Shanghai Software Outsourcing Project Delivery Guide

First, to judge whether the project is suitable for outsourcing, joint R & D or technical advice

When looking for a software outsourcing team, Shanghai firms first need to identify whether they want to purchase complete project results, ongoing R & D capacity, or independent technical judgement. Business objectives and systems with clearer acceptance standards are suitable for project design; products that require continuous validation are suitable for stage-by-stage or collaborative R & D; and old systems take-over, complex architecture and AI feasibility issues can be independently diagnosed.

Mischosen cooperation models turn business issues into project management issues. For example, the complete fixed price of the exploratory business is signed directly, and subsequent changes can easily be translated into frequent disputes; long-term demand, however, is subject to one-time project management, and can lead to a loss of team knowledge.

• Fixed-range project system: construction tasks that fit business processes and clear boundaries for acceptance
• Phased delivery: projects suitable for MVP, interface or critical technology validation first
• Ongoing R & D collaboration: appropriate for existing product teams and stable demand pool enterprises
• Independent consultation and diagnostics: suitable for project formulation assessment, old system takeover and major technical decision-making

First communication to form an estimateable summary of the project

The vendor should organize this information as a closed first business, rather than simply converting the fragmented idea into adult day.

The summary of available estimates should distinguish between what must be completed, followed by an iterative period and what is clearly not included in the first period, and include the movement end, backstage, interface, data migration, security, deployment and transport requirements.

On-site communication and remote research and development require the same collaborative rhythm

The Shanghai Software Development Outsourcing project usually provides for online access to key research, prototype reviews, online preparation and acceptance arrangements, and for daily research, testing and documentation. The focus of mixed collaboration is not on the number of meetings, but on whether decisions, responsibility and deadlines are generated at each meeting.

It is recommended that regular weekly meetings, iterative presentations, risk lists and decision-making records be established.

• Key business processes are validated by the actual user department
• Provide runable environments and demonstration records for each iterative
• Scope, deficiencies and new ideas to use different inventory management
• Blockage matters indicate those responsible, impact and date of resolution

Contracts and milestones must be linked to verifiable results

The payment node should not be limited to a “percentage of completion of development” but should address results that can be examined, such as demand baseline, interactive prototype, core process test version, inter-coordination environment, online version and complete handover.

Intellectual property rights, source-code coverage, third-party licensing, cloud resources, data liability, account attribution, quality assurance, and transport boundaries should also be identified before the project begins. There is also a need to distinguish between R & D responsibilities and the availability of third-party services for systems that rely on payment, logistics, invoices, or other platforms.

Change management is a normal mechanism, not a temporary one.

The real risk of change is that it is not recorded and evaluated. Before the new demand is developed, it should indicate the business reasons, priorities, alternative relationships to the original scope, and the impact on the cycle, cost, testing and go-live plan.

Small changes can be followed by later ones, and major changes should result in written changes or independent phases. This protects the enterprise budget and avoids the development of research and development teams to compress testing and documentation in order to catch up on time.

The final acceptance ensures that the system is taken over by the enterprise.

The end result of the Shanghai software outsourcing project is not just a web site or installation package that can be accessed. Enterprises should check the source code, build scripts, database scripts, interface files, test reports, deployment instructions, account lists, backup retreats, operating manuals and legacy issues to confirm that internal personnel or follow-up teams can continue to maintain them.

The acceptance and inspection should cover normal, abnormal and border processes and check the rights, performance, data, monitoring and security conditions in the production environment.

• Function corresponds to demand, test case by case
• Source code and dependence can be re-constructed in an independent environment
• Deployment, backup and back-up steps are actually being performed
• Clear account numbers, keys, domain names and cloud resources.
• Known problems, follow-up plans and Quality Assurance Responsibilities to be documented