What evidence can you share that demonstrates the impact of the engagement?
One of the big things that contributed to our success was our daily scrum meetings, in which we would spend 30-60 minutes discussing where we stood and what had changed so that we always knew exactly what was going on. That helped us a lot to stay on track for the project, which was important to us because we had a very tight deadline to finish everything by December.
I don’t know exactly how many hours we saved, but it freed up roughly 80 hours of our in-house engineering time, which was also critical because we needed all of our team for other projects. Just being able to get that through the door on-time and on-budget was a huge win for us.
How did Auriga, Inc. perform from a project management standpoint?
Their team was fully integrated into our team, which helped to make everything run a lot more smoothly than it could have otherwise. They were also very good at having systems in place to handle communication, testing, and milestone tracking and everything like that so that there was never any lost time.
Because of the time difference, we were concerned at the outset about engineer availability, but they did an excellent job of managing their schedules to make sure we had sufficient overlap to be able to communicate effectively.
What did you find most impressive about them?
They are proactive rather than reactive, which is a very rare quality for outsourced development teams. Instead of just building what we handed to them, Auriga took a look at our initial architecting and gave us some suggestions and reasons why they thought those would be better solutions.
That level of critical thinking helped us to set ourselves for future success up in a way that most agencies are not capable of doing. I wish I could quantify how much time it saved us in the long run, but I do know that transitioning from the prototype to the first generation was incredibly simple. They demonstrated their commitment to the partnership with us, rather than just the individual job.
Are there any areas they could improve?
Their project manager was incredibly organized and good at communication but didn’t quite have the level of technical skill in our specific area that we needed. They were more than willing to work with us to supplement in that situation and make sure everything that needed to be communicated to the engineers was getting there, and it didn’t cause any problems beyond the earliest stages of the collaboration.
Do you have any advice for potential customers?
The most important thing is that you have a clear idea of what you want to accomplish. As long as you’re able to communicate that to them, they can handle translating it into the technical pieces that will best serve the purpose and functions that you need.