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Solutions: Dedicated Center Model

Auriga’s priority is establishing serious long-term relationships with the customers. When a client initiates ongoing projects on the regular basis, using one of the Dedicated Center models is the most efficient way to arrange the cooperation. The mutual benefits of this practice are proved by the time and include:

  • Increase in management capabilities
    • Better risk management and resource utilization planning based on the engagement history analysis
    • Developing joint metrics collections and analysis procedures targeted for the needs of a particular customer
  • Knowledge accumulation and skills building
    • Preserving the core team motivated and attracted by increasing technical sophistication of the projects
    • Establishing knowledge management, trainings and coaching procedures targeting team-specific needs
  • Minimization of costs

Engagement Model Options

The two options offered by Auriga for dedicated center based engagement models include

The two options have certain common features but provide a different level of services for the customer. The detailed comparison of the two options is provided at the Models’ Features Comparison  page. In brief, the REC model was developed as an extension of the ODC model combining the best features of ODC and project-based engagement. It combines flexibility and integration of ODC and the Staff Augmentation model with high responsibility of the service provider and low management overhead on the customer side of the Project Outsourcing model. The main additional elements of REC compared to ODC include:

  • Process definition and QA on Auriga side
  • Joint long-term planning
  • Project management entirely on Auriga side
  • Knowledge management control on Auriga side
  • Quality management strategy definition on Auriga side
  • High attention to communications management on Auriga side
  • Focus on cost effectiveness and client’s business goals on Auriga side


From the very beginning a dedicated center remains truly dedicated in terms of resource allocation, regardless of subordination. It is Auriga policy to keep dedicated centers separated from each other in the following means:

  • Each single dedicated team members including Team Leads and Delivery Managers work exclusively for this very dedicated center 100% of their time
  • Teams are located in separate physical rooms
  • Rooms are secured from unauthorized access by electronic locks with badge-card readers
  • Teams are given their separate, password and firewall protected, IT infrastructure, including document storages, project servers, issue tracking tools, etc
  • If required, a dedicated center’s LAN segment may be separated from the Auriga LAN
  • Tailored personal NDAs may be signed with each dedicated center employee

Relationship Structure

Both dedicated center based engagement models typically use the same structure of relationships between Auriga and the customer. The chart below illustrates this model.

For Project Managers from a client's side, operational contacts are Auriga Team Leads, and a managerial contact is Delivery Manager. For a client's outsourcing management, an operational contact is Auriga Delivery Manager, and a managerial one is Account Manager.

Engagement Development

For Development Center based models, engagement typically passes through a set of stages during its lifetime:

  • Initial/Piloting
    The engagement starts with testing Auriga capabilities and building confidence in its ability to deliver on time, with requested quality, and according to the scope specification. The integration level is low, and low priority/importance components and support tools are outsourced to the team. At the same time, extensive knowledge transfer and building initial relationships between the two organizations are performed.
  • Integration/Strengthening the Relationships
    After successful completion of a few projects during the initial phase, the core of the dedicated team on the Auriga side gets sufficient knowledge in the specific technological and business domains, and builds sufficient confidence in its capabilities on the client’s side. It is time to move to the next stage and improve the communication and other joint processes, build common infrastructure and hardware lab, start sharing repositories, tools, and procedures. The scope of a typical project switches from a small standalone component tool to joint work on the product with the client’s team or complete outsourcing of a specific product lifecycle phase, such as testing, defect resolution, low-level design and coding. The level of importance of the projects performed by the Auriga team also increases accordingly. Visibility of the dedicated team inside the client’s organization increases and crosses the borders of procurement and engineering departments.
  • Operation/Continuous Improvement
    This phase is characterized with moving the focus from technical aspects to business goals. The Auriga team is tightly integrated into client-side processes and infrastructure, the domain expertise reaches the level of the one inside the client’s organization. Along with product/project components and lifecycle phases, development of an entire product can be outsourced to the Auriga team, and it is not uncommon to give critical projects to the dedicated team as well. The client and Auriga perform joint management of the projects pipeline for the Auriga team, adjusting it to meet immediate business goals, and seeking the ways to optimize the process. For ISVs, OEMs, and high-tech companies, the Auriga team becomes a smooth extension or even replacement of an existing engineering team.