Despite an increase in the offshore outsourcing of information technology (IT) projects, little research has been carried out to identify issues that client managers (CMs) encounter when managing projects with offshore vendors. Also research on how CMs' responsibilities change to effectively manage offshore outsourcing relationships has received little attention. We conducted a case study of an offshore outsourcing relationship between a U.S. client and its Indian vendors engaged in software-testing projects. In this paper, we identify six project management activities that underwent substantial change. We then describe the coping strategies that CMs employed effectively to deal with changing project management activities. We conclude by discussing the interplay of multiple global boundary variables and its effect on the project management activities. We integrate insights from literature on global distributed teams, organizational communications, and offshore outsourcing to theoretically ground the relationship between the boundary variables and the coping strategies.