Abstract: Research projects have traditionally been defined as highly complex and uncertain work, thus providing a suitable environment for adopting an Agile framework. Due to the nature of funding, research projects are usually staffed with highly qualified personnel (HQP), working autonomously part-time only. They are multitasking between several unrelated projects and often are geographically dispersed. As a consequence, the work is usually distributed through contractually defined professional services.
This presentation is built around a case study of a federally funded research partnership between several academic institutions, non-profit community organizations and libraries working collectively on a technology project.
This type of project demands constant procurement of professional services done in a context of changing requirements due to an unpredictable nature of the project. At the same time, the institutional policies that govern the procurement processes can limit any dynamic scope and team augmentation options of negotiating and structuring professional service contracts. In addition, suppliers may lack experience of working in an agile environment.
The questions that will be considered during this presentation are: What are some of the useful strategies when contracting out professional services in an agile environment? How do we cultivate effective and positive relationships with suppliers of expertise and what are the “real” costs of multi-tasking?
PMI Talent Triangle: Strategic and Business Management