USTER Technologies, decided to extensively renew and expand their product range. A rough projectplan showed that developing the products in the scheduled period would mean trebling the software department’s workload over the next few years. The rapid build-up of resources required in such a short time was neither possible recruitmentwise, nor financially. A different solution was called for to implement the roadmap.
A brief analysis showed that the software development relied heavily on in-house solutions. This is often inevitable for a market and technology leader. Setting up an additional development site in India would have taken too long to deliver the required results on time. An in-depth categorization of the development tasks revealed that standard software packages could take over a higher proportion of the solution and further accelerate the development through faster prototyping. First however, it was necessary to break with the previous philosophy that license costs for customer installations are taboo. Simply specifiable tasks could be handed over to a still-to-be evaluated outsourcing partner. The development plan, which was revised on the basis of this new division of tasks, demonstrated the roadmap’s feasibility. The changes required were defined and approved by the company management along with a business plan illustrating the validity of the change. The plan was implemented step-by-step.
Director Business Development