Dedicated Development Team
At Altabel Group we can offer a very transparent, flexible and easily scalable approach to expand your team and deal with more projects - this is a model of Dedicated Development Team which can be either an integrated extension of your in-house team or a unit dedicated to specific projects in new or non-core areas for you.
The image of outsourcing is constantly evolving. Several conceptual shifts have been taking place lately:
- From single-supplier mega-contracts to smaller multi-supplier deals: multi-sourcing is gaining wider extent and vendors now shouldn't consider their customers for granted;
- From short-term cost saving goals to longer-term IT management strategic partnerships: just going for a low-cost option isn't the de facto reason to outsource anymore;
- From offshoring to nearshoring which especially makes sense for Northern and Western European companies: for them nearshoring carries lower pricing, higher quality thanks to a strong engineering tradition, moderate legislation risks since companies in the region are still operating under EU legislation, low cultural barriers thanks to past and shared values affinity;
- From being a privilege of large IT multinationals and mature businesses to being broadly used by Start-Ups and Small and Medium Enterprises: for instance, during the last two-three years 10-15 % increase in the number of SMEs who started their ITO journeys has been observed across Europe showing that in fact even fledgling Start-Ups can benefit from outsourcing;
- From project-based and stiff large-scale ODC models to a flexible Agile/Scrum-based virtual team approach or combinations of various approaches for the customer's project success sake;
More than a half of the polled IT companies has admitted that innovative engagement models are important determinants in their choice of ITO partners, and that's especially true for Start-up companies. So nowadays ITO service providers are quite challenged to offer their clients flexible innovative business models.
Actually Altabel's DDT approach takes the best from classic DDT practices but also incorporates much more flexibility, transparency and scalability in order to suit your particular company and project needs in various situations, not limited to a classic Dedicated Development Team vision.
Altabel may offer you
Dedicated Development Team
as well as flexible
of this approach
Team size varies depending on the project needs, for example, core team of .NET and mobile developers can be periodically extended with testers and QA specialists for testing web UI and mobile clients on demand.1
Team consists of specialists skilled in different technologies, for instance, JAVA team plus mobile specialists.2
A highly specialized expert can be engaged in the project on demand to help solving a particular highly specialized task, for instance, assisting key .NET team in dealing with Visual Basic stuff.3
We can form a team for you upon quite a short notice, for instance, within 1-2 weeks, possibly with engagement of resources from our software development partners.4
Services provided to the customer within DDT may cover all the project stages and activities, starting from business analysis, spec creation and architecture design, to development and testing, and up to deployment and support.5
Small size DDT
Dedicated team is not necessarily something large, it can consist of 2-3 developers. This suits start-ups as well as large companies when agile approach is applied to work on a specific project.6
Temporary dedicated team model can be chosen instead of a Fixed price model when it makes sense in terms of development methodology and approach. In this case the team is set up for the purpose of a particular project for a duration limited by the project needs, for example, 2-4 months.7
Altabel Dedicated Development Teams are characterized with:
- Balance of expertise level against price - an average IT specialist profile looks like: middle-senior level experience, higher IT education, reasonable English command, cultural affinity with Western Europeans / Scandinavians
- Transparency and control - every team member is selected by you, reported to you and managed by you,
- Business seamlessness - team members are constantly in close communication with your company stuff, follow your development methodology, share collaborative work tools
- Flexibility and scalability - you can change the team size and profile if necessary
- Overhead cost effectiveness - saving of production and overhead costs, office and equipment rent and maintenance, dismissal payments, etc.
Based on analysis of your project requirements and specifics, we pick candidates from our resource pool of software professionals and send their CVs to you1
Upon request we arrange interviews with pre-selected candidates2
Simultaneously we start negotiating agreement terms and conditions3
You select and approve candidates and we set a team for you4
Agreement is signed and work is initiated5
DDT operation is organized as flexibly as possible:
- Pre-development activities: knowledge sharing (process/ standards/ tools), customer's practices adoption, infrastructure setup
- Responsibilities and tasks are distributed among team members
- Team members are engaged exclusively in your project, they cannot be assigned to other tasks
- Developers can work either by your or our management
- Project development progress can be monitored daily, developers are available for chat and e-mail 8 hrs a day Monday-Friday
- Operations are reviewed and can be adjusted if necessary
- Team structure can be revised if necessary (increasing/ decreasing the team size, replacing, adding experts with specific skills on ad hoc basis)
- Weekly development reports are provided to you
- Contracts are paid on a monthly basis
Based on Altabel's experience we can provide a number of tips on how to make right and informed decisions while establishing a Dedicated Development Team
Few businesses are not reluctant to let any work leave the office in the beginning failing to understand that this is actually taking time and competitive advantage away from business. Business strategy wise, by setting up a DDT you can stay internally focused on core functions like business and strategy development and communication with customers, otherwise relocating internal team efforts and distracting from core business activities and development specialization can lead to losing business focus and efficiency. Clientele and product wise, you can show up a higher quality level and quicker time to market and avoid delays and random hiring of wrong specialists, when skills required are lacking inhouse or are too specific or non-core; additionally you can provide a fuller range of services to loyal and long-term customers. Cost-wise, you can be lean saving on operational costs and additionally cut off overheads - recruiting, training and maintaining in-house team can make a project a real financial and legal puzzle.
Definitely, the key areas of control should be retained in-house to protect brand image and intellectual property and to keep up-to-strategy and quickly adoptive communication with customers, but as for software development outsourcing, with careful planning and management and well-established communication not only non-core aspects but virtually any development aspect can be sourced out.
Nowadays using LinkedIn or other portals specific to your industry can indeed help you find proper people. Also tap into your network for word of mouth, or when contacting a potential outsourcing vendor ask for references, from your geographical region as well.
To assess technical expertise ask for previous work examples, usually described in CV, run an interview with candidates and test-drive them with some quick test tasks. Also it makes sense to have a short trial period, of a reasonable time and paid one still with a possibility of quick cutting off of team member(s) if you're not happy with them. As for communication skills, it encompasses broader than just a good level of English command; enthusiasm and desire to express and explain the point are of important matter as well.
Start out small and build up gradually according to a pre-agreed ramp-up schedule. This is mutually beneficial: you will have some time to feel the team's work speed and abilities and pivot with team size and composition accordingly; at the same time you will also see how your internal project manager manages to distribute tasks to a remote team, whether in the full volume necessary and on time. Also organizing a video conf-call with the team members is an efficient team-building step, and it is good to have such one in the beginning as a kick-off meeting as well throughout the cooperation.
In order to keep your project lean and effective, be in regular communication and manage progress closely so you set specific goals and expectations along with realistic deadlines and get regular updates from the team. Decide on a point person to manage the work. Also you should absolutely provide feedback, whatsoever positive or negative, to your team, including but not limited to their work results and updates to the project/product strategy.