暨南大学项目管理chapter12outsourcingmanaginginterorganizationalrelations

1、 管理学院 school of management 佟瑞 edward tong， mpm，mba2021-10-211edward tongcopyright reserved jinan university outsourcing: managing interorganizational relationschapter twelve copyright 2011 by the mcgraw-hill companies, inc. all rights reserved.mcgraw-hill/irwin123where we are now124introduction to p

2、roject partnering partnering a process of transforming contractual arrangements into a cohesive, collaborative team that deals with issues and problems encountered to meet a customers needs. assumes that the traditional adversarial relationship between the owner and contractor is ineffective and sel

3、f-defeating. assumes that both parties share common goals and mutually benefit from the successful completion of projects. factors favoring partnering: existence of common goals high costs of the adversarial approach shared benefits of the collaborative approach125reclining chair projectfigure 12.11

4、26outsourcing project work advantages cost reduction faster project completion high level of expertise flexibility disadvantages coordination breakdowns loss of control interpersonal conflict security issues127best practices in outsourcing project workfigure 12.2 well-defined requirements and proced

5、ures. extensive training and team-building activities. well-established conflict management processes in place. frequent review and status updates. co-location when needed. fair and incentive-laden contracts. long-term outsourcing relationships.128key differences between partnering and traditional a

6、pproaches to managing contracted relationshipstable 12.1partnering relationshipsmutual trust forms the basis for strong working relationships.shared goals and objectives ensure common direction.joint project team exists with high level of interaction.open communications avoid misdirection and bolste

7、r effective working relationships.long-term commitment provides the opportunity to attain continuous improvement.traditional practices suspicion and distrust; each party is wary of the other.each partys goals and objectives, while similar, are geared to what is best for them.independent project team

8、s; teams are spatially separated with managed interactions.communications are structured and guarded.single project contracting is normal.129key differences between partnering and traditional approaches (contd)table 12.1 (contd)partnering relationshipsobjective critique is geared to candid assessmen

9、t of performance.access to each others organization resources is available. total company involvement requires commitment from ceo to team members.integration of administrative systems equipment takes place.risk is shared jointly among the partners, encouraging innovation and continuous improvement.

10、traditional practices objectivity is limited due to fear of reprisal and lack of continuous improvement opportunity. access is limited with structured procedures and self-preservation taking priority over total optimization.involvement is normally limited to project-level personnel.duplication and/o

11、r translation takes place with attendant costs and delays.risk is transferred to the other party.1210strategies for communicating with outsourcersstrategy 1: recognize cultural differencesstrategy 2: choose the right wordsstrategy 3: confirm your requirementsstrategy 4: set deadlines1211project part

12、nering charterfigure 12.21212preproject activitiessetting the stage for successful 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 s

13、takeholders expand the partnership commitment to include other key managers and specialists.1213project 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

14、the same location. establish mechanisms that will ensure the relationship withstands problems and setbacks. problem resolution continuous improvement joint evaluation persistent leadership1214project completioncelebrating success conduct a joint review of accomplishments and disappointments. hold a

15、celebration for all project participants. recognize special contributions.1215figure 12.4sample partnering evaluation1216why project partnering efforts fail causes of partnering failures senior management fails to address problems or does not empower team members to solve problems. cultural differen

16、ces are not adequately dealt with such that a common team culture 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 contract

17、ors participating in the partnering relationship.1217advantages of long-term partnerships reduced administrative costs more efficient utilization of resources improved communication improved innovation improved performance1218the art of negotiating project management is not a contest. everyone is on

18、 the same sideours. everyone is bound by the success of the project. 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 criteriatable 12.21219the art of

19、negotiating (contd) dealing with unreasonable people if pushed, 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 negotiat

20、ed agreement (batna) concept to work toward a win/win scenario.1220managing 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 expe

21、ctations and met-performance perceptions. satisfaction is a perceptual relationship:perceived performanceexpected performance project managers must be skilled at managing both customer expectations and perceptions.1221the met-expectations model of customer satisfactionfigure 12.50.90dissatisfied =pe

22、rceived performanceexpected performance =1.10very satisfied when performance falls short of expectations (ratio 1), the customer is very satisfied or even delighted.1222managing customer relations (contd) managing customer expectations dont oversell the project; better to undersell. develop a well-d

23、efined project scope statement. share significant problems and risks. keep everyone informed about the projects progress. involve customers early in decisions about project development changes. handle customer relationships and problems in an expeditious, competent, and professional manner. speak wi

24、th one voice. speak the language of the customer.1223project roles, challenges, and strategiestable 12.3project manager roles entrepreneur politician friend marketer coach challenges navigate unfamiliar surroundings understand two diverse cultures (parent and client organization) determine the impor

25、tant relationships to build and sustain outside the team itself understand the strategic objectives of the client organization motivate client team members without formal authority strategies use persuasion to influence others align with the powerful individualsidentify common interests and experien

26、ces to bridge a friendship with the client align new ideas/proposals with the strategic objectives of the client organization provide challenging tasks to build the skills of the team members 1224key termsbest alternative to a negotiated agreement (batna)co-locationescalationmet-expectations modelou

27、tsourcingpartnering charterprincipled negotiationchapter 12.1 appendixcontract management1226procurement management process1. planning purchases and acquisitions2. planning contracting3. requesting seller responses4. selecting sellers5. administering the contract6. closing the contract1227contract a

28、 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 out the conditions of its operations. defines rights of the parties to each other. grants

29、remedies to a party if the other party breaches its transactional obligations.1228types of contracts fixed-price (fp) contract or lump-sum agreement the contractor with the lowest bid agrees to perform all work specified in the contract at a fixed price. the disadvantage for owners is that it is mor

30、e difficult and more costly to prepare. the primary disadvantage for contractors is the risk of underestimating project costs. contract adjustments: redetermination provisions performance incentives1229types of contracts (contd) cost-plus contracts the contractor is reimbursed for all direct allowab

31、le 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 to contain costs. controls on contractors: performance and schedule incentives costs-sharing

32、 clauses1230contract type versus riskfigure a12.11231contract changes contract change control system defines the process by which a contracts authorized scope (costs and activities) may be modified: paperwork tracking systems dispute resolution procedures approval levels necessary for authorizing ch

33、anges 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. insuranced. constructione. retail2021-10-21edward tongcopyright reserved jinan university 322. t

34、he 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. outsourcing2021-10-21edward tongcopyright reserved jinan university 333. when you call your internet pr

35、ovider 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 service2021-10-21edward tongcopyright reserved jinan university 344.which of the following

36、is not a potential part of the outsourcing concept? a. computersb. faxesc. computer-aided design systemsd. video teleconferencinge. all the above are correct2021-10-21edward tongcopyright reserved jinan university 355. advantages of outsourcing project work may likely include all of the following ex

37、cept a. shortened project completionb. reduced costsc. higher level of expertised. reduced conflicte. increased flexibility2021-10-21edward tongcopyright reserved jinan university 366.disadvantages of outsourcing project work may likely include all of the following except a. increased conflictb. coo

38、rdination breakdownsc. increased costsd. loss of controle. more internal morale issues2021-10-21edward tongcopyright reserved jinan university 377.the driving motive for increasing the use of outsourcing on projects was: a. reducing the trade deficitb. reducing costsc. improving international salesd

39、. making products more international in designe. securing technology that was not available domestically 2021-10-21edward tongcopyright reserved jinan university 388.recent outsourcing trends have shown an increasing emphasis on the suppliers for all of the following except: a. further cost reductio

40、nsb. increased quality of work performedc. increased ability to collaborated. increased ability to work togethere. all of these are recent trends2021-10-21edward tongcopyright reserved jinan university 399. key practices in partnering relationships include: a. single project contractingb. goals and

41、objectives are similarc. access to each others organizational resourcesd. both b and c are correcte. a, b, and c are all correct2021-10-21edward tongcopyright reserved jinan university 4010.in the competing against the giants snapshot from practice, satt control uses which of the following to succes

42、sfully 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 correct2021-10-21edward tongcopyright reserved jinan university 4111. which of the followi

43、ng is not a key to successful partnering relationships? a. mutual trustb. jointly shared riskc. total company involvementd. independent project teamse. long-term commitment2021-10-21edward tongcopyright reserved jinan university 4212. which of the following is part of the traditional project process

44、? a. structured communicationsb. long-term commitmentc. total company involvementd. both a and b are correcte. a, b, and c are all correct2021-10-21edward tongcopyright reserved jinan university 4313.the traditional project process includes all of the following except: a. independent project teamsb.

45、 shared goals and objectivesc. single project teamsd. risk is transferred to the other partye. limited objectivity2021-10-21edward tongcopyright reserved jinan university 4414.which of the following did the state of ohio do before starting a bond-financed school construction project? a. create a spe

46、cific 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 correct2021-10-21edward tongcopyright reserved jinan university 4515. best practices in outsourcing project work include all the follow

47、ing 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 2021-10-21edward tongcopyright reserved jinan university 4616.in the snapshot from p

48、ractice 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 requirementse. set deadlines2021-10-21edward tongcopyr

49、ight reserved jinan university 4717.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 they build a prototyped. both a and c are correcte. a, b

50、, and c are all correct2021-10-21edward tongcopyright reserved jinan university 4818. the result of teambuilding among the projects participants is a: a. signed contractb. legal partnership agreementc. project pland. partnering chartere. responsibility matrix2021-10-21edward tongcopyright reserved j

51、inan university 4919.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 the schedules that the outsourcer is not aware

52、 of2021-10-21edward tongcopyright reserved jinan university 5020.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 c are all correct2021-10-21edward tongcopyrig

53、ht reserved jinan university 5121.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 innovation2021-10-21edward tongcopyright reserve

54、d jinan university 5222.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 correct2021-10-21edward tongcopyright reserved

55、jinan university 5323.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, and c are all correct2021-10-21edward

56、 tongcopyright reserved jinan university 5424in 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.s.ae. department of education2021-10-

57、21edward tongcopyright reserved jinan university 5525. 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 the probleme. invent options for mut

58、ual gain2021-10-21edward tongcopyright reserved jinan university 5626.customer satisfaction can be quantitified by: a. perceived performance divided by actual performanceb. actual performance divided by expected performancec. perceived performance divided by expected performanced. actual performance

59、 divided by perceived performancee. expected performance divided by actual performance2021-10-21edward tongcopyright reserved jinan university 5727.which of the following is a part of the noncompetitive view of negotiation? a. reaching an agreementb. implementation phasec. review of the completed projectd. both a and b are correcte. a, b, and c are all correct2021-10-21edward tongcopyright reserved jinan university 5828.