The greatest difficulties we confronted were toward the start of the venture. These difficulties were connected more to the reality we brought on such a large number of individuals in such a brief span instead of the offshore part of the relationship. We confronted challenges with learning exchange and increase while attempting to in any case convey code and meet venture due dates. This test would have been comparable regardless of the possibility that we had acquired on assets the US. The vast majority of our offshore group spent their initial maybe a couple months at work in the US working one next to the other with the US-based group. This assisted with increase and learning exchange while setting up companies with colleagues which were vital to the way of life we were attempting to build up.
Utilizing Scrum was an objective of the venture. The US group had been utilizing a casual form of Scrum and the Ukraine group had different levels of presentation to it. We connected with Agile mentors to help the groups take all the while and see best practices. We additionally directed a sprint where we brought a group with delegates from all orders (development, QA, business frameworks examination) and all areas and chipped away at characterizing a Scrum procedure that worked best for the group and our appropriated nature. Utilizing instruments, for example, JIRA and Confluence and other Atlassian items gave us a strong establishment for working in an Agile manner.
I think the social likenesses amongst Ukraine and the US added to making a fruitful group. As a rule, the colleagues got along well and there were no critical difficulties identified with social that would have been diverse in an all US-based group. Clashes did infrequently emerge however those were more because of identities than whatever else.
In the event that I needed to rank the greater part of our development group, it would be a blended rundown with US and UA colleagues all through. We were taking a shot at more seasoned applications with some more established innovation so in a great deal of cases both US and UA colleagues were new and needed to come up to speed.
That approach empowered the offshore group to truly feel they were a piece of the group and thus they demonstrated an abnormal state of engagement and possession in the venture. They put in additional hours as required without being inquired. The accentuation on correspondence and the utilization of video additionally made a more durable group. This isn't to imply that there weren't issues and everything went easily. There unquestionably were difficulties that must be worked through and overcome. The venture itself had various difficulties. In any case, by concentrating on a group approach where everybody was an equivalent part I feel we alleviated a large portion of the difficulties ordinarily connected with utilizing offshore programmers for Agile development groups.