Posted on August 21, 2014 by Paul Ritchie
Many firms that outsource want to reap all the savings from cutting costs on developers without accounting for the additional overhead they’ll need to manage developers who aren’t right down the hall. All the informal code reviews, requirements clarification, etc. that was done real-time and face-to-face must be made explicit and conducted remotely…often across multiple time zones. Furthermore, the project management performed by the outsourcing company is done for the benefit of the outsourcing company, not one’s own firm.
This overhead can only be ameliorated a bit with tools and technique: there is effort inherent in making inarticulate or tacit knowledge explicit. My heuristic is to add from between 25 and 33 percent more project management effort (beyond the typical in-house estimate range) to such projects.
From my comment on a long-standing LinkedIn post, this one on outsourcing QA.
Filed under: PMO | Tagged: Application Development, contracts, Enterprise application development, outsourcing | Leave a comment »
Posted on May 22, 2009 by Paul Ritchie
Great interview by Linda Tucci at searchCIO.com (here) with Richard R. “Rick” Roy, CIO at CUNA Mutual Group about his experiences as a line manager and how they’ve transformed his IT leadership approach. This passage on a shared sense of urgency struck me:
I think the other thing in operations is the sense of urgency. In your customer service centers, the phone rings and you either answer it within your service standards or not; you either resolve the question within your service standards or not, or pass it on to another level of service.
IT operations has that flavor to it, but when you get over into the application development world, it typically doesn’t. They typically are working on projects that can span months, if not quarters, even years. Trying to drive that sense of urgency is probably the other big reminder for me as I have come back into the CIO seat.
Roy also hints at something PMOs need to do better: maintaining the same pace as the business. A PMO needs processes that are nimble enough to keep up as the business responds to the market, competition, etc. by “adjusting and going perhaps in a different direction.”
Filed under: IT special interests, IT Strategy, Leadership, Organizational Change Management | Tagged: CIO career development and career paths, CUNA Mutual, Enterprise application development, IT project management and portfolio management, Leadership and strategic planning, Linda Tucci, Rick Roy, Web 2.0 applications | 5 Comments »