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Ambiguity occurs when stakeholders aren't
sure of what they want. The RPO and MSP
markets are heterogeneous in APAC, which
includes a mix of mature markets such as ANZ,
Hong Kong and Singapore and emerging
markets such as India and China, where it
can be challenging to define what the clients
really want.
Ambiguity may come from stakeholders who
have a strong functional knowledge about
their domain but lack a strong understanding
of the business and project management
discipline. Not having well-defined
requirements is one of the biggest challenges
in implementing RPO and MSP projects.
addressing ambiguity
project clarity is the first step toward a
successful implementation
due diligence
Due to time constraints, we have a tendency to
short-change the time set aside for due diligence
and discovery. It is worth investing sufficient time
at the outset to define a project charter and set
expectations. We can limit ambiguity to a large
extent by bringing all the relevant stakeholders in
a room and defining the critical requirements and
transforming it into measurable deliverables.
We faced such a situation while implementing a
recruitment process outsourcing (RPO) program
in India, where some of the relevant stakeholders
were not involved during the due diligence and
process design phase. This resulted in a big gap and
disagreement of roles and responsibility between
Ambiguity
Dynamic
project
governance
Unknown
project
features,
resources &
phases
External
influences
No
reusability
Usage of
technology
not yet
defined
Multiple
stakeholders,
no clear
accountability
67%
56%
44%
44%
33% 33%
22%
Most common complicating
factors observed in program
implementations
