Do the C-level executives of your organization live a latent feeling of frustration with the results of their IT outsourcing project?
You, as the organization’s CIO, to whom was assigned 3 years ago the responsibility of leading the project and, later on, of managing the outsourcing contract have been hearing one or more of the following questions?
Such questions are more and more frequently heard in an explicit or veiled way and tend to consolidate the widespread perception, inside the organization, that the outsourcing project has been conducted in an inept way.
The cases of success and failure of such projects teach us a great lesson: the quality (or the lack of) of the decisions taken along the project steps shows (for the good and for the evil) a cumulative effect that afterwards determines the achievement or not of the intended benefits.
The main decision areas which could have caused the misstep of our hypothetical CIO are highlighted below:
It should be noted that the questions above constitute a chain of causes and effects, whose rupture, at any stage, will impact the general effectiveness of the project. In other words, only the adequate guidance during all stages will make it viable a virtuous cumulative effect that will result in an unquestionable project success.
In future posts, we will discuss in a detailed manner, each of the 7 questions shown above.
Some previous posts discuss additional aspects of the subject:
Have you lived (or currently lives) the scenario described here? Do you agree with the concepts presented? Enrich the discussion with your comments.
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