Phase 4: Deployment and final acceptance. Rollout tends to be a fixed cost, one-time expense. Handling this correctly is critical and must be carefully planned. Additional support resources are often required during the rollout phase. A well-planned rollout phase with the right level of support and training can mean the difference between success and failure for the project in the long term. For most users of the finished project, the rollout phase is their first contact with the highly anticipated new tools. Documentation tends to be a fixed cost, but its scope should be clearly agreed on in advance. A predefined set of expectations must exist. The target audience is a critical consideration. Documentation meant for end users in a How-to format is vastly different from and does not replace the need for technical documentation on the structure and design of the deliverable.

Success is based on quickly assimilating each customers technical and documentation standards, project procedures, construction processes, supplier requirements, contractual terms and conditions, and preferred contractors and equipment supplier agreements. In many situations, project consultants function as an extension of their clients staff and as an integral part of the project effort. In addition, these teams can add value to the project execution process based on experience, internal company procedures, and knowledge of industry standards. As part of this methodology, project managers must seek to meet your expectations through the use of key review and approval steps.

Team LiB II I 4 previous next ►

Offshore Development Methodology

In considering and implementing any offshore development project, companies are frequently looking at outsourcing those functions of their business that do not make economical sense to develop or maintain locally. This could typically be the development of products internationally such as building an airport in Hong Kong or developing software in China for a U.S. company. It might even include upgrading a legacy mainframe system into a new Web-based system. Outsourcing must consider the potential vendor capabilities in the possible areas of (1) engineering, (2) manufacturing, (3) information technology, (4) competencies, and (5) support. Projects benefit from the choice of an offshore partner who is able to provide services on a global basis. Companies outsource offshore principally to:

Take advantage of skills the vendor can provide.

Reduce internal conflict with primary corporate business objectives.

Reduce cost of services.

Focus on critical project goals and objectives.

Gain quick access to latest technology.

Gain access to resources that otherwise might not be practical to obtain or retain. Have access to best-in-class technologies, tools, and processes. Reduce predictable costs and improve effectiveness.

Companies at this stage have already decided to reduce costs internally, and certain business areas are forecasted to cost even more. The decision to outsource is based on:

Size of the project (too large to do in-house).

Complexity of the project requiring more interactions.

Availability of resources and/or environments and their cost.

Cost of development tools required for offshore development and so on. A typical offshore project has the following stages:

Project initiation.

Requirement study.

High-level design.

Detailed design.

Construction.

System testing.

Acceptance testing.

Delivery.

Through outsourcing, clients have the flexibility to use (1) people, (2) processes, and (3) technology to enhance, manage, and maintain systems and operations. This can be done remotely from any offshore facility, or co-located on clients premises. Offshore development methodology stages typically include: