Posts Tagged ‘Software’

Learn About Software Outsourcing Options in Costa Rica

March 23rd, 2015

Costa Rica is not only popular for her tourism attractions; the country is gaining popularity for professional software development services asOutsourcing12 well. Many businesses from across the Americas decide to opt for software outsourcing in Costa Rica services. If you are operating from a neighbouring country and thinking whether software development can be done inhouse or whether it can be outsourced to the best company operating in this country, here are some reasons why you should opt for Software development in Costa Rica, rather than carrying out the task inhouse:

Reduce and control operating costs: When the work is outsourced, you can eliminate the cost to be spent towards hiring a developer on a full-time basis. This will bring about a considerable reduction in your operating cost. This is because you will have to make only a single-time payment to these service providers as against hiring a full-time employee and paying him on a monthly basis.

Improve company focus: It is neither practical, nor possible to take care of all the operations inhouse. When you opt for software outsourcing in Costa Rica, you can just focus on the core operations of your business, while the service provider is preparing the best application for your business.

Gain access to exceptional capabilities: When you choose for software development in Costa Rica, you are handing over the task to a firm, who is specialized in the areas, wherein you need their help. As against getting benefited from the knowledge of one person, you can be benefited from the collective experience of a team of IT professionals. Generally, these professional service providers, would have employed well-trained professionals to make sure that their customers can get the right kind of output they look for.

Utilize internal resources for other purposes: You might have someone in your company with specialization in software development. But, the particular individual, whom you are thinking about might have been hired by you for some other work. When you suddenly handover the task of software development to that individual, the purpose for which he was appointed will be affected. When you outsource the software development work to a professional firm, you can utilize the particular resource for the purpose for which he was actually appointed.

Other specialization areas: Some of these development organizations in Costa Rica are also specialized in digital marketing in Costa Rica as well. When you handover both software development and digital marketing in Costa Rica to the same firm, you can be rest assured about the best output at the best cost. is a leading open source software development company specializing in agile software development, mobile app development, digital marketing services and Software outsourcing Costa Rica.


Why IT Talent Management Has A Big Role With The Rise of Mobility

February 23rd, 2015

The popularity of personal mobile devices is gaining in strength in the workplace, and the available types of business-oriented mobile applications are multiplying at a rapid rate. In addition, new work-based physical devices, location tracking applications and the mobile ‘Internet of Things’ are continuing to proliferate.Outsourcing70

And as time moves forward, mobile computing will continue to be a double-edged sword for IT departments. On one side, it provides a great new way to enhance employee productivity inside the firm, while at the same time increasing and creating new channels of revenue and product awareness outside the firm. Conversely, it comes at a significant cost, because it introduces new technologies, widens the number of device types being used, and increases the quantity of software and infrastructure that must be supported.

So, whether they are leading the corporate charge or being forced to participate, IT departments will inevitably have to support additional devices and further integrate these technologies into their technical infrastructures. And equally as inevitable is the fact that this increased support of mobility will bring with it various human resource concerns, IT talent management challenges, and IT organisational questions.

Talent management, in particular, must be viewed as a crucial component of any overall mobile computing strategy. As with the introduction of all new technologies, mobile computing can be of great value if you have qualified talent involved in its implementation. To this end, organisations must ensure that their IT departments develop a well-defined mobile computing philosophy that is closely aligned with corporate goals, strategies, and current business plans.

The need to support mobility-based initiatives requires various specialised skill sets across multiple IT technical professions. These include systems administration, virtualisation, data security, software development, business analysis, and PC helpdesk support. And while these skills should already be present in virtually every modern IT department, the implementation of mobility-related technologies — such as identity and access management (IAM), mobile device management (MDM), mobile application management (MAM), and mobile application development — requires specialised training, potential recruitment and/or outsourcing of specialised skill sets, compensation incentives for those willing to support legacy technologies, and pay increases for those with new leading-edge skills.

The good news in this scenario is that the hands-on skills needed to implement these types of technologies are a superset, rather than a replacement, of traditional IT skills. But don’t be fooled into thinking all mobility challenges can be solved quite so easily. Technical competencies aside, mobility also brings with it a number of talent management issues that IT staff must confront as both employees and service providers. IT staff, like all employees, must follow company mobility policies; in addition, however, IT helpdesk staff and others working on the administration of mobile devices must also administer these rules on behalf of the organisation.

For example, they must have a comprehensive understanding of the various issues surrounding employee privacy, and fully embrace the company’s authority and overall intentions. They must also develop the necessary skills to effectively and compassionately manage employee usage of mixed-use devices that harbor both personal and corporate data. This combination of technical and policy-based issues requires relevant training to ensure helpdesk employees can properly explain and administer policies. Soft skills, such as conflict resolution, are particularly critical for dealing with any potential employee discontent over new mobility practices.

So how should organisations set about addressing this talent management conundrum? My advice is for them to first define their short-term and long-term mobile strategies, and then design their talent management initiatives accordingly. Adequate succession planning is a must in this regard, as is the creation of a skills inventory that is as wide as possible, including all currently usable/viable programming languages, business expertise (e.g., marketing and accounting), spoken languages, artistic abilities, writing abilities, and mathematical background.

I also urge organisations to identify external hiring pools by engaging in dialogue with the technical mobile community and forming relationships with local universities that provide training in mobility-related technologies.

To this same end, it can be extremely beneficial for organisations to seek out relationships with local mobility-related special interest groups. This can be done by sponsoring their events, providing a meeting location, or otherwise assisting the group in its activities, ultimately making it much easier to recruit highly skilled talent from within the group’s membership when the time comes.

And I must also stress the need to define a holistic skills enhancement training programme that will help current employees gain both technical knowledge and an industry perspective on mobile computing best practices and trends.

As mobile-based software development platforms become more standardized, software developers will need to gain new skills to move forward, but also retain current skill sets to maintain existing mobile applications written in what will eventually become legacy development technologies. The IT department isn’t going anywhere. Indeed, the requirement to control technical infrastructure, integrate mobile technologies with traditional systems, and provide secure access to internal data and resources all mean that the IT department’s role in mobility-related enterprise activities is only going to intensify. So, for the organisation, it’s time to start planning accordingly.


What Is Wrong With Outsourcing Software?

February 9th, 2015

If you’re building a business, you’ve probably had to think about building your software solution. Very often, the way to go is outsourcing, be it onshore or offshore. Sadly, in most cases, this turns out to be a painful experience. A 2011 survey reports that 62% of offshore IT contracts cost much more than businesses expected in the United States.Outsourcing64

Indeed, outsourcing your solution comes with many issues. It’s usually quite complex to formulate your needs accurately, leading to expensive delays and difficult discussions. Even when you eventually get what you want, maintaining and evolving it over time is going to be hard. You need to hire the same agency – most programmers won’t touch somebody else’s code -, request a new proposal, etc. And if you reach the limits of the current agency in terms of skills, you very likely will have to start over… Finally, even if it works great, you’ll have to handle your back-end, servers, etc. yourself. They will break at some point, inevitably…

On the other hand, isn’t it better when we get things done by people who are experts at what they do? This usually guarantees a more efficient approach. This is true for lawyers, accountants, or even HR. For instance, ZenPayroll has made many businesses’ lives easier dealing with setting up a payroll and looking after their taxes, etc. Shouldn’t this apply to software development as well? Don’t we want to get our software solutions built by people whose core business is building software, rather than trying to build out an internal software competency?

Building software is a specialist discipline. This is because, today, building software means writing code and engineering systems. And this requires a deep technical training, similarly to understanding law or dealing with taxes. So, we have a dilemma: on the one hand, writing code requires the kind of specialization that’s best dealt with by outsourcing, and on the other, building applications touches on core business issues that are extremely difficult to outsource.

That dilemma is precisely what motivated us to start Bubble. Our – unconventional – solution is to separate the application development process from the coding part. Bubble is a platform where anyone can build an app visually, by putting together some elements and some logic widgets, very much like playing with LEGOs. Coders are still writing the code, but only to build these widgets. Creating the application and coding the software become two very different things.

In other words, we want to have software engineers do what they know best: writing code and handling infrastructure. Let’s not have them do what companies are better at. Companies, employees – the actual end-users – are best at defining what they need, because they are the ones dealing with the issues they’re trying to solve through technology. The reason Facebook was a smashing hit in colleges was also because it was built for students by a student. Mark Zuckerberg happened to know how to code, so he was able to build it. If Bubble had existed back then, any student could have built Facebook.

The advantages of such an approach are huge. First, you get to build exactly what you need. You retain control on the product and you can evolve according to your needs, without outside assistance. And since specialists write the code, the code you’re using is good code (because there is such a thing as bad code). If some functionality (an elementary brick) is missing, and only then, you hire them to code it and add it to the system.

With such an approach, businesses can focus on their core competency, without losing control on the critical tech component. Take a company like Airbnb. Its core competency should not be writing code. In fact, its real competency is building an accommodation business. And, because we’re in 2014, it happens to be online. What Airbnb excels at is defining the right user experience, setting up a great customer service, making sure apartments have nice pictures, etc. Today, Airbnb still needs to hire engineers, but this is not the most efficient way of doing so. Similar to how most startups don’t handle servers any more (thanks to Amazon’s or Google’s cloud services), startups shouldn’t have to handle the code either. This is not just their core competency.

As we move to every business having an online component, this question becomes more and more critical. We need to figure out a way to make software development more efficient. Relying on external agencies or a few highly-paid software engineers just won’t work. We see new platforms such as Bubble — that separate coding from application development — as the solution.


Indian IT employees outsource their winter break happiness & celebrations to their clients sitting in US & Europe

December 25th, 2014

Taking a cue from their own clients, who outsource their IT work to India, reports of Indian IT employees outsourcing their winter break happiness and celebrations to their clients sitting in developed western economies has come into light.

As they have already outsourced their celebrations, employees of many IT companies will be working even on Christmas, New Year’s Eve and maybe even on New Year’s Day.
IT Professionals

“Now that our clients will be partying and celebrating for us, it’s our duty to return the favor by doing their work. We are true professionals,” said Manish Shrivastava, a senior software engineer working for a leading tech firm, adding that it’s not that this is the first time such thing is happening in Indian IT industry.Outsourcing26

“It’s happening for years. Every winter, many of the techies do this, as going physically to US and Europe to celebrate Christmas to New Year break is very expensive. But by simply following barter system, we ask them to party for us and in exchange we offer our technical services. That means, literally zero expense in terms of money,” Manish explained the business model.

Adding further, Manish disclosed that his client has already reached Las Vegas. Manish has even requested his client to keep him updated via email.

“Plus, I will be keeping an eye on his Facebook activities to make sure that he is partying really hard. I can’t tolerate any compromise on that part. I am giving my best to do his work, and I expect the same in return,” he concluded, “And believe me, if I find any slack in my client’s performance like getting overdrunk before midnight of 31st, I will immediately shoot him a cold mail, right here from my office system.”

This partying model is widely accepted across many IT companies and senior management of firms even promote their employees to follow this model.

“Why to party in places like Bangalore and Chennai by spending thousands from your own pocket, when you can simply outsource it to awesome destinations like Vegas,” reasoned Ravi Reddy, CEO of a mid sized IT company, with clients spread across US, Europe and Australia.

Ravi’s company even provide options to its employees to switch clients in the month of December.

“You know, someone wants to party in Australia, someone in Europe. So activity of switching clients makes sure that everyone gets his/her favorite party destination,” Ravi Reddy told Faking News.


Xerox to sell IT outsourcing arm to France’s Atos for $1.05 billion

December 19th, 2014

Xerox Corp said it agreed to sell its information technology outsourcing arm to French IT services firm Atos SE (ATOS.PA) for $1.05 billion, sending its shares up almost 4 percent in late trade on Thursday.Outsourcing28

By divesting the slower-growing unit which became part of Xerox as part of the 2009 acquisition of ACS, Xerox can now focus on building up the faster-growing units, business process outsourcing and document outsourcing, Robert Zapfel, president of Xerox services business said.

The IT outsourcing business generated $376 million in the quarter ended Sept. 30.

“Xerox’s ITO business includes about 9,800 employees in 45 countries,” the company said in a statement. The unit’s leadership team will join Atos.

In Paris, Atos said the deal was expected to close in the second quarter of 2015 and would boost its earnings per share by 10 percent as early as the first year.

It said the move would also triple its size in the U.S. which would represent its largest market. Atos also said in a statement it would pay $950 million in cash for the business plus $100 million representing tax benefits, and would pay an extra $50 million subject to the condition of certain assets.

Xerox has spent roughly $300 million this year, including a deal in May to acquire ISG Holdings for $225 million, to expand its insurance solutions. It also bought smaller software companies, Consilience Software and Intrepid Learning, in the past few months.

“This will provide incremental cash which gives us more flexibility to do more acquisitions,” Zapfel said in an interview.

Xerox, best known as a maker of printers and copiers, has been focusing on services to offset a drop in printing by companies and as personal computing moves to tablets and smartphones.

Xerox forecast adjusted earnings of 28 cents to 30 cents per share for the current quarter ending Dec. 31, from 30 cents to 32 cents per share it expected earlier.

Analysts on average were expecting a profit of 31 cents, according to Thomson Reuters I/B/E/S.

Xerox also said it now expects adjusted full-year 2014 earnings per share of $1.04 to $1.06, below analysts’ average estimates of $1.12, according to Thomson Reuters I/B/E/S.

Shares of the company closed at $13.89 on the New York Stock Exchange.


10,000 IT engineers and the mission to connect Vietnam and Japan

December 15th, 2014

Nikkei said this program is particularly important and it can become a bridge between the two countries, particularly when China has long been the largest outsourcing market for Japan.Outsourcing19

BridgeSE will train software engineers who understand Japanese language and Japanese culture. They will assume the mission of learning requirements from Japanese firms and transmit the information to the engineers who cannot speak Japanese and manage the software development process.

Currently, most software engineers of FPT Software – a leading software firm in Vietnam — do not understand Japanese, so to get more contracts from Japanese partners, the role of BridgeSE is indispensable.

FPT Software’s plan is to train 10,000 software engineers by 2018, from 700 at present.

“If the program is successfully implemented, it can be compared to a cooling rain for Japan’s IT industry which is lacking talented resources to serve the integration of the large-scale system of tax code and general social security of financial institutions in Japan,” Nikkei said.

Of the 10,000 engineers, half will study in Vietnam while the other half will go to Japan and participate in the seven-month Japanese course. The first partner of FPT Software is Meros Language Institute (Tokyo, Teshima). FPT will gradually send its trainees to the academy, starting with 50 in April, 200 in July and 250 in November 2015.

“We want to accelerate Japanese learning through the living environment and communication entirely in Japanese,” FPT Chairman Truong Gia Binh said.

The director of the Meros Language Institute, Ms. Junko Kagawa, said she hoped that Vietnamese students “can also learn the rules of business and culture of Japan.”

The Academy aims to train Vietnamese students with extensive knowledge and proficiency in Japanese, up to the “N2″ level of the Japanese language proficiency exam.

The remaining 5,000 people will attend Japanese courses in Vietnam and will gain experience and practice their Japanese in Japanese companies after becoming BridgeSE engineers.

FPT Chairman Truong Gia Binh urged Vietnamese IT firms to join this program in order to “strengthen the capacity of the entire IT industry in Vietnam”.

He said this is a great opportunity to accomplish the dream of young people who wish to work in IT companies of Japan.

The entire living expenses in Japan (about $14,400) will be paid by the trainees. FPT will combine with local banks to lend trainees with tuitions. The amount of $14,000 is equivalent to the salary of bridge software engineers working for Japanese IT companies for 1-2 years.

In the future, if students can find a job in Japan, it is not necessary to return the entire amount, FPT said. The company will set up a mechanism under which the employers will pay the training cost for the staff after clarification of certain conditions.

Vietnamese Ambassador to Japan, Mr. Doan Xuan Hung, said this plan “links the development of Vietnam – Japan”, and on behalf of the Vietnamese government expressed support for with this plan.

Currently the largest outsourcing market for Japan is China. Their cooperation, however, in recent years has been stagnant due to dramatically increased labor costs. Meanwhile, the advantage of Vietnam is the competitive price.

The salary of an IT engineer in Japan is at around 200,000 to 300,000 yen ($1,700-2,500) per month. In Vietnam, it is only 20-40%. In terms of product quality control, the costs are also cheaper, 40-60% compared to Japan, and 30-40% compared to China.

“The problem is only the Japanese language. But this weakness is expected to be overcome through the 10,000 BridgeSE training program,” Nikkei said.


Optimism wanes: TCS warns of seasonal trends impacting revenue in Oct-Dec

December 15th, 2014

The country’s largest software services firm Tata Consultancy Services (TCS) expects its revenue in October-December to be ‘in line with seasonal trends’.Outsourcing18

The third quarter of the fiscal is traditionally weaker for IT companies as business is impacted by low volume growth amid Christmas and New Year holidays and furloughs in the US and Europe.

The US and Europe are the key markets for the over $100 billion Indian outsourcing sector.

“Q3 2015 revenue expected to be in-line with seasonal trends. Retail, Manufacturing and Hi-Tech likely to see impact of holidays and furloughs,” TCS said in an investor presentation today.

It added that banking, financial services and insurance continue to be impacted. According to a report on CNBC-TV18, the company said it was more positive at the start of the year and expressed difficulty in predicting the sentiment at this point.

Meanwhile, the company expects telecom and smaller verticals to grow better than the company average, the report said adding that it has maintained its operating margin guidance of 26-28 percent.

On geographies, TCS said the demand environment in North America is in-line, adjusted for seasonal weakness. It said pricing trends were fairly stable, and that demand environment in the US was in-line with expectations, the CNBC-TV18 report said.

It said growth in Europe revenues would be better than the company’s average, though the UK was expected to be weak.

“Europe to grow better than average while UK remains weak due to seasonality and impact of insurance,” it said.

In India, the demand environment was fragile, and growth from its India and Asia Pacific businesses would be in line with the company’s average growth.

The company is expecting a slight uptick in realisations and a 10-20 basis points positive impact due to dollar strengthening. However, it expected a negative 220 basis point impact due to cross currency headwinds.

Shares of the company closed 1.48 percent down at Rs 2,455.70 apiece on the BSE on Friday.


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