
  • Why failure propensity in outsourcing is directly attributable to mutualmisunderstanding and lack of outsourcing knowledge and experience
  • Establish realistic expectations beyond cost savings
  • What portion of work to outsource and what portion to retain
  • Warning signs of things going wrong and techniques for dealing with themearly
  • Cultural benefits that add value to all team members
  • When owning offshore may be the answer to success and when it is not theanswer for your situation
  • How to pick the right project and techniques for ensuring its success
  • Form-specific measures that monitor outsourced projects
  • Key steps to becoming an effective Outsource/Offshore Project Manager
  • How Outsource/Offshore Project Management can be a team event and whythat matters

1. Project Component Ownership

  • Client Side Components
  • Outsourcer Provide Components
  • Joint Components
    • Collaboratively Constructed & Owned

2. Project Synchronization Establishing Balance

  • Client Project Management
  • Merging Your PM with Outsourced PM
  • Synchronization of Time & Delivery
  • Defining Delivery

3. Project Metrics

  • Establishing Goals
  • Agreeing Upon Measurement Sources
  • Measurement Reconciliation and Reporting
  • Using Metrics to Support PM

4. Project Communications: Construction/V&V/Delivery Periods

  • Understanding the Client Role
  • Defind & Convey Expectations (w/Detail)
  • Ask for What You Want
  • Focus on 'What' not 'How' (but be inquisitive)
  • Jointly Engineered Communication Model
  • Mistakes in Communications

5. Pre- and Post-Delivery Outsourcer Tasks

  • Project Management
  • Artifact & Component Construction/Qualification/Delivery
  • Application of Professional Expertise
  • Insure Client Input Adequacy

6. Pre- and Post-Delivery Client Tasks

  • Qualified Specifications
  • Inquiry & Dialog Availability
  • Qualification of Received Artifacts & Components
  • Timely and Complete Feedback

7. Harmony through Touchbacks

  • Communication Framework Value
  • Healthy Boundaries
  • Coordination of Effort
  • Real-time Visibility vs. Status Reporting
  • Asking the Question.

8. Recognizing Cultural & Work Differences

  • Paradigm Variances
  • How Much Do You Mandate
  • Impact on End Results
  • Utilizing Differences to Enjoy the Project Experience

9. Managing for Success

  • Meeting Client (your) Obligations
  • Measuring Progress
  • Maintaining Healthy Communications
  • Managing Delivery & Implementation

Exercises:

Exercise 1: Teams and Project Management

Exercise 2: Communications

Exercise 3: Managing Remotely

Exercise 4: Cultural Differences

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