How can you use IT project management frameworks to improve communication with outsourced teams?

I suggest that all IT project management framework have many components and formats. The core component to all frameworks is the project operating model, i.e. 'the process for getting things done, measuring progress through the process and validating when things are done'.

Framework, principles and processes are define to have discipline for a project to considered multi directions for a successful delivery. Appropriate Frame work assures to program and project managers travel in right direction. Technology challenges, identify the right people with right skill, pandemic situations and cultural understanding between global teams might also need to be consider while you define your organisation frame work to be successful in their respective business. Do you agree?

Outsourced teams require strict distribution of scope of work and governance. When included in projects, those requirements are guaranteed: - Project planning with resource and task assignment makes it very clear what's every person's role; - Project governance enforces strict ways of control to outsourced resources. Moreover, in a project everyone is part of a team with a common goal. The distinction between insourced and outsourced resources is diluted, everyone is just part of the project.

PM frameworks are tools to avoid common challenges with outsourced teams: 1. Commoditize project execution 2. Uniformly set expectations 3. Efficiently monitor key performance metrics 4. Frequent communication to maintain alignment 5. Higher success rates A PM framework doesn't eliminate the need for human leadership. Getting to know the people on the team, building trust, and supporting honest communication are critical aspects of execution because every framework is only as good as the information gathered from the team.

Any framework, by default, has to be flexible and customized as per organization’s needs. For IT project management, there are industry standards from PMI, Prince2, and then frameworks like Agile/Kanban/Scrum/Hybrid/waterfall, etc. Every organization, has its own way of managing its projects, programs, and portfolio. And then adoption of tools and platforms to manage the project also leads to further customization. However, irrespective of whichever framework is adopted, focus on outcome driven Governance is key to the success. In most of my engagements, as I have observed, lack of in-depth detail about project status, dependencies and messaging through multiple levels of stakeholders have often leads to compounded issues.

The best PM framework is one that the organization will uniformly support and use. It needs to fit culturally and ideologically because if areas of the business don't buy-in, it won't work.

From a PM perspective you need to understand and establish your key stakeholders and senior management, which parameters are most important: time/schedule, scope/quality, cost or innovation level. That will also guide you towards the most suitable framework. And in case of waterfall or hybrid frameworks strong change control is instrumental.

Select a framework that aligns with your project's scope, complexity, and goals. Consider factors like project size, team expertise, and customer requirements.

Many factors can be considered to choose among frameworks like kind of project, team size, culture, budget constraints, risk tolerance, previous projects outcomes etc. They should help guide the choice for the most appropriate framework to employ.

In order to efficiently leverage IT to be an enabler for your business and business objectives Then the correct question is not what PM framework is most suitable to deliver solutions to the enterprise. The most important question is the enterprise architecture maturity used in ensuring PMO delivers value/ quality throughout the project lifecycle

It is common for the team to have time to adapt and for some members to be more resistant to change. Be patient and seek the team's engagement by showing how much you value the use of the framework and making clear the benefits it brings.

Tailor the chosen framework to your project's specific needs, defining roles, tasks, and processes. Ensure alignment with your outsourced team's capabilities.

It's important to align people with roles that have responsibilities to uphold the practices and standards of the framework from each area of the outsourced team.

If we spend more time to plan and discuss the client's expectations and understanding the actual requirements, it will take lesser time to complete this. Also, need to anticipate the iterations and changes in priorities

To apply the framework to any project, it would be good to start from thoroughly understanding its principles and aligning them with project's goals. I'll assess our specific needs, engage stakeholders, and customize the framework accordingly. A detailed implementation plan, team training, continuous monitoring, and iterative improvements will ensure a successful integration, while effective communication will keep stakeholders informed throughout the process.

We need to use the communication methods in such a way that everyone who is involved in the project need to be on same page. While having a meeting we have to understand 2 things 1. Listening, 2. Considering everyone's involvement. Also, to motivate, we have to have appreciation. If they're any misunderstandings or any gaps, we need to address this in an informative way, rather than pointing names

Using IT project management frameworks improves communication with outsourced teams by organizing roles + responsibilities, setting up regular meetings, sharing tools, and keeping everyone updated on the project (status reporting) These frameworks make working together easier, clear up any confusion, and help everyone talk to each other better, leading to better teamwork and project results.

While all these tools are effective "channels", what would have the greatest impact on the results is building a relationship of trust and an alignment to a common set of goals.

Employ collaboration and communication tools like Slack, Jira, or Trello to facilitate real-time communication and project tracking. Implement regular status meetings and update reporting.

Which tools and techniques are used to manage communications? The eight tools and techniques are expert judgment, communications requirements analysis, communications technology, communication models, communications methods, interpersonal and team skills, data representation, and meetings.

In my experience there should be clarity in commnication of objectives and goals, constant sharing around project status, problems and risks and very clear roles, responsibilities and expected delivery timelines.

The MOMs need to be there after the meeting. Need to go through this and analysing this has equal importance. As an individual or as a team we have to analyse the current communication methods and take new suggestions from team and stakeholders, we can improve this.

These days, several communication tools are starting to deploy AI tools for transcription and summarisation. I am hoping such tools will eventually start to measure the effectiveness of communications from the text summarisation they perform over several meetings. Wonder if the LLMs could also suggest specific tactics for enhancing communication, personalised to not just each team, but also to each team member!

I suppose this may be important for very large, distributed teams but I feel like this is taking it a step too far and relying on a tool to do the job of a human leader. Talk to your team and get feedback on areas to improve.

Evaluating and improving communication involves a thoughtful approach. Here's a concise guide: - Practice attentive listening. - Seek input from colleagues. - Be mindful of body language. - Strive for clear communication. - Understand others' perspectives. - Assess your communication style. - Implement changes based on input. - Learn new communication strategies. - Adjust communication based on context.

The best framework is the one that will be most robustly supported by coaching at all levels. Framework adoption is not automatic just because the company leadership pronounced it. Adoption and change transformation happens when there is sustained coaching and metrics management to gauge progress. Leadership should hire the right experts in whatever framework is propagated to manage the transformation across all locations in all languages supported by the organization.

Outsourced teams does not necessarily mean time, language and cultural differences. Also same can happen in internal teams think about an international company. While project management frsmeworks do help with communication plan/govt/frequency, outsourcing in the question of communication is not primarily a projrct mansgement framework question. Rather operations - NDA, confidentiality, security (guest access, vpn, zt, npa) and many more. Imo.

In my experience successfully closing a project depends highly on clear communication. It is an important aspect of a project. In my experience nothing is worse than working on difficult and long project and having it just fade away into the past without a clear closure. Closing can take be done successfull in serveral ways from a simple Email to formal Lesson Learned Meeting.

Factors such as cultural differences, time zone disparities, and language barriers may impact communication. Be mindful of these aspects and adapt your approach as needed.

When outsourcing IT and tech support for a 50 person or less B2B with remote staff and HQ, consider the vendor's expertise, scalability, and familiarity with remote support tools. Ensure they align with your tech demands and offer robust cybersecurity measures. Evaluate their track record for reliability, customer service excellence, and response times to ensure they can meet the needs of a dynamic, small workforce efficiently.