IT Staff Augmentation

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THE VISION

As a Head of Development, you want to make sure that the team accurately delivers the required solution, within the agreed timescale, velocity and cost.

As a Chief Technology Officer, you would like to build an environment where all technical delivery functions are balanced, competent and work collaboratively, between in-house and outsourced resources. You want to balance the scale of engineering pools between permanent staff and those needed, in the short term, to deliver specific projects, innovation or strategic goals.

As a Product Owner, you expect the delivery team to highlight which competencies need to be developed, augmented or introduced, so you can advocate for the necessary funding to improve team skillsets, morale and productivity.

THE CHALLENGE

As a leader who is responsible for iterative delivery of technology products, you have probably been in a situation when all teams depend on a single DevOps engineer to push that next release or service pack to production.
Perhaps you have also experienced the impossible dilemma of allocating your two experienced data scientists between six projects? Knowing that each of these projects are of a similar priority and each competes for these engineers’ time and contribution. You have probably experienced the ‘Lose/Lose’ situation, knowing that four of the six projects could or will inevitably be delayed, putting an entire roadmap at risk.
Maybe coverage of automated tests remains well below your target, because Test Automation Engineer vacancy has still not been filled, after four months, to the frustration of developers and overload of the manual QA team?
Finally, maybe your knowledgeable and expensive senior developers are constantly diverted to resolve minor support issues, taking them away from delivering critical and strategic project work.

YOUR OPTIONS

You probably have no need or wish to dramatically increase numbers of permanent headcounts in an uncertain job market. While the multi-disciplined engineers could go out of their traditional preferred area of responsibility to cover the missing competencies, a more sustainable solution you might be considering is:

  • hiring the specialists with the expertise you need, for the time that you need them.
  • setting up a functional competency team.

Hiring could “plug” the immediate gap as a ‘sticky plaster’ quick fix. If all goes to plan, your new recruit should become an integral part of your team.

If hiring “at scale” is required, your more strategic option could be to build the missing competency or skillset. This could create, from the outset, the opportunity and structure for professional development, education and learning, hands-on experience and mentoring. New recruits can integrate and collaborate with the rest of the technology function and the wider business stakeholders.

THE RISKS

While you want to hire and retain key people, who become the focal point of building and sustaining the expertise you need, this route is not without risk. For example:

COMPUTOOLS OFFER

We can offer you reliable, long-term support in scaling your skills and expertise, all whilst maintaining flexibility. Introducing our concept of the augmented team, in response to your needs and priorities. The Computools difference is threefold:
We are happy to share this experience with you via our IT Staff Augmentation offering, which can be tailored to your needs and scale. Here are some of the examples:

01.

Augmented testing team from Computools working together with your engineering teams.

02.

Augmented teams of software engineers, test engineers, UI/UX designers and DevOps engineers working together with your delivery teams.

IT STAFF AUGMENTATION CASE STUDIES

SHOW MORE CASE Studies

Contact Us

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