What You Should Know Before You Offshore Your Startup's Engineering Team

 "Everything now, everything is fast" way is started. It's a race against competitors, what's still interesting and taking care of users. Engineering teams are a popular solution for large corporations as well as start-ups - is it an easy, cost-effective way to do things right? Not so fast! Waiving engineering teams can be a huge asset for your starting time, but it is a big new challenge.

As someone who did it, here's what you should be prepared for before you jump abroad:

Find one source of truth.

This is a narrower way of saying “you will need a reliable way to manage software development.” Before you even think of building anything, you need a project management and software development tool that will work for you and your computer. 'team. For us, our “single source of truth,”, software development and project management tool. One source also means truth of accountability. You will probably say “The date is due here and it's not done,” but you are likely to be a project manager.

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With a team not in the same physical office, it is even more important to manage communications, projects and owners; luckily it is very easy to communicate in real time, regardless of the site, because tools like Slack, hangouts, Skype and join.me. Clear communication and deadlines are very important at start-up time, where it is always a war per clock.

Expect language barrier.

If you are thinking of divesting some or all of your engineering team, a new language often comes to the territory. Does this mean that you should give up power? No, but you will want to ensure that someone in your office abroad is fluent in both English and the local language. This person must also be in the role of manager; otherwise, it will be more than a code that is lost in the translation. I am now working with the Ukrainian development team, as well as our US engineering team - am I going to learn Ukraine overnight? No, but I am very grateful to the engineering team who were then running who (I think) translate most of what I am saying.

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You need a confident colleague.

How you take staff in an offshore office depends on your needs and resolutions with this office. You can focus on building an autonomous team or establishing an offshore development. If you decide to focus on developing an autonomous team, you will need to employ the right senior person and then grow a team of more junior engineers. This senior person must be a trusted counterpart. Seek to employ a self-starter who has the right to make decisions. You'll want to empower the engineering team abroad, as you would if they were in the same office, to do things. A person who requires approval from each small change will not make effective use of your time or time, particularly with a time difference.

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It is not as cost effective as you think.

Definitely a spreadsheet that he may be able to save money by offsetting your team, but there are certainly non-monetary costs that come up. You go on trading to tell the engineer near you to the 100th time to stop “burst shoots!” To send slack on Slack, which is in danger of not getting the intended reaction. In addition, if you want a virtual team, you will need to address both, which means that overseas staff should meet with the US team and your executive team should use some airlines. Without meeting a person with a person at least once, you lose the ability to ensure that the “vibe” is intangible right.

If you are considering using an overseas team for engineering at startup, the thing you need to remember is that this team is not just your team in a different setting. Deal with them as if they were in the office, make sure there is an easy way to communicate and schedule regular trips to the other site or to take them to Headquarters. Between real-time messaging tools, high-speed wireless available in most countries and mobile tools, the physical length, language and cultural barrier are easy