Introduction to Outsourcing for the Project Management Professional

Business globalization, combined with the relentless change of new technologies, continues to challenge our ability to adequately manage enterprise computing activities. Past efforts used to control various aspects of system integration are no longer effective in diverse and complex information environments today. The need for more competent technical project management is critical to the survival of those organizations that rely largely on the benefits of information technology.

Effective project management is a formidable effort, and in comparison to other IS-related activities, is often shrouded with perceptions rather than seen as a set of management principles adjacent. It 's still surprising to find that many IS professionals often ignore the basics in an attempt to formalize a unified approach to manage the various aspects associated with technical projects.

The successful delivery of applications takes longer has a firm grasp of the principles that are germane to the process of project management. Experience is professionals have learned to apply the basic concepts regardless of the project. At the same time, it is equally important to recognize the differences in scale of the project, not blind adherence to rules. The cost of ignoring the principles of proper administration is typically disastrous, and in many cases also occurs in the program of a given project. Many professionals who fail to project management are both victims of rigid discipline and reckless experimentation.

A key component of project management is the ability to use human resources in achieving the objectives of application. Historically, acquiring the necessary skills to manage people had been less pronounced than having the skills to manage technical details. Although this may explain why professionals have struggled with human relations, is no longer acceptable to remain simply as the technical agent. Clearly, the most successful project managers have learned the art of working with different types of organizations, including suppliers, contractors and consultants. These important skills are not easily acquired and often need years of experience to grow.

The shortage of qualified professionals, as well as the need to focus on core competencies has driven many, if not all, organizations seek expertise beyond traditional boundaries. While the promises of outsourcing have been well identified, there are many issues that still require the expertise of project management. The simple outsourcing of technical tasks not guarantee success, either automatically ensures that the best interests of the project will be realized. Unfortunately, some IS professionals to abdicate their responsibilities when using external resources. This has caused many organizations to re-evaluate procedures when engaging in outsourcing activities. However, outsourcing will remain as a strong complement to the internal resources needed for application development. Understand the risks and rewards appropriate to the use of outsourcing is now a mandatory part of any management strategy of the project .......