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Finally, any outsource experience is only as good as the people in the trenches. Remember to interview the vendor's staff responsible for your solution and ensure that technology transfer between the vendor and your staff happens on an ongoing basis.

Brian Walsh is the founder of bwalsh.com, Portland, Ore., a networking and communications consulting firm specializing in Internet and client/server product strategies, development and testing. He can be reached at www.bwalsh.com.

The Inside Scoop On Outsourcing Tasks
As a client organization, you are aware of the obvious areas of responsibility. But here are some things you may not have considered.

· You need to arrange for the transfer of licenses so the vendor will be authorized to use all third-party software licenses.

· You are still responsible for all licensing, maintenance and upgrade fees.

· Equipment removal is typically your responsibility.

· Unless you outsource desktop support as well, you're still on the hook for on-site troubleshooting, moves, adds and changes.

· The minutiae of accountability between your team and new vendor-supplied infrastructure services is your domain.

· You must continue support of all third-party applications not spelled out in the agreement.

· You still need to provide your own security, even within the vendor's site: firewalls, proxies--the works.

· You can't outsource a business strategy or your vision of how technology realizes organizational goals.

· You must provide all facilities, including voice and data, for all on-site vendor personnel.

· Once a schedule has been agreed upon, you need to prepare the system and associated users, related systems and processes for the transition.

· Outsourcing does not equal disaster recovery. It's still your job to manage risk and plan network and services contingencies accordingly.

· Outsourcing is an opportunity to learn. Take advantage of the negotiation and operational environment to understand the approaches your vendor applies to business preparation, technical design, system implementation and change management. Find other areas within your organization not affected by the outsource that can benefit from these methodologies.

· Ultimately, outsourcing is a people problem. The success of the engagement depends on your ability to negotiate a fair and aggressive contract for your organization and conscientious, professional treatment of the individuals affected by the transition.