暨南大学《项目管理》chapter12outsourcingmanaginginterorganizationalrelations课件

管理学院

SchoolofManagement佟瑞EdwardTong，

MPM，MBA2022/12/131EdwardTong@CopyrightreservedJinanUniversity管理学院SchoolofManagement佟瑞暨南大学《项目管理》chapter12outsourcingmanaginginterorganizationalrelations课件12–3WhereWeAreNow12–3WhereWeAreNow12–4IntroductiontoProjectPartneringPartneringAprocessoftransformingcontractualarrangementsintoacohesive,collaborativeteamthatdealswithissuesandproblemsencounteredtomeetacustomer’sneeds.Assumesthatthetraditionaladversarialrelationshipbetweentheownerandcontractorisineffectiveandself-defeating.Assumesthatbothpartiessharecommongoalsandmutuallybenefitfromthesuccessfulcompletionofprojects.Factorsfavoringpartnering:ExistenceofcommongoalsHighcostsoftheadversarialapproachSharedbenefitsofthecollaborativeapproach12–4IntroductiontoProjectPa12–5RecliningChairProjectFIGURE12.112–5RecliningChairProjectFIG12–6OutsourcingProjectWorkAdvantagesCostreductionFasterprojectcompletionHighlevelofexpertiseFlexibilityDisadvantagesCoordinationbreakdownsLossofcontrolInterpersonalconflictSecurityissues12–6OutsourcingProjectWorkAd12–7BestPracticesinOutsourcingProjectWorkFIGURE12.2Well-definedrequirementsandprocedures.Extensivetrainingandteam-buildingactivities.Well-establishedconflictmanagementprocessesinplace.Frequentreviewandstatusupdates.Co-locationwhenneeded.Fairandincentive-ladencontracts.Long-termoutsourcingrelationships.12–7BestPracticesinOutsourc12–8KeyDifferencesBetweenPartneringandTraditionalApproachestoManagingContractedRelationshipsTABLE12.1PartneringRelationships

Mutualtrustformsthebasisforstrongworkingrelationships.Sharedgoalsandobjectivesensurecommondirection.

Jointprojectteamexistswith

highlevelofinteraction.

Opencommunicationsavoidmisdirectionandbolstereffectiveworkingrelationships.Long-termcommitmentprovidestheopportunitytoattaincontinuousimprovement.TraditionalPractices

Suspicionanddistrust;eachpartyiswaryoftheother.Eachparty’sgoalsandobjectives,whilesimilar,aregearedtowhatisbestforthem.Independentprojectteams;teamsarespatiallyseparatedwithmanagedinteractions.Communicationsarestructured

andguarded.Singleprojectcontractingisnormal.12–8KeyDifferencesBetweenPa12–9KeyDifferencesBetweenPartneringand

TraditionalApproaches…(cont’d)TABLE12.1(cont’d)PartneringRelationships

Objectivecritiqueisgearedtocandidassessmentofperformance.Accesstoeachother’sorganizationresourcesisavailable.TotalcompanyinvolvementrequirescommitmentfromCEOtoteammembers.Integrationofadministrativesystemsequipmenttakesplace.Riskissharedjointlyamongthepartners,encouraginginnovationandcontinuousimprovement.TraditionalPractices

Objectivityislimitedduetofearofreprisalandlackofcontinuousimprovementopportunity. Accessislimitedwithstructuredproceduresandself-preservation

takingpriorityovertotaloptimization.Involvementisnormallylimitedtoproject-levelpersonnel.Duplicationand/ortranslationtakesplacewithattendantcostsanddelays.Riskistransferredtotheotherparty.12–9KeyDifferencesBetweenPa12–10StrategiesforCommunicating

withOutsourcersSTRATEGY1:RecognizeculturaldifferencesSTRATEGY2:ChoosetherightwordsSTRATEGY3:ConfirmyourrequirementsSTRATEGY4:Setdeadlines12–10StrategiesforCommunicat12–11ProjectPartneringCharterFIGURE12.212–11ProjectPartneringCharte12–12PreprojectActivities—SettingtheStage

forSuccessfulPartneringSelectingaPartner(s)Voluntary,experienced,willing,

withcommittedtopmanagement.TeamBuilding:TheProjectManagersBuildacollaborativerelationshipamong

theprojectmanagers.TeamBuilding:TheStakeholdersExpandthepartnershipcommitmenttoincludeotherkeymanagersandspecialists.12–12PreprojectActivities—Set12–13ProjectImplementation—SustainingCollaborativeRelationshipsEstablisha“we”asopposedto“usandthem”attitudetowardtheproject.Co-location:employeesfromdifferentorganizationsworktogetheratthesamelocation.Establishmechanismsthatwillensuretherelationshipwithstandsproblemsandsetbacks.ProblemresolutionContinuousimprovementJointevaluationPersistentleadership12–13ProjectImplementation—Su12–14ProjectCompletion—CelebratingSuccessConductajointreviewofaccomplishments

anddisappointments.Holdacelebrationforallprojectparticipants.Recognizespecialcontributions.12–14ProjectCompletion—Celebr12–15FIGURE12.4SamplePartneringEvaluation12–15FIGURE12.4SamplePartner12–16WhyProjectPartneringEffortsFailCausesofPartneringFailuresSeniormanagementfailstoaddressproblemsordoesnotempowerteammemberstosolveproblems.Culturaldifferencesarenotadequatelydealtwith

suchthatacommonteamculturedevelops.Noformalevaluationprocessisinplacetoidentifyproblemsandopportunitiesattheoperatinglevelortoassessthecurrentstateofthepartneringrelationship.Alackofincentiveforcontinuousimprovementbycontractorsparticipatinginthepartneringrelationship.12–16WhyProjectPartneringEf12–17AdvantagesofLong-termPartnershipsReducedadministrativecostsMoreefficientutilizationofresourcesImprovedcommunicationImprovedinnovationImprovedperformance12–17AdvantagesofLong-termP12–18TheArtofNegotiatingProjectmanagementisNOTacontest.Everyoneisonthesameside—OURS.Everyoneisboundbythesuccessoftheproject.Everyonehastocontinuetoworktogether.PrincipledNegotiationsSeparatethepeoplefromtheproblemFocusoninterests,notpositionsInventoptionsformutualgainWhenpossible,useobjectivecriteriaTABLE12.212–18TheArtofNegotiatingPro12–19TheArtofNegotiating(cont’d)DealingwithUnreasonablePeopleIfpushed,don’tpushback.Askquestionsinsteadofmakingstatements.Usesilenceasaresponsetounreasonabledemands.Askforadviceandencourageotherstocriticizeyourideasandpositions.UseFisherandUry’sbestalternativetoanegotiatedagreement(BATNA)concepttoworktowardawin/winscenario.12–19TheArtofNegotiating(c12–20ManagingCustomerRelationsCustomerSatisfactionThenegativeeffectofdissatisfiedcustomersonafirm’sreputationisfargreaterthanthepositiveeffectofsatisfiedcustomers.Everycustomerhasauniquesetofperformanceexpectationsandmet-performanceperceptions.Satisfactionisaperceptualrelationship:

Perceivedperformance

ExpectedperformanceProjectmanagersmustbeskilledatmanagingbothcustomerexpectationsandperceptions.12–20ManagingCustomerRelatio12–21TheMet-ExpectationsModel

ofCustomerSatisfactionFIGURE12.50.90=Perceivedperformance=1.10DissatisfiedExpectedperformanceVerysatisfiedWhenperformancefallsshortofexpectations(ratio<1),thecustomerisdissatisfied.Iftheperformancematchesexpectations(ratio=1),thecustomerissatisfied.Iftheperformanceexceedsexpectations(ratio>1),thecustomerisverysatisfiedorevendelighted.12–21TheMet-ExpectationsMode12–22ManagingCustomerRelations(cont’d)ManagingCustomerExpectationsDon’toverselltheproject;bettertoundersell.Developawell-definedprojectscopestatement.Sharesignificantproblemsandrisks.Keepeveryoneinformedabouttheproject’sprogress.Involvecustomersearlyindecisionsaboutprojectdevelopmentchanges.Handlecustomerrelationshipsandproblemsinanexpeditious,competent,andprofessionalmanner.Speakwithonevoice.Speakthelanguageofthecustomer.12–22ManagingCustomerRelatio12–23ProjectRoles,Challenges,andStrategiesTABLE12.3ProjectManagerRolesChallengesStrategiesEntrepreneurNavigateunfamiliarsurroundingsUsepersuasiontoinfluenceothersPoliticianUnderstandtwodiversecultures(parentandclientorganization)AlignwiththepowerfulindividualsFriendDeterminetheimportantrelationshipstobuildandsustainoutsidetheteamitselfIdentifycommoninterestsandexperiencestobridge

afriendshipwiththeclientMarketerUnderstandthestrategicobjectivesoftheclientorganizationAlignnewideas/proposalswiththestrategicobjectivesoftheclientorganizationCoachMotivateclientteammemberswithoutformalauthorityProvidechallengingtasks

tobuildtheskillsoftheteammembers12–23ProjectRoles,Challenges12–24KeyTermsBestalternativetoanegotiatedagreement(BATNA)Co-locationEscalationMet-expectationsmodelOutsourcingPartneringcharterPrinciplednegotiation12–24KeyTermsBestalternativeChapter12.1AppendixContractManagementChapter12.1AppendixContract12–26ProcurementManagementProcessPlanningpurchasesandacquisitionsPlanningcontractingRequestingsellerresponsesSelectingsellersAdministeringthecontractClosingthecontract12–26ProcurementManagementPr12–27ContractAformalagreementbetweentwopartieswhereinthecontractorobligatesitselftoperformaserviceandtheclientobligatesitselftodosomethinginreturn.Definestheresponsibilitiesoftheparties,spellsouttheconditionsofitsoperations.Definesrightsofthepartiestoeachother.Grantsremediestoapartyiftheotherpartybreachesitstransactionalobligations.12–27ContractAformalagreemen12–28TypesofContractsFixed-Price(FP)Contract

orLump-sumAgreementThecontractorwiththelowestbidagreestoperformallworkspecifiedinthecontractatafixedprice.Thedisadvantageforownersisthatitismoredifficultandmorecostlytoprepare.Theprimarydisadvantageforcontractorsistheriskofunderestimatingprojectcosts.Contractadjustments:RedeterminationprovisionsPerformanceincentives12–28TypesofContractsFixed-P12–29TypesofContracts(cont’d)Cost-PlusContractsThecontractorisreimbursedforalldirectallowablecosts(materials,labor,travel)plusanadditionalprior-negotiatedfee(setasapercentageofthetotalcosts)tocoveroverheadandprofit.Risktoclientisinrelyingonthecontractor’sbesteffortstocontaincosts.Controlsoncontractors:PerformanceandscheduleincentivesCosts-sharingclauses12–29TypesofContracts(cont’12–30ContractTypeversusRiskFIGUREA12.112–30ContractTypeversusRisk12–31ContractChangesContractChangeControlSystemDefinestheprocessbywhichacontract’sauthorizedscope(costsandactivities)maybemodified:PaperworkTrackingsystemsDisputeresolutionproceduresApprovallevelsnecessaryforauthorizingchangesBestpracticeistheinclusionofchangecontrolsystemprovisionsintheoriginalcontract.12–31ContractChangesContract1.

Contractingprojectworkhaslongbeenthenorminthe_______industry.

A.

Telecommunications

B.

Financial

C.

Insurance

D.

Construction

E.

Retail2022/12/13EdwardTong@CopyrightreservedJinanUniversity321.

Contractingprojectworkha2.

Theprocessforthetransferringofbusinessfunctionsorprocessestoother,oftenforeign,companieshastraditionallybeenknownas:

A.

Subcontracting

B.

Downsizing

C.

Partnering

D.

Jointventure

E.

Outsourcing2022/12/13EdwardTong@CopyrightreservedJinanUniversity332.

Theprocessforthetransfe3.

WhenyoucallyourInternetprovidertosolveatechnicalproblemandyouenduptalkingtoatechnicianinIndiaorRomania,youhavejustexperienced:

A.

Telecommunications

B.

Partnering

C.

Outsourcing

D.

Serviceshift

E.

Bilingualcustomerservice2022/12/13EdwardTong@CopyrightreservedJinanUniversity343.

WhenyoucallyourInternet4.Whichofthefollowingisnotapotentialpartoftheoutsourcingconcept?

A.

Computers

B.

Faxes

C.

Computer-aideddesignsystems

D.

Videoteleconferencing

E.

Alltheabovearecorrect2022/12/13EdwardTong@CopyrightreservedJinanUniversity354.Whichofthefollowingisno5.

Advantagesofoutsourcingprojectworkmaylikelyincludeallofthefollowingexcept

A.

Shortenedprojectcompletion

B.

Reducedcosts

C.

Higherlevelofexpertise

D.

Reducedconflict

E.

Increasedflexibility2022/12/13EdwardTong@CopyrightreservedJinanUniversity365.

Advantagesofoutsourcingp6.Disadvantagesofoutsourcingprojectworkmaylikelyincludeallofthefollowingexcept

A.

Increasedconflict

B.

Coordinationbreakdowns

C.

Increasedcosts

D.

Lossofcontrol

E.

Moreinternalmoraleissues2022/12/13EdwardTong@CopyrightreservedJinanUniversity376.Disadvantagesofoutsourcing7.Thedrivingmotiveforincreasingtheuseofoutsourcingonprojectswas:

A.

Reducingthetradedeficit

B.

Reducingcosts

C.

Improvinginternationalsales

D.

Makingproductsmoreinternationalindesign

E.

Securingtechnologythatwasnotavailabledomestically

2022/12/13EdwardTong@CopyrightreservedJinanUniversity387.Thedrivingmotiveforincre8.Recentoutsourcingtrendshaveshownanincreasingemphasisonthesuppliersforallofthefollowingexcept:

A.

Furthercostreductions

B.

Increasedqualityofworkperformed

C.

Increasedabilitytocollaborate

D.

Increasedabilitytoworktogether

E.

Allofthesearerecenttrends2022/12/13EdwardTong@CopyrightreservedJinanUniversity398.Recentoutsourcingtrendsha9.

Keypracticesinpartneringrelationshipsinclude:

A.

Singleprojectcontracting

B.

Goalsandobjectivesaresimilar

C.

Accesstoeachother'sorganizationalresources

D.

BothBandCarecorrect

E.

A,B,andCareallcorrect2022/12/13EdwardTong@CopyrightreservedJinanUniversity409.

Keypracticesinpartnering10.Inthe"CompetingagainsttheGiants"SnapshotfromPractice,SATTControluseswhichofthefollowingtosuccessfullycompeteagainstmuchlargercompetitors?

A.

Excellentprojectmanagement

B.

Actsasasystemintegrator

C.

Usingthesamesubsystemvendorsagainandagain

D.

BothAandBarecorrect

E.

A,B,andCareallcorrect2022/12/13EdwardTong@CopyrightreservedJinanUniversity4110.Inthe"Competingagainstt11.

Whichofthefollowingisnotakeytosuccessfulpartneringrelationships?

A.

Mutualtrust

B.

Jointlysharedrisk

C.

Totalcompanyinvolvement

D.

Independentprojectteams

E.

Long-termcommitment2022/12/13EdwardTong@CopyrightreservedJinanUniversity4211.

Whichofthefollowingis12.

Whichofthefollowingispartofthetraditionalprojectprocess?

A.

Structuredcommunications

B.

Long-termcommitment

C.

Totalcompanyinvolvement

D.

BothAandBarecorrect

E.

A,B,andCareallcorrect2022/12/13EdwardTong@CopyrightreservedJinanUniversity4312.

Whichofthefollowingis13.Thetraditionalprojectprocessincludesallofthefollowingexcept:

A.

Independentprojectteams

B.

Sharedgoalsandobjectives

C.

Singleprojectteams

D.

Riskistransferredtotheotherparty

E.

Limitedobjectivity2022/12/13EdwardTong@CopyrightreservedJinanUniversity4413.Thetraditionalprojectpro14.WhichofthefollowingdidthestateofOhiodobeforestartingabond-financedschoolconstructionproject?

A.

CreateaspecificRFP(requestforproposal)

B.

Haveadressrehearsal

C.

Reviewstheperformanceofcontractorsonpastprojects

D.

BothAandCarecorrect

E.

A,B,andCareallcorrect2022/12/13EdwardTong@CopyrightreservedJinanUniversity4514.Whichofthefollowingdid15.

Bestpracticesinoutsourcingprojectworkincludeallthefollowingexcept:

A.

Welldefinedrequirementsandprocedures

B.

Trainingandteambuildingactivities

C.

Wellestablishedconflictmanagementprocesses

D.

Frequentreviewsandstatusupdates

E.

Allofthesearebestpractices

2022/12/13EdwardTong@CopyrightreservedJinanUniversity4615.

Bestpracticesinoutsourc16.IntheSnapshotfromPractice"StrategiesforCommunicatingwithOutsourcers,"whichofthefollowingwasnotoneofthesuggestedstrategies?

A.

Recognizeculturaldifferences

B.

Useatranslatortomakesureeveryoneunderstands

C.

Choosetherightwords

D.

Confirmyourrequirements

E.

Setdeadlines2022/12/13EdwardTong@CopyrightreservedJinanUniversity4716.IntheSnapshotfromPracti17.Tomakesurethatanoutsourcerthoroughlyunderstandsyourrequirementsyoushould:

A.

Documentyourconversationsinwriting

B.

Insistthattheoutsourcerwritetherequirementsintheirownwords

C.

Requesttheybuildaprototype

D.

BothAandCarecorrect

E.

A,B,andCareallcorrect2022/12/13EdwardTong@CopyrightreservedJinanUniversity4817.Tomakesurethatanoutsou18.

Theresultofteambuildingamongtheproject'sparticipantsisa:

A.

Signedcontract

B.

Legalpartnershipagreement

C.

Projectplan

D.

Partneringcharter

E.

Responsibilitymatrix2022/12/13EdwardTong@CopyrightreservedJinanUniversity4918.

Theresultofteambuilding19.Toavoidproblemswithschedulesanddeadlinesyoushould:

A.

Developdetailedschedules

B.

Holdfrequentstatusreviews

C.

Addapenaltyclausetothecontract

D.

Holdfrequentconversationswiththeoutsourcer

E.

Buildextratimeintotheschedulesthattheoutsourcerisnotawareof2022/12/13EdwardTong@CopyrightreservedJinanUniversity5019.Toavoidproblemswithsche20.Amongthemanyadvantagesforestablishinglong-termpartnershipsare:

A.

Reducedadministrativecosts

B.

Improvedperformance

C.

Improvedcommunication

D.

BandCarebothcorrect

E.

A,B,andCareallcorrect2022/12/13EdwardTong@CopyrightreservedJinanUniversity5120.Amongthemanyadvantagesf21.Long-termpartnershipswillprovideallthefollowingexcept:

A.

Improvedcommunication

B.

Moreefficientutilizationofresources

C.

Reducedneedfortotalnumberofpartnerships

D.

Loweradministrativecosts

E.

Improvedinnovation2022/12/13EdwardTong@CopyrightreservedJinanUniversity5221.Long-termpartnershipswill22.Teambuildingbetweenpartnersshould:

A.

Includeengineers,architects,lawyers,specialistsandotherstaff

B.

Befacilitatedbyanoutsideconsultant

C.

Nottakemorethanoneday

D.

AandBarebothcorrect

E.

A,B,andCareallcorrect2022/12/13EdwardTong@CopyrightreservedJinanUniversity5322.Teambuildingbetweenpartne23.Whichofthefollowingwouldbeincludedinbestpracticesinoutsourcingprojectwork?

A.

Establishinglong-termrelationships

B.

Includefinancialincentives

C.

Reducecostsbyusingtriedandtruemethods

D.

AandBarebothcorrect

E.

A,B,andCareallcorrect2022/12/13EdwardTong@CopyrightreservedJinanUniversity5423.Whichofthefollowingwoul24IntheSnapshotfromPracticedealingwiththeValueEngineeringAwardsprogram,whichbranchoftheU.S.governmentwasinvolved?

A.

DepartmentofDefense

B.

DepartmentofCommerce

C.

DepartmentofTransportation

D.

N.A.S.A

E.

DepartmentofEducation2022/12/13EdwardTong@CopyrightreservedJinanUniversity5524IntheSnapshotfromPractic25.

Whichofthefollowingisnotoneofthekeypointsofprinciplednegotiation?

A.

Useobjectivecriteriawhenpossible

B.

Behonestandforthright

C.

Focusoninterests,notpositions

D.

Separatethepeoplefromtheproblem

E.

Inventoptionsformutualgain2022/12/13EdwardTong@CopyrightreservedJinanUniversity5625.

Whichofthefollowingis26.Customersatisfactioncanbequantitifiedby:

A.

Perceivedperformancedividedbyactualperformance

B.

Actualperformancedividedbyexpectedperformance

C.

Perceivedperformancedividedbyexpectedperformance

D.

Actualperformancedividedbyperceivedperformance

E.

Expectedperformancedividedbyactualperformance2022/12/13EdwardTong@CopyrightreservedJinanUniversity5726.Customersatisfactioncanb27.Whichofthefollowingisapartofthenoncompetitiveviewofnegotiation?

A.

Reachinganagreement

B.

Implementationphase

C.

Reviewofthecompletedproject

D.

BothAandBarecorrect

E.

A,B,andCareallcorrect2022/12/13EdwardTong@CopyrightreservedJinanUniversity5827.Whichofthefollowingisa28.Whichofthefollowingissuggestedasthebesttargetforacustomersatisfactionratio?

A.

1.00

B.

1.05

C.

1.10

D.

1.20

E.

1.502022/12/13EdwardTong@CopyrightreservedJinanUniversity5928.Whichofthefollowingiss29.IntheresearchhighlightonITprojectmanagers,whichofthefollowingwasnotoneoftherolestakenbyprojectmanagers?

A.

Entrepreneur

B.

Politician

C.

Friend

D.

Marketer

E.

Auditor2022/12/13EdwardTong@CopyrightreservedJinanUniversity6029.Intheresearchhighlighto30.

Regardingcustomerrelations,advicepassedonbyveteranprojectmanagersincludes:

A.

Speakwithonevoice

B.

Speakinpreciseterms

C.

Speakthelanguageofthecustomer

D.

BothAandBarecorrect

E.

BothAandCarecorrect2022/12/13EdwardTong@CopyrightreservedJinanUniversity6130.

Regardingcustomerrelatio31.

Whichofthefollowingisnotoneoftheelementsofgoodnegotiation?

A.

Behardontheproblem,softonthepeople

B.

Conflictonaprojectcanbegood

C.

Negotiationisnotacontest

D.

Seekfirsttounderstand,thentobeunderstood

E.

Alloftheseareelementsofgoodnegotiation2022/12/13EdwardTong@CopyrightreservedJinanUniversity6231.

Whichofthefollowingis32.

Whichofthefollowingisreflectedinthesaying"Letangerflyoutthewindow"?

A.

Separatepeoplefromtheproblem

B.

Behonest

C.

Focusoninterests,notpositions

D.

Inventoptionsformutualgain

E.

Whenpossible,useobjectivecriteria2022/12/13EdwardTong@CopyrightreservedJinanUniversity6332.

Whichofthefollowingis33.Whichofthefollowingisreflectedinthesaying"Seekfirsttounderstand,thentobeunderstood"?

A.

Separatepeoplefromtheproblem

B.

Behonest

C.

Focusoninterests,notpositions

D.

Inventoptionsformutualgain

E.

Whenpossible,useobjectivecriteria2022/12/13EdwardTong@CopyrightreservedJinanUniversity6433.Whichofthefollowingisr34.Thedovetailingtechniqueisusedinwhichofthefollowingkeystogoodnegotiation?

A.

Separatepeoplefromtheproblem

B.

Behonest

C.

Focusoninterests,notpositions

D.

Inventoptionsformutualgain

E.

Whenpossible,useobjectivecriteria2022/12/13EdwardTong@CopyrightreservedJinanUniversity6534.Thedovetailingtechniquei

管理学院

SchoolofManagement佟瑞EdwardTong，

MPM，MBA2022/12/1366EdwardTong@CopyrightreservedJinanUniversity管理学院SchoolofManagement佟瑞暨南大学《项目管理》chapter12outsourcingmanaginginterorganizationalrelations课件12–68WhereWeAreNow12–3WhereWeAreNow12–69IntroductiontoProjectPartneringPartneringAprocessoftransformingcontractualarrangementsintoacohesive,collaborativeteamthatdealswithissuesandproblemsencounteredtomeetacustomer’sneeds.Assumesthatthetraditionaladversarialrelationshipbetweentheownerandcontractorisineffectiveandself-defeating.Assumesthatbothpartiessharecommongoalsandmutuallybenefitfromthesuccessfulcompletionofprojects.Factorsfavoringpartnering:ExistenceofcommongoalsHighcostsoftheadversarialapproachSharedbenefitsofthecollaborativeapproach12–4IntroductiontoProjectPa12–70RecliningChairProjectFIGURE12.112–5RecliningChairProjectFIG12–71OutsourcingProjectWorkAdvantagesCostreductionFasterprojectcompletionHighlevelofexpertiseFlexibilityDisadvantagesCoordinationbreakdownsLossofcontrolInterpersonalconflictSecurityissues12–6OutsourcingProjectWorkAd12–72BestPracticesinOutsourcingProjectWorkFIGURE12.2Well-definedrequirementsandprocedures.Extensivetrainingandteam-buildingactivities.Well-establishedconflictmanagementprocessesinplace.Frequentreviewandstatusupdates.Co-locationwhenneeded.Fairandincentive-ladencontracts.Long-termoutsourcingrelationships.12–7BestPracticesinOutsourc12–73KeyDifferencesBetweenPartneringandTraditionalApproachestoManagingContractedRelationshipsTABLE12.1PartneringRelationships

Mutualtrustformsthebasisforstrongworkingrelationships.Sharedgoalsandobjectivesensurecommondirection.

Jointprojectteamexistswith

highlevelofinteraction.

Opencommunicationsavoidmisdirectionandbolstereffectiveworkingrelationships.Long-termcommitmentprovidestheopportunitytoattaincontinuousimprovement.TraditionalPractices

Suspicionanddistrust;eachpartyiswaryoftheother.Eachparty’sgoalsandobjectives,whilesimilar,aregearedtowhatisbestforthem.Independentprojectteams;teamsarespatiallyseparatedwithmanagedinteractions.Communicationsarestructured

andguarded.Singleprojectcontractingisnormal.12–8KeyDifferencesBetweenPa12–74KeyDifferencesBetweenPartneringand

TraditionalApproaches…(cont’d)TABLE12.1(cont’d)PartneringRelationships

Objectivecritiqueisgearedtocandidassessmentofperformance.Accesstoeachother’sorganizationresourcesisavailable.TotalcompanyinvolvementrequirescommitmentfromCEOtoteammembers.Integrationofadministrativesystemsequipmenttakesplace.Riskissharedjointlyamongthepartners,encouraginginnovationandcontinuousimprovement.TraditionalPractices

Objectivityislimitedduetofearofreprisalandlackofcontinuousimprovementopportunity. Accessislimitedwithstructuredproceduresandself-preservation

takingpriorityovertotaloptimization.Involvementisnormallylimitedtoproject-levelpersonnel.Duplicationand/ortranslationtakesplacewithattendantcostsanddelays.Riskistransferredtotheotherparty.12–9KeyDifferencesBetweenPa12–75StrategiesforCommunicating

withOutsourcersSTRATEGY1:RecognizeculturaldifferencesSTRATEGY2:ChoosetherightwordsSTRATEGY3:ConfirmyourrequirementsSTRATEGY4:Setdeadlines12–10StrategiesforCommunicat12–76ProjectPartneringCharterFIGURE12.212–11ProjectPartneringCharte12–77PreprojectActivities—SettingtheStage

forSuccessfulPartneringSelectingaPartner(s)Voluntary,experienced,willing,

withcommittedtopmanagement.TeamBuilding:TheProjectManagersBuildacollaborativerelationshipamong

theprojectmanagers.TeamBuilding:TheStakeholdersExpandthepartnershipcommitmenttoincludeotherkeymanagersandspecialists.12–12PreprojectActivities—Set12–78ProjectImplementation—SustainingCollaborativeRelationshipsEstablisha“we”asopposedto“usandthem”attitudetowardtheproject.Co-location:employeesfromdifferentorganizationsworktogetheratthesamelocation.Establishmechanismsthatwillensuret