Managing an offshore software development team could overwhelm project managers who are new to offshoring. The cultural and language barrier compounded by lack of face-to-face interaction adds a magnitude of complexity to a project. Therefore, a manager should build a high performing team. The following are ten tips to manage an offshore group successfully.
1. Plan review. Before starting a project, it is important to work through the plan and budget with the vendor's manager. It is necessary that no corners are being cut. It should also be ascertained that the plan is feasible. Consider what should happen at the end of a task.
2. Ensure that the offshore and onsite groups work as one delivery troupe. In majority of offshore delivery models, the delivery party has an offshore as well as onsite component. In most cases, there's even a vendor-customer contract between the offshore and local organizations. The group should be perceived as one project group, with members coming from different time zones.
3. The more information, the merrier. Provide as much information as possible to the offshore crew. They should be educated on client organization, the stakeholders, the business and the expectations. A firm should explain what benefits the endeavor would bring to the client as well as the delivery organization.
4. Agree on processes. An organization's project processes are likely very different from those of the outsourcer. It is necessary to agree on what processes should be used. If the vendor has to follow the client's standards, then the out of the country team should understand all nuances. Moreover, a company should also be ready to change its processes as it could be a chance to improve.
5. Give room for innovation. The business value of the end result could depend on how well a firm communicates its objectives. The company's focus is the benefits, while the focus of the coastal vendor is meeting its obligation.
6. Celebrate success and generous with compliments. This is a proven team building technique that has added importance in an coastal setting. Take any chance to reward the team. At the same time, a business should not hesitate to criticize if required. However, this should be done in private.
7. Exercise flexibility on task location. Things do not all the time go as planned. Later on, one might realize that it was not a good idea to send certain tasks in a foreign land. Thus, it is necessary to anticipate revisions to the plan and budget.
8. Do not assume anything. It is paramount to ask questions as the members of the squad may not always be very vocal about their concerns. Effective management means probing, even initially to determine what issues the group is facing which could turn to be an undertaking risk.
9. Budget for site visits. A manager should plan visits to the location. Depending on the project's nature, an ample portion of the crew would be based outside the country. The crew should know the manager so there should be communication on the business expectations in person.
10. Establish relationship with the service provider's managers. Do not attempt to micro-manage. If one wants changes done, it is vital to work with the vendor's leadership. Building relationships with the quality head, delivery head and other managers ensure success.
1. Plan review. Before starting a project, it is important to work through the plan and budget with the vendor's manager. It is necessary that no corners are being cut. It should also be ascertained that the plan is feasible. Consider what should happen at the end of a task.
2. Ensure that the offshore and onsite groups work as one delivery troupe. In majority of offshore delivery models, the delivery party has an offshore as well as onsite component. In most cases, there's even a vendor-customer contract between the offshore and local organizations. The group should be perceived as one project group, with members coming from different time zones.
3. The more information, the merrier. Provide as much information as possible to the offshore crew. They should be educated on client organization, the stakeholders, the business and the expectations. A firm should explain what benefits the endeavor would bring to the client as well as the delivery organization.
4. Agree on processes. An organization's project processes are likely very different from those of the outsourcer. It is necessary to agree on what processes should be used. If the vendor has to follow the client's standards, then the out of the country team should understand all nuances. Moreover, a company should also be ready to change its processes as it could be a chance to improve.
5. Give room for innovation. The business value of the end result could depend on how well a firm communicates its objectives. The company's focus is the benefits, while the focus of the coastal vendor is meeting its obligation.
6. Celebrate success and generous with compliments. This is a proven team building technique that has added importance in an coastal setting. Take any chance to reward the team. At the same time, a business should not hesitate to criticize if required. However, this should be done in private.
7. Exercise flexibility on task location. Things do not all the time go as planned. Later on, one might realize that it was not a good idea to send certain tasks in a foreign land. Thus, it is necessary to anticipate revisions to the plan and budget.
8. Do not assume anything. It is paramount to ask questions as the members of the squad may not always be very vocal about their concerns. Effective management means probing, even initially to determine what issues the group is facing which could turn to be an undertaking risk.
9. Budget for site visits. A manager should plan visits to the location. Depending on the project's nature, an ample portion of the crew would be based outside the country. The crew should know the manager so there should be communication on the business expectations in person.
10. Establish relationship with the service provider's managers. Do not attempt to micro-manage. If one wants changes done, it is vital to work with the vendor's leadership. Building relationships with the quality head, delivery head and other managers ensure success.