Experiences in software outsourcing project management

Software Outsourcing is a very large market. At present, many software companies in China are engaged in the Software Project outsourcing industry, because India's success in this regard, once a software blue-collar demand has become a hot topic. I have been engaged in outsourcing software project development and management for nearly four years, and have project cooperation experience with well-known domestic enterprises such as Huawei and ZTE. In this regard, I will talk about the management of software outsourcing projects, for your reference.

Outsourcing projects are divided into Personnel Outsourcing and Project outsourcing, also known as on-site and off-site. The risks are considered as low, but the profits are small, it is difficult to accumulate your own technologies and experience. Project outsourcing is highly risky and has a high profit. However, only less than 30% of the total projects can achieve the expected profit after the project is completed on schedule.

Why is there such a big gap? Is our project management not good enough? Or is the project experience rich enough? I once studied the theory of project management and liked to discuss the issue of project management with you on the forum.

However, from the actual results, the theory is theory after all, and project management is a two-way thing. For an outsourcing project, the project management level between Party A and Party B has basically determined the success or failure of the project when the project contract is signed, that is, whether the project is profitable.

We once had a project contract with Huawei, used the TSP process, and then delivered the project in a timely manner, achieving the expected profit. Then, we hope that Alibaba Cloud will sign the same outsourcing project with another Huawei business department. The people are still those, but the people of Party A have changed. The project manager in charge of Party A is not good at communication, at the same time, the relevant persons in charge of the project management department do not communicate with each other at ordinary times, but they are persistent in the project result appraisal. The result is that the project is at a loss.

Later, we also had a project cooperation with ZTE's subsidiary xingjixun. We once made products that are more complex than the project requirements in terms of technology, so I believe there will be no technical difficulties. However, when the project was signed, the contract was not enforceable. Later, due to the change in objective conditions, the contract was greatly changed. In the middle of the project, both senior managers in charge of the project left. Later, the senior executives who took over the project knew little about the project, and from here they were doomed to the tragic ending of the project. In the later stage of the project, Party A argues that Party B's products have bugs and, without notifying Party BCodeThe modification completely denies the labor result of Party B. When Party B asks Party A to present objective and independent test reports for each stage, Party A disregards them. Use your own standards as the standard. Similar project experiences are unknown.

What is the cause of this project failure? Changes to senior personnel are the first factor. Party A's project management level and strong attitude are actually the decisive factors. However, when a project encounters a problem, Party A adopts the method of modifying the negative results without authorization. The world is so big that there is no wonder.

The reality is that we are not equal to each other during project contracting, and the contract is not strict, so we cannot understand the project management level and reputation of Party. Under this premise, it is difficult to ensure the success rate of the project.

For software project management, if there is a success rate of 60% abroad, the success rate in China is usually only 20 ~ 30%, of course, this does not include outsourcing projects. The root cause is that China is an individual governance society, and neither of the two parties will strictly comply with the contract and law. During project cooperation, the project itself often carries the company's relevant interests. Maybe the company wants to compensate for the loss of this project and the loss of another project, at this time, the project you are responsible for is a tragic project, and failure is inevitable.

Therefore, project management experience and theories are important to ensure the smooth success of projects managed by the user. However, it is really important to have a full understanding and grasp of the stakeholders of the project. What should I do if I find that project 1 has signed a contract with a thief ship? It depends on whether it is a knife or a powerful support. However, in this case, the outcome of the former is generally much better than that of the latter.