Subcontracting and hiring dedicated teams are still the go-to for many modern business challenges. Tight budgets, lack of skilled developers, or high taxes often force clients to outsource their IT teams from overseas or at least other countries in the region. However, the dedicated development model brings some issues that can be quite unexpected and be tough to address. The time or work culture differences, non-standard project management tools, and other unfamiliar technologies can make the estimation nearly impossible. Fortunately, with a vast number of matches made for companies that work with outsourcing teams, we can say that outsourcing can be even more productive and pleasant if stakeholders take some advice to heart.

When thinking of client-developer relationships that are mutually beneficial, a few things come to mind: understanding, trust, and cooperation. Here are some suggestions on how to incorporate these principles (and manage outsourcing) more practically.

Tip 1. Don’t micromanage a dedicated development team to save time

Developers are generally not selected at random. Locating a competent outsourcing provider that adheres to quality standards and shares your principles is troublesome, but once you find such a team, allow them to do what they do best. Ongoing meetings will let you track progress and initiate scheduled updates. Regular interference will slow down the team’s work rate and development process, make the staff nervous, and inevitably make them passive programmers instead of active participants.

Tip 2. Reap the benefits of service packs

Outsourcing companies provide services in packs that include analytics, development tools, quality assurance, and project management features. Using their service packs instead of neglecting specific services to reduce expenses is almost always the way to go. By refraining from some services, you neglect critical benefits that could lead to negative outcomes for both the client and the dedicated software development team.

Tip 3. Be tolerant and prepared to explain your vision

If, for instance, you have submitted a project and are awaiting an estimate…but instead receive a seemingly unending list of questions, stay cool. Answering them swiftly will make the project’s estimate more accurate and speed up the implementation process.

As someone who owns a product and a concept, you understand the product or business better than the dedicated development team you have hired. You have likely thought about the project concept for a while before producing the specifications and starting the production process. It makes sense that you’re the one who is most knowledgeable about the project, so be ready to provide answers whenever the outsourced team asks you relevant questions.

Tip 4. Address the project’s business objectives

Ensure that all the members of the subcontracted team know your business logic and objectives. This is critical, as their understanding directly impacts the implementation of a feature (and the whole project, in the long run). The selection of programming platforms, utilities, and approaches might be affected as well.

Tip 5. Participate

It is prudent to calculate how much time you can spend collaborating with an offshore development team prior to giving them a crucial job. Developers generally separate projects into segments and offer weekly updates on their progress, which doesn’t require much time, and their work will be more functional if they obtain quick answers to questions asked. If you believe your timetable will be full, appointing a dedicated Project Manager available to handle queries during working hours is always good practice.

The frequency of the meetings will most likely be based on the outsourced team’s methodology. The meetings will provide you and the remote development team with assurances and information on how the project is progressing, as well as adhering to the core business goals. At times, it may be evident that the initial approach was completely or partially wrong, but if you are a part of the process, scheduled steps and mandatory adjustments can turn a project from a failure into a success.

Tip 6. Set reasonable deadlines

ASAP is the most frequently used word to define a deadline. However, it is also the most ungainly one for both you and your outsourced developers. The team you hire will benefit from knowing which tasks are legitimately ASAP and which ones aren’t as much of a priority. Developers can establish practical deadlines if you address key points.

For clients, establishing ASAP deadlines during a project may result in a pair of undesired outcomes: (1) an ASAP task no longer becomes a priority and instead becomes just a REGULAR one, and (2) there will be a decline in quality as the dedicated developers get stressed out, as every task is supposed to be finished ASAP.

Tip 7. Your own software testing

While outsourcing QA is cheaper and guarantees someone who has more technical knowledge than you, oftentimes it is you who understands what the outcome should be and what business objectives should be achieved. Keep that in mind when you plan to check the quality of the finished product.

Tip 8. Use the first problem as a trial run for the whole outsourced team

When it comes to missed deadlines and budget overruns, teams that respond well under pressure will strengthen the connections between developers and customers. This can lead to producing an even better outcome or product. Problems can reveal a dedicated development team’s potential and tell you whether you have competent staff on your hands.

Tip 9. Give top priority to the quality

Correct and accurate estimation is the first thing that makes any development projects successful. Deadlines are the key factors that push the project forward. Unfortunately, it is a pretty common situation when the estimated release date can’t be achieved by any means. When developers claim that they can not meet the deadlines it is much better to invest some extra time in development and testing than sticking to the previously established time frames.