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The top-most to be recognized, the driving factor for most offshoring projects. In India, the costs for offices, infrastructure, and staff are significantly less, which leads to substantial cost savings.
Secondly, availability of skilled people with relevant experience and communication skills. Indian IT industry has majorly grown on offshoring and hence skills not just technical but also for process competency for Offshoring model are available amply.
In a matured offshoring setup, different time zones of the offshore and on-site offices are used effectively to improve productivity. The two teams can work in a “relay” model, where the offshore team hands over the daily work to the on-shore team for QA/feedback. This is also sometimes termed as the “follow the Sun” methodology.
Off-shoring challenges are typically more legal and HR-related and less technical. These are mainly due to cultural differences between the client and offshore team. It is therefore important to identify an offshore partner like Hamsa-Hitech who is experienced in handling the cultural gaps and of course competent to handle software setup of your desired team size.
A competent offshore partner takes care of these by appropriate culture orientation for the offshore team as well as the client.
Regular communication with the offshore team happens over emails, audio calls, and once in a while video calls, which are less effective than across-table communication which poses Another major issue that can lead to delays.
Another major issue typically faced by clients is tracking of Current Status. Unlike the “local model” the client can not SEE the team and it is hard to know how things are moving, what is the general mood, etc. which increases the client's anxiety.
Offshoring maturity typically can be seen as how much control the client has over its development team and of course how effectively it achieves the desired business goals. Hamsa proposes a four-phase migration plan that a client can adopt and establish its own independent offshore development center in typically in 1 to 2 years.
This is the first phase where the client simply gives out the work to an offshoring partner and has minimum involvement in offshore team management. (optional, the client can start with step 2 directly)
In this step, the client establishes an offshore company and gets a dedicated team leased out from HAMSA. The client has major involvement in all technical and project management activities.
This is a hand-holding phase where the client is closely supported by Hamsa. We also help the client in legal and administrative areas of company formation, accounting, and local registrations.
In this phase, the client starts taking more of the
ownership in core technical and project management areas, moving key resources on their payroll, etc. The client takes support from Hamsa more on the administrative and HR front.
This phase is optional and typically can be of 3 to 6 months where the client can do a self-assessment of his readiness for phase 4
This step is taken once the client is confident in taking complete ownership of the ODC. The client can continue to take support from Hamsa in all the areas as per their need.
The support from Hamsa will be more of random need-based service provisioning like recruitment assistance, QA or developers on contract for the short term, etc. Administrative support also can be
provided on a need basis.