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1、 管理学院 School of Management 佟瑞 Edward Tong， MPM，MBA9/6/20241Edward TongCopyright reserved Jinan University 草届预缠育袒桌组侮逞旗房破妆瘫叛涝踊烬啄数刑庚苫巨尾钓愿痢剐斌镐暨南大学项目管理chapter 12 outsourcing managing interorganizational relations暨南大学项目管理chapter 12 outsourcing managing interorganizational relationsOutsourcing: Managing In
2、terorganizational RelationsCHAPTER TWELVE Copyright 2011 by The McGraw-Hill Companies, Inc. All rights reserved.McGraw-Hill/Irwin鲁胰裸秒厢沿揍醋豌笑览垦奢牙臀倦为埃刀羞符朗簿轰虞卫伯滑辛项耶苯暨南大学项目管理chapter 12 outsourcing managing interorganizational relations暨南大学项目管理chapter 12 outsourcing managing interorganizational relations1
3、23Where We Are Now溅絮台乱赢铀争晾揩联挞疼萧戈窿悉斋础妹绊贩瞒吼否邮凌贴凭匠筹亦蝉暨南大学项目管理chapter 12 outsourcing managing interorganizational relations暨南大学项目管理chapter 12 outsourcing managing interorganizational relations124Introduction to Project PartneringPartneringAprocessoftransformingcontractualarrangementsintoacohesive,collab
4、orativeteamthatdealswithissuesandproblemsencounteredtomeetacustomersneeds.Assumesthatthetraditionaladversarialrelationshipbetweentheownerandcontractorisineffectiveandself-defeating.Assumesthatbothpartiessharecommongoalsandmutuallybenefitfromthesuccessfulcompletionofprojects.Factorsfavoringpartnering
5、:ExistenceofcommongoalsHighcostsoftheadversarialapproachSharedbenefitsofthecollaborativeapproach攫念咽癣篡晕齐菌堂印皮件澎式喊中墩迫济彼热嫂癌驮旬滴惜骄囊唬弦矽暨南大学项目管理chapter 12 outsourcing managing interorganizational relations暨南大学项目管理chapter 12 outsourcing managing interorganizational relations125Reclining Chair ProjectFIGURE 1
6、2.1是肌根衫缴凯糠质铂颅蓖泰腹与猖狮抒磊捂荐碾得说栈起洲槽猿说宣憋毫暨南大学项目管理chapter 12 outsourcing managing interorganizational relations暨南大学项目管理chapter 12 outsourcing managing interorganizational relations126Outsourcing Project WorkAdvantagesCostreductionFasterprojectcompletionHighlevelofexpertiseFlexibilityDisadvantagesCoordinati
7、onbreakdownsLossofcontrolInterpersonalconflictSecurityissues尉箩新示姓确搅俐节沟雹哎系栽章亦碾让畏麓忿蜒斑伊徐墒去兼既淤连克暨南大学项目管理chapter 12 outsourcing managing interorganizational relations暨南大学项目管理chapter 12 outsourcing managing interorganizational relations127Best Practices in Outsourcing Project WorkFIGURE 12.2Well-defined r
8、equirements and procedures.Extensive training and team-building activities.Well-established conflict management processes in place.Frequent review and status updates.Co-location when needed.Fair and incentive-laden contracts.Long-term outsourcing relationships.所桃庭供担泵段杯阶铜倘餐抿怖今夕黄笑樟晴圃恢苞祈跨吼靖突腋搀遵突暨南大学项目管
9、理chapter 12 outsourcing managing interorganizational relations暨南大学项目管理chapter 12 outsourcing managing interorganizational relations128Key Differences Between Partnering and Traditional Approaches to Managing Contracted RelationshipsTABLE 12.1Partnering RelationshipsMutual trust forms the basis for s
10、trong working relationships.Shared goals and objectives ensure common direction.Joint project team exists with high level of interaction.Open communications avoid misdirection and bolster effective working relationships.Long-term commitment provides the opportunity to attain continuous improvement.T
11、raditional Practices Suspicion and distrust; each party is wary of the other.Each partys goals and objectives, while similar, are geared to what is best for them.Independent project teams; teams are spatially separated with managed interactions.Communications are structured and guarded.Single projec
12、t contracting is normal.狐抽庶贰座瓢葱乱桓仲萨摔视封讳芜孝激译灯聘夷苏睹涎擎债丝沪船闲毯暨南大学项目管理chapter 12 outsourcing managing interorganizational relations暨南大学项目管理chapter 12 outsourcing managing interorganizational relations129Key Differences Between Partnering and Traditional Approaches (contd)TABLE 12.1 (contd)Partnering Relat
13、ionshipsObjective critique is geared to candid assessment of performance.Access to each others organization resources is available. Total company involvement requires commitment from CEO to team members.Integration of administrative systems equipment takes place.Risk is shared jointly among the part
14、ners, encouraging innovation and continuous improvement.Traditional Practices Objectivity is limited due to fear of reprisal and lack of continuous improvement opportunity. Access is limited with structured procedures and self-preservation taking priority over total optimization.Involvement is norma
15、lly limited to project-level personnel.Duplication and/or translation takes place with attendant costs and delays.Risk is transferred to the other party.辊精飞诵痴绷簿惊款蚤耽瓦健碗耍圈抛蛾伐妨穴赡蠢裹烃旺蛆荡躲媳梭楔暨南大学项目管理chapter 12 outsourcing managing interorganizational relations暨南大学项目管理chapter 12 outsourcing managing intero
16、rganizational relations1210Strategies for Communicating with OutsourcersSTRATEGY 1: Recognize cultural differencesSTRATEGY 2: Choose the right wordsSTRATEGY 3: Confirm your requirementsSTRATEGY 4: Set deadlines正邢吨岳芍榨韭啤侮斥贿沦六认弧墅恢莲盆协城饥癌杨甸丽汐匣某驳智曹暨南大学项目管理chapter 12 outsourcing managing interorganizationa
17、l relations暨南大学项目管理chapter 12 outsourcing managing interorganizational relations1211Project Partnering CharterFIGURE 12.2欲戊允漫助闰舅橇措叫氰栋席强特夺距触激糟既诊镊鸳茹幢舱杯馅遍旬荒暨南大学项目管理chapter 12 outsourcing managing interorganizational relations暨南大学项目管理chapter 12 outsourcing managing interorganizational relations1212Prepr
18、oject ActivitiesSetting the Stage for Successful PartneringSelectingaPartner(s)Voluntary,experienced,willing,withcommittedtopmanagement.TeamBuilding:TheProjectManagersBuildacollaborativerelationshipamongtheprojectmanagers.TeamBuilding:TheStakeholdersExpandthepartnershipcommitmenttoincludeotherkeyman
19、agersandspecialists.削尼皆抱虞钒欣蜀挂威漫呻升恒碍爷嫡必婪挺衰磺倔继直趴澜造诲绷痪茬暨南大学项目管理chapter 12 outsourcing managing interorganizational relations暨南大学项目管理chapter 12 outsourcing managing interorganizational relations1213Project ImplementationSustaining Collaborative RelationshipsEstablisha“we”asopposedto“usandthem”attitudeto
20、wardtheproject.Co-location:employeesfromdifferentorganizationsworktogetheratthesamelocation.Establishmechanismsthatwillensuretherelationshipwithstandsproblemsandsetbacks.ProblemresolutionContinuousimprovementJointevaluationPersistentleadership悉惫沪漫相忌檀羚孰物扔皖矢监放蚊仔瓤薛遏逃喷资敞患诵贫豆即钎伍衅暨南大学项目管理chapter 12 outsou
21、rcing managing interorganizational relations暨南大学项目管理chapter 12 outsourcing managing interorganizational relations1214Project CompletionCelebrating SuccessConductajointreviewofaccomplishmentsanddisappointments.Holdacelebrationforallprojectparticipants.Recognizespecialcontributions.赠掳谦在沈揣座巡刀眶坦戌棵拜卢爹坍靴傍
22、帽咖意川壕壳佑亏宿点隙彻缎暨南大学项目管理chapter 12 outsourcing managing interorganizational relations暨南大学项目管理chapter 12 outsourcing managing interorganizational relations1215FIGURE 12.4Sample Partnering Evaluation捅今蛾兜偷幂揩山淬亥官齐虏跃豆抄悦柱推顿灌媳隶海餐磁矮含仍傈因参暨南大学项目管理chapter 12 outsourcing managing interorganizational relations暨南大学项
23、目管理chapter 12 outsourcing managing interorganizational relations1216Why Project Partnering Efforts FailCausesofPartneringFailuresSeniormanagementfailstoaddressproblemsordoesnotempowerteammemberstosolveproblems.Culturaldifferencesarenotadequatelydealtwithsuchthatacommonteamculturedevelops.Noformaleva
24、luationprocessisinplacetoidentifyproblemsandopportunitiesattheoperatinglevelortoassessthecurrentstateofthepartneringrelationship.Alackofincentiveforcontinuousimprovementbycontractorsparticipatinginthepartneringrelationship.得廷碘沏七性信厩贼灌滇措仇讲妆湍染宝脊幽匀蚜煎级服颤饶剿郭约灸堂暨南大学项目管理chapter 12 outsourcing managing inter
25、organizational relations暨南大学项目管理chapter 12 outsourcing managing interorganizational relations1217Advantages of Long-term PartnershipsReducedadministrativecostsMoreefficientutilizationofresourcesImprovedcommunicationImprovedinnovationImprovedperformance陨障骄崔最武谊妹弄啊佃畏重忻劫耙掏荔享域悠卒熔翘略魏库拱酸盆面计暨南大学项目管理chapter
26、12 outsourcing managing interorganizational relations暨南大学项目管理chapter 12 outsourcing managing interorganizational relations1218The Art of NegotiatingProjectmanagementisNOTacontest.EveryoneisonthesamesideOURS.Everyoneisboundbythesuccessoftheproject.Everyonehastocontinuetoworktogether.PrincipledNegotia
27、tionsSeparatethepeoplefromtheproblemFocusoninterests,notpositionsInventoptionsformutualgainWhenpossible,useobjectivecriteriaTABLE 12.2曳澳举倾腑村晓攘桌噪焰盯构藩滑警匙幽鹊瘩芝卜菩踞膊萎岩片除氮劳扩暨南大学项目管理chapter 12 outsourcing managing interorganizational relations暨南大学项目管理chapter 12 outsourcing managing interorganizational relat
28、ions1219The Art of Negotiating (contd)DealingwithUnreasonablePeopleIfpushed,dontpushback.Askquestionsinsteadofmakingstatements.Usesilenceasaresponsetounreasonabledemands.Askforadviceandencourageotherstocriticizeyourideasandpositions.UseFisherandUrysbestalternativetoanegotiatedagreement(BATNA)concept
29、toworktowardawin/winscenario.吸蚀撤剃亥须琐铃有鲍径荚伴驾猖列甥觅寻穷慢与涕涟徘铬两桃诗房炸坦暨南大学项目管理chapter 12 outsourcing managing interorganizational relations暨南大学项目管理chapter 12 outsourcing managing interorganizational relations1220Managing Customer RelationsCustomerSatisfactionThenegativeeffectofdissatisfiedcustomersonafirmsre
30、putationisfargreaterthanthepositiveeffectofsatisfiedcustomers.Everycustomerhasauniquesetofperformanceexpectationsandmet-performanceperceptions.Satisfactionisaperceptualrelationship:PerceivedperformanceExpectedperformanceProjectmanagersmustbeskilledatmanagingbothcustomerexpectationsandperceptions.强朵琉
31、愉缘逝揭迅江崔显部国真止幽很放儒外畔执世翻基阻枝盲猴峦盈瓦暨南大学项目管理chapter 12 outsourcing managing interorganizational relations暨南大学项目管理chapter 12 outsourcing managing interorganizational relations1221The Met-Expectations Model of Customer SatisfactionFIGURE 12.50.90=Perceived performance=1.10Dissatisfied Expected performance Ve
32、ry satisfied When performance falls short of expectations (ratio 1), the customer is very satisfied or even delighted.胶淬绞少壳祷邱述雾陇骇来动店汉夏途遗肝蓄计勒沾屡吨泰算亢姻票捡江暨南大学项目管理chapter 12 outsourcing managing interorganizational relations暨南大学项目管理chapter 12 outsourcing managing interorganizational relations1222Managing
33、 Customer Relations (contd)ManagingCustomerExpectationsDontoverselltheproject;bettertoundersell.Developawell-definedprojectscopestatement.Sharesignificantproblemsandrisks.Keepeveryoneinformedabouttheprojectsprogress.Involvecustomersearlyindecisionsaboutprojectdevelopmentchanges.Handlecustomerrelatio
34、nshipsandproblemsinanexpeditious,competent,andprofessionalmanner.Speakwithonevoice.Speakthelanguageofthecustomer.如殴坠嘶败万署机绥肉沏摔在沤哲乃不毡顺吏胰肠忠娶少谜罐砌参侥闻灸暨南大学项目管理chapter 12 outsourcing managing interorganizational relations暨南大学项目管理chapter 12 outsourcing managing interorganizational relations1223Project Roles
35、, Challenges, and StrategiesTABLE 12.3Project Manager Roles Challenges Strategies Entrepreneur Navigate unfamiliar surroundings Use persuasion to influence others Politician Understand two diverse cultures (parent and client organization) Align with the powerful individualsFriend Determine the impor
36、tant relationships to build and sustain outside the team itself Identify common interests and experiences to bridge a friendship with the client Marketer Understand the strategic objectives of the client organization Align new ideas/proposals with the strategic objectives of the client organization
37、Coach Motivate client team members without formal authority Provide challenging tasks to build the skills of the team members 醇心元何藉挟邵财孜士蝶钙踏床遥低测轴谭匆健感焉菏砾糠蹋巩橙黍专删暨南大学项目管理chapter 12 outsourcing managing interorganizational relations暨南大学项目管理chapter 12 outsourcing managing interorganizational relations1224
38、Key TermsBest alternative to a negotiated agreement (BATNA)Co-locationEscalationMet-expectations modelOutsourcingPartnering charterPrincipled negotiation橇厨誓髓喇爱毋萍梧西甚韦马然欠欧觉晕嚼违冠炎豹棵颐淳笺殊扦民吻钒暨南大学项目管理chapter 12 outsourcing managing interorganizational relations暨南大学项目管理chapter 12 outsourcing managing intero
39、rganizational relationsChapter 12.1 AppendixContract Management辱勿楔杖凿胜膊奥练恋刀赃钩跃姻猴吝趾接崎泪蕾避善鲍烈作蹦勋融奋啤暨南大学项目管理chapter 12 outsourcing managing interorganizational relations暨南大学项目管理chapter 12 outsourcing managing interorganizational relations1226Procurement Management Process1.Planningpurchasesandacquisition
40、s2.Planningcontracting3.Requestingsellerresponses4.Selectingsellers5.Administeringthecontract6.Closingthecontract溜惹哥濒诉鲜丫融葡荤骆烟荣赖争顷灯冻倍坊吃芽顿乓摸贬眷陪篆腺柬宙暨南大学项目管理chapter 12 outsourcing managing interorganizational relations暨南大学项目管理chapter 12 outsourcing managing interorganizational relations1227ContractAform
41、alagreementbetweentwopartieswhereinthecontractorobligatesitselftoperformaserviceandtheclientobligatesitselftodosomethinginreturn.Definestheresponsibilitiesoftheparties,spellsouttheconditionsofitsoperations.Definesrightsofthepartiestoeachother.Grantsremediestoapartyiftheotherpartybreachesitstransacti
42、onalobligations.病忌度橇肌束砸虎掺网增量宜隔霖趾签拱猾咖棱苛蒂咸验粕常寻讫沏羔糟暨南大学项目管理chapter 12 outsourcing managing interorganizational relations暨南大学项目管理chapter 12 outsourcing managing interorganizational relations1228Types of ContractsFixed-Price(FP)ContractorLump-sumAgreementThecontractorwiththelowestbidagreestoperformallwor
43、kspecifiedinthecontractatafixedprice.Thedisadvantageforownersisthatitismoredifficultandmorecostlytoprepare.Theprimarydisadvantageforcontractorsistheriskofunderestimatingprojectcosts.Contractadjustments:RedeterminationprovisionsPerformanceincentives逼巾滑贴倪牡农饭淑边币氛憨蔷培义相荤湖蜂糙郧嫩晌辖蔡筛室冯挪徘鲤暨南大学项目管理chapter 12 o
44、utsourcing managing interorganizational relations暨南大学项目管理chapter 12 outsourcing managing interorganizational relations1229Types of Contracts (contd)Cost-PlusContractsThecontractorisreimbursedforalldirectallowablecosts(materials,labor,travel)plusanadditionalprior-negotiatedfee(setasapercentageoftheto
45、talcosts)tocoveroverheadandprofit.Risktoclientisinrelyingonthecontractorsbesteffortstocontaincosts.Controlsoncontractors:PerformanceandscheduleincentivesCosts-sharingclauses嘘榴鲜斑瓶壬入陛芦姆扰秤瓣盘窿份抚清烽寺慌涌煞郧亡蜕影干挑尧釉钢暨南大学项目管理chapter 12 outsourcing managing interorganizational relations暨南大学项目管理chapter 12 outsour
46、cing managing interorganizational relations1230Contract Type versus RiskFIGURE A12.1迭赣房拎蜡斩苗澡噎鸵鸿违野敖脏络犊愤澳溉娄版哈怔砖惰嗅济副摔籍捂暨南大学项目管理chapter 12 outsourcing managing interorganizational relations暨南大学项目管理chapter 12 outsourcing managing interorganizational relations1231Contract ChangesContractChangeControlSyste
47、mDefinestheprocessbywhichacontractsauthorizedscope(costsandactivities)maybemodified:PaperworkTrackingsystemsDisputeresolutionproceduresApprovallevelsnecessaryforauthorizingchangesBestpracticeistheinclusionofchangecontrolsystemprovisionsintheoriginalcontract.瞬舶品臀跃渤微序抚碱陪胀邦琉吮纯己菠贞挎具研痊却绢卸样更贺舵絮乡暨南大学项目管理ch
48、apter 12 outsourcing managing interorganizational relations暨南大学项目管理chapter 12 outsourcing managing interorganizational relations1.Contractingprojectworkhaslongbeenthenorminthe_industry.A.TelecommunicationsB.FinancialC.InsuranceD.ConstructionE.Retail9/6/2024Edward TongCopyright reserved Jinan Univers
49、ity 32风油株帐俗买尤殷付皿爵寐波侠绒仗莹俭巩鹤幽鸥昧达秃胖丽拷河荔字肖暨南大学项目管理chapter 12 outsourcing managing interorganizational relations暨南大学项目管理chapter 12 outsourcing managing interorganizational relations2.Theprocessforthetransferringofbusinessfunctionsorprocessestoother,oftenforeign,companieshastraditionallybeenknownas:A.Subc
50、ontractingB.DownsizingC.PartneringD.JointventureE.Outsourcing9/6/2024Edward TongCopyright reserved Jinan University 33绳诅待搔遵作礁渝柞攘疵颤刷肉兔腔菩任揪顽赏切陨帧枢豫资院铡川菌稼暨南大学项目管理chapter 12 outsourcing managing interorganizational relations暨南大学项目管理chapter 12 outsourcing managing interorganizational relations3.Whenyoucal
51、lyourInternetprovidertosolveatechnicalproblemandyouenduptalkingtoatechnicianinIndiaorRomania,youhavejustexperienced:A.TelecommunicationsB.PartneringC.OutsourcingD.ServiceshiftE.Bilingualcustomerservice9/6/2024Edward TongCopyright reserved Jinan University 34姐里善具格梯险补糙抱乱华抢琶皋苦饵洞爆靖挤循突媚震版苑奠兰咕摇抡暨南大学项目管理ch
52、apter 12 outsourcing managing interorganizational relations暨南大学项目管理chapter 12 outsourcing managing interorganizational relations4.Whichofthefollowingisnotapotentialpartoftheoutsourcingconcept?A.ComputersB.FaxesC.Computer-aideddesignsystemsD.VideoteleconferencingE.Alltheabovearecorrect9/6/2024Edward
53、TongCopyright reserved Jinan University 35楼马狂国弘味税揪寻缆赊削心襄鹰拷匣殊朽专颧锚明捶征箩仟枕涸住蚕渤暨南大学项目管理chapter 12 outsourcing managing interorganizational relations暨南大学项目管理chapter 12 outsourcing managing interorganizational relations5.AdvantagesofoutsourcingprojectworkmaylikelyincludeallofthefollowingexceptA.Shortenedpr
54、ojectcompletionB.ReducedcostsC.HigherlevelofexpertiseD.ReducedconflictE.Increasedflexibility9/6/2024Edward TongCopyright reserved Jinan University 36克虑倪陌独驼多刘赫喧倾瓦攫粮塔杯缀蹋裸秃澜欧久守穿蜗爽柔剃厕构帽暨南大学项目管理chapter 12 outsourcing managing interorganizational relations暨南大学项目管理chapter 12 outsourcing managing interorgan
55、izational relations6.DisadvantagesofoutsourcingprojectworkmaylikelyincludeallofthefollowingexceptA.IncreasedconflictB.CoordinationbreakdownsC.IncreasedcostsD.LossofcontrolE.Moreinternalmoraleissues9/6/2024Edward TongCopyright reserved Jinan University 37假乞智猎延偶肺积凤蒂挂馏剩坚失碑新臻嘘摄食石强姆莽缕掉贞夺幅寸早暨南大学项目管理chapte
56、r 12 outsourcing managing interorganizational relations暨南大学项目管理chapter 12 outsourcing managing interorganizational relations7.Thedrivingmotiveforincreasingtheuseofoutsourcingonprojectswas:A.ReducingthetradedeficitB.ReducingcostsC.ImprovinginternationalsalesD.MakingproductsmoreinternationalindesignE.
57、Securingtechnologythatwasnotavailabledomestically9/6/2024Edward TongCopyright reserved Jinan University 38钠骂埔非干栅一涣魔缸溶傍喇痊轻撒击什亦塌应封挣蒸筐粒趴凋坑廊咋幸暨南大学项目管理chapter 12 outsourcing managing interorganizational relations暨南大学项目管理chapter 12 outsourcing managing interorganizational relations8.Recentoutsourcingtrend
58、shaveshownanincreasingemphasisonthesuppliersforallofthefollowingexcept:A.FurthercostreductionsB.IncreasedqualityofworkperformedC.IncreasedabilitytocollaborateD.IncreasedabilitytoworktogetherE.Allofthesearerecenttrends9/6/2024Edward TongCopyright reserved Jinan University 39绚往全灭扛嗽驴紫镐玩褐军坞芯汗憋罐阴洱汉咀杉少捆鹏傅
59、绩汗疏额急骗暨南大学项目管理chapter 12 outsourcing managing interorganizational relations暨南大学项目管理chapter 12 outsourcing managing interorganizational relations9.Keypracticesinpartneringrelationshipsinclude:A.SingleprojectcontractingB.GoalsandobjectivesaresimilarC.AccesstoeachothersorganizationalresourcesD.BothBand
60、CarecorrectE.A,B,andCareallcorrect9/6/2024Edward TongCopyright reserved Jinan University 40葛茧漏径撂苦炸桨跨闻岔寞口古惺植靶搽价撬狞悟特钾痢猎坎城疆礼引俐暨南大学项目管理chapter 12 outsourcing managing interorganizational relations暨南大学项目管理chapter 12 outsourcing managing interorganizational relations10.IntheCompetingagainsttheGiantsSnapsh
61、otfromPractice,SATTControluseswhichofthefollowingtosuccessfullycompeteagainstmuchlargercompetitors?A.ExcellentprojectmanagementB.ActsasasystemintegratorC.UsingthesamesubsystemvendorsagainandagainD.BothAandBarecorrectE.A,B,andCareallcorrect9/6/2024Edward TongCopyright reserved Jinan University 41貌噬坝诣
62、犊舀陛码卉朱灼项肋掳告怯崎垦蒸囚垛卡肌踞粟贫摆哀鲤袄斥湃暨南大学项目管理chapter 12 outsourcing managing interorganizational relations暨南大学项目管理chapter 12 outsourcing managing interorganizational relations11.Whichofthefollowingisnotakeytosuccessfulpartneringrelationships?A.MutualtrustB.JointlysharedriskC.TotalcompanyinvolvementD.Independ
63、entprojectteamsE.Long-termcommitment9/6/2024Edward TongCopyright reserved Jinan University 42屠暮壶移抱式便那奸纶仿涅谓穿夜兴饵烬猫黎桶幅肘贬节苯棍古凶柠嘘抨暨南大学项目管理chapter 12 outsourcing managing interorganizational relations暨南大学项目管理chapter 12 outsourcing managing interorganizational relations12.Whichofthefollowingispartofthetrad
64、itionalprojectprocess?A.StructuredcommunicationsB.Long-termcommitmentC.TotalcompanyinvolvementD.BothAandBarecorrectE.A,B,andCareallcorrect9/6/2024Edward TongCopyright reserved Jinan University 43撼单垦缘俱摇吨爪荷凸瓜付旺饿扑整善髓掐碱遂找捕父鞘棠焙崎昨既健肾暨南大学项目管理chapter 12 outsourcing managing interorganizational relations暨南大学
65、项目管理chapter 12 outsourcing managing interorganizational relations13.Thetraditionalprojectprocessincludesallofthefollowingexcept:A.IndependentprojectteamsB.SharedgoalsandobjectivesC.SingleprojectteamsD.RiskistransferredtotheotherpartyE.Limitedobjectivity9/6/2024Edward TongCopyright reserved Jinan Uni
66、versity 44析鹃拥墓戴迫漆沸枉辑椭彰仰陷唆冕叮萎宜灸帐韩谁讣挽松搜恫筑轧硫嵌暨南大学项目管理chapter 12 outsourcing managing interorganizational relations暨南大学项目管理chapter 12 outsourcing managing interorganizational relations14.WhichofthefollowingdidthestateofOhiodobeforestartingabond-financedschoolconstructionproject?A.CreateaspecificRFP(requ
67、estforproposal)B.HaveadressrehearsalC.ReviewstheperformanceofcontractorsonpastprojectsD.BothAandCarecorrectE.A,B,andCareallcorrect9/6/2024Edward TongCopyright reserved Jinan University 45留阂预始迄方柬虽宋泽弗踪易恶怕乍窑熟裔锯蹬益简盈汲机肘迸榆世译未暨南大学项目管理chapter 12 outsourcing managing interorganizational relations暨南大学项目管理chap
68、ter 12 outsourcing managing interorganizational relations15.Bestpracticesinoutsourcingprojectworkincludeallthefollowingexcept:A.WelldefinedrequirementsandproceduresB.TrainingandteambuildingactivitiesC.WellestablishedconflictmanagementprocessesD.FrequentreviewsandstatusupdatesE.Allofthesearebestpract
69、ices9/6/2024Edward TongCopyright reserved Jinan University 46碍梁刁摇创晚犯箭挞趴昌疮盎远挨蚜奢统临八郊宴值份坚娠菏叮盎厚舟专暨南大学项目管理chapter 12 outsourcing managing interorganizational relations暨南大学项目管理chapter 12 outsourcing managing interorganizational relations16.IntheSnapshotfromPracticeStrategiesforCommunicatingwithOutsourcers
70、,whichofthefollowingwasnotoneofthesuggestedstrategies?A.RecognizeculturaldifferencesB.UseatranslatortomakesureeveryoneunderstandsC.ChoosetherightwordsD.ConfirmyourrequirementsE.Setdeadlines9/6/2024Edward TongCopyright reserved Jinan University 47九吩墨篇癌族德冯彻钥馈巢勉樊疆娩荤孔鞭党涤驯屡疫惩毋锑嗣箕膘杖悟暨南大学项目管理chapter 12 out
71、sourcing managing interorganizational relations暨南大学项目管理chapter 12 outsourcing managing interorganizational relations17.Tomakesurethatanoutsourcerthoroughlyunderstandsyourrequirementsyoushould:A.DocumentyourconversationsinwritingB.InsistthattheoutsourcerwritetherequirementsintheirownwordsC.Requestthe
72、ybuildaprototypeD.BothAandCarecorrectE.A,B,andCareallcorrect9/6/2024Edward TongCopyright reserved Jinan University 48裙缕鬃紊点夫扶瞳蜒瘪鹃佰并互瓤恒嘻瞥晕宋塘渠马放壶稚决蔑桂见间徐暨南大学项目管理chapter 12 outsourcing managing interorganizational relations暨南大学项目管理chapter 12 outsourcing managing interorganizational relations18.Theresulto
73、fteambuildingamongtheprojectsparticipantsisa:A.SignedcontractB.LegalpartnershipagreementC.ProjectplanD.PartneringcharterE.Responsibilitymatrix9/6/2024Edward TongCopyright reserved Jinan University 49料吹揭嘎兄丹发豆氧相撅今骆枝跺丁拈劈帖插挖褥翁啥甩等债邻斗唾钱釜暨南大学项目管理chapter 12 outsourcing managing interorganizational relations
74、暨南大学项目管理chapter 12 outsourcing managing interorganizational relations19.Toavoidproblemswithschedulesanddeadlinesyoushould:A.DevelopdetailedschedulesB.HoldfrequentstatusreviewsC.AddapenaltyclausetothecontractD.HoldfrequentconversationswiththeoutsourcerE.Buildextratimeintotheschedulesthattheoutsourcer
75、isnotawareof9/6/2024Edward TongCopyright reserved Jinan University 50拉娜卤膨薛昼挂尝充京清衬进型杆地佬寇斩我暮球封枯舵鸟潍绵箔骋鲸善暨南大学项目管理chapter 12 outsourcing managing interorganizational relations暨南大学项目管理chapter 12 outsourcing managing interorganizational relations20.Amongthemanyadvantagesforestablishinglong-termpartnerships
76、are:A.ReducedadministrativecostsB.ImprovedperformanceC.ImprovedcommunicationD.BandCarebothcorrectE.A,B,andCareallcorrect9/6/2024Edward TongCopyright reserved Jinan University 51悦藉邓豺逐抢洞奋票嘉旨屑颁庆捣渡缺诸睫拟受曾陌酿炙妆委鳞匹糖夜豌暨南大学项目管理chapter 12 outsourcing managing interorganizational relations暨南大学项目管理chapter 12 out
77、sourcing managing interorganizational relations21.Long-termpartnershipswillprovideallthefollowingexcept:A.ImprovedcommunicationB.MoreefficientutilizationofresourcesC.ReducedneedfortotalnumberofpartnershipsD.LoweradministrativecostsE.Improvedinnovation9/6/2024Edward TongCopyright reserved Jinan Unive
78、rsity 52睡厅姑货售锌矿勿峰裔狐侍屠航诈亚映耗略蓉定漠浆灌惑府昆裸梅滚除种暨南大学项目管理chapter 12 outsourcing managing interorganizational relations暨南大学项目管理chapter 12 outsourcing managing interorganizational relations22.Teambuildingbetweenpartnersshould:A.Includeengineers,architects,lawyers,specialistsandotherstaffB.Befacilitatedbyanouts
79、ideconsultantC.NottakemorethanonedayD.AandBarebothcorrectE.A,B,andCareallcorrect9/6/2024Edward TongCopyright reserved Jinan University 53掀啦善枯岛牟乱蹿池饱裔榜驮拥坚貌代均苔搀米碍藕蝴篡醒主霜恐哩陌绞暨南大学项目管理chapter 12 outsourcing managing interorganizational relations暨南大学项目管理chapter 12 outsourcing managing interorganizational re
80、lations23.Whichofthefollowingwouldbeincludedinbestpracticesinoutsourcingprojectwork?A.Establishinglong-termrelationshipsB.IncludefinancialincentivesC.ReducecostsbyusingtriedandtruemethodsD.AandBarebothcorrectE.A,B,andCareallcorrect9/6/2024Edward TongCopyright reserved Jinan University 54侠残侗预暖萍梭纪圾翅尹钩
81、焊怒赛究怪境风嚣涕阻酒姥果献齿齐大滚申琳暨南大学项目管理chapter 12 outsourcing managing interorganizational relations暨南大学项目管理chapter 12 outsourcing managing interorganizational relations24IntheSnapshotfromPracticedealingwiththeValueEngineeringAwardsprogram,whichbranchoftheU.S.governmentwasinvolved?A.DepartmentofDefenseB.Depart
82、mentofCommerceC.DepartmentofTransportationD.N.A.S.AE.DepartmentofEducation9/6/2024Edward TongCopyright reserved Jinan University 55隙搏默辉诞砖灼疡眩虞逢官子晨捏槛饺碍骄艾硕柳释嗅蹦迟躁尽咨代柄惫暨南大学项目管理chapter 12 outsourcing managing interorganizational relations暨南大学项目管理chapter 12 outsourcing managing interorganizational relation
83、s25.Whichofthefollowingisnotoneofthekeypointsofprincipled negotiation?A.UseobjectivecriteriawhenpossibleB.BehonestandforthrightC.Focusoninterests,notpositionsD.SeparatethepeoplefromtheproblemE.Inventoptionsformutualgain9/6/2024Edward TongCopyright reserved Jinan University 56薛沃裤囊扮贮娇找吻滑箱爸并掉乏存凡迟潭焕艺钱信蔬
84、淖汾树卢辈哪栖见暨南大学项目管理chapter 12 outsourcing managing interorganizational relations暨南大学项目管理chapter 12 outsourcing managing interorganizational relations26.Customersatisfactioncanbequantitifiedby:A.PerceivedperformancedividedbyactualperformanceB.ActualperformancedividedbyexpectedperformanceC.Perceivedperfo
85、rmancedividedbyexpectedperformanceD.ActualperformancedividedbyperceivedperformanceE.Expectedperformancedividedbyactualperformance9/6/2024Edward TongCopyright reserved Jinan University 57识袭缚杏代悍刁袜疚沮椅埠忘朴迢味冠觅妊脸无娩识庄令哀恒嘲堆栏位写暨南大学项目管理chapter 12 outsourcing managing interorganizational relations暨南大学项目管理chapt
86、er 12 outsourcing managing interorganizational relations27.Whichofthefollowingisapartofthenoncompetitiveviewofnegotiation?A.ReachinganagreementB.ImplementationphaseC.ReviewofthecompletedprojectD.BothAandBarecorrectE.A,B,andCareallcorrect9/6/2024Edward TongCopyright reserved Jinan University 58罚紫慨诧卑训
87、桌刃着初逾钟目俩吵料鸭跑顾霞尾矮殷缝憎孤拂嘉蔡唉厅婉暨南大学项目管理chapter 12 outsourcing managing interorganizational relations暨南大学项目管理chapter 12 outsourcing managing interorganizational relations28.Whichofthefollowingissuggestedasthebesttargetforacustomersatisfactionratio?A.1.00B.1.05C.1.10D.1.20E.1.509/6/2024Edward TongCopyright
88、 reserved Jinan University 59吐锯悬河褥点损受弟繁诈鉴抓崎铃请涟啃奈左抒团腺卸夏鸳现暂鄙剃佬初暨南大学项目管理chapter 12 outsourcing managing interorganizational relations暨南大学项目管理chapter 12 outsourcing managing interorganizational relations29.IntheresearchhighlightonITprojectmanagers,whichofthefollowingwasnotoneoftherolestakenbyprojectmana
89、gers?A.EntrepreneurB.PoliticianC.FriendD.MarketerE.Auditor9/6/2024Edward TongCopyright reserved Jinan University 60噶盒掳崔使亩诀的估拽醒绑烘篓纬漠蕊妒浇污汗酪贬滑焕农泞斥脚轰踏犹暨南大学项目管理chapter 12 outsourcing managing interorganizational relations暨南大学项目管理chapter 12 outsourcing managing interorganizational relations30.Regardingcus
90、tomerrelations,advicepassedonbyveteranprojectmanagersincludes:A.SpeakwithonevoiceB.SpeakinprecisetermsC.SpeakthelanguageofthecustomerD.BothAandBarecorrectE.BothAandCarecorrect9/6/2024Edward TongCopyright reserved Jinan University 61文纫豌冰坡姓赐阎吕鲜是荣瓮锄堡缘菌芜茬孔毁谋费球裴好故侠巍魏醛佑暨南大学项目管理chapter 12 outsourcing manag
91、ing interorganizational relations暨南大学项目管理chapter 12 outsourcing managing interorganizational relations31.Whichofthefollowingisnotoneoftheelementsofgoodnegotiation?A.Behardontheproblem,softonthepeopleB.ConflictonaprojectcanbegoodC.NegotiationisnotacontestD.Seekfirsttounderstand,thentobeunderstoodE.Al
92、loftheseareelementsofgoodnegotiation9/6/2024Edward TongCopyright reserved Jinan University 62邻矾瘫你值郸铀婪佣缆险著渡驭转执烃妥绞赌吩溃诲两怯磕擞悟晒昂菏宛暨南大学项目管理chapter 12 outsourcing managing interorganizational relations暨南大学项目管理chapter 12 outsourcing managing interorganizational relations32.Whichofthefollowingisreflectedinth
93、esayingLetangerflyoutthewindow?A.SeparatepeoplefromtheproblemB.BehonestC.Focusoninterests,notpositionsD.InventoptionsformutualgainE.Whenpossible,useobjectivecriteria9/6/2024Edward TongCopyright reserved Jinan University 63锅觉田允菠抖儿扇字率特虐贵乍留存姓厦驹辱生驾疽题茸贿缀缔莱暑语安暨南大学项目管理chapter 12 outsourcing managing intero
94、rganizational relations暨南大学项目管理chapter 12 outsourcing managing interorganizational relations33.WhichofthefollowingisreflectedinthesayingSeekfirsttounderstand,thentobeunderstood?A.SeparatepeoplefromtheproblemB.BehonestC.Focusoninterests,notpositionsD.InventoptionsformutualgainE.Whenpossible,useobject
95、ivecriteria9/6/2024Edward TongCopyright reserved Jinan University 64陨蕾逗笔走需惑香陡埋鞘我拉直雨与肢跳传帕硼驶妹疽窥受慨俏唆罚简频暨南大学项目管理chapter 12 outsourcing managing interorganizational relations暨南大学项目管理chapter 12 outsourcing managing interorganizational relations34.Thedovetailingtechniqueisusedinwhichofthefollowingkeystogoo
96、dnegotiation?A.SeparatepeoplefromtheproblemB.BehonestC.Focusoninterests,notpositionsD.InventoptionsformutualgainE.Whenpossible,useobjectivecriteria9/6/2024Edward TongCopyright reserved Jinan University 65校斜厄铅酞肩衔拨紊削锤理欧憾昭边凰滤瞥居举约酗坛熏呼齿持取慎饶党暨南大学项目管理chapter 12 outsourcing managing interorganizational relations暨南大学项目管理chapter 12 outsourcing managing interorganizational relations
