o;ce project management playbook they might have
used with vendors a decade ago. Instead of handing
the vendor rigid project plans with prede;ned speci-;cations and deadlines, Mr. Khanna says, they should
approach project management as a collaborative
process. ;at means involving the vendor in project
planning and creating avenues for frequent communication with the project team so problems can be
addressed before they derail progress.
“Each phase of the project must be planned
in consultation with the vendor team, not just
imposed upon them,” he says.
Organizations also have to engage o;shore vendors much earlier in the project planning stage
and use this time to build relationships, says Mike
Gretczko, principal at Deloitte Consulting LLP
in New York, New York, USA, a PMI Global
Executive Council member. In the past, outsourced
project plans were established with little or no feedback from the vendor, which would then be held
accountable for executing project tasks on schedule.
;at often led to con;ict.
“Now the project management process is much
softer,” Mr. Gretczko says. “Outsourced project
plans still have milestones and schedules, but it is a
more collaborative process.”
Instead of focusing on speci;c tasks vendors must
complete, organizations need to view them as stra-
tegic partners who can execute a project without
being micromanaged. “;at takes a more mature
project management approach,” Mr. Gretczko says.
Such an approach can be more time-consuming,
but it builds trust. “;e old way of managing these
projects didn’t result in success. You need to build
trust so you can focus on moving toward common
goals,” he says.
ware solutions provider, Zurich, Switzerland. Many
organizations that laid workers o; and stopped
investing in IT teams during the global recession
are now eager to leverage new technologies to grow
their business and meet customer needs, he says.
“;ey know that cloud, big data, digital and
mobile will take them to the next level—but they
don’t have the talent in-house to deliver these projects,” Mr. Fejes says.
Many nimble organizations are avoiding the time-intensive process of building project teams for speci;c projects by outsourcing projects instead. ;e
result: O;shore vendors can now point to globally
recognized products they have built—“highly complex and large projects, including full-;edged product development,” Mr. Khanna says. ;at gives other
organizations the con;dence to outsource additional
projects involving innovative, advanced technologies.
COLLABORATE, DON’ T DICTATE
When outsourcing high-value projects supporting
expansion into new business domains and technologies, however, companies shouldn’t rely on the back-
Viewing vendors as strategic partn
mature project management appro
projects didn’t result in success. Yo
—Mike Gretczko, Deloitte Consulting LLP, New York, New York, USA