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