The Offshore Development Centre (ODC) is designed to act as an extension of the client organization, seamlessly offering the flexible capacity to meet variable demand. As the ODC model has matured throughout the industry, it’s become clear that successful organizations not only need to deliver tailored solutions in a repeatable manner but also need to adapt to their clients’ culture and philosophy and have a set of good practices to build on and continuously lead clients in areas of improvement.

ODCs should create a virtuous circle of delivery, improvement, mutual gain, and trust. Furthermore, there is an innate belief and expectation that members of an ODC will be thinking and operating as if they were an official part of the client’s organization. This document highlights the characteristics of a “GOOD” ODC and also provides some guidelines and behaviors for how to achieve these characteristics.

This document covers the key activities and behaviors associated with operating as an ODC: acting and thinking as part of the client’s organization, driving continuous improvement and refinement of process and tasks to align with TwentyCi business strategies of doing more with less.  At the same time, our delivery methodology needs to fit the client’s culture, be applied consistently and have the same rigor and management of scope, timeliness, and quality as our project-based deliveries. This document is not a substitute for the quality management practices and templates also avoid going into details on any specific process.  The purpose is to complement the existing processes and practices, highlighting key steps and good behaviors.


Target / What good looks like

Guidelines / Behaviours

  • Agreed working processes are applied consistently throughout the ODC.
  • The ODC maintains the correct balance of resource seniority. Succession plans are proactively maintained.
  • Comprehensive reporting and KPIs are agreed and tracked to provide an objective measure of performance (whether requested by the client or not).
  • There are clear roles and responsibilities identified with the client and among project team
  • The correct balance of time, quality and cost are maintained.
  • Productivity is managed.
  • A log of discrete improvements to ODC working practices is established and maintained.
  • Think and act as the client, put yourself in their shoes.
  • Avoid inconsistency, as it reduces the client’s confidence in company capability.
  • Awareness of risks, issues, and KPIs to provide a client-orientated context for decisions.  Consider the client’s point of view.
  • Seek to improve, offer ideas and suggestions. Clients are welcome for improvable positive ideas.
  • ODC members are trusted to communicate and work effectively, directly with key customer stakeholders.
  • The ODCs are enthusiastic and focused on delivery, and consider the long-term maintainability and performance of solutions they construct.
  • The whole ODC operates in a professional manner, aware of clients’ perception at all times, especially where clients are physically present.
  • If in doubt, the ODC team take ownership for the resolution of issues.
  • Proactively raise risks and mitigation recommendations to the client.


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