The innovation and business value generated from work conducted offshore is an issue discussed these days and we believe such concerns are valid, they are largely due to an obsolete offshoring business and operating model. IT services firm sets up a development center in a low-cost locale and leaves its personnel to satisfy customer needs and relies largely on sharing insights via e-mail, fax or regularly scheduled meetings. This model is suboptimal for the increasingly complex IT projects offshored today.
Today’s projects require close coordination and cooperation of people with business, domain and technical skills. Bering Labs ‘project services’ model is for clients who have a specific project or scope-boxed activity. All the features, operating processes and operations will be similar to the Integrated Delivery Center model, but projects can be structured as co-development, fixed-price or T&M basis.
Please see Integrated Delivery Center section for more details.
Bering Labs delivers project-based software development services according to the following pricing models:
Bering Labs FP model offers customers a low-risk option. This model is used when the scope and requirements of the project are well defined and documented. The FP model provides for on-time, on-budget delivery of the project, and deliverables, costs, and deadlines are clearly spelled out.
The customer pays a fixed price for the complete project, the cost of which has been estimated based on the specifications provided by the customer. Within the frame of such projects, we use a phased approach that includes scoping, development, implementation, and support.
The T&M model is an attractive option in cases when scope, specification, and implementation requirements cannot be clearly defined at the beginning of the project. Under this model, the customer pays the agreed hourly price for the efforts of the developers and project managers.
For this engagement model, Bering Labs builds project teams and provides equipment and infrastructure in accordance with project requirements. The model offers enough flexibility to balance team size and project workloads—and, consequently, the budget.
The hybrid model combines the FP and T&M models such that well-defined requirements are implemented based on the FP approach, and the requirements that were unknown at the beginning of the project or that come up during the initial phases are implemented subsequently based on the T&M pricing model. This hybrid model allows both sides to mitigate their risks and provides more visibility into costs.