Database migration is never fun and rarely easy. Lack of motivation, hidden problems, and all of the data crunching involved can mean these projects often get left until the last minute, and that can end up causing major disruptions to companies and users no matter what the business model is.
A recent article in CIO suggests that the rapid changes in the IT space are making traditional outsourcing models unwieldy and that organizations will need to move to shorter contracts or limit their outsourcing in order to remain responsive. Although the IT and development worlds aren’t precisely aligned, a similar argument could be made that the lag created in long-term outsourcing projects could lead to development stagnation, with outsourced deliverables causing releases to be a generation or more behind. And in some outsourcing scenarios, this may indeed be a problem, but this article ignores a key solution that prevents such lag altogether:
Active outsourcing management.
At Zibtek, we’re all about doing outsourcing differently—and not just differently, but more efficiently, effectively, and effortlessly. We know how to use our long-term relationships with offshore developers and engineers along with executive-level US-based management and seamless coordination with your in-house team to make sure your project moves forward as planned and on budget.
As a very tech-oriented company, with lots of tech-oriented peers, it can be easy to forget that not every online business is a tech business. In fact, the majority of online business aren’t tech businesses, just as the majority of brick-and-mortar businesses aren’t construction businesses.
Done right, outsourcing rocks. It gives you scalable, budget-friendly deliverables on a timetable that’s second to none. Done wrong, outsourcing sucks. It gives you incompatible components that cost too much at any price on indefinite schedules that can stretch on months beyond their useful life. Bridging the cultural gap is a big part of successful outsourcing efforts. It helps clarify goals and deadlines, establishes roles and responsibilities in a way everyone understands and appreciates, and it sidesteps a host of communication and logistical issues that are easily overlooked by those who don’t have the outsourcing know-how. Most importantly, it keeps our offshore team focused, on task, and motivated to deliver their best work without being micromanaged.
When you contract with a provider, you want to know what you’ll be paying and what you’ll be getting. It’s totally understandable, and we know that a fixed-bid budget seems like a very reasonable thing for your outsourced projects. Paying on a time and materials basis can seem way too open ended, and some clients—maybe even you—think this type of compensation scheme incentivizes foot-dragging and inefficiency in the name of higher billables. When it comes to software development, though, fixed budgets are a bad idea. Here’s why: