Discussion on software outsourcing projects for Japan

[Guide] software outsourcing has become a general trend in the global IT industry. Currently, software vendors mainly come from Europe, America and Japan. Software outsourcing to Japan is not technically difficult, but the quality requirements are quite demanding.

Software outsourcing has become a general trend in the global IT industry. Currently, software vendors mainly come from Europe, America and Japan. China has many competitive advantages in Japanese software outsourcing. Software Outsourcing in Beijing, Shanghai, Dalian, Xi'an, Hangzhou, Hefei and other cities in China is rapidly developing and gradually forming an industrial scale, small and medium-sized software enterprises have successively established a Japanese software export alliance.

Software outsourcing to Japan is not technically difficult, but the quality requirements are quite demanding. There are many examples of outsourcing project failure. The following is a brief discussion of some common problems related to Japanese software outsourcing. I hope to share my experiences with other colleagues and share them with us.

1. The Japanese se does not take it for granted. Many details will not be clearly written in the style book, or the Japanese se will write style books completely in accordance with the habit of designing projects in Japan; due to the differences between Chinese and Japanese cultures and thinking habits, Chinese software developers may have incorrect understandings of these habits.

Countermeasure:
1) accumulated experience, with reference to similar systems;
2) Submit the QA table for confirmation.

2. During the collection of products, there may be such a dispute over some bugs: Chinese developers say that because Japanese style books are not clearly written, style books are not meticulous enough, japanese designers say that they do not understand the style books. They should be able to understand the style books in some places.

Countermeasure:
1) First, ensure the quality and retention period;
2) Strengthen exchanges between the two parties;
3) Strengthen testing.

3. Some projects are designed on the Japanese side and need to be developed simultaneously by the Chinese side. Chinese developers think that the style books are written as much as they are, and do not do anything if they are not written.

Countermeasure:
1) strengthen project communication and propose design ideas so that Japanese personnel can confirm what this means?

4. Chinese developers are not proficient in Japanese
Countermeasure:
1) to strengthen it Japanese education, developers should be at least able to understand Japanese style books; www.mypm.net
2) Configure professional Japanese translation assistance.

5. The requirements for some details that Chinese developers are not very concerned about, such as fonts, colors, and alignment are not rigorous enough.

Countermeasure: Strengthen quality awareness and establish development and test specifications.

6. Standardization of the development process and the attitude of developers: Japanese enterprises focus on development management, pay attention to the rules, and pay great attention to standardized management of documents, and strive to "Everything is required for evidence "; chinese enterprises are relatively weak in document standardization management. Japanese enterprise project management sets extremely strict order and style for the processes and documents involved, requiring developers to strictly implement them. In terms of implementation, Chinese enterprises often do not strictly follow these specifications and requirements.
Project Management Alliance
Countermeasure: training.mypm.net
1) Deliver products in full accordance with customer requirements, including documents, such as development progress reports, test cases, and test reports;

2) strengthen the development process management, standardize the development process, and introduce the CMM model; project management forum
3) Strengthen Software Quality Assurance, such as code review, document review, and testing.
Training.mypm.net
7. Chinese enterprise developers prefer technological innovation. in the development process, they propose their own technical solutions for some technical issues, which may lead to differences between the technical implementation methods of some modules and the overall requirements.

Countermeasure:
1) fully respect the culture and management model of Japanese customers and actively propose technical suggestions;
2) if there are requirements to comply with the sample code or have strict requirements on specific technical implementation details, developers must strictly follow the requirements and do not allow their own technical implementation;
3) Enhance code review ).

8. Some projects that require Japanese enterprises and Chinese enterprises to participate in the design or exchange

Countermeasure:
1) partner companies in Japan dispatched se to the project site for design;
2) Send Chinese se to Japan to participate in the design and bring it back to China after the design is completed; project management forum
3) Japanese enterprises send short-term se to China.

9. Protection of Intellectual Property Rights in software outsourcing and customer confidentiality
Countermeasure: www.mypm.net
1) strictly protect Japanese customers' trade secrets and intellectual property rights;
Project

2) Chinese enterprises and Japanese enterprises sign confidentiality agreements;
3) Chinese enterprises and developers sign confidentiality agreements.

10. Japanese enterprises grasp the development progress of Chinese Enterprises
Countermeasure:
1) report the project progress in accordance with Japanese enterprise project management requirements;
2) delivery of goods in stages;

11. communication methods and methods for Remote Collaborative Development
Countermeasure:
1) Real-Time Message/Voice/video communication, such as MSN Messenger and Yahoo Messenger
2) Video Conferencing System www.mypm.net
3) remote control, remote assistance, and remote debugging
4) email and FTP
5) Mutual talent dispatch and Talent Exchange

12. Stability of Chinese enterprise development teams
Countermeasure: stable project traffic and fixed development teams for specific customers

Author: Hefei WanLian Information Technology Co., Ltd., R & D center manager, two years of experience in outsourcing software to Japan.
Project Manager circle
(Source: China Quality Learning Network)