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| Working On-Site Versus Off-Site – Part 1 | ||
| One
of the questions I’m often asked is whether project work done by
an external resource is best done at the customer’s site or off-site.
Sometimes, the person asking this question is trying to decide which is
most practical: for GeoMetrick Enterprises to work on or off of their
site; other times, the person already has a preference and is looking
for a resource that fits a pre-determined plan. Additionally, many people
ask me this question to find out what work is best done where. A number of factors determine whether work should be done on or off the customer’s site. In the first part of this article, let’s consider the management of resources, the costs involved, and space. Managing Resources For a moment, let’s consider a project team, or perhaps several teams, working somewhere other than the main work site. Outsourcing is still a hot topic in today’s economy. The idea that entire teams of people can be managed from elsewhere in the world still appeals to a number of companies. Related to this is the apparently increasing number of people who telecommute; that is that they no longer have permanent offices in the company’s building, regardless of how close they may live to it. Companies, on the whole, are becoming less tied to the idea that team members need to work in a specific place to get the job done. The primary issues with having team members working remotely include the following. 1. We all know that it can be difficult to manage someone when you see the person everyday. When you no longer have daily face-to-face contact with the person, management can be even harder. If communication is poor to begin with, those problems are exacerbated. If team project management skills are poor when the team members are in close physical proximity, they will be much worse when the team members are available only by telephone, e-mail, or videoconference. If team members feel isolated when they work together on-site, they will be much more alienated and uninformed when they are working separately elsewhere. Companies that have succeeded in managing telecommuting workers either have good management and project management to begin with, or they put a great deal of work into becoming good at it before dealing with remote teams. 2. Some managers are concerned that if they cannot see employees doing their work, then those employees may not be doing it. Bottom line, there’s no way to get past the trust issue if you have this concern. Tools exist to track progress, and the best way is to require regular progress updates. If the remote employees are about as productive as someone in the office, they’re probably not goofing-off. In fact, in many cases, telecommuting employees will get more done than office employees as there should be fewer distractions. Costs Employees, of course, must be equipped wherever they work by their employers, although remote employees are somewhat less expensive to maintain because office space is not needed for them. By comparison, if a company uses an external consultant on-site, then more costs will be incurred. In addition, the consultant’s travel costs will make up a significant portion the invoice. After all, in the LIMS industry, chances are that there is no LIMS consultant that lives in your city. Space Space is needed where people can work when they come to a site, and the same space should be consistently available to these employees or consultants, or there should be a way to direct the person so they don’t need to waste time searching for spots when they come to a site. Anyone who must sit and work, such as someone writing or programming, will be less productive if they are constantly forced to move from spot to spot. Next Time The second part of this article will discuss other factors that influence this decision, such as the type of work, company culture, and the current market. |
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| Production
of This Newsletter Assistance in the production of this newsletter was provided by Teich Technical and Marketing Communications, which can help you find your new clients through marketing communications, technical writing, editing, indexing, and Web content services, along with training and educational materials development. Thea Teich, owner and principal, is currently the immediate past president of the Society for Technical Communication. Contact: Thea@TeichTMC.com |
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| © GeoMetrick Enterprises 2006 | ||