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