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TL;DR There's nothing wrong with your vendor's model. The problems are: There's a mismatch between their business model and yours; and Your budget doesn't account for the known costs and business model of your current vendor. You have lots of alternative options. Pick one. Analysis Pay 2-5 hours for investigating, if it is fixed during those hours we ...


3

There are always two sides to a story. You should stick to the terms of the contact, which means honoring the fixed price assuming the scope was delivered, no matter if late (claiming any penalties if you had them in the contract). However, this also means to pay attention to the oft times ignored assumptions, exclusions, limitations, and any other ...


3

Since you said you're using JIRA but are leery about giving access to external subcontractors... For simplicity, I will assume you have only one subcontractor and one JIRA Project; if not, this Answer can be scaled up. I also assume you have a free license to create an account for your subcontractor; if not, depending on your setup, you may be able to use ...


2

The agency is avoiding risk. What they seem to be doing is accepting work as if they are working under a fixed price arrangement but dealing with payment as if under a time and materials arrangement. They are getting the best of both worlds and avoiding the risks and problems with each. When scope and effort are unknown and contain a lot of risk, then ...


2

As Project Manager, your job is to get the project done. This project is one of your boss's goals and you are there to help your boss get his job done. If you have repeatedly explained to this subcontractor what he is supposed to do and how productive he needs to be, and it is not working out, then you need to replace the subcontractor, because he is not ...


2

OK I think you have a number of different issues here. 1: How to assess the performance of a developer. A very difficult problem which often comes up on this site. My view is you can only do this by comparing output with your other developers. But if they are a contractor, just fire them and get a new one. On the other hand even a low performing resource ...


2

As Project Manager, you should be the buffer between the customer and the developers. It's part of your job description. As such, it makes sense that the questions are handed to you, so that you can quiz the developers for the answers, without interrupting their work. You can do this formally in meetings, or informally around the water cooler. The ...


2

I notice you've tagged this "risk management". I think you have at significantly increased the probability of late delivery (increased the risk) by using someone who seems to be working during the day for one party and during evenings and weekends for you. He doesn't get any time to rest. Regardless of his usual skill, ability, and motivation I would expect ...


2

The situation can be better handled via SLAs set when a PO is issued for the sub-contractor. The SOW needs to be clearly defined and if the 3rd party resource does not deliver as per the SLAs, then you can clearly define the "Damages" in terms of monetary compensation or additional support/alternate resource added to the project. As the project progresses, ...


2

This is communication and stakeholder management. You need to figure out which stakeholder requires what information at what time and then how to deliver it to them. Access to the tool for the raw data is not necessary and, for many (likely most) types of stakeholders, the wrong vehicle for information delivery. What you are looking for is a report. ...


2

A part of the equation not obvious is the agency's experience with the existing code and your client. That factor could be significant. Or simply it could be a typical vendor relationship, money in, work out. Another possible improvement to the situation would be to work towards them becoming a Trusted Key Partner. As they work with both you and the code, ...


2

You will never know if you have chosen a quality contractor, untill their first delivery. Sure, contracting Accentures will improve your odds. But you still won't get 100% probability of getting what you want in expected time, cost and quality. There are just too many unknown variables in your success equation. So do not rely on questions or titles. ...


1

http://scrumguides.org/scrum-guide.html Scrum is not based on velocity; velocity is a technique that can be used within the Scrum framework. Hour estimation could be used as well; forecasting and execution could still be done in a Scrum or other time-boxed iteration context. However, it sounds like a Kanban (pull) approach might feel better to you.


1

As usual, you can just increase the effort one has to invest to steal from you. There is never 100% security. Your employees might copy and sell your code. Nevertheless, there are multiple possibilities but they could be divided in legal, technical/physical, and strategic Legal: Put a clear IPR and usage right statement in the contract Put the IPR ...


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