David Wood, director of systems development for Otis Elevator, knows about outsourcing to India\u2014he\u2019s got a decade of experience under his belt (see "Inside Outsourcing in India" at www.cio.com\/archive\/060103). Below is Wood\u2019s list of dos and don\u2019ts for CIOs who want to set up a governance model for monitoring offshore vendors. See more of Wood\u2019s comments in an online forum with CIO\u2019s readers at www.cio.com\/ask.\n\n\n\nGovernance is a critical success factor for offshore engagements.\n\n\n\n \n\n\n\n\n\n\n\n\n\nDo:\n\n \n\n\n\nMake sure that there is an executive sponsor for outsourcing, usually the CIO.\n\nAssign responsibility for managing the outsourcing activity, the primary interface between the vendors and your company. Form a steering committee made up of the CIO and key business executives\u2014and meet regularly. Review vendor metrics, progress and strategic directions.\n\nMake sure that project governance is also in place\u2014typically managed by an IT lead and a business lead\u2014for each project.\n\n\n\n \n\n\n\n\n\n\n\n\n\nDon\u2019t: \n\n \n\n\n\nAssume the vendor can replace all members of your staff. \n\nAssume that a vendor does not require both long-term and day-to-day management and direction. Assume that vendors will always make decisions with your best interests at heart. Assume that the vendor needs to be managed in an adversarial way. The vendor becomes an extension of your team. Govern it wisely and in many ways the way you would govern your own employees.