HAMSA HITECH ODC SETUP & OPERATIONS

© Hamsa hitech Pvt. Ltd. 2020. Con
fi
dential Document.
OFF-SHORE DEVELOPMENT CENTER (ODC)
SETUP & OPERATIONS
INDIA
“ PASSION FOR DISCOVER POSSIBILITIES ”

ODC SETUP & OPERATIONS sales@hamsahitech.com
OBJECTIVE
This presentation is intended to provide
an overview of various options for off-
shoring activities mainly ones from the IT
field to India.

It discusses various ODC models, their
advantages, and their limitations. It also
provides some insight into challenges
faced and ways to tackle them in setting
up and managing ODC.

It also provides details of HAMSA's
capabilities, methodologies and
approach in setting up ODC for the
clients, which evolved over the last 20
years.

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A
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Established In

Year 2004

(in PUNE, INDIA)
Team Size

50+

(Across the group companies)
Technical Skills

Desktop & WebApplications

(.Net, JAVA, PHP)
Technical Skills

Database developmen
t

(Oracle, SQLserver, MySQL)
Technical Skills

Mobile Developmen
t

(Android, iOS, Hybrid)
Business Domains

ODC Setup & Operation, E-governance,Accounting, Passenger logistics, e-Learning

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NCE
Mr. Srikanth
20+ years in software
industry, managing long
term and large projects,
business administration &
managing ODCs

ABOUT 
OUR 
EXPERIANCE
Swayam Shikshan Prayog

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Offshoring of software development and
support work has become a regular
working model for companies of all sizes
in the last few years.

Offshoring needs a different management
approach than that of the “local model” to
reap maximum benefits from it. Few key
advantages of the offshoring model are:

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SKILLED RESOURCES
Secondly, availability of skilled
people with relevant experience

and communication skills. Indian IT
industry has majorly grown on

offshoring and hence skills not just
technical but also for process
competency for Offshoring model
are available amply.
FASTER TURN-AROUND
In a matured offshoring setup, different time
zones of the offshore and on-site offices are
used effectively to improve productivity. The
two teams can work in a “relay” model,
where the offshore team hands over the
daily work to the on-shore team for QA/
feedback. This is also sometimes termed as
the “follow the Sun” methodology.
COST BENEFITS
The top-most to be recognized,
the driving factor for most
offshoring projects. In India, the
costs for offices, infrastructure,
and staff are significantly less,
which leads to substantial cost
savings.

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Off-shoring challenges are typically
more legal and HR-related and less
technical. These are mainly due to
cultural differences between the client
and offshore team.

It is therefore important to identify an
offshore partner like Hamsa-Hitech
who is experienced in handling the
cultural gaps and of course competent
to handle software setup of your
desired team size.

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This key issue can lead to an under-productive team resulting in
delays and losing the offshoring cost benefits.

These are necessarily small issues like language, cultural habits,
leaves, small incentives, and others typically resulting due to
cultural differences.
01 CULTURAL DIFFRENCES
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A competent offshore partner takes care of these by
appropriate culture orientation for the offshore team as
well as the client.

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Regular communication with the offshore team happens over
emails, audio calls, and once in a while video calls, which are
less effective than across-table communication which poses
Another major issue that can lead to delays.
02 COMMUNICATION OFF-SHORE TEAM
HAMSA strongly recommends short visits of 1 or 2 weeks
per quarter from both sides to establish an association
between the team. Typically we plan for a kick-off
meeting where the client's product manager visits India
for one week of brainstorming and initial planning.
Afterward, off-shore team members can visit the client
during the implementation phases.

At HAMSA, we strongly believe in “speak to
communicate” and then “email to document” rather than
using tools like email or Bugzilla to Communicate!

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Another major issue typically faced by clients is tracking of
Current Status. Unlike the “local model” the client can not
SEE the team and it is hard to know how things are moving,
what is the general mood, etc. which increases the client's
anxiety.
03 STATUS TRACKING
At HASMA “Daily” status update report for each project
is prepared and sent by an offshore team lead to ALL
stakeholders involved to ensure each member is on the
“same page”.

Agile project management methodology “SCRUM” is
used by HAMSA which provides an incremental delivery
(typically weekly) of the software assuring the client of
the progress on regular basis.

SCRUM also provides great transparency allowing the
client to know what is achieved and what are the
challenges on an everyday basis allowing him to step in if
needed “sooner” than “later”.

Offshoring maturity typically can be seen
as how much control the client has over
its development team and of course how
effectively it achieves the desired business
goals.

Hamsa proposes a four-phase migration
plan that a client can adopt and establish
its own independent offshore
development center in typically in 1 to 2
years.
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01. OFFSHORING
This is the first phase where the client simply
gives out the work to an offshoring partner and
has minimum involvement in offshore team
management. (optional, the client can start with
step 2 directly)
02. CAPTIVE SETUP
In this step, the client establishes an offshore
company

and gets a dedicated team leased out from
HAMSA. The client has major involvement in all
technical and project management activities.

This is a hand-holding phase where the client is
closely supported by Hamsa. We also help the
client in legal and administrative areas of
company formation, accounting, and local

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03. SUPPORTED PHASE
In this phase, the client starts taking more of the

ownership in core technical and project
management areas, moving key resources on
their payroll, etc. The client takes support from
Hamsa more on the administrative and HR front.

This phase is optional and typically can be of 3 to
6 months where the client can do a self-
assessment of his readiness for phase 4
04. INDEPENDENT PHASE
This step is taken once the client is confident in
taking complete ownership of the ODC. The
client can continue to take support from Hamsa
in all the areas as per their need.

The support from Hamsa will be more of random
need-based service provisioning like recruitment
assistance, QA or developers on contract for the
short term, etc. Administrative support also can
be

The table below provides a quick overview of OMM providing various activities and

the dependency of the client on Hamsa in each phase.
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ACTIVITIES OFFSHORING CAPTIVE SUPPORTED INDEPENDENT
RECRUITMENT HAMSA HITECH HAMSA HITECH JOINT OPETIONAL
PROJECT MANAGEMENT HAMSA HITECH JOINT JOINT OPETIONAL
TECHNICAL & QA HAMSA HITECH JOINT OPETIONAL OPETIONAL
DELIVERY COMMITMENT HAMSA HITECH JOINT CLIENT CLIENT
LEGAL & ADMINISTRATION HAMSA HITECH JOINT JOINT CLIENT
Optional = client can take help of HAMSA on need basis

1 - 2 years to move from Phase 1- Phase 4

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Hamsa will help client willing to setup ODC in India. Various engagement models are:
Hamsa provides pure advisory support to the client during the setup and running of the
ODC. Typically we provide an executive director who is responsible for assisting the client
mainly in the following areas:

• Company formation and other legal registration.

• Identifying suitable offices

• Identifying recruitment channels (HR agency or HR team or both)

• Setting up HR processes (Salaries, leave, and contracting norms)

• Setting up project management and reporting process (SCRUM)
ADVISORY MODEL

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Hamsa will help clients willing to set up ODC in India. Various engagement models are:
TURN-KEY MODEL
Hamsa provides complete end-to-end ownership of the ODC setup for clients from the offshoring phase to
the independent phase. This is achieved in the following steps:

KICKOFF - Typically we start the project work immediately using Hamsa’s team and offices thereby kicking
off the technical work. Parallel we start admin activities of company formation with one or more executive
directors from Hamsa.
MANAGE - Identify and hire team & offices and set up software and admin processes which are the key to
success. The onsite and offshore teams are coordinated and trained for an offshore model for 12 to 18
months. HR and admin processes are stabilized.

HANDOVER - Typically throughout 12 to 18 months client team gains confidence and is ready to handle
operations independently.

Hamsa then phases out its directors from the client company and goes into the service provider model,
where the client can still take services from Hamsa on a need basis.

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Send us your high-level requirements on
email at sales@hamsahitech.com we will
get in touch with you for taking it further.

We will provide you FREE ODC COSTING
spreadsheet that will help you perform a
“what-if” analysis based on the technology,
team size, and engagement model.

Thanks
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