How we approached successful projects

First thing first; how risky it is to build a ground up application rather than buying it off the shelf. There are certain benefits as we all know on both the cases. This blue print is for all those who want an accelerated development through a distributed team in ground up software products or platform engineering. There are loads of information on the failures of outsourced projects all over the web but some of the critical pitfalls always get unnoticed.

• Vendors pitching in for a day one Time and Money billing (Your clock ticks on from the first day the project is kicked off)
CBT View : Its very unfair for a product ground up development client to spend on resources from the first minute. The failure to increase the value; delivering not what the business wants or the quality of all the projects (some projects spend for quality more than the money spent on actual development)
• Failure to build the marriage going 
CBT View : With very little clarity on what needs to be delivered on the project against business objectives; untested communication models, extended honeymoon periods and cultural barriers -, the time to productivity gets delayed and there is always a thought for all project sponsors that the client puts more skin in to the game.
• Building Base Components and Over Engineering of Architecture
CBT View : When a client starts the project with clear business objectives, in the real world – vendors ~75%, over-engineer. Selecting the right design patterns, architectural components exactly matching the business objectives is often overlooked.The proprietary frameworks of offshore product developments (OPDs) are expensive and not flexible with their proprietary and usage terms.
• Varied Skills Sets needed at different times of the engagement
CBT View : Most of the cost burn out happen because of the failure to forecast and plan workforce capacity. Planning ahead is good, planning with the right set of skills is excellent. Lack of clear resource utilization and effort leakage metrics compound the mismanagement of skill sets often leading to budget shoot ups.
• Standard Governance
CBT View : What we measure, gets better. We strongly believe in that. However, lot of projects we come across don’t have the correct metrics. The metrics and measuring units or the controlling points should always be derived from the project goals and business objectives or key project success criteria (example: less features but better quality) which needs to be defined by the customer.

Boasting a reference rate of 100% and experience in working with start-ups to large enterprises (3 of our clients are 10 Billion Dollar empires) and having clients in North America, Africa, Europe, Middle East and AsiaPacific

These are our Typical Project Execution Models with the Philosophy - Grow with the growth and equal skin in the game.

• Start Small - Build Trust by delivering something quick
• Always Start with Fixed Bid and our typical start of the engagement’s tenure ranges from 30 days to 90 days. We prefer to start this way
• Understand the Key Success Criteria for each project.
• Map the Release Plan and Measuring Points on the Key Success Criteria
• Project Governance vs Technology Governance – Measure Tech Metrics
• Form a core team while delivering the Fixed Bid Project – We put our skin in the game
• Quick Prototyping with Screens
• Write Test Scripts for minimizing Surprises
• Use our Framework which comes with
• Alacarte of components
• Choose the one needed, not all the components
• Own the IP by building on top of the base
• Accelerate development and jump start by 6-12 weeks
• Deliver and Align – Deliver our first mini project against the definition
• Re-define
• Re-allign

• Define essential Metrics
• Execute on tested
• Communication Models
• Delivery Models
• Governance Models
• Core Team availability – Thereby time to productivity on a Time & Money Project is Day 1 Technology Governance and Innovation Office backed delivery technical governance for
• Project Quality
• Defining Quality Gates
• Coding Standards
• Test Standardization
• Build Virtual Talent Pool for feature spikes,train on Domain, Tech Standards and Culture
• Deploy variable skill sets.
• Q1 - Developers,
• Q2 - Developers and CI/CD
• Q3 - Developers and Testers.
• Measure and Improve
• Capacity
• Productivity
• Development and Testing Costs

Ability to look at the software projects simple, with a philosophy of start small backed with our culture PRICE Codeboard Tech has been able to deliver successfully by putting, equal skin in the game with customized project communication and governance models. Irrespective of the size and complexity.