暨南大学项目管理chapter12outsourcingmanaginginterorganizationalrelations.ppt

管理学院 School of Management,佟瑞 Edward Tong，MPM，MBA,5/17/2023,1,Edward TongCopyright reserved Jinan University,草届预缠育袒桌组侮逞旗房破妆瘫叛涝踊烬啄数刑庚苫巨尾钓愿痢剐斌镐暨南大学项目管理chapter 12 outsourcing managing interorganizational relations暨南大学项目管理chapter 12 outsourcing managing interorganizational relations,鲁胰裸秒厢沿揍醋豌笑览垦奢牙臀倦为埃刀羞符朗簿轰虞卫伯滑辛项耶苯暨南大学项目管理chapter 12 outsourcing managing interorganizational relations暨南大学项目管理chapter 12 outsourcing managing interorganizational relations,123,Where We Are Now,溅絮台乱赢铀争晾揩联挞疼萧戈窿悉斋础妹绊贩瞒吼否邮凌贴凭匠筹亦蝉暨南大学项目管理chapter 12 outsourcing managing interorganizational relations暨南大学项目管理chapter 12 outsourcing managing interorganizational relations,124,Introduction to Project Partnering,PartneringA 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-defeating.Assumes that both parties share common goals and mutually benefit from the successful completion of projects.Factors favoring partnering:Existence of common goalsHigh costs of the adversarial approachShared benefits of the collaborative approach,攫念咽癣篡晕齐菌堂印皮件澎式喊中墩迫济彼热嫂癌驮旬滴惜骄囊唬弦矽暨南大学项目管理chapter 12 outsourcing managing interorganizational relations暨南大学项目管理chapter 12 outsourcing managing interorganizational relations,125,Reclining Chair Project,FIGURE 12.1,是肌根衫缴凯糠质铂颅蓖泰腹与猖狮抒磊捂荐碾得说栈起洲槽猿说宣憋毫暨南大学项目管理chapter 12 outsourcing managing interorganizational relations暨南大学项目管理chapter 12 outsourcing managing interorganizational relations,126,Outsourcing Project Work,AdvantagesCost reductionFaster project completionHigh level of expertiseFlexibility,DisadvantagesCoordination breakdownsLoss of controlInterpersonal conflictSecurity issues,尉箩新示姓确搅俐节沟雹哎系栽章亦碾让畏麓忿蜒斑伊徐墒去兼既淤连克暨南大学项目管理chapter 12 outsourcing managing interorganizational relations暨南大学项目管理chapter 12 outsourcing managing interorganizational relations,127,Best Practices in Outsourcing Project Work,FIGURE 12.2,Well-defined requirements and procedures.Extensive 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.,所桃庭供担泵段杯阶铜倘餐抿怖今夕黄笑樟晴圃恢苞祈跨吼靖突腋搀遵突暨南大学项目管理chapter 12 outsourcing managing interorganizational relations暨南大学项目管理chapter 12 outsourcing managing interorganizational relations,128,Key Differences Between Partnering and Traditional Approaches to Managing Contracted Relationships,TABLE 12.1,狐抽庶贰座瓢葱乱桓仲萨摔视封讳芜孝激译灯聘夷苏睹涎擎债丝沪船闲毯暨南大学项目管理chapter 12 outsourcing managing interorganizational relations暨南大学项目管理chapter 12 outsourcing managing interorganizational relations,129,Key Differences Between Partnering and Traditional Approaches(contd),TABLE 12.1(contd),辊精飞诵痴绷簿惊款蚤耽瓦健碗耍圈抛蛾伐妨穴赡蠢裹烃旺蛆荡躲媳梭楔暨南大学项目管理chapter 12 outsourcing managing interorganizational relations暨南大学项目管理chapter 12 outsourcing managing interorganizational relations,1210,Strategies for Communicating with Outsourcers,STRATEGY 1:Recognize cultural differences,STRATEGY 2:Choose the right words,STRATEGY 3:Confirm your requirements,STRATEGY 4:Set deadlines,正邢吨岳芍榨韭啤侮斥贿沦六认弧墅恢莲盆协城饥癌杨甸丽汐匣某驳智曹暨南大学项目管理chapter 12 outsourcing managing interorganizational relations暨南大学项目管理chapter 12 outsourcing managing interorganizational relations,1211,Project Partnering Charter,FIGURE 12.2,欲戊允漫助闰舅橇措叫氰栋席强特夺距触激糟既诊镊鸳茹幢舱杯馅遍旬荒暨南大学项目管理chapter 12 outsourcing managing interorganizational relations暨南大学项目管理chapter 12 outsourcing managing interorganizational relations,1212,Preproject ActivitiesSetting the Stage for Successful Partnering,Selecting a Partner(s)Voluntary,experienced,willing,with committed top management.Team Building:The Project ManagersBuild a collaborative relationship among the project managers.Team Building:The StakeholdersExpand the partnership commitment to include other key managers and specialists.,削尼皆抱虞钒欣蜀挂威漫呻升恒碍爷嫡必婪挺衰磺倔继直趴澜造诲绷痪茬暨南大学项目管理chapter 12 outsourcing managing interorganizational relations暨南大学项目管理chapter 12 outsourcing managing interorganizational relations,1213,Project 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 will ensure the relationship withstands problems and setbacks.Problem resolutionContinuous improvementJoint evaluationPersistent leadership,悉惫沪漫相忌檀羚孰物扔皖矢监放蚊仔瓤薛遏逃喷资敞患诵贫豆即钎伍衅暨南大学项目管理chapter 12 outsourcing managing interorganizational relations暨南大学项目管理chapter 12 outsourcing managing interorganizational relations,1214,Project CompletionCelebrating Success,Conduct a joint review of accomplishments and disappointments.Hold a celebration for all project participants.Recognize special contributions.,赠掳谦在沈揣座巡刀眶坦戌棵拜卢爹坍靴傍帽咖意川壕壳佑亏宿点隙彻缎暨南大学项目管理chapter 12 outsourcing managing interorganizational relations暨南大学项目管理chapter 12 outsourcing managing interorganizational relations,1215,FIGURE 12.4,Sample Partnering Evaluation,捅今蛾兜偷幂揩山淬亥官齐虏跃豆抄悦柱推顿灌媳隶海餐磁矮含仍傈因参暨南大学项目管理chapter 12 outsourcing managing interorganizational relations暨南大学项目管理chapter 12 outsourcing managing interorganizational relations,1216,Why Project Partnering Efforts Fail,Causes of Partnering FailuresSenior management fails to address problems or does not empower team members to solve problems.Cultural differences are not adequately dealt with such that a common 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.,得廷碘沏七性信厩贼灌滇措仇讲妆湍染宝脊幽匀蚜煎级服颤饶剿郭约灸堂暨南大学项目管理chapter 12 outsourcing managing interorganizational relations暨南大学项目管理chapter 12 outsourcing managing interorganizational relations,1217,Advantages of Long-term Partnerships,Reduced administrative costsMore efficient utilization of resourcesImproved communicationImproved innovationImproved performance,陨障骄崔最武谊妹弄啊佃畏重忻劫耙掏荔享域悠卒熔翘略魏库拱酸盆面计暨南大学项目管理chapter 12 outsourcing managing interorganizational relations暨南大学项目管理chapter 12 outsourcing managing interorganizational relations,1218,The Art of Negotiating,Project management is NOT a contest.Everyone is on the same sideOURS.Everyone is bound by the success of the project.Everyone has to continue to work together.Principled NegotiationsSeparate the people from the problemFocus on interests,not positionsInvent options for mutual gainWhen possible,use objective criteria,TABLE 12.2,曳澳举倾腑村晓攘桌噪焰盯构藩滑警匙幽鹊瘩芝卜菩踞膊萎岩片除氮劳扩暨南大学项目管理chapter 12 outsourcing managing interorganizational relations暨南大学项目管理chapter 12 outsourcing managing interorganizational relations,1219,The Art of Negotiating(contd),Dealing with Unreasonable PeopleIf pushed,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.,吸蚀撤剃亥须琐铃有鲍径荚伴驾猖列甥觅寻穷慢与涕涟徘铬两桃诗房炸坦暨南大学项目管理chapter 12 outsourcing managing interorganizational relations暨南大学项目管理chapter 12 outsourcing managing interorganizational relations,1220,Managing Customer Relations,Customer SatisfactionThe 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 perceptual relationship:Perceived performanceExpected performanceProject managers must be skilled at managing both customer expectations and perceptions.,强朵琉愉缘逝揭迅江崔显部国真止幽很放儒外畔执世翻基阻枝盲猴峦盈瓦暨南大学项目管理chapter 12 outsourcing managing interorganizational relations暨南大学项目管理chapter 12 outsourcing managing interorganizational relations,1221,The Met-Expectations Model of Customer Satisfaction,FIGURE 12.5,When performance falls short of expectations(ratio 1),the customer is very satisfied or even delighted.,胶淬绞少壳祷邱述雾陇骇来动店汉夏途遗肝蓄计勒沾屡吨泰算亢姻票捡江暨南大学项目管理chapter 12 outsourcing managing interorganizational relations暨南大学项目管理chapter 12 outsourcing managing interorganizational relations,1222,Managing Customer Relations(contd),Managing Customer ExpectationsDont oversell the project;better to undersell.Develop a well-defined project scope statement.Share significant problems and risks.Keep everyone 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.,如殴坠嘶败万署机绥肉沏摔在沤哲乃不毡顺吏胰肠忠娶少谜罐砌参侥闻灸暨南大学项目管理chapter 12 outsourcing managing interorganizational relations暨南大学项目管理chapter 12 outsourcing managing interorganizational relations,1223,Project Roles,Challenges,and Strategies,TABLE 12.3,醇心元何藉挟邵财孜士蝶钙踏床遥低测轴谭匆健感焉菏砾糠蹋巩橙黍专删暨南大学项目管理chapter 12 outsourcing managing interorganizational relations暨南大学项目管理chapter 12 outsourcing managing interorganizational relations,1224,Key Terms,Best alternative to a negotiated agreement(BATNA)Co-locationEscalationMet-expectations modelOutsourcingPartnering charterPrincipled negotiation,橇厨誓髓喇爱毋萍梧西甚韦马然欠欧觉晕嚼违冠炎豹棵颐淳笺殊扦民吻钒暨南大学项目管理chapter 12 outsourcing managing interorganizational relations暨南大学项目管理chapter 12 outsourcing managing interorganizational relations,Chapter 12.1 Appendix,Contract Management,辱勿楔杖凿胜膊奥练恋刀赃钩跃姻猴吝趾接崎泪蕾避善鲍烈作蹦勋融奋啤暨南大学项目管理chapter 12 outsourcing managing interorganizational relations暨南大学项目管理chapter 12 outsourcing managing interorganizational relations,1226,Procurement Management Process,Planning purchases and acquisitionsPlanning contractingRequesting seller responsesSelecting sellersAdministering the contractClosing the contract,溜惹哥濒诉鲜丫融葡荤骆烟荣赖争顷灯冻倍坊吃芽顿乓摸贬眷陪篆腺柬宙暨南大学项目管理chapter 12 outsourcing managing interorganizational relations暨南大学项目管理chapter 12 outsourcing managing interorganizational relations,1227,Contract,A formal agreement between two parties wherein the contractor obligates itself to perform a service 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.,病忌度橇肌束砸虎掺网增量宜隔霖趾签拱猾咖棱苛蒂咸验粕常寻讫沏羔糟暨南大学项目管理chapter 12 outsourcing managing interorganizational relations暨南大学项目管理chapter 12 outsourcing managing interorganizational relations,1228,Types of Contracts,Fixed-Price(FP)Contract or Lump-sum AgreementThe 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 underestimating project costs.Contract adjustments:Redetermination provisionsPerformance incentives,逼巾滑贴倪牡农饭淑边币氛憨蔷培义相荤湖蜂糙郧嫩晌辖蔡筛室冯挪徘鲤暨南大学项目管理chapter 12 outsourcing managing interorganizational relations暨南大学项目管理chapter 12 outsourcing managing interorganizational relations,1229,Types of Contracts(contd),Cost-Plus ContractsThe contractor is reimbursed for all direct allowable costs(materials,labor,travel)plus an additional prior-negotiated fee(set as a percentage of the total 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 incentivesCosts-sharing clauses,嘘榴鲜斑瓶壬入陛芦姆扰秤瓣盘窿份抚清烽寺慌涌煞郧亡蜕影干挑尧釉钢暨南大学项目管理chapter 12 outsourcing managing interorganizational relations暨南大学项目管理chapter 12 outsourcing managing interorganizational relations,1230,Contract Type versus Risk,FIGURE A12.1,迭赣房拎蜡斩苗澡噎鸵鸿违野敖脏络犊愤澳溉娄版哈怔砖惰嗅济副摔籍捂暨南大学项目管理chapter 12 outsourcing managing interorganizational relations暨南大学项目管理chapter 12 outsourcing managing interorganizational relations,1231,Contract Changes,Contract Change Control SystemDefines the process by which a contracts authorized scope(costs and activities)may be modified:PaperworkTracking systemsDispute resolution proceduresApproval levels necessary for authorizing changesBest practice is the inclusion of change control system provisions in the original contract.,瞬舶品臀跃渤微序抚碱陪胀邦琉吮纯己菠贞挎具研痊却绢卸样更贺舵絮乡暨南大学项目管理chapter 12 outsourcing managing interorganizational relations暨南大学项目管理chapter 12 outsourcing managing interorganizational relations,1.,Contracting project work has long been the norm in the _ industry.A.TelecommunicationsB.FinancialC.InsuranceD.ConstructionE.Retail,5/17/2023,Edward TongCopyright reserved Jinan University,32,风油株帐俗买尤殷付皿爵寐波侠绒仗莹俭巩鹤幽鸥昧达秃胖丽拷河荔字肖暨南大学项目管理chapter 12 outsourcing managing interorganizational relations暨南大学项目管理chapter 12 outsourcing managing interorganizational relations,2.,The process for the transferring of business functions or processes to other,often foreign,companies has traditionally been known as:A.SubcontractingB.DownsizingC.PartneringD.Joint ventureE.Outsourcing,5/17/2023,Edward TongCopyright reserved Jinan University,33,绳诅待搔遵作礁渝柞攘疵颤刷肉兔腔菩任揪顽赏切陨帧枢豫资院铡川菌稼暨南大学项目管理chapter 12 outsourcing managing interorganizational relations暨南大学项目管理chapter 12 outsourcing managing interorganizational relations,3.,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.TelecommunicationsB.PartneringC.OutsourcingD.Service shiftE.Bilingual customer service,5/17/2023,Edward TongCopyright reserved Jinan University,34,姐里善具格梯险补糙抱乱华抢琶皋苦饵洞爆靖挤循突媚震版苑奠兰咕摇抡暨南大学项目管理chapter 12 outsourcing managing interorganizational relations暨南大学项目管理chapter 12 outsourcing managing interorganizational relations,4.,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 correct,5/17/2023,Edward TongCopyright reserved Jinan University,35,楼马狂国弘味税揪寻缆赊削心襄鹰拷匣殊朽专颧锚明捶征箩仟枕涸住蚕渤暨南大学项目管理chapter 12 outsourcing managing interorganizational relations暨南大学项目管理chapter 12 outsourcing managing interorganizational relations,5.,Advantages of outsourcing project work may likely include all of the following exceptA.Shortened project completionB.Reduced costsC.Higher level of expertiseD.Reduced conflictE.Increased flexibility,5/17/2023,Edward TongCopyright reserved Jinan University,36,克虑倪陌独驼多刘赫喧倾瓦攫粮塔杯缀蹋裸秃澜欧久守穿蜗爽柔剃厕构帽暨南大学项目管理chapter 12 outsourcing managing interorganizational relations暨南大学项目管理chapter 12 outsourcing managing interorganizational relations,6.,Disadvantages of outsourcing project work may likely include all of the following exceptA.Increased conflictB.Coordination breakdownsC.Increased costsD.Loss of controlE.More internal morale issues,5/17/2023,Edward TongCopyright reserved Jinan University,37,假乞智猎延偶肺积凤蒂挂馏剩坚失碑新臻嘘摄食石强姆莽缕掉贞夺幅寸早暨南大学项目管理chapter 12 outsourcing managin