What evidence can you share that demonstrates the impact of the engagement?
The main success metrics were the delivery of the projects they’ve worked on for us. Everything we’ve built together has been released and remains in the ecosystem of our products. All of their work has been done with a purpose and supported the core of our business, which has helped them to become a real part of the culture of our organization.
From a metrics perspective, the velocity of the team and the amount that we are able to achieve has very much improved over the course of our engagement together. The fact that we were able to bring them into our day to day operations as well as we have is a testament to the strength of the relationship between our companies.
How did Accedia perform from a project management standpoint?
We handle the project management aspects of the project almost completely. From my perspective, however, they did a good job of sticking to the deadlines that we laid out for them and making sure that we stayed on track toward all deliverables.
The teams communicate primarily over Slack, either voice and video call or messaging about anything that needs to be discussed in the process of the day-to-day. We had a very set regime in terms of our agile approach to the delivery, so there were regular weekly standups and every-other-week retrospectives. They did a great job of being totally open and communicative throughout all of those processes.
What did you find most impressive about them?
Their ability to learn and adapt is consistently one of the most impressive aspects of our work with them. Flexibility is an often-overlooked quality in outsourced vendors, I think, but Accedia was able to adapt to the needs of our business in all regards, whether culturally, strategically, or procedurally.
They were able to strike a really good balance between following our instructions and challenging the reasons why we made various decisions in order to help make the product the best it could be. Fairly early on into our relationship, there wasn’t much difference between the two teams because of their ability to work within the unit almost seamlessly.
Are there any areas they could improve?
I think that they could challenge ideas a little bit more in the early stages of their projects. There is certainly an aspect in which the people you’re working with are your clients and the customer is always right, but at the end of the day you’re building software, and that has to be a joint effort. We developed that level of collaboration over time but having it even earlier could have helped us get up to speed more quickly.
Do you have any advice for potential customers?
Regardless of who has more knowledge of the history of the project at the beginning, you need to make sure that those people have the expertise to take the lead in supporting the new people coming on board. You also have to make sure that those joining the project are gaining the knowledge and skills that they need in order to be successful in their roles.