A whopping 62% of software projects don’t meet deliverables and budget throughout the entire timeline of the project. That’s a large chunk of software projects that aren’t reaching their full potential. Pretty detrimental, right?
One of the challenges we’ve continuously seen is that clients tend to focus on the technical aspect of software outsourcing rather than the business side. Do my engineers have the right technology? Am I using the right software development process? Yes, these questions are all critical to successful software, however the picture is broader than solely IT.
Companies need to direct their focus on the business side, which plays a significant role in fueling software projects.
Many clients we’ve talked to express that they don’t have the necessary business people on their team to scale their growth
Instead of adding more engineers to perfect their software, companies need to focus on scalability and that’s driven by business leaders. Both IT and business need to work together to seamlessly manage project timelines, transfer domain knowledge, and solve problems along the way.
How do you really measure the success of your software outsourcing? What metrics should you use, and what should you do if your outsourced software development process doesn’t measure up? Or, do you even use metrics?
Metrics may seem like overkill. If your offshore team delivers software on time at a comparatively low rate and the code contains a reasonably small number of bugs which are fixed quickly, isn’t that enough?
Why should you spend time inventing formulas, adding up lines of code, and dividing by man-hours? Get our latest ebook: Are You Winning or Losing With Software Outsourcing Metrics?
