Dual-Shore Project Management: Seven Techniques for Coordinating Onshore-Offshore Projects

• By Ravi Kalakota and Marcia Robinson
• Aug 26, 2005

From the author of
Services Blueprint: Roadmap for Execution

Introduction

The job of IT manager has evolved considerably as companies have worked to increase their global presence, whether for reasons of cost savings, market access, or expansion. The newest task organizations have added to IT managers' packed to-do lists and tight deadlines is that of overseeing a distributed workforce. For example, a 2005 listing for an applications project manager posted by Empire Blue Cross Blue Shield sought the following: "Technical leader with strong technology, consulting, communication, and project management skills to supervise software development and implementation efforts in a distributed environment involving onshore and offshore development teams."

So what makes managing an offshore project so different from managing a typical IT project? There are many reasons, including the obvious: language, time zones, and cultural issues (see Table 1). It's the lesser-known items—difficult communications, project management problems, and missed requirements—that often trip up the project manager.

Table 1 Typical Factors That Make Offshore Project Management Tricky

Let's take a look at seven techniques that help project managers improve the odds of success when working with an offshore team:

• Define expectations up front.
• Utilize e-tools for better communication.
• Meet regularly.
• Provide proper training.
• Conduct quality reviews.
• Document everything.
• Select the right project manager.

As you read this article, ask yourself the following question: Has our company altered project management practices sufficiently to ensure that our dual-shore activities are successful?