01
Evaluate the engineers before committing
The client interviewed proposed .NET specialists. Two selected engineers then completed a 40-hour trial so the client could assess their suitability for the product.
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Case study · Healthcare
Adding dedicated .NET capacity to a medical SaaS product
A US medical software company added two dedicated .NET engineers to its internal product team, with weekly task delivery and a communication process designed around a 15-hour time difference.
- Client context
- A US company developing medical software products
- Dedicated engineers
- 2
- Initial trial
- 40 engineer-hours
- Time-zone difference
- 15 hours
The situation
The business need
The client had a partially developed .NET SaaS product built by its internal R&D team. It sought additional development capacity to move the product forward while retaining control of requirements and technical direction.
The internal team remained responsible for business analysis and high-level specifications. Shinetech engineers completed the development tasks assigned each week.
The approach
How the team delivered
02
Keep delivery responsibilities clear
The client’s team defined requirements and technical specifications, while Shinetech delivered the weekly engineering tasks. The recorded environment included .NET 3.5, SQL Server 2005 and Media Player Server.
03
Plan questions across time zones
A Shinetech consultant helped establish the collaboration process. Engineers raised questions for the next day’s tasks in advance so answers could be available when their working day began.
Project context
Technology and delivery
Technologies and working practices used in this engagement.
.NET 3.5SQL Server 2005Dedicated engineersSaaS
The result
What the engagement delivered
Dedicated product capacity
Two .NET engineers joined the delivery model supporting the client’s internal team.
A practical asynchronous process
Advance clarification addressed the operational challenge of a 15-hour time difference.
Control retained by the client
Requirements and high-level product direction remained with the internal R&D team.
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