Practical know-how of the Global Project

Hitoshi Goto

Ukihiko Takagi

In Part17, we discussed the points at ordering at overseas vendors. At this part , we will look at the points to make a multi-vendor global project successful.

It is important to inform correction request after "pre-processing"

Once in the testing phase, you will be working on fixing defects and bugs in parallel with testing. This is ususal, as it is the purpose of testing to find defects and bugs.

Since our work is to support the global projects of global companies in Japan, it is important to accurately inform overseas vendors of defects resulting from user acceptance testing (UAT) conducted by Japanese user companies.

It would be easy if I could just pass the UAT's result report from a Japanese user company to the Bridge SE, but in reality the problem is the verbal problem and the intention may not be transmitted properly, making the correction work difficult.

When I asked a Chinese vendor for offshore development, the correction work was delayed. So we intervened and pre-researched the issue (content of bug or bug) before passing it to Bridge SE.

Specifically, we clarified the necessary actions to each issue. It took a lot of time, because we created a chart and attached it to the correction request sheet.

Chinese development members respond very quickly if their actions are clear. The client also acknowledged the high capacity of the Chinese vendors and approved the increase of their member, so the remained problems was quickly resolved.

Creating a chart is a lot of work. Therefore, recently, using a remote conference application, we draw a simple chart on the fly and explain it, and leave the conclusion of the conference and use the evidence that both sides have agreed . It may improve efficiency.

If you talk directly, things go faster. Even if you can't meet real, you can substitute remote conferencing.

It is desirable that a single vendor makes a contract with PMO directly

When it comes to medium-sized or larger projects in Japan, it is common to proceed with multi-vendors, but we think that those vendors have a good relation. As it is in a small country, it will feel that they may be together at their next job.

However, you can not expect foreign vendors their collaboration very much like Japanese vendors. Sometimes vendors conflict with each other, but when they talk to each other in the local language, we Japanese sometimes don't know what they give up in the first place and sometimes we can not arbitrate.

The problem in particular is the coordination where there is no contractual relationship between our PMO and the vendor which our customer is directly contracting to. In this case, the vendor to which our client has a contract is out of control of us.

Because of such circumstances, it is possible to say that a single vendor and a PMO should directly contract as much as possible in global projects.

Therefore, the point is to write in English from the beginning and in a concise manner with bullet points.

-Make a contract that all vendors are under PMO

-If it is impossible to do so, exchange notes, etc. to transfer authority from the client

Keeping in mind the above two points will be the keys to project success.

<<Read [Part 17]Read [Part 19]>>

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