In areas of China and the Asia Pacific, most of software outsourcing projects are accounted at a fixed rate, and this contract mode brings a mistaken concept to firms that it will cause inconvenience but have no effect on project investment because of this project delay.在中国部分地区和亚洲及太平洋地区，大部分的软件外包项目占在一个固定利率，且本合同模式带来一个错误的概念公司，它将造成不便，但没有影响项目投资，因为这个项目的延误。 In fact, any delay of project not only causes inconvenience but also affect operation and benefit of firms.事实上，任何拖延的项目不仅造成的不便，但是也影响运作，并从中获益的企业。 If a new business can’t be put out into marker by reasons of not ready for its software or information related, and others occupy the opportunity, how it will affect the firm.如果一个新的业务，不能付诸表决，到标记的原因，不准备为它的软件或相关信息，和其他占领的机会，当局会如何影响公司。 Or a project is developed for simplify internal workflow and improve work efficiency, then delays of the project will prolong the operational choke point and increase operational costs.或一个项目是发达国家为简化内部工作流程和提高工作效率，然后延误该项目将延长业务窒息点和增加经营成本。 All these affect a lot on benefits of company directly or indirectly, not merely on the matter if investment will increase or reduce。所有这些影响了很多的好处，公司直接或间接的，不只是对此事的，如果投资将增加或减少。
However, in Europe and America, outsourcing projects are mainly accounted by actual numbers of work days, so it will impel to overspend if project is delayed.In this case, to avoid project delay is an important target to judge management capability of project manager.然而，在欧洲和美洲，外包项目主要是由占实际人数的工作天，所以这将促使超支如果项目是delayed.in这种情况下，为了避免工程延误是一个重要的目标，法官的管理能力，项目经理。 Project managers have to monitor schedules and risks of outsourcing project effectively to avoid delay of project and extra development charges.项目经理要监察的时间表和风险的外包项目，有效地避免拖延的项目和额外的开发费用。 We can learn this management idea to manage outsourcing projects in China to guarantee that project can be achieved before deadline;我们可以学习这种管理思想，管理外包项目在中国，以保证可以达到项目的截止日期之前;
1. 1 。 Establish Our Own Project Plan As a project manager, you can not adopt project plan of outsourcing provider completely and chuckle to yourself to pass over project planning.建立我们自己的项目计划作为一个项目经理，你不能采取项目计划的外包供应商完全和chuckle给您自己通过以上的项目规划。 Even if it is an outsourcing project, you have to make a full project plan by yourself, then you will know exactly about the whole workloads, evaluate the price to negotiate with outsourcing provider, ensure technicians who will be involved, judge if outsourcing provider can provide sufficient resources and if the promised time is feasible.即使这是一个外包项目，你必须作出全面的项目计划，由自己，那么你就会知道，正是对整个工作量，评估价格进行谈判，与外包供应商，确保技术员谁将参与，法官如果外包供应商可以提供足够的资源，如果承诺的时间是可行的。 Having made the project plan, firms should require outsourcing provider to provide a full development plan before starting the project.取得了该项目的计划，公司应要求外包供应商，提供全面的发展计划开始之前该项目。 In order to avoid numerous paperwork, some outsourcing provider usually claim that the plan provided before signing contract is the whole project plan. ，以避免众多的文件，有些外包供应商通常声称，该计划在签约前提供的合同是整个项目计划。 This tell us that they have no system of integrity on development management and project management，and their project manager is not suitable for his job.这告诉我们，他们没有系统的完整性，对发展的管理和项目管理，和他们的项目经理是不适合他的工作。 Any employable project manager should realize that the preliminary plan for delivering the project made in period of contract negotiation can’t be all-around, and it needs modification to be a feasible plan according to actual contents of the contract, add actual workloads, assignment of resources, and time required.任何受雇的项目经理应该认识到，初步计划提供该项目所取得的时期，合同谈判不能全靠近，它需要修改，是一个可行的计划，根据实际内容的合同，新增的实际工作量，转让资源，及所需时间。 After getting the project plan from outsourcing provider, we need compare and check it with our own plan carefully to understand if it tallies with requirements of the project, that is workflow of the whole project, contents, estimated workloads and arrangement of resources.之后，该项目计划从外包供应商，我们需要比较，并检查它与我们自己的计划，仔细了解，如果符合要求的项目，这是工作流程，整个项目，内容，估计的工作量，并安排资源。 It is necessary to clarify timely and make it acceptable to each other if there are obvious difference.这是有必要澄清，及时，使它可以接受的对方，如果有明显的差异。 The project will be started formally after the project plan of outsourcing provider has been confirmed, and now it’s time to monitor the project.该项目将正式开始后，该项目计划外包供应商已证实，现在的时间，监测项目。
2.Concerned On Evaluating the Schedule Outsourcing contract should ask outsourcing provider to provide schedule reports regularly. 2.concerned评估，附表外包合同应该问问外包供应商提供的时间表，定期报告。 I have seen many project schedule reports, and they are different a lot in contents, however, most of them explain definitely which parts have been completed, which parts are going on, which parts will be taken up in next report period, and whether the work has been completed on time or not, even more, some use different colors such as red, yellow and green to show status of progress.Basically speaking, all these information can only allow directors to see the project roughly，but can’t make the project manager hold the schedule of the project in hand.我见过很多工程进度的报告，和它们是不同的了很多的内容，不过，他们大多解释，肯定的哪些部分已经完成，哪些部分仍在进行，这部分将采取行动，在下次报告中期内，以及是否工作已经完成，对时间或没有，更有什者，一些使用不同的颜色，如红，黄，绿，以显示地位progress.basically来说，所有这些资料，只可容许的董事，看看该项目大概，但不能使项目经理持有的时间表，该项目在手。 In my opinion, the best way is that we should know how many tasks have not been finished, how long they will be complete, which parts have not start and will they start as scheduled, and is there any change on planned resources.在我看来，最好的方式是，我们应该知道有多少的任务尚未完成，多久，他们将完成，其中部分已无法启动，并开始将他们按原定计划，以及是否有任何变化对计划的资源。 If answers are different from original plan, we are supposed to question ourselves immediately, find out main reasons why the task haven’t been finished or why not start according to the schedule.如果答案是不同的原定计划，我们是为了我们自己的问题立即，找出主要的原因的任务尚未完成，或为什么不开始按照预定计划。 Consequently we can discuss it with outsourcing provider, how to bring the project into normal schedule.因此，我们可以讨论它与外包供应商，如何把该项目纳入正常的时间表。 Such finished tasks have become history to us and they have little effect on the schedule of the project.如完成任务已成为历史，我们和他们的影响不大的时间表，该项目。 The parts haven’t been completed or haven’t start are the key of project, and they are in need of monitoring in particular We need confirm the schedule reports offered by outsourcing provider to make sure if tasks have been actually finished as planned.部分尚未完成或已无法启动是关键项目，它们都是在有需要的监测，特别是我们需要确认附表报告所提供的外包供应商，以确保如果任务已经完成，其实按计划进行。 The best way is when each program module is finished, we need let outsourcing provider to list original codes and testing results of the program.最好的办法是，当每一个程序模块完成后，我们需要让外包供应商名单，以原代码和测试结果的程序。 And let technicians and user representatives check the results to confirm that work provided by outsourcing provider has been finished in fact.让技术人员和用户代表的检查结果，以确认工作所提供的外包供应商已经完成在的事实。 This procedure of confirmation doesn’t mean we do not trust outsourcing provider.这个程序的确认，并不意味着我们不信任外包供应商。 We simply want to confirm if the schedules of the project have been finished as planned, and ensures the person in charge is able to report to boss about the accurate status of the schedule.我们只是想确认，如果附表该项目已完成计划，并确保有关负责人，是可以向各位报告，以老板约准确的地位附表。
3.Closely Associated When Checking and Accepting The biggest risk of the software outsourcing project is not in development progress, but appears after the project has been finished.Many of them often turn up problems in program logic or editing range of data entry during checking and accepting period, which result in differences between testing result and real requirement, outsourcing provider cannot but modify a lot to result in project delay. 3.closely时，相关的检查和接受的最大风险的软件外包项目，是不是在发展进步，但似乎后，该项目已finished.many ，他们往往把最多的问题，在程序逻辑或修改一系列的数据录入期间，检查和接受期，在结果之间的差异测试结果和实际的要求，外包供应商，但不能修改了很多，结果在工程延误。 Sometimes, outsourcing provider complains that it ’s not their fault.有时候，外包供应商抱怨说，它奇摩不是他们的错。 Avoiding these risks, you’d better check and accept the project at the same time of developing, but not to do it until tasks have been closed.避免这些风险，你最好检查，并接受该项目在同一时间内发展，但不这样做，直到任务已经封闭。 It is not a proper idea that some firms put it as a last work to check and accept.它不是一个正确的理念，有些公司把它作为最后的工作检查和接受。 Checking and accepting of project should be on it’s way, begins and ends at the same time of project development, and then can make sure the final procedure of checking and accepting successful.验收的项目，应就它的出路，开始和结束在同一时间，项目开发，然后就可以确保最后的程序，验收成功。 Another mistake in software development is to ask developer to create testing data for module testing and system testing.另一项错误，在软件开发是要求开发商创造测试数据为模块测试和系统测试。 Technician have limited knowledge of business operation, and only users know ranges of these datas and what information of the data is accurate.技术员的了解有限，商业运作，只有用户知道的范围，这些数据和信息的数据是准确的。 Therefore, an experienced project manager usually asks user representatives to assist its module and system testing in project process, and establish testing data for technician testing.因此，一个有经验的项目经理通常会要求用户代表，以协助其模块和系统测试在项目进程，并建立测试数据为技术员测试。 Testing data of every module are offered by users.测试数据，每模块所提供的用户。 To prevent us from disputing, outsourcing project is suggested to test with this method.以防止我们争执，外包项目的建议，以测试用此方法。 When outsourcing provider delivers original codes list and testing report of each module, users and technicians of firm check it together, and guarantee the results consistency between testing and users’ data, and at last check and accept the system successfully, and cause no fatal delay.当外包供应商提供的原代码清单及测试报告的每一个模块，用户和技术人员坚定的检查，两者合计，并保证结果之间的一致性测试和用户的数据，并在去年检查，并接受系统的成功，并不会造成致命延误。
4.Distributing Time in Reason It is more complicated to manage an outsourcing project than develop it internal, and more milestones are necessary to be established to monitor the schedule of the project. More communication and negotiation are needed; firm members should cooperate with the schedule of outsourcing provider constantly and supply with data needed for testing, all these will be handled in extra time. 4.distributing时间的原因，这是更复杂的管理外包项目，比发展，它的内部，更是必要的里程碑，即将成立的监察附表该项目。更多的沟通和谈判是必要的;坚定的成员应与附表对外包供应商不断和供应所需要的数据进行测试，所有这些处理方式将会在额外时间。 Generally speaking, it supposes that an internal project will be completed in 500 workdays, 50~75 workdays are for project management, about 10%~15% of the entire workloads.一般来说，假设一个内部项目将完成在500个工作日， 50 〜 75个工作日，是项目管理的，约有10 ％ 〜 15 ％的整个工作量。 And the same 500 workdays of outsourcing project needs another 75~110 extra days to manage this project.和相同的500个工作日，外包项目的需要，另一个75 〜 110天来管理这个项目。 In other words, it takes 15%~22% of workloads for firms to manage outsourcing provider.在其他换句话说，它需在15 ％ 〜 22 ％的工作量，为公司管理外包供应商。 Certainly, these data are only for reference for software development outsourcing projects, every project and outsourcing provider have difference management requirements.当然，这些数据仅供参考，为软件开发外包项目，每一项工程都和外包供应商有不同的管理要求。 However, it is an unchangeable rule of project management, we can not think that outsourcing allows us have no management requirement.不过，这是一个不可改变的法治项目管理，我们不能认为外包，让我们有没有管理的规定。
About the Author关于作者
Steven ZHAO is a MBA and CTO of BPWork.com Info-Tech Co., Ltd,史蒂芬赵是一个工商管理硕士学位和首席技术官bpwork.com信息技术有限公司， An offshore outsourcing IT services and software development Company in China & Australia 1离岸外包的IT服务和软件开发公司在中国及澳洲 specializing in Data entry and processing, Software development, Software testing, Database support, Website design, Software localization, Multimedia localization and BPO.专门从事数据输入和处理，软件开发，软件测试，数据库支持，网站设计，软件本地化，多媒体本地化和业务流程外包。 http://www.bpwork.com
