As a consulting CTO I work with companies at all stages of software product development. Startups with scarcely more than a PDF mock-up. Multi-million dollar businesses refining their umpteenth software version.
But there is one stage in the evolution of a software company at which they disproportionately reach out to somebody like me — when they’re about to take delivery of new software from a software contractor.
Like expecting a baby, you might think the imminent delivery of outsourced software would be a time of excitement and high spirits, but it is just as often a time of panic and confusion.
I believe this consternation results from a couple of common misconceptions that non-technical executives become aware of as delivery day approaches. After all of the effort to conceive the idea, define and (maybe) validate a minimal viable product, weigh in-house versus outsourced development, shop for and choose a contractor, fund and schedule the software development, a software product owner’s attention finally turns to crossing the finish line — taking delivery of the software.