In the history of each company management board often faces the dilemma of choice further down the road of development. Questions whether continue to specialize in previously chosen domain or perhaps expand the range of services and products is one of the key questions posed then. Another issue is how to control the extension of the team of employees.
The business security is important and each team enlargement process or change the profile of activity poses a risk to the current status quo.
It is known, however, that without a large enough team, and sometimes without a multi-branch structure covering an access to our services a large area, it cannot undertake a lucrative large orders.
A typical solution to problems of their own staff shortages and staff competence is a system of subcontractors. However, such rules of cooperation are subjected to significant risk for all three parties: the customer, contractor and subcontractor. Conflicting interests and different own plans cause, that "the conflict is sewn into the structure"
It is very difficult to get the desired effect unless passed tasks are simple to define and settle and for subcontractors they are the core points of their daily activities. As a result, the best is when the subcontractor role comes down to the role of suppliers of ready and verifiable elements. If a subcontractor performs project tasks in parallel with the main contractor, the risk increases and process management is very difficult.
