Confidential
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Critical Success Factors
(a) M anaging Interfaces
Once developm ent k ick s into place, all interfaces between the organizations
involved in a project are defined and understood by everyone involved. T his
can only achieved by defining interfaces clearly and with everyone's
agreem ent.
Com plete transparency of operations
Regular steering com m ittee m eetings
(b) Ensuring Predictable Deliveries
A well-defined entry and exit criteria for each task
Methodologies tailored to clients' requirem ents
Project wide standards and guidelines
W ell-established quality controls
Regular status reporting and feedback cycle
(c) Retaining Business and Functional know ledge
Adequate docum entation
Identify a core team that tak es charge of the affairs of the offshore
developm ent center tak es m anagem ent decisions, work s to im prove quality and
productivity and m entors new people
Communication with Client
W e encourage our clients to use any form of com m unication to catch up with the
progress of the team . Com m unication channels are always open through phone or
visits to client site (or client visiting us). Som e other ways are
(a) Voice over IP
(b) Net m eeting
(c) Chat Sessions
Since m ost of the developm ent is done at our offshore developm ent centers, we
ensure that there is sufficient overlap in the tim ings of software developers and
people at the project site. T he responsibility of the project lead along with VP
Engineering is to raise a red flag if they feel project is not going in the right direction.
W e firm ly believe if the groundwork , initial hours to design the product are not
prudently spent, the product will not succeed. Projects are done increm entally. If SDEI
is ask ed to deliver the project, there will be m ilestones i.e. delivery in phases. T his
process ensures well-established quality and standards. Regular status reporting and
