暨南大学《项目管理》chapter12outsourcingmanaginginterorganizationalrelations课件.ppt

1、 管理学院 School of Management 佟瑞 Edward Tong，MPM，MBA2023-2-61Edward 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 Project

2、 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 self-defeat

3、ing.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 12.1126Outsourci

4、ng 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 procedures.Extens

5、ive 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 Approaches to Mana

6、ging 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 bolster effective worki

7、ng 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 teams;teams are spatiall

8、y 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 assessment of performance.Access

9、 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.Traditional Practices Obj

10、ectivity 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/or translation takes place

11、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 Partnering CharterFIGURE 12.21212P

12、reproject 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 Stakeholders Expand the partnership com

13、mitment 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 the same location.Establish mechanisms that

14、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 celebration for all project participants.Recogn

15、ize 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 differences are not adequately dealt with such that a com

16、mon 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 contractors participating in the partnering relationship.12

17、17Advantages 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 the same sideOURS.Everyone is bound by the success

18、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 Negotiating(contd)Dealing with Unreasonable People If pus

19、hed,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 negotiated agreement(BATNA)concept to work toward a win/win scenario.122

20、0Managing 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 expectations and met-performance perceptions.Satisfaction is a perceptu

21、al relationship:Perceived performanceExpected performance Project managers must be skilled at managing both customer expectations and perceptions.1221The Met-Expectations Model of Customer SatisfactionFIGURE 12.50.90=Perceived performance=1.10Dissatisfied Expected performance Very satisfied When per

22、formance 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-defined project scope statement.Share significant problems and risks.Keep e

23、veryone 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 with one voice.Speak the language of the customer.1223Project Roles,Challenges,and

24、StrategiesTABLE 12.3Project Manager Roles Challenges Strategies Entrepreneur Navigate unfamiliar surroundings Use persuasion to influence others Politician Understand two diverse cultures(parent and client organization)Align with the powerful individualsFriend Determine the important relationships t

25、o build and sustain outside the team itself Identify common interests and experiences to bridge a friendship with the client Marketer Understand the strategic objectives of the client organization Align new ideas/proposals with the strategic objectives of the client organization Coach Motivate clien

26、t team members without formal authority Provide challenging tasks to build the skills of the team members 1224Key TermsBest alternative to a negotiated agreement(BATNA)Co-locationEscalationMet-expectations modelOutsourcingPartnering charterPrincipled negotiationChapter 12.1 AppendixContract Manageme

27、nt1226Procurement Management Process1.Planning purchases and acquisitions2.Planning contracting3.Requesting seller responses4.Selecting sellers5.Administering the contract6.Closing the contract1227Contract A formal agreement between two parties wherein the contractor obligates itself to perform a se

28、rvice 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 remedies to a party if the other party breaches its transactional obligations.1228Types of Contra

29、cts 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 more difficult and more costly to prepare.The primary disadvantage for contractors is the risk of under

30、estimating project costs.Contract adjustments:Redetermination provisions Performance incentives1229Types of Contracts(contd)Cost-Plus Contracts The contractor is reimbursed for all direct allowable costs(materials,labor,travel)plus an additional prior-negotiated fee(set as a percentage of the total

31、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 clauses1230Contract Type versus RiskFIGURE A12.11231Contract Changes Contract Change Control System Defines the p

32、rocess by which a contracts authorized scope(costs and activities)may be modified:Paperwork Tracking systems Dispute resolution procedures Approval levels necessary for authorizing changes Best practice is the inclusion of change control system provisions in the original contract.1.Contracting proje

33、ct work has long been the norm in the _ industry.A.TelecommunicationsB.FinancialC.InsuranceD.ConstructionE.Retail2023-2-6Edward TongCopyright reserved Jinan University 322.The process for the transferring of business functions or processes to other,often foreign,companies has traditionally been know

34、n as:A.SubcontractingB.DownsizingC.PartneringD.Joint ventureE.Outsourcing2023-2-6Edward TongCopyright reserved Jinan University 333.When you call your Internet provider to solve a technical problem and you end up talking to a technician in India or Romania,you have just experienced:A.Telecommunicati

35、onsB.PartneringC.OutsourcingD.Service shiftE.Bilingual customer service2023-2-6Edward TongCopyright reserved Jinan University 344.Which of the following is not a potential part of the outsourcing concept?A.ComputersB.FaxesC.Computer-aided design systemsD.Video teleconferencingE.All the above are cor

36、rect2023-2-6Edward TongCopyright reserved Jinan University 355.Advantages of outsourcing project work may likely include all of the following except A.Shortened project completionB.Reduced costsC.Higher level of expertiseD.Reduced conflictE.Increased flexibility2023-2-6Edward TongCopyright reserved

37、Jinan University 366.Disadvantages of outsourcing project work may likely include all of the following except A.Increased conflictB.Coordination breakdownsC.Increased costsD.Loss of controlE.More internal morale issues2023-2-6Edward TongCopyright reserved Jinan University 377.The driving motive for

38、increasing the use of outsourcing on projects was:A.Reducing the trade deficitB.Reducing costsC.Improving international salesD.Making products more international in designE.Securing technology that was not available domestically 2023-2-6Edward TongCopyright reserved Jinan University 388.Recent outso

39、urcing trends have shown an increasing emphasis on the suppliers for all of the following except:A.Further cost reductionsB.Increased quality of work performedC.Increased ability to collaborateD.Increased ability to work togetherE.All of these are recent trends2023-2-6Edward TongCopyright reserved J

40、inan University 399.Key practices in partnering relationships include:A.Single project contractingB.Goals and objectives are similarC.Access to each others organizational resourcesD.Both B and C are correctE.A,B,and C are all correct2023-2-6Edward TongCopyright reserved Jinan University 4010.In the

41、Competing against the Giants Snapshot from Practice,SATT Control uses which of the following to successfully 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

42、all correct2023-2-6Edward TongCopyright reserved Jinan University 4111.Which of the following is not a key to successful partnering relationships?A.Mutual trustB.Jointly shared riskC.Total company involvementD.Independent project teamsE.Long-term commitment2023-2-6Edward TongCopyright reserved Jinan

43、 University 4212.Which of the following is part of the traditional project process?A.Structured communicationsB.Long-term commitmentC.Total company involvementD.Both A and B are correctE.A,B,and C are all correct2023-2-6Edward TongCopyright reserved Jinan University 4313.The traditional project proc

44、ess includes all of the following except:A.Independent project teamsB.Shared goals and objectivesC.Single project teamsD.Risk is transferred to the other partyE.Limited objectivity2023-2-6Edward TongCopyright reserved Jinan University 4414.Which of the following did the state of Ohio do before start

45、ing a bond-financed school construction project?A.Create a specific 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 correct2023-2-6Edward TongCopyright reserved Jinan University 4515.Best practice

46、s in outsourcing project work include all the following 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 2023-2-6Edward TongCopyright reserved

47、Jinan University 4616.In the Snapshot from Practice 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.Se

48、t deadlines2023-2-6Edward TongCopyright 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.B

49、oth A and C are correctE.A,B,and C are all correct2023-2-6Edward 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 matrix2023-2-6Edward TongCopy

50、right reserved Jinan 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