| A Software Model that emphasizes on global delivery | | | | "Per Project", "per Hour", "per Month" etc? |
| of quality software build by talented pool of | | | | - The Risks involved in accomplishing the task |
| professionals at an economical cost from a | | | | - Is the quality being compromised for an attractive |
| development center that is located in a foreign land is | | | | price? |
| Offshore Software Development. | | | | - See through any hidden costs. For example: Change |
| The burgeoning competition to be branded as the | | | | or modification in the Client specification, Re-doing of |
| Quality Offshore Software Development Company | | | | any deliverable. |
| has signaled the requirement to implement the best | | | | - The Offshore Vendor Resource matrix that cover |
| of the resources and innovative strategies. After a | | | | the attributes required by the Client |
| jerk of the start-up phase, HyTech Professionals has | | | | Once the offshore client is confident that the terms |
| implemented the approach that encompasses the | | | | of engagement are clear, both the Teams coordinate |
| minutest details, which had been or may have been | | | | the efforts and work on the project. The |
| easily overlooked by the nascent businesses to win | | | | Engagement Model may be transparent to win the |
| the client interest. Clearly, the enticing feature of | | | | client interest and hence the one that adds value to |
| Outsourcing is cost savings without compromising on | | | | the relationship. |
| quality. To achieve this objective, the initiative should | | | | To foster the nascent relation between the offshore |
| begin with the Best possible approach by the | | | | client and the software vendor, it is imperative that |
| offshore client and the Software vendor. | | | | the offshore vendor architects the design such that |
| Huge cost savings, time optimization and talented | | | | which ensures an uninterrupted work-flow. |
| technocrats in a minimal risk environment are often | | | | Implementing a development environment that is a |
| accompanied by some challenges such as | | | | replication of the offshore client environment serves |
| communication gaps, decreased visibility to project | | | | as a conduit to smooth accomplishment of tasks. |
| status, unexpected spikes in budget allocation and | | | | Apart from setting up an extension of the Client |
| cultural hindrances. | | | | backdrop, the teams engaged from either side should |
| The opening channel to venture in Software | | | | delegate their tasks through a single point of contact |
| Offshore Development is the Smooth flow of | | | | to eliminate any ambiguities that could arise due to |
| communication between the offshore client and the | | | | multiple interfacing channels. All the tasks relayed |
| vendor. A constructive dialogue between the two | | | | between the Offshore and the Domestic teams |
| sides is not limited to verbal communication, but is | | | | should be anchored on close communication and |
| aggressively pursued in writing, meetings and | | | | active follow up. |
| conferences. | | | | How much ever one decides to implement an |
| Seamless communication can be reinforced by | | | | error-free design, some issues or unpredictable lags |
| working on a global clock, which is accomplished by | | | | can reap up and slow down the work-process. Such |
| implementing work-schedules with a time overlap | | | | issues if handled with a mutual consensus and |
| between the software offshore client and the | | | | cooperation from both the parties can ramp up the |
| vendor. Though, it may be expected that the | | | | process to successfully achieve the target. |
| offshore vendor works in accordance with the client | | | | In conclusion, a summary of the steps for the best |
| suitability. Local presence of the offshore vendor can | | | | practice in Offshore Software Development are: |
| be of an added privilege to the client, as it | | | | 1. Implement a Transparent Model that is |
| guarantees direct and constant interfacing. The | | | | customer-centric |
| flexibility and ease to approach the offshore vendor | | | | 2. Conduct a proper survey to shortlist the best |
| strengthens the client confidence. | | | | suitable vendor for the project |
| Another factor that should be taken care of is the | | | | 3. Finalize the contract that explicitly defines the |
| Budget forecast for the project. The Technical and | | | | Financial terms and states Service Level Agreement |
| Business Analysts should take into consideration the | | | | 4. Fragment the Software Lifecycle in phases- from |
| following: | | | | Inception to Delivery |
| - The vendor Rates: what is more suitable to the | | | | 5. Develop and deploy the accomplished tasks in a |
| project requirement. Should the accepted rates be | | | | close collaboration with the Offshore Client. |