Employees must get to know the new team members

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Offshore projects must never be completely handed over and responsibility should remain internal. Checking the quality of the current work status protects against negative surprises.

Through jointly coordinated processes and the use of agile methods, problems can be identified early and the course set in the right direction. For example, more transparency can be created through the use of agile regular meetings such as sprint reviews. In return, you also get to know how the offshore partner's employees work and can adapt to them.

Permanent project managers (bridgeheads) on both sides simplify communication within and with the teams. Ideally, these should always be on site, but at least at the start of the project and in critical phases. Their presence can further shorten and accelerate communication channels.

Challenge 3: Legal framework/requirements
Within the EU, comparatively strict requirements apply with regard usa consumer email list to data protection and IT security, which cannot always be met when implementing offshore partners.

Solution:
Before the project is initiated, or even better during the offer phase, such technical requirements should be defined and validated in order to determine the right provider or the right implementation method. However, this can be remedied through technological precautions, such as anonymization of test data, and special customer contracts. Required lead times must be taken into account in project planning.

Challenge 4: Cultural differences
Getting to know new colleagues at the offshore partner is often a challenge for employees in the country. Offshore teams also face interpersonal challenges. Even though advanced globalization is blurring boundaries, there are still framework conditions, behaviors, world views and traditions that must be mutually respected. In addition, external circumstances such as time differences and different working hours can also cause problems.