How SWS structures an engagement

Sahir Web Solutions publishes three ways to buy the work, and a fourth obligation that sits after go-live. The names are ordinary. The failure mode is ordinary too: a client picks dedicated people when they needed a frozen scope, or a fixed price when nobody can yet say what the system must do.

Fixed price is the model for a single system with written requirements, milestones, deadlines, and a budget. SWS assembles the team after that freeze. People on the project can change. A project manager stays, and reports progress. Your involvement is higher than in the dedicated model because the scope is a document you have to stand behind.

Dedicated offshore resources means the people work on your brief and report to you. You describe the requirement in broad terms. SWS hires, replaces, and employs them. You can change the size of the team as the brief changes. SWS still watches quality and steps in. This is the model for a company that knows the kind of capacity it needs and does not want to become an employer in Chandigarh.

Time and material is the pay-as-you-go model. It is the right one when the outline will move. People with different skills can start before a finished specification exists, and the mix of the team can change with the work. A project manager is still assigned. The published guidance is blunt: use this when scope is still evolving.

Maintenance is not a discount on the build. Operating systems change, traffic grows, and users ask for behaviour the first release did not have. The published sequence treats deployment as its own phase (stores, servers, configuration) and maintenance as the engagement that follows.

The useful question is which uncertainty you still have. If the uncertainty is technical and the business outcome is clear, write the fixed scope. If the uncertainty is what the business will ask for next quarter, do not pretend a fixed price will survive it.