| Many IT project managers find that using | | | | defects, status)? |
| subcontractors is an excellent alternative to hiring | | | | - Who will be in charge of risk management, and |
| full-time staffers. IT project managers may choose | | | | what will that process entail? |
| to hire independent contractors to assist with one | | | | - How will commitments and problems be tracked |
| project, or bring them on-board on a long-term basis. | | | | and resolved? |
| Either way, using subcontractors gives clients the | | | | - When will periodic senior management reviews be |
| support they need while extending your company's | | | | scheduled? |
| presence - without your company having to pay for | | | | As with any IT project, there's always a chance that |
| employee benefits and other perks. | | | | project requirements will change. Before that |
| However, working with subcontractors isn't risk-free. | | | | happens, it's a good idea to have a written strategy |
| That's why the No. 1 rule in this situation is: | | | | that details how changes should be submitted and |
| "Document, document, document." Before you | | | | evaluated, who will be involved in decision-making |
| formally begin a subcontractor engagement, be sure | | | | related to change management, and what process |
| to thwart misunderstandings and missteps by clearly | | | | those decision-makers will use. |
| documenting your expectations with both a | | | | To avoid confusion, many IT project managers also |
| subcontract management plan and a 1099 | | | | include in their plans a clear definition of when a |
| independent contractor agreement signed by both | | | | project will be considered complete. Requirements |
| you and your contractor. | | | | tracing is useful here, as it gives you a methodology |
| If It Matters to the Project, Put It in Writing | | | | for ensuring that all functional requirements your client |
| When creating a subcontract management plan, no | | | | asked for are actually addressed in the end product. |
| detail is too trivial. According to project management | | | | You may also wish to establish a plan for how you'll |
| expert Karl Wiegers, any plan for working with | | | | transition the resulting IT solution over to the client, |
| freelance subcontractors should include as much | | | | and how you and your team will support it over the |
| information as possible about your subcontractor's | | | | long term. |
| project. For a Subcontract Management Plan | | | | Subcontractor Contracts |
| Template and other resources by Karl Wiegers that | | | | Once your independent contractor has agreed to |
| you can adapt for use with your own projects, see | | | | your plan and is ready to begin work, there's still one |
| the free downloads at the end of this article. | | | | more important detail you need to address: securing |
| First, Wiegers says, your plan should include a brief | | | | his or her signature on a subcontractor agreement. |
| overview of the project that your independent | | | | These types of contracts contain specific language |
| contractor will be involved in, including any concerns | | | | to prevent your independent contractor from being |
| or potential problems that might need to be | | | | hired away by your client. At the same time, your |
| addressed. | | | | contract can be designed to protect your company's |
| Then, you'll need to define the human resources | | | | intellectual property; outline your subcontractor's |
| components of the project: | | | | responsibilities; and help to ensure a healthy, |
| - Who will be involved? | | | | longstanding business relationship with your |
| - What roles will each person play? | | | | subcontractor. |
| - Who are the primary contacts? | | | | Creating a contract from scratch is a costly |
| - Who are the major decision-makers? | | | | proposition, especially if you need to do it every time |
| - What processes will those decision-makers use to | | | | you outsource work. Many IT project managers |
| resolve issues related to the project? | | | | simply buy standard 1099 independent contractor |
| Be sure to document the way you expect to | | | | agreement form templates. Such form contracts are |
| communicate with your independent contractor: | | | | designed to be customized and can be used |
| - Will you work primarily by videoconference, phone, | | | | repeatedly for a single, low price. Once you adapt |
| e-mail or in-person? | | | | your contract to fit your needs, you may want to |
| - How often do you want to receive project | | | | pay an attorney to look the agreement over, just to |
| updates, and how detailed should they be? | | | | be sure there's nothing you overlooked. |
| - Will there be regular technical peer reviews or | | | | By providing your subcontractor with detailed |
| management status meetings? | | | | information about your expectations before a project |
| - If these interactions will take place long-distance, | | | | begins, you can avoid misunderstandings, pave the |
| how much has been budgeted to pay for them? | | | | way for smooth project implementation, and |
| You might also wish to outline a strategy for project | | | | strengthen your professional relationship with your |
| tracking and oversight: | | | | contractor. Most importantly, you can avoid many of |
| - How often do you want your subcontractor to | | | | the project pitfalls that can result in a dissatisfied |
| update your client company, and how? | | | | client. |
| - How will the project be measured (time, size, cost, | | | | |