暨南大学《项目管理》chapter12outsourcingmanaginginterorganizationalrelations

1、管理学院 School of Management,佟瑞 Edward Tong， MPM，MBA,2020/12/19,1,Edward TongCopyright reserved Jinan University,123,Where We Are Now,124,Introduction to Project Partnering,Partnering A process of transforming contractual arrangements into a cohesive, collaborative team that deals with issues and probl

2、ems encountered to meet a customers needs. Assumes that the traditional adversarial relationship between the owner and contractor is ineffective and self-defeating. Assumes that both parties share common goals and mutually benefit from the successful completion of projects. Factors favoring partneri

3、ng: Existence of common goals High costs of the adversarial approach Shared benefits of the collaborative approach,125,Reclining Chair Project,FIGURE 12.1,126,Outsourcing Project Work,Advantages Cost reduction Faster project completion High level of expertise Flexibility,Disadvantages Coordination b

4、reakdowns Loss of control Interpersonal conflict Security issues,127,Best Practices in Outsourcing Project Work,FIGURE 12.2,Well-defined requirements and procedures. Extensive training and team-building activities. Well-established conflict management processes in place. Frequent review and status u

5、pdates. Co-location when needed. Fair and incentive-laden contracts. Long-term outsourcing relationships.,128,Key Differences Between Partnering and Traditional Approaches to Managing Contracted Relationships,TABLE 12.1,129,Key Differences Between Partnering and Traditional Approaches (contd),TABLE

6、12.1 (contd),1210,Strategies for Communicating with Outsourcers,STRATEGY 1: Recognize cultural differences,STRATEGY 2: Choose the right words,STRATEGY 3: Confirm your requirements,STRATEGY 4: Set deadlines,1211,Project Partnering Charter,FIGURE 12.2,1212,Preproject ActivitiesSetting the Stage for Su

7、ccessful Partnering,Selecting a Partner(s) Voluntary, experienced, willing, with committed top management. Team Building: The Project Managers Build a collaborative relationship among the project managers. Team Building: The Stakeholders Expand the partnership commitment to include other key manager

8、s and specialists.,1213,Project ImplementationSustaining Collaborative Relationships,Establish a “we” as opposed to “us and them” attitude toward the project. Co-location: employees from different organizations work together at the same location. Establish mechanisms that will ensure the relationshi

9、p withstands problems and setbacks. Problem resolution Continuous improvement Joint evaluation Persistent leadership,1214,Project CompletionCelebrating Success,Conduct a joint review of accomplishments and disappointments. Hold a celebration for all project participants. Recognize special contributi

10、ons.,1215,FIGURE 12.4,Sample Partnering Evaluation,1216,Why Project Partnering Efforts Fail,Causes of Partnering Failures Senior management fails to address problems or does not empower team members to solve problems. Cultural differences are not adequately dealt with such that a common team culture

11、 develops. No formal evaluation process is in place to identify problems and opportunities at the operating level or to assess the current state of the partnering relationship. A lack of incentive for continuous improvement by contractors participating in the partnering relationship.,1217,Advantages

12、 of Long-term Partnerships,Reduced administrative costs More efficient utilization of resources Improved communication Improved innovation Improved performance,1218,The Art of Negotiating,Project management is NOT a contest. Everyone is on the same sideOURS. Everyone is bound by the success of the p

13、roject. Everyone has to continue to work together. Principled Negotiations Separate the people from the problem Focus on interests, not positions Invent options for mutual gain When possible, use objective criteria,TABLE 12.2,1219,The Art of Negotiating (contd),Dealing with Unreasonable People If pu

14、shed, dont push back. Ask questions instead of making statements. Use silence as a response to unreasonable demands. Ask for advice and encourage others to criticize your ideas and positions. Use Fisher and Urys best alternative to a negotiated agreement (BATNA) concept to work toward a win/win scen

15、ario.,1220,Managing Customer Relations,Customer Satisfaction The negative effect of dissatisfied customers on a firms reputation is far greater than the positive effect of satisfied customers. Every customer has a unique set of performance expectations and met-performance perceptions. Satisfaction i

16、s a perceptual relationship: Perceived performanceExpected performance Project managers must be skilled at managing both customer expectations and perceptions.,1221,The Met-Expectations Model of Customer Satisfaction,FIGURE 12.5,When performance falls short of expectations (ratio 1), the customer is

17、 very satisfied or even delighted.,1222,Managing Customer Relations (contd),Managing Customer Expectations Dont oversell the project; better to undersell. Develop a well-defined project scope statement. Share significant problems and risks. Keep everyone informed about the projects progress. Involve

18、 customers early in decisions about project development changes. Handle customer relationships and problems in an expeditious, competent, and professional manner. Speak with one voice. Speak the language of the customer.,1223,Project Roles, Challenges, and Strategies,TABLE 12.3,1224,Key Terms,Best a

19、lternative to a negotiated agreement (BATNA) Co-location Escalation Met-expectations model Outsourcing Partnering charter Principled negotiation,Chapter 12.1 Appendix,Contract Management,1226,Procurement Management Process,Planning purchases and acquisitions Planning contracting Requesting seller re

20、sponses Selecting sellers Administering the contract Closing the contract,1227,Contract,A formal agreement between two parties wherein the contractor obligates itself to perform a service and the client obligates itself to do something in return. Defines the responsibilities of the parties, spells o

21、ut the conditions of its operations. Defines rights of the parties to each other. Grants remedies to a party if the other party breaches its transactional obligations.,1228,Types of Contracts,Fixed-Price (FP) Contract or Lump-sum Agreement The contractor with the lowest bid agrees to perform all wor

22、k specified in the contract at a fixed price. The disadvantage for owners is that it is more difficult and more costly to prepare. The primary disadvantage for contractors is the risk of underestimating project costs. Contract adjustments: Redetermination provisions Performance incentives,1229,Types

23、 of Contracts (contd),Cost-Plus Contracts The contractor is reimbursed for all direct allowable costs (materials, labor, travel) plus an additional prior-negotiated fee (set as a percentage of the total costs) to cover overhead and profit. Risk to client is in relying on the contractors best efforts

24、 to contain costs. Controls on contractors: Performance and schedule incentives Costs-sharing clauses,1230,Contract Type versus Risk,FIGURE A12.1,1231,Contract Changes,Contract Change Control System Defines the process by which a contracts authorized scope (costs and activities) may be modified: Pap

25、erwork Tracking systems Dispute resolution procedures Approval levels necessary for authorizing changes Best practice is the inclusion of change control system provisions in the original contract.,1.,Contracting project work has long been the norm in the _ industry.A.TelecommunicationsB.FinancialC.I

26、nsuranceD.ConstructionE.Retail,2020/12/19,Edward TongCopyright reserved Jinan University,32,2.,The process for the transferring of business functions or processes to other, often foreign, companies has traditionally been known as:A.SubcontractingB.DownsizingC.PartneringD.Joint ventureE.Outsourcing,2

27、020/12/19,Edward TongCopyright reserved Jinan University,33,3.,When you call your Internet provider to solve a technical problem and you end up talking to a technician in India or Romania, you have just experienced:A.TelecommunicationsB.PartneringC.OutsourcingD.Service shiftE.Bilingual customer serv

28、ice,2020/12/19,Edward TongCopyright reserved Jinan University,34,4.,Which of the following is not a potential part of the outsourcing concept?A.ComputersB.FaxesC.Computer-aided design systemsD.Video teleconferencingE.All the above are correct,2020/12/19,Edward TongCopyright reserved Jinan University

29、,35,5.,Advantages of outsourcing project work may likely include all of the following exceptA.Shortened project completionB.Reduced costsC.Higher level of expertiseD.Reduced conflictE.Increased flexibility,2020/12/19,Edward TongCopyright reserved Jinan University,36,6.,Disadvantages of outsourcing p

30、roject work may likely include all of the following exceptA.Increased conflictB.Coordination breakdownsC.Increased costsD.Loss of controlE.More internal morale issues,2020/12/19,Edward TongCopyright reserved Jinan University,37,7.,The driving motive for increasing the use of outsourcing on projects

31、was:A.Reducing the trade deficitB.Reducing costsC.Improving international salesD.Making products more international in designE.Securing technology that was not available domestically,2020/12/19,Edward TongCopyright reserved Jinan University,38,8.,Recent outsourcing trends have shown an increasing em

32、phasis on the suppliers for all of the following except:A.Further cost reductionsB.Increased quality of work performedC.Increased ability to collaborateD.Increased ability to work togetherE.All of these are recent trends,2020/12/19,Edward TongCopyright reserved Jinan University,39,9.,Key practices i

33、n partnering relationships include:A.Single project contractingB.Goals and objectives are similarC.Access to each others organizational resourcesD.Both B and C are correctE.A, B, and C are all correct,2020/12/19,Edward TongCopyright reserved Jinan University,40,10.,In the Competing against the Giant

34、s Snapshot from Practice, SATT Control uses which of the following to successfully compete against much larger competitors?A.Excellent project managementB.Acts as a system integratorC.Using the same subsystem vendors again and againD.Both A and B are correctE.A, B, and C are all correct,2020/12/19,E

35、dward TongCopyright reserved Jinan University,41,11.,Which of the following is not a key to successful partnering relationships?A.Mutual trustB.Jointly shared riskC.Total company involvementD.Independent project teamsE.Long-term commitment,2020/12/19,Edward TongCopyright reserved Jinan University,42

36、,12.,Which of the following is part of the traditional project process?A.Structured communicationsB.Long-term commitmentC.Total company involvementD.Both A and B are correctE.A, B, and C are all correct,2020/12/19,Edward TongCopyright reserved Jinan University,43,13.,The traditional project process

37、includes all of the following except:A.Independent project teamsB.Shared goals and objectivesC.Single project teamsD.Risk is transferred to the other partyE.Limited objectivity,2020/12/19,Edward TongCopyright reserved Jinan University,44,14.,Which of the following did the state of Ohio do before sta

38、rting a bond-financed school construction project?A.Create a specific RFP (request for proposal)B.Have a dress rehearsalC.Reviews the performance of contractors on past projectsD.Both A and C are correctE.A, B, and C are all correct,2020/12/19,Edward TongCopyright reserved Jinan University,45,15.,Be

39、st practices in outsourcing project work include all the following except:A.Well defined requirements and proceduresB.Training and teambuilding activitiesC.Well established conflict management processesD.Frequent reviews and status updatesE.All of these are best practices,2020/12/19,Edward TongCopyr

40、ight reserved Jinan University,46,16.,In the Snapshot from Practice Strategies for Communicating with Outsourcers, which of the following was not one of the suggested strategies?A.Recognize cultural differencesB.Use a translator to make sure everyone understandsC.Choose the right wordsD.Confirm your

41、 requirementsE.Set deadlines,2020/12/19,Edward TongCopyright reserved Jinan University,47,17.,To make sure that an outsourcer thoroughly understands your requirements you should:A.Document your conversations in writingB.Insist that the outsourcer write the requirements in their own wordsC.Request th

42、ey build a prototypeD.Both A and C are correctE.A, B, and C are all correct,2020/12/19,Edward TongCopyright reserved Jinan University,48,18.,The result of teambuilding among the projects participants is a:A.Signed contractB.Legal partnership agreementC.Project planD.Partnering charterE.Responsibilit

43、y matrix,2020/12/19,Edward TongCopyright reserved Jinan University,49,19.,To avoid problems with schedules and deadlines you should:A.Develop detailed schedulesB.Hold frequent status reviewsC.Add a penalty clause to the contractD.Hold frequent conversations with the outsourcerE.Build extra time into

44、 the schedules that the outsourcer is not aware of,2020/12/19,Edward TongCopyright reserved Jinan University,50,20.,Among the many advantages for establishing long-term partnerships are:A.Reduced administrative costsB.Improved performanceC.Improved communicationD.B and C are both correctE.A, B, and

45、C are all correct,2020/12/19,Edward TongCopyright reserved Jinan University,51,21.,Long-term partnerships will provide all the following except:A.Improved communicationB.More efficient utilization of resourcesC.Reduced need for total number of partnershipsD.Lower administrative costsE.Improved innov

46、ation,2020/12/19,Edward TongCopyright reserved Jinan University,52,22.,Teambuilding between partners should:A.Include engineers, architects, lawyers, specialists and other staffB.Be facilitated by an outside consultantC.Not take more than one dayD.A and B are both correctE.A, B, and C are all correc

47、t,2020/12/19,Edward TongCopyright reserved Jinan University,53,23.,Which of the following would be included in best practices in outsourcing project work?A.Establishing long-term relationshipsB.Include financial incentivesC.Reduce costs by using tried and true methodsD.A and B are both correctE.A, B

48、, and C are all correct,2020/12/19,Edward TongCopyright reserved Jinan University,54,24,In the Snapshot from Practice dealing with the Value Engineering Awards program, which branch of the U.S. government was involved?A.Department of DefenseB.Department of CommerceC.Department of TransportationD.N.A

49、.S.AE.Department of Education,2020/12/19,Edward TongCopyright reserved Jinan University,55,25.,Which of the following is not one of the key points of principled negotiation?A.Use objective criteria when possibleB.Be honest and forthrightC.Focus on interests, not positionsD.Separate the people from t

50、he problemE.Invent options for mutual gain,2020/12/19,Edward TongCopyright reserved Jinan University,56,26.,Customer satisfaction can be quantitified by:A.Perceived performance divided by actual performanceB.Actual performance divided by expected performanceC.Perceived performance divided by expecte

51、d performanceD.Actual performance divided by perceived performanceE.Expected performance divided by actual performance,2020/12/19,Edward TongCopyright reserved Jinan University,57,27.,Which of the following is a part of the noncompetitive view of negotiation?A.Reaching an agreementB.Implementation p

52、haseC.Review of the completed projectD.Both A and B are correctE.A, B, and C are all correct,2020/12/19,Edward TongCopyright reserved Jinan University,58,28.,Which of the following is suggested as the best target for a customer satisfaction ratio?A.1.00B.1.05C.1.10D.1.20E.1.50,2020/12/19,Edward TongCopyright reserved Jinan University,59,29.,In the research highlight on IT pro