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