Business Models

We usually follow such main contractual schemas:

Cooperation schema Entire project outsourcing
This model can fully isolate customer from development 		Sub-project outsourcing
Sub-project outsourcing is efficient when the customer has a large project and couldn't perform it by himself because of the lack of resources 		Virtual hiring
The virtual hiring is very efficient when the needs to extend its the stuff. Additional resources could be bought by different type of contracts: per hour, per week, per month 		Out-tasking
Out-tasking is defined as the assignment of job specific activities or single non-core competency services to an outside contractor
Customer is responsible for performing product and account management; product management; definition and control terms of sub-project development; check quality of artifacts produced by contractor; project management; control of task's execution; delegate organization of one or more development stages to Contractor (buy a special team leader) (optional); request time sheet for each hired person (optional); checking quality; project management; definition of clearly described tasks; control of the task's execution; checking quality;
Infopulse is responsible for performing project management; organize development, QA, and other software development activities; organizing a team to perform sub-project; performing project management; performing other development actives including initial QA, producing of deployment modules, performing deployment on customer side; execution of tasks with good quality in pre-defined terms; allocation requested resources and guarantee to be worked out all contract time by each hired person; definition of clearly described tasks for the execution; organizing the work among resources in case if this is requested by the customer; execution of tasks with good quality in pre-defined terms; execution of tasks with good quality in pre-defined terms;
Benefits of the model economic effect is very high; customer is fully isolated from development activities and infrastructure; economic effect is increased; communication problems are reduced; the complete development infrastructure of customer for this sub-project is not required to support; all necessary resources could be quite easily bought in a short time; all communications between sites are organized by customer; simple controllability; low risks because project management is located on customer's side; one point communication from contractor side; customer's risks are very low; specialized infrastructure of customer is not required; contractor creates all required artifacts in terms of task;
Weakness of the model there are very high risks; additional customer's expenses (business trips costs) are required; secure connections could be required to organize the confidential documentation flow. risks are higher comparing to previous models; additional customer's expenses (business trips costs) are required. specialized infrastructure of customer is required; arising of communication problems for medium and big projects when few resources hired; development infrastructure should be organized and supported by customer. problem with coordination of inter-tasks dependencies arises; communication problems appear: misunderstanding can lead to delays; development infrastructure should be organized and supported by customer.

Infopulse Ukraine is open to apply any another reasonable schema of cooperation. Existing processes can be easily adapted to very wide range of customer's models of cooperation.