| 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. |