18 Feb 2008 04:33:49 | Lakshman Balaraman
We must first emphasize that here we are talking about
outsourcing CAD projects, which is significantly easier than
outsourcing software development or IT services (earlier
articles of mine have explained why).
This article also assumes that selection of the CAD providers
has been completed with due diligence (the methods are described
in an earlier article).
As I mentioned in those prior articles, one of the most
important ingredients for successful outsourcing is management
of the ongoing project by you, the client. To quote from those
articles (here 'outsourcer' means 'provider'):
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"This may sound obvious, but probably the biggest stumbling
block to offshore outsourcing is that after all the contracts
have been signed, companies abdicate responsibility for projects
to the provider..."
--- Deepak Khandelwal, McKinsey, Worldwide
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TASKS IN OUTSOURCING MANAGEMENT:
(1) You have to assume moral responsibility for the project.
A very senior executive should be made the champion of the CAD
project. S/he will need technical and administrative people to
help with the project, and these people should be informed of
their induction explicitly. Let's call this group of people "the
task force".
(2) The task force should define the objectives of the proposed
CAD outsourcing.
Subjects to address:
* Which input documents will you be giving the provider?
(Consider rough, dimensioned sketches, specifications and
photographs of included objects, written instructions on what
you want in the output, libraries of CAD symbols, design rules
for elements not in the libraries of CAD symbols, drawings or
sketches showing how the objects in the target area interface
with the immediate environment, sample output documents).
* Which CAD platform do you want the work done on?
* Which output documents to you expect?
* What is the weekly project schedule?
* At what interval do you want the provider to send you the work
in progress?
* What is the procedure for acceptance of the product?
* What is your payment schedule?
* What is the payment method? (Check, credit card, wire
transfer?)
(3) The task force should put the above documents into a
contract.
The contract should also contain non-disclosure clauses. The
provider should sign and return the contract.
(4) Put robust communication mechanisms in place.
* Email is fine provided mailbox capacities are large. Without a
doubt the provider should have a broadband connection, and if
your CAD files are large and frequent, so should you.
* Instant messenger programs are good for discussion sessions.
* For frequent large volume transfers, one of you should have an
ftp server.
* If voice communication is required, try Skype (free).
* Both you and the provider should have access to a scanner for
digitizing sketches.
* You must also have each other's postal address and telephone
numbers.
(5) Have a procedure in place for conflict resolution.
(6) As far as possible, do not let go of existing staff because
you are outsourcing.
Identify unfulfilled skill needs in your organization when you
first think of outsourcing. Explain to the relevant staff that
you plan to outsource and that you will train them in those
skills. If nevertheless some want to leave, they are responsible
for their departure and not you.
(7) Be ready with support services and materials for your
providers.
* For instance, you might have to send the provider files that
are in a format for which they do not have the opening
application. You should have the software and staff to convert
the document into a format compatible with the provider's
application.
* At the beginning of the exercise, the provider will typically
have many technical questions. The task force should include
staff whose time is specifically reserved for providing the
answers.
* Be readily available to help as much as you can. This builds
confidence in the provider's mind as well as a relationship
between you and the provider.
(8) Develop a partner relationship with the provider.
* You should be partners in achieving the overall goal... this
could be cost reduction, process improvement, more time for your
core business, expertise, flexibility and so on.
* Discuss this goal with the provider, ask for their views and
treat them like a department of your company.
* More research facts: In the first year, the important issues
are the contract, performance measurements and relationships (in
that order); by the third year, it's performance measurements,
relationships, the contract.
(9) Budget for the outsourcing exercise.
Use this valuable observation to help you plan:
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" ... end users engaged in outsourcing indicate that, on
average, users spend from 5 to 12 percent of the total contract
value on managing the relationship"
--- The Yankee Group (in a recent study)
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CONCLUSION
* What we've just described represents the latest thinking on
managing a CAD outsourcing project.
* The ideas are state-of-the-art and custom-made for today's
world.
* We hope you use them and that thereby your business
experiences a significant increase in efficiency, earnings and
competitiveness.
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