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