“You have to consider whether
the vendor has worked in your
industry, who will be on your team
and whether that team is committed
to the success of your project,” Mr.
As organizations assess vendors,
they shouldn’t overlook cultural
nuances, either, adds Brigitte Cobb,
a London, England-based independent consultant currently working
with BMI Healthcare.
“Outsourcing is a change process,
and you can’t neglect the people side
of things,” she says. “If you have
cultural differences, issues are more
difficult to resolve.”
Once a vendor is chosen, Mr.
Dhingra suggests a multilayered gov-
“That level of governance is so
important,” he says. “It gives clients
an objective tool to evaluate the
project and the vendor relationship.”
Companies may also want to imple-
ment weekly or biweekly deliverables
along with daily access to system data
to track project progress from afar, Mr.
Fejes suggests. “Frequent deliverables
benefit both parties,” he says. “They
build trust, create a rhythm and ensure
everything is on track.”
No matter where an organiza-
tion decides to outsource projects, it
must be realistic about what it hopes
“There are no magic formulas for
choosing outsourcing vendors,” Mr.
Ryan says. “But if you are precise about
what you expect to gain, there will be
fewer surprises down the road.” PM