(9) Budget for the outsourcing exercise.

Use this valuable observation to help you plan:

" ... end users engaged in outsourcing indicate that, on average, users spend from 5 to 12 percent of the total contract value on managing the relationship"

--- The Yankee Group (in a recent study)

CONCLUSION

• What we've just described represents the latest thinking on managing a CAD outsourcing project.

• The ideas are state-of-the-art and custom-made for today's world.

• We hope you use them and that thereby y
  Buy A Business Without Paying For An Attorney, CPA, Airline Ticket Or Even A Taxi Cab Ride
  After half a century of buying businesses, people still ask me why I spend so much of my time investing in buying businesses instead of real estate, the stock market and other things like that. And I always tell them -- and this is absolutely true -- the reason I don't do anything but buy businesses is because, in 50 years of doing so, I still have yet to come across a better investment than buying a business. In fact, nothing else even comes close in terms of both return on investment and risk. Let’s put it this way. If you get any financing at all, the cap rate on the average business with some financing is about 60 percent. What I mean by "cap rate" is yo
  We must first emphasize that here we are talking about outsourcing CAD projects, which is significantly easier than outsourcing software development or IT services (earlier articles of mine have explained why).

  This article also assumes that selection of the CAD providers has been completed with due diligence (the methods are described in an earlier article).

  As I mentioned in those prior articles, one of the most important ingredients for successful outsourcing is management of the ongoing project by you, the client. To quote from those articles (here 'outsourcer' means 'provider'):

  ---

  "This may sound obvious, but probably the biggest stumbling block to offshore outsourcing is that after all the contracts have been signed, companies abdicate responsibility for projects to the provider..."

  --- Deepak Khandelwal, McKinsey, Worldwide

  ---

  TASKS IN OUTSOURCING MANAGEMENT:

  (1) You have to assume moral responsibility for the project.

  A very senior executive should be made the champion of the CAD project. S/he will need technical and administrative people to help with the project, and these people should be informed of their induction explicitly. Let's call this group of people "the task force".

  (2) The task force should define the objectives of the proposed CAD outsourcing.

  Subjects to address:

  • Which input documents will you be giving the provider? (Consider rough, dimensioned sketches, specifications and photographs of included objects, written instructions on what you want in the output, libraries of CAD symbols, design rules for elements not in the libraries of CAD symbols, drawings or sketches showing how the objects in the target area interface with the immediate environment, sample output documents).

  • Which CAD platform do you want the work done on?

  • Which output documents to you expect?

  • What is the weekly project schedule?

  • At what interval do you want the provider to send you the work in progress?

  • What is the procedure for acceptance of the product?

  • What is your payment schedule?

  • What is the payment method? (Check, credit card, wire transfer?)

  (3) The task force should put the above documents into a contract.

  The contract should also contain non-disclosure clauses. The provider should sign and return the contract.

  (4) Put robust communication mechanisms in place.

  • Email is fine provided mailbox capacities are large. Without a doubt the provider should have a broadband connection, and if your CAD files are large and frequent, so should you.

  • Instant messenger programs are good for discussion sessions.

  • For frequent large volume transfers, one of you should have an ftp server.

  • If voice communication is required, try Skype (free).

  • Both you and the provider should have access to a scanner for digitizing sketches.

  • You must also have each other's postal address and telephone numbers.

  (5) Have a procedure in place for conflict resolution.

  (6) As far as possible, do not let go of existing staff because you are outsourcing.

  Identify unfulfilled skill needs in your organization when you first think of outsourcing. Explain to the relevant staff that you plan to outsource and that you will train them in those skills. If nevertheless some want to leave, they are responsible for their departure and not you.

  (7) Be ready with support services and materials for your providers.

  • For instance, you might have to send the provider files that are in a format for which they do not have the opening application. You should have the software and staff to convert the document into a format compatible with the provider's application.

  • At the beginning of the exercise, the provider will typically have many technical questions. The task force should include staff whose time is specifically reserved for providing the answers.

  • Be readily available to help as much as you can. This builds confidence in the provider's mind as well as a relationship between you and the provider.

  (8) Develop a partner relationship with the provider.

  • You should be partners in achieving the overall goal... this could be cost reduction, process improvement, more time for your core business, expertise, flexibility and so on.

  • Discuss this goal with the provider, ask for their views and treat them like a department of your company.

  • More research facts: In the first year, the important issues are the contract, performance measurements and relationships (in that order); by the third year, it's performance measurements, relationships, the contract.

  (9) Budget for the outsourcing exercise.

  Use this valuable observation to help you plan:

  ---

  " ... end users engaged in outsourcing indicate that, on average, users spend from 5 to 12 percent of the total contract value on managing the relationship"

  --- The Yankee Group (in a recent study)

  ---

  CONCLUSION

  • What we've just described represents the latest thinking on managing a CAD outsourcing project.

  • The ideas are state-of-the-art and custom-made for today's world.

  • We hope you use them and that thereby yo
    How to Make Your Business Thrive in the 21st Century
    The following story is related to my particular business field, but you will see how it relates to all businesses. After location, marketing, and a business plan, our customer service is what keeps repeat business coming back for more. If you don’t value your repeat business, your competition will.If you have a strong customer service staff, good ethical standards, and a mission statement based upon helping the community, you will see your competition send customers to you. They don’t do it on purpose, but by grooming an adversarial relationship, these businesses send abused customers seeking refuge, where they are treated fairly.Recently, I had a prospective family visi
    al and administrative people to help with the project, and these people should be informed of their induction explicitly. Let's call this group of people "the task force".

    (2) The task force should define the objectives of the proposed CAD outsourcing.

    Subjects to address:

    • Which input documents will you be giving the provider? (Consider rough, dimensioned sketches, specifications and photographs of included objects, written instructions on what you want in the output, libraries of CAD symbols, design rules for elements not in the libraries of CAD symbols, drawings or sketches showing how the objects in the target area interface with the immediate environment, sample output documents).

    • Which CAD platform do you want the work done on?

    • Which output documents to you expect?

    • What is the weekly project schedule?

    • At what interval do you want the provider to send you the work in progress?

    • What is the procedure for acceptance of the product?

    • What is your payment schedule?

    • What is the payment method? (Check, credit card, wire transfer?)

    (3) The task force should put the above documents into a contract.

    The contract should also contain non-disclosure clauses. The provider should sign and return the contract.

    (4) Put robust communication mechanisms in place.

    • Email is fine provided mailbox capacities are large. Without a doubt the provider should have a broadband connection, and if your CAD files are large and frequent, so should you.

    • Instant messenger programs are good for discussion sessions.

    • For frequent large volume transfers, one of you should have an ftp server.

    • If voice communication is required, try Skype (free).

    • Both you and the provider should have access to a scanner for digitizing sketches.

    • You must also have each other's postal address and telephone numbers.

    (5) Have a procedure in place for conflict resolution.

    (6) As far as possible, do not let go of existing staff because you are outsourcing.

    Identify unfulfilled skill needs in your organization when you first think of outsourcing. Explain to the relevant staff that you plan to outsource and that you will train them in those skills. If nevertheless some want to leave, they are responsible for their departure and not you.

    (7) Be ready with support services and materials for your providers.

    • For instance, you might have to send the provider files that are in a format for which they do not have the opening application. You should have the software and staff to convert the document into a format compatible with the provider's application.

    • At the beginning of the exercise, the provider will typically have many technical questions. The task force should include staff whose time is specifically reserved for providing the answers.

    • Be readily available to help as much as you can. This builds confidence in the provider's mind as well as a relationship between you and the provider.

    (8) Develop a partner relationship with the provider.

    • You should be partners in achieving the overall goal... this could be cost reduction, process improvement, more time for your core business, expertise, flexibility and so on.

    • Discuss this goal with the provider, ask for their views and treat them like a department of your company.

    • More research facts: In the first year, the important issues are the contract, performance measurements and relationships (in that order); by the third year, it's performance measurements, relationships, the contract.

    (9) Budget for the outsourcing exercise.

    Use this valuable observation to help you plan:

    ---

    " ... end users engaged in outsourcing indicate that, on average, users spend from 5 to 12 percent of the total contract value on managing the relationship"

    --- The Yankee Group (in a recent study)

    ---

    CONCLUSION

    • What we've just described represents the latest thinking on managing a CAD outsourcing project.

    • The ideas are state-of-the-art and custom-made for today's world.

    • We hope you use them and that thereby y
      8 Tips To Help You Get That Raise
      Nobody likes going in to ask the boss for a raise, but everyone likes getting one! Unfortunately, sometimes the only way to get the boss to hike your pay is to go in and ask. This can be a bit stressful and awkward, but here’s 8 tips you can use to make asking easier and better your chances of getting that well deserved pay increase.1. Be Prepared. You can’t just burst into your bosses office demanding a raise - you need a plan of action. List all the projects you‘ve completed since your last pay increase. Make note of how successful they have been and how they’ve increased productivity or saved the company money. If you’ve accrued any new job skills make a list of those too
      payment method? (Check, credit card, wire transfer?)

    (3) The task force should put the above documents into a contract.

    The contract should also contain non-disclosure clauses. The provider should sign and return the contract.

    (4) Put robust communication mechanisms in place.

    • Email is fine provided mailbox capacities are large. Without a doubt the provider should have a broadband connection, and if your CAD files are large and frequent, so should you.

    • Instant messenger programs are good for discussion sessions.

    • For frequent large volume transfers, one of you should have an ftp server.

    • If voice communication is required, try Skype (free).

    • Both you and the provider should have access to a scanner for digitizing sketches.

    • You must also have each other's postal address and telephone numbers.

    (5) Have a procedure in place for conflict resolution.

    (6) As far as possible, do not let go of existing staff because you are outsourcing.

    Identify unfulfilled skill needs in your organization when you first think of outsourcing. Explain to the relevant staff that you plan to outsource and that you will train them in those skills. If nevertheless some want to leave, they are responsible for their departure and not you.

    (7) Be ready with support services and materials for your providers.

    • For instance, you might have to send the provider files that are in a format for which they do not have the opening application. You should have the software and staff to convert the document into a format compatible with the provider's application.

    • At the beginning of the exercise, the provider will typically have many technical questions. The task force should include staff whose time is specifically reserved for providing the answers.

    • Be readily available to help as much as you can. This builds confidence in the provider's mind as well as a relationship between you and the provider.

    (8) Develop a partner relationship with the provider.

    • You should be partners in achieving the overall goal... this could be cost reduction, process improvement, more time for your core business, expertise, flexibility and so on.

    • Discuss this goal with the provider, ask for their views and treat them like a department of your company.

    • More research facts: In the first year, the important issues are the contract, performance measurements and relationships (in that order); by the third year, it's performance measurements, relationships, the contract.

    (9) Budget for the outsourcing exercise.

    Use this valuable observation to help you plan:

    ---

    " ... end users engaged in outsourcing indicate that, on average, users spend from 5 to 12 percent of the total contract value on managing the relationship"

    --- The Yankee Group (in a recent study)

    ---

    CONCLUSION

    • What we've just described represents the latest thinking on managing a CAD outsourcing project.

    • The ideas are state-of-the-art and custom-made for today's world.

    • We hope you use them and that thereby y
      How To Get The Best Out Of Your Phone
      When Alexander Graham Bell invented the telephone, little did he realise the positive effect it would have on customer service – or the negative effect it could also have!Yes, the telephone can be a great tool in helping to provide exceptional customer service but it can also quickly destroy a customer’s perception of your service. What steps can you take to ensure that, whenever you or your staff use the phone, it adds something positive to the customer experience?Here are some ideas.Answer PromptlyIt’s an old tip but one usually ignored! You are sitting at your desk, deep in thought, writing your monthly report and the phone rings. “I’ll just finish t
      ll needs in your organization when you first think of outsourcing. Explain to the relevant staff that you plan to outsource and that you will train them in those skills. If nevertheless some want to leave, they are responsible for their departure and not you.

      (7) Be ready with support services and materials for your providers.

      • For instance, you might have to send the provider files that are in a format for which they do not have the opening application. You should have the software and staff to convert the document into a format compatible with the provider's application.

      • At the beginning of the exercise, the provider will typically have many technical questions. The task force should include staff whose time is specifically reserved for providing the answers.

      • Be readily available to help as much as you can. This builds confidence in the provider's mind as well as a relationship between you and the provider.

      (8) Develop a partner relationship with the provider.

      • You should be partners in achieving the overall goal... this could be cost reduction, process improvement, more time for your core business, expertise, flexibility and so on.

      • Discuss this goal with the provider, ask for their views and treat them like a department of your company.

      • More research facts: In the first year, the important issues are the contract, performance measurements and relationships (in that order); by the third year, it's performance measurements, relationships, the contract.

      (9) Budget for the outsourcing exercise.

      Use this valuable observation to help you plan:

      ---

      " ... end users engaged in outsourcing indicate that, on average, users spend from 5 to 12 percent of the total contract value on managing the relationship"

      --- The Yankee Group (in a recent study)

      ---

      CONCLUSION

      • What we've just described represents the latest thinking on managing a CAD outsourcing project.

      • The ideas are state-of-the-art and custom-made for today's world.

      • We hope you use them and that thereby y
        Target and Define Your Organization's Mission Statement
        A mission statement is simply an encapsulation of the mission of a particular organization – its purpose, its goals and how to achieve them. A mission statement may also be considered a blueprint for success, streamlining the efforts of an organization’s executives as all decide the direction the organization must head, delineating the perceived best paths towards objective fulfillment.It is not an easy exercise to target, define and create a mission statement – at least one that motivates employees, has bold and aspirational qualities, outlines concrete strategies, and galvanizes interest in those outside the organization.As with any important aspect of business, a mission statem
        ving the overall goal... this could be cost reduction, process improvement, more time for your core business, expertise, flexibility and so on.

      • Discuss this goal with the provider, ask for their views and treat them like a department of your company.

      • More research facts: In the first year, the important issues are the contract, performance measurements and relationships (in that order); by the third year, it's performance measurements, relationships, the contract.

      (9) Budget for the outsourcing exercise.

      Use this valuable observation to help you plan:

      ---

      " ... end users engaged in outsourcing indicate that, on average, users spend from 5 to 12 percent of the total contract value on managing the relationship"

      --- The Yankee Group (in a recent study)

      ---

      CONCLUSION

      • What we've just described represents the latest thinking on managing a CAD outsourcing project.

      • The ideas are state-of-the-art and custom-made for today's world.

      • We hope you use them and that thereby your business experiences a significant increase in efficiency, earnings and competitiveness.