3. Issues not being dealt with promptly. Email response speed is outside the SLA envelope (
but
monitor the email load to ensure that neither side gets overloaded
).
4. Bugs, tests, documents, or code not being added to or changing in the respective management
systems.
5. Weekly reports either not arriving or failing to deal with known issues.
6. Senior management being unavailable.
7. Schedules not changing. (
Schedules always change a bit. An unchanging schedule could mean that
your supplier has found another, more lucrative contract, and doesn??™t yet want you to know it.
)
8. Intermediate deliveries are seriously late or of very poor quality.
9. Lack of time sheet data.
10. High overtime being worked by supplier staff.
11. Rising code turmoil just before the release to the customer.
12. Change of project manager, design authority or test manager.
This could be for the good reason
that they were no good or for the bad reason that they left because they couldn??™t stand the project
anymore or that they were moved onto another project, and had only been assigned to your project
because they were excellent and were likely to persuade you to sign up.
Considerations: remember that the outsource team may be first rate but at the mercy of management
who are not. Therefore be cautious before blaming them and (when on conference calls) listen carefully
for the sense of other, unofficially-present people listening to your conversations: a curious formality in
the official attendee??™s speech and undue, and uncharacteristic reticence on their part.
Pages:
380
381
382
383
384
385
386
387
388
389
390
391
392
393
394
395
396
397
398
399
400
401
402
403
404