How To Balance the Project Management Differences of Offshore Centers
A new delivery model has emerged in today's global IT organizations. Software projects are executed by both the main office and a satellite office in another country, with the home office project manager assigning project components to teams in each location. In this situation, the offshore center team is expected to follow home office norms, including its project management processes, team hierarchies and documentation standards. However, since these norms are not tuned to the unique requirements and expectations of the offshore center teams, these teams often fail to deliver on the project objectives. To make the most of the offshore/home office model, the project manager needs to understand when unique characteristics make it necessary for the offshore center team to follow a different set of project management norms.