| When you offshore projects, one of the | | | | know "project management" the way you |
| key people you will interface with are | | | | may envision it just because of their |
| your first level leaders of the team | | | | titles. |
| offshore; this person may be called by | | | | When you launch a new project, one of |
| various titles - tech lead, module lead | | | | the first things you need to do is to |
| or project manager; some times the | | | | make sure that you understand the |
| module and tech leads report into a | | | | project management proficiency of this |
| project manager. | | | | group; if necessary, you need to augment |
| Many offshoring managers do not readily | | | | their project management skills by |
| realize that this person or group (tech | | | | providing "supplementary project |
| lead and project manger) holds the key | | | | management." You can approach this |
| to their success; the are responsible | | | | several ways - you may decide to take |
| for meeting not only the technical | | | | responsibility for some aspects of |
| requirements but the schedule and | | | | project management yourself or you can |
| quality requirements as well; | | | | arrange to train the offshore staff. In |
| individually or as a group they | | | | addition to the theoretical aspects of |
| constitute the first level management | | | | this, they should become well grounded |
| with deep understanding of what is | | | | in the terminology and business |
| really occurring. | | | | practices unique to your organization. |
| This group tends to be more technical | | | | This step is in addition to your working |
| and less "project management" oriented; | | | | with vendor managers in their hierarchy; |
| also the titles and responsibilities | | | | this part usually happens; but |
| vary with each vendor you work with; so | | | | supplementary project management often |
| also the competency levels of these | | | | does not. |
| individuals. You cannot assume that they | | | | |