| We have worked under different models, and are open to selecting the best one for the engagement, in discussion with the client. We typically undertake these models to help our clients test the waters and gain their confidence, so that they naturally progress to our preferred engagement model, which is the "Extended Team Model". |
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We have perfected this unique business model of engagement with our clients; this combines the best of the Fixed Price Model and the Time & Material model. We call this the Extended Team Model, where you consider the team in India as an extension of your own team.
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In this model, we build a team in India for you to your specifications and with your active participation. Subsequently we charge for this team on a T&M model. We are still responsible for Project Management and Delivery.
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| A typical approach to working with customers on an “extended team” basis is briefly described below: |
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Scoping work / profile of team |
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a. |
We assign a Program Manager to the account. This resource is part time and at our expense. It is to be noted that a typical profile of a Program Manager is |
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He or she has been with us for a long time |
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He or she has come up the technology route, and clearly understands technology |
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He or she has taken clients offshore in the past, and clearly understands the process |
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b. |
The Program Manager has single point responsibility for the success of the engagement. At the same time, he or she has the authority to take independent decisions for that account. |
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c. |
The Program Manager works with the client for a top-level understanding of the work, and an exact understanding of the team required to execute the work. |
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a. |
The Program Manager, with support from our HR Manager builds the team |
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b. |
The Client is involved in team building. Makes final “Go – No Go” decision |
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c. |
Project Manager / Lead engineers are key members of the team, and form the core of the team |
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The Team tries to learn as much as possible remotely |
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b. |
Core team member(s) visit client (if required) to undergo training on products / processes / code base |
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The core team member(s) are responsible for knowledge transfer to the offshore team |
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The core team member(s) get involved in actual hands on work, while onsite, to learn and gain confidence |
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The core team, along with the Program Manager, define offshore execution process |
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| 4. |
Environment setup & peripheral work executed from offshore |
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a. |
Replicate the environment offshore |
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b. |
Sample work handled for feedback and setting expectations |
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Clear protocols set up for version control and information transfer back and forth |
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| 5. |
Refine the offshore execution process based on parallel run |
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| 6. |
Expand the scope of the work |
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| Fixed price engagement Vs. Extended Team Model based engagement |
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| Extended Team Model |
Fixed Price Contracts |
| Relationship based |
Transaction Based |
| Flexible teams to address changes |
Limited Flexibility |
| Enables business impact due to a collaborative nature of the engagement |
Impact limited to the scope of the project |
| Very good for projects with complex or evolving requirements or when multiple projects are simultaneously running |
Good for projects where the scope is very clear / unchanging and the project is reasonably stand-alone. |
| Knowledge is retained since the team is dedicated to the client; each project is more efficient |
Knowledge gained during the development process is lost as the engagement ceases after the project |
| Client overheads minimized as there is a personal chemistry over time |
Client overheads remains unchanged |
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