---
esco_uri: http://data.europa.eu/esco/skill/eff1bb34-b454-4482-8c29-65f820619f3c
esco_label: "insourcing strategy"
relation: optional
onet_soc: 13-1082.00
source: model-knowledge
confidence: high
qa_count: 0
generator: gemma3:27b (prompt-designed and spot-checked by Claude)
generated: 2026-07-10
---

# insourcing strategy — Project Manager

As a Project Manager, 'insourcing strategy' isn’t about *doing* the work yourself, but strategically deciding *who* within your organization will do it – instead of hiring external resources. Daily this means assessing project tasks and honestly evaluating if existing teams have the capacity, skills, and time to deliver. It involves collaborating with functional managers (IT, Marketing, etc.) to negotiate resource allocation, understand their current workloads, and potentially re-prioritize existing commitments. Tools used are often resource management software (like Resource Guru or even advanced Excel spreadsheets), RACI matrices to clarify roles & responsibilities, and capacity planning dashboards.

Typical tasks include building a 'make vs buy' analysis for specific work packages – quantifying the cost of internal effort versus external vendors. You’ll be presenting this data to stakeholders, justifying why insourcing is the better option (e.g., maintaining IP control, faster communication, deeper organizational knowledge). A key part is risk assessment: what happens if a critical internal resource becomes unavailable? Mitigation plans are crucial. Don't fall into the trap of assuming 'cheaper' always wins; consider long-term skill development and potential bottlenecks.

A common pitfall is underestimating the true cost of insourcing – hidden overhead, training needs, or impact on other projects. Another is failing to secure commitment from functional managers; a half-hearted allocation leads to delays and quality issues. Good looks like proactively identifying insourcing opportunities *during* project planning, not as a reactive measure when external costs seem high. It means having transparent resource visibility across the organization and fostering strong relationships with department heads.

Ultimately, successful insourcing strategy for a Project Manager delivers projects on time & budget while simultaneously building internal capabilities. It’s about balancing cost control with organizational growth and risk management – demonstrating you're not just delivering *this* project, but strengthening the company for future success.

## Weitere Anreicherung

Stage-2 source for future practitioner grounding: CORE / DOAB (open-access HR & organisational research).
