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Subhuti's adoption of Global Delivery Model : A Snapshot

Initiation

  • Subhuti has a core team of 10 members who have a thorough understanding of underlying technologies and businesses we operate in, who are responsible for guiding and implementing GDM.
  • Key performance indicators (KPI) for our core team are client satisfaction achieved (through feedback) and financial performance of the projects. To assess these we have many project metrics defined.
  • Our top management ensures continuous support to our core team.
  • Our key drivers are: Intellect and Innovation, Nurturing of new ideas, Clear understanding of clients’ needs and Respect for all. Through these we aim to achieve clients’ satisfaction as well as business profitability.
  • Subhuti is ever ready to partner with other IT companies and vendors to synergistically provide better services to client. We are enthusiastic for technology and marketing partnerships. Subhuti has identified and partnered with a few companies/ vendors as of now.
  • Subhuti has well defined cost estimation models in place for IT expenditure per project.
  • Subhuti suitably leverages on its partners' strengths for improving flexibility, reducing costs and for gaining more expertise.

Assessment and planning

  • We collect data for our previous and current projects. We have different metrics defined on these data, which help us analyze projects on business, criticality, complexity, size, technology, cost and effort.
  • Before deciding on moving a project offshore we do a cost-value benefit analysis to make sure our customers get the maximum benefits.
  • On the basis of the portfolio analysis based on the different metrics we use, we select the services (development, maintenance, package upgrade etc) that are suitable to start piloting. 
  • We identify the project components that could be best leveraged from such pilot programs.
  • After much assessment and discussion we associate with suitable vendor partners on the need per project basis. This includes a well negotiated contract with agreed Master services agreement.
  • We execute the pilot project to fine tune and understand the model. This also ensures right documentation is in place. The pilot project culminates to provide us a detailed understanding of customer needs, expectations, our infrastructure requirements etc.

Execution

  • For each project we align the project manager and project team best compatible and suitable for the project and the client.
  • KPI for our project managers are client satisfaction, errors per project, schedule maintenance and a few other metrics.
  • We ensure regular communication with all our stakeholders to ensure transparency and facilitate good understanding. We have regular staff meetings and we keep all our stakeholders apprised on news and events at our company over email.
  • We transition the support services to our vendor partners after drawing up a detailed transition program. This includes a ‘back up’ plan in case of unexpected or unsatisfactory progress.
  • We perform an in depth analysis of our technological, infrastructural and business core competencies and try to constantly upgrade and develop in these. This helps us in deciding what project component should be brought offshore and what should be done onsite.
  • We conduct regular training sessions for our employees to upgrade their skills.
  • We redeploy our employees to high business interaction and transformation activities as and when possible.
  • For Offshore, we have well defined support framework and processes for applications and infrastructure, clear metrics and proper contractual agreements with Vendor partners. This provides steady state for execution in offshore model.
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What did client say
We really could not have got through with our new business and switches like this without the hard work and commitment of teams in Subhuti. It is an excellent achievement ....

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By Iren Carlstrom,
Director, Gemica AS

 
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