seat58F
outsourcing relationships: international, inter-economic, interpersonal
September 4, 2010 ~ 10:09:37 AM * -07:00ST
leave the techs to the solution
Post # 380 by
admin on May 5th, 2009 ~ 09:09:18 AM
Posted as escalation, supplier ops |
No Comments »
escalation teams offload the burden of emotion from the guys trying to fit the problem. in theory, the escalation teams ensure communications and find resources as needed. the technical guys normally need to be left alone, with some discrete whispers to the technical team leads. the escalation manager should also have the insite to send in some pizza.
I have seen completely dysfunctional escalation meetings that included *all* the technical guys and all the business guys. these events cause the solution development process to grind to a halt.
the escalation manager should pay very close attention to finger pointing between vendors in the technical resolution team. this generally means that the wrong people are involved or that the SLA is improperly defined or managed.
SIP status reporting
Post # 497 by
admin on January 13th, 2009 ~ 04:42:24 PM
Posted as escalation, metrics |
No Comments »
- root cause
- mitigation efforts
- gaps (what still needs to be done)
- timeline (when will we be green)
- what we need from the outsourcer to get there
flogging to continue until further notice…
Post # 490 by
admin on January 11th, 2009 ~ 03:45:06 PM
Posted as escalation, metrics |
No Comments »
some outsourcers make the service providers suffer for missed service levels. humiliation is considered a prerequisite for extracting penalties or for crediting the penalty bank that providers work tirelessly to debit. is there any data that shows that unreasonably harassing the service provider makes any sense in the long term?
after a failure to meet service level targets, the outsourcer wants to know:
- is the service provider executive sufficiently contrite? (if he continually blows this test, the contract is at risk)
- what was the root cause of the failure?
- which organization was responsible? regarding point number 1, the prime vendor’s executive better look contrite even if another supplier (even remotely within the exec’s span of control) is at fault.
- a plan for corrective action.
