What evidence can you share that demonstrates the impact of the engagement?
A lot of the results are internal-based, but I will say that they’ve been able to deliver. For the Python upgrade, the engineer jumped in, created a plan immediately and started delivering upgrades on that plan. I don’t recall the exact turnaround time, but it was at a pace that some of the changes required from our internal engineers were coming too fast to keep up with. We had to scramble to get resources to test things they delivered and put things into production. Their pace and momentum were very good.
They were very good at driving themselves and getting the work done. The fully Python upgrade isn’t complete yet, but that’s part of the plan. They’ve executed on all the work we’ve given them.
How did PSYKHE perform from a project management standpoint?
They’ve done pretty well. Largely, they managed their own time. They worked with teams. There were times they got a little caught up, usually when they were in areas of the code they weren’t as familiar with, because a lot of the codebase requires a certain level of domain knowledge. They also provided updates along the way.
Our primary tools are Jira and Confluence, and then we meet with them daily on video calls in the mornings
What did you find most impressive about them?
Largely, it’s their willingness to jump in and get things done. Especially with a codebase that’s unfamiliar to them. It’s been one of the biggest things for us because it’s always the hardest thing when working with remote contract engineers. It’s always a question of how productive people like than can be in a system they don’t understand initially.
I’ve always appreciated how much they want to be a part of the team. They enjoy communicating with us and our team members even though a lot of their role is autonomous and self-directed. They’ve made an effort to connect with us and be part of the overall process.
On the Waverley side, I liked how responsive they were when we ran into problems. They were quick in the interview process and were pretty lightweight once we hired the resources. They wanted a message every Monday about how the engineers were doing on a red, yellow, green scale. Even though we didn’t run into any issues, they made it clear they wanted to help if we did experience any.
Are there any areas they could improve?
No, I can’t think of anything. I’ve worked with other offshoring engineering consulting, and they can be hit or miss with the talent they get you. I wasn’t super hopeful going into this because of that experience, but, overall, they’ve really come through. I can’t say there’s anything I would change.
Do you have any advice for potential customers?
Be direct and honest. Don’t settle. That’s the issue I’ve run into with other consulting firms. Don’t say to yes to ‘good enough’ engineers. We were pretty strict this time, and unless the engineers really met our considerations we said no.