The emergence of new competitors in the sector, as well as new disruptive technologies, the constant need to reduce Time to Market and a constant pressure on fixed costs are real threats that can seriously reduce the competitive capacity of any company.<\/p>\n
As a clear example of the emergence of new disruptive technologies, we can clearly see the specific weight that software has been gaining, for years now, in a multitude of products. Sectors such as automotive, telecommunications, biotechnology and even some in which it is not so obvious, such as insurance and food, are good examples of this. The amount of software that implements today a car, a thermometer, a kitchen oven and even the process to grant a bank loan is very high compared to years ago. Not to mention the interconnection requirements brought about by the introduction of the Internet of Things or IoT.<\/p>\n
This ubiquity of software in the vast majority of products is a clear upward trend that forces all companies whose product presents a minimum of complexity to consider the question of whether to develop their own know-how in these technologies or to resort to outsourcing. Unfortunately, the inherent difficulties of the software industry are not evident at first and therefore, many companies devote their own human and material resources to acquire expertise in software development, the cost of which in the end proves to be excessive and with results far below those initially expected.<\/p>\n
One of the difficulties, maybe the main one, is the change in corporate culture or business paradigm necessary to be successful in the software industry. The sector in which a company competes as well as its internal development processes, sometimes established for decades, consolidate a culture that establishes the way of doing things within each organization. In this way, sectors as different as banking, automotive, etc. implement the typical culture of their sectors that has worked and continues to work for decades. When a company of this type decides to enter the software industry, even if it is for internal development, it often finds that its internal structure and processes are not aligned with the new challenges it has to face.<\/p>\n
Companies accustomed to development processes that we could call traditional, are used to focus most of the effort of a new project in the initial phases of product conception and requirements analysis, after which, if the analysis has been sufficiently thorough, their internal processes together with the accumulated experience ensure an acceptable probability of success.<\/p>\n
In software development, on the other hand, agile methodologies have been applied for years for the development of highly complex projects. In this type of methodologies the rapid development of prototypes as a way of learning and risk minimization is a priority. This paradigm shift represents a 180\u00ba turn in the strategy for tackling a new project with respect to the traditional approach.<\/p>\n
Thus, those companies that opt for in-house software development must also be willing not only to acquire know-how in new technologies but also to make this internal transformation towards agile methodologies.<\/p>\n
Unfortunately, the evidence that an adaptation of internal development processes is necessary only becomes evident a posteriori, once the project has started to accumulate significant delays and cost overruns.<\/p>\n
In these circumstances, the choice of a strategic partner capable of providing not only technological know-how but also experience in the development of agile methodologies is a key strategic decision that can bring a significant competitive advantage. In this way, companies can focus on their core business by outsourcing software development.<\/p>\n
However, this decision is not without risk. The costs associated with a poor choice of outsourcing are often very high. The search for a reliable long-term partner that suits the client’s needs and way of working has to be a thorough and planned process. The goal should be to be able to establish a long-term cooperative relationship beyond specific projects. The ideal partner is one that becomes an extension of the development capacity of its customers, understanding their needs and anticipating the problems that always arise in projects. In addition, a technology partner must offer trust and transparency in the way they work so that the client is always fully informed of the evolution of the project.<\/p>\n
This transparency must be accompanied by established processes to improve communication. An added challenge when outsourcing is to manage good two-way communication between the outsourcing party and the technology partner. This aspect is fundamental, since the most critical part of a successful project is to understand exactly what the requirements of the project are. The technology partner is not necessarily an expert in the same sector as the client, and therefore depends on the client for a good understanding and evaluation of the requirements. It is therefore essential that the technology partner has work processes that enable this communication.<\/p>\n
The Scrum method has established itself over the last few years as the standard agile methodology par excellence. Born to improve communication and interaction between the members of a software team, its use has spread in recent years beyond the technical field to cover other departments.<\/p>\n
The Scrum method is also a great help when it comes to exchanging information between the technological partner and its client: through periodic meetings every two or three weeks, the development carried out to date is presented, the necessary feedback is obtained and the next block of work to be done is planned. In this way, the client remains informed at all times and has the capacity to react sufficiently to introduce the modifications he deems necessary.<\/p>\n
This way of working based on regular interactions is the best guarantee of success in complex projects. It is essential that the outsourcing party is continuously informed of the evolution of the project and has the capacity to react at all times. Success, especially in complex projects, is never guaranteed, but by following these guidelines However, by following these guidelines we can significantly minimize risks.<\/p>\n","protected":false},"excerpt":{"rendered":"
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