![\"\"](\"https:\/\/www.bridge-global.com\/blog\/\/wp-content\/uploads\/2013\/12\/managing-remote-teams-150x150.jpg\" "\\"managing")
Due to the low wages in Eastern Europe, Dutch companies like to work with them. <\/span><\/a>Yet there are pitfalls discovered by Hugo Messer.<\/span><\/strong><\/p>\nSometimes, accidental meetings are the start of a successful company. When Hugo Messer worked eight year ago in a printing office, he could not imagine that a meeting with two IT guys from Odessa (Ukraine) would turn his career upside down. \u2018I already had seen enormous opportunities for IT-outsourcing in India. I just started my own company when those guys told me more about Ukraine. A country with 47 billion residents and a huge offer of highly educated IT-professionals. Every year, 7.000 to 10.000 young people graduate from technical universities. Next to that, there was no sight at all that the country would join the EU very soon and that is favorable for the wages.\u2019<\/p>\n
Quarrel<\/strong><\/h3>\nThat was the start of Bridge Global IT Staffing in Ukraine. Messer started on a small scale, with IT-orders from Dutch internet bureaus that he is outsourcing to programmers in Ukraine. He is the intermediate that brings parties together and who sends a check afterwards. It sounds really simple, but in practice it is a lot more unruly. \u2018In the internet world a customer hires an advertising agency to build a website. Their web partner calls us and hires technical people from Ukraine. That are a lot of shackles. If somebody is sloppy with communication, a lot of things are going suddenly wrong. Eight out of the ten projects went good, one of then became a long story and one ended up in a quarrel with the client. That was because we worked with fixed rates and due to that we ended up a lot between a rock and a hard place.<\/p>\n
The right guy<\/strong><\/h3>\nThat has to be different were the thoughts of Messer. The right guy for the right job and better communication between the client and the programmer are the most important ingredients for a change. \u2018A client nowadays tells us what kind of programmer they need and we will search one for them. First in our own pool of people, but if we can\u2019t find a match here, we will search beyond our own pool. Before the programmer starts working, he has to complete a test case and an interview with the client. If there is a match, the programmers will get on the payroll in Ukraine\u2019.<\/p>\n
Communication blue print<\/strong><\/h3>\nLearned from the mistakes in the past, Messer decided to change his guidance. \u2018We start with a workshop which will become a blue print for the communication. This is where we decide together what code standard will be used and how the process of software development will look like. During this process, at least once a day a conversation about the project content will take place between the programmer and the client. Next to that, every week, a Skype-meeting between all the concerned project managers in the Netherlands and Urkaine will take place. This is mainly about the communication and a decision is made if the project needs adjustments\u2019.<\/p>\n
RETurn KIEV<\/strong><\/h3>\nMeanwhile, the company has 30 people working in Ukraine and an office in India is added. Although the wages in Eastern Europe are higher than in Asia, about 2 to 4 times higher thinks Messer, the benefits of nearshoring should not be underestimated. Research shows that distance is an influential factor. Complex problems sometimes require a face-to-face solution and a return to Kiev sounds a little more attractive than a long flight to Mumbai. Next to that, the same culture makes a cooperation easier, at least in the perception of many people. Also, having the same office hours helps the tuning of the cooperation.<\/p>\n
Doing homework<\/strong><\/h3>\nMesser is more than satisfied about the level of the programmers in Ukraine<\/a>. \u2018The level is generally really high. Besides that, a lot of senior IT\u2019s with a minimal experience of 15 years are working here. Especially if I compare that with India\u2019. Companies who want to make use of that expertise in Easter Europe have to do their homework is Messer\u2019s advice. \u2018Is looks easy to undertake everything on your own. You hire a programmer, tell him what to do and in no-time you will have your software or a website for half the price. But I can tell you from experience that in practice it won\u2019t be that easy. You really need dedicated people who can take care of your business. One small with mistake with huge consequences is easily made\u2019.<\/p>\nMore tips and tricks for remote managing<\/strong><\/h3>\nAn office abroad is an extra company. This will require knowledge of laws and regulations of the country in question and remote managing. How can you hold a grip? What are the requirement that you need to meet? What can or do you need to delegate? Sign it from the mouth of Jurjen Groot (lawyer at CMS Derks Star Busmann), Piet Bezemer and Patrick Schneider (CEO of IIC, Vacuvin).<\/p>\n
That has to be different were the thoughts of Messer. The right guy for the right job and better communication between the client and the programmer are the most important ingredients for a change. \u2018A client nowadays tells us what kind of programmer they need and we will search one for them. First in our own pool of people, but if we can\u2019t find a match here, we will search beyond our own pool. Before the programmer starts working, he has to complete a test case and an interview with the client. If there is a match, the programmers will get on the payroll in Ukraine\u2019.<\/p>\n
Communication blue print<\/strong><\/h3>\nLearned from the mistakes in the past, Messer decided to change his guidance. \u2018We start with a workshop which will become a blue print for the communication. This is where we decide together what code standard will be used and how the process of software development will look like. During this process, at least once a day a conversation about the project content will take place between the programmer and the client. Next to that, every week, a Skype-meeting between all the concerned project managers in the Netherlands and Urkaine will take place. This is mainly about the communication and a decision is made if the project needs adjustments\u2019.<\/p>\n
RETurn KIEV<\/strong><\/h3>\nMeanwhile, the company has 30 people working in Ukraine and an office in India is added. Although the wages in Eastern Europe are higher than in Asia, about 2 to 4 times higher thinks Messer, the benefits of nearshoring should not be underestimated. Research shows that distance is an influential factor. Complex problems sometimes require a face-to-face solution and a return to Kiev sounds a little more attractive than a long flight to Mumbai. Next to that, the same culture makes a cooperation easier, at least in the perception of many people. Also, having the same office hours helps the tuning of the cooperation.<\/p>\n
Doing homework<\/strong><\/h3>\nMesser is more than satisfied about the level of the programmers in Ukraine<\/a>. \u2018The level is generally really high. Besides that, a lot of senior IT\u2019s with a minimal experience of 15 years are working here. Especially if I compare that with India\u2019. Companies who want to make use of that expertise in Easter Europe have to do their homework is Messer\u2019s advice. \u2018Is looks easy to undertake everything on your own. You hire a programmer, tell him what to do and in no-time you will have your software or a website for half the price. But I can tell you from experience that in practice it won\u2019t be that easy. You really need dedicated people who can take care of your business. One small with mistake with huge consequences is easily made\u2019.<\/p>\nMore tips and tricks for remote managing<\/strong><\/h3>\nAn office abroad is an extra company. This will require knowledge of laws and regulations of the country in question and remote managing. How can you hold a grip? What are the requirement that you need to meet? What can or do you need to delegate? Sign it from the mouth of Jurjen Groot (lawyer at CMS Derks Star Busmann), Piet Bezemer and Patrick Schneider (CEO of IIC, Vacuvin).<\/p>\n
Meanwhile, the company has 30 people working in Ukraine and an office in India is added. Although the wages in Eastern Europe are higher than in Asia, about 2 to 4 times higher thinks Messer, the benefits of nearshoring should not be underestimated. Research shows that distance is an influential factor. Complex problems sometimes require a face-to-face solution and a return to Kiev sounds a little more attractive than a long flight to Mumbai. Next to that, the same culture makes a cooperation easier, at least in the perception of many people. Also, having the same office hours helps the tuning of the cooperation.<\/p>\n
![\"\"](\"https:\/\/www.bridge-global.com\/blog\/\/wp-content\/uploads\/2013\/12\/ebook1.jpg\" "\\"ebook1\\"")
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