Comments on: How To Supervise Offshore Development?

By: Rafey

Rafey — Wed, 03 Mar 2010 16:18:46 +0000

Usually the decision to go offshore is made by the c-level management but the people who make it a success or failure are the middle management. Unless they are committed to make offshore activities a success, it will fail. Offshore PM should accept that the team working for them are not onshore, there is no daily face-to-face communication and the level of understanding is different from the members in the local team.

To address this fact, the specification documents have to be adapted to the level and way of work of the offshore team.

Do not forget that the offshore initiative is more profitable for the client than the vendor.

By: Henry

Henry — Fri, 11 Jul 2008 18:35:06 +0000

Software Requirement Specifications should play an important role in this case.
Other than that, the manager onsite should communicate very well with the team offshore especially the lead of that team.
Also, ’sharing’ tools(e.g. webex, version control tools) are absolutely neccessary.

By: Anantharaj

Anantharaj — Tue, 08 Jul 2008 10:43:24 +0000

Clear Design spec Document from on-site team, discussion with offshore team which conist of PL,team members and ask offshore team to elaborate the design by creating the Understanding document which can be review by on-site team. to ensure the offshore team is understood

By: Bas

Bas — Wed, 02 Jul 2008 16:38:42 +0000

Hi everyone! Thanks for all the great suggestions! LOVE THEM!

However, there can only one “winner”: it’s Becky’s entry. Congrats!

Thanks again! And happy offshoring

By: Bas de Baar

Bas de Baar — Tue, 01 Jul 2008 16:47:30 +0000

Last day, everyone I loved Becky’s quote: “Third, with India for instance, keep the pile of work large. Lots of small pieces to complete. Just the opposite of a US team!”

It illustrates perfectly that we have to challenge all our fundamental assumptions … that’s what makes it fun also

By: Bas

Bas — Fri, 27 Jun 2008 06:11:52 +0000

Hi CP, I am not quite sure what you mean? THIS PAGE is what you are referring to. Let me know if I can help otherwise.

By: CP

CP — Fri, 27 Jun 2008 05:52:17 +0000

please send me a copy of the “How To Supervise Offshore Development?”

By: Ismail

Ismail — Wed, 25 Jun 2008 14:48:14 +0000

wonderfull!!!

By: Bas

Bas — Wed, 25 Jun 2008 09:39:58 +0000

WOW! These are GREAT suggestions everyone! Thanks. And keep them coming if you have any left … Not everyone drops a comments so here are two I got by mail:

Ben:
“The main thing that made it work was I first became friends with stakeholders in each country by visiting their country and learning their way of life. By doing this I displayed an interest in them as a person and not just some one I was going to be managing their project. It took me 2 months. I then built my team involving a person from each country, making them feel like they were as much a part of the project as I was. Once I built the project plan I made sure all approved. Through out the project I would visit from time to time. I never made them feel that the American was trying to tell them what to do and how to do it.

- Learn the cultures
- Understand their way of life
- Listen to their ideas
- Keep in touch.”

Short and sweet by Ibbi:

“offshore projects- `less is more’….”

By: Sangitha

Sangitha — Wed, 25 Jun 2008 06:28:34 +0000

1. Give sense of ownership to offshore proj lead / manager. Trust plays an important role
2. Set up transparent communication channels between onsite and offshore.
3. Onsite rotation plan to be in place.
4. Do not forget to motivate the team by having appreciation mails sent across for targets met/achieved
5. Understand the cultural differences and try to adapt the best offshore working model that will be productive. Do not expect the teams to work in your style. Concentrate more on delivery and quality apart from the daily execution style.
6. Frequent reviews and feedback systems to be in place (say one on one with managers/leads; team meetings)