For the sake of clarity and brevity, let's review a few terms and touch on the focus on this chapter. By vendor, I mean the seller organizationthe organization that is contracted to provide product or services. I will generally refer to the client organizationthe organization purchasing the servicesas the buyer. The use of buyer and seller terms here is consistent with the current PMI standards on procurement management.
In addition, we will focus on arrangements that involve the outsourcing of entire projects, project phases, or specific project deliverables to external entities. Thus, this would exclude "staff augmentation" arrangements where a vendor is contracted to provide a resource to fill a role on your project team.
With these clarifications, we're now ready to take a look at the principles that provide the foundation for effective management of the buyer-seller project relationship.
Part i. Project Management Jumpstart
Project Management Overview
The Project Manager
Essential Elements for any Successful Project
Part ii. Project Planning
Defining a Project
Planning a Project
Developing the Work Breakdown Structure
Estimating the Work
Developing the Project Schedule
Determining the Project Budget
Part iii. Project Control
Controlling a Project
Managing Project Changes
Managing Project Deliverables
Managing Project Issues
Managing Project Risks
Managing Project Quality
Part iv. Project Execution
Leading a Project
Managing Project Communications
Managing Expectations
Keys to Better Project Team Performance
Managing Differences
Managing Vendors
Ending a Project