Summary


You should now understand that an outsourced software project of significant size carries important responsibilities for the outsourcing organization. You cannot turn over all responsibility for project success to the contractor. The project must be actively managed by the outsourcing organization to succeed. Here are other points to remember:

  • A Change Control Board (CCB) is an important mechanism to manage and prioritize changes on a project. The project manager of the outsourcing organization should form this group and chair the meetings, which should be held regularly.

  • Keep the contracting officer informed periodically of the project's progress.

  • The IT manager can help identify important deliverables that need to be produced to ensure the developed product's successful transition into production. The IT manager should be consulted during the contract's inception to be sure that the deliverables are identified and incorporated into the contract for the contractors.

  • The PMO project architect should take the initiative to provide and define all standards pertaining to software development for the contractors.

  • Multiple contractors on a project increase the burden on the outsourcing organization, because the need for oversight and coordination increases.




Project Management with the IBM Rational Unified Process(c) Lessons from the Trenches
Project Management with the IBM Rational Unified Process: Lessons From The Trenches
ISBN: 0321336399
EAN: 2147483647
Year: 2007
Pages: 166

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