What are my options if my highly productive, 15-per-son software team generates only one-third the output our customers demand? I was certain that augmenting our team with offshore development was the right answer. It wasn't, at least for a small project we recently outsourced to an Indian firm. Here's our story. I lead the software development group at Life Time Fitness, a high-growth, nationally expanding health and fitness chain. We're more than just health clubs―we have spas and salons; cafes; member services, such as personal training and swimming lessons; a division that produces a nationally distributed magazine; a division that formulates and distributes energy bars, powders and other consumer goods to national retailers; and a corporate wellness unit that sells products and services to thousands of companies. In addition to supplying these departments with systems, we provide software services to Life Time's internal real-estate group. Keeping pace with the growing software needs of so many diverse business units is a huge challenge.
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机译：如果我的高生产率，每个儿子15人的软件团队仅产生客户需求的三分之一的输出，该怎么办？我确信通过离岸开发来扩大我们的团队是正确的答案。并非如此，至少对于我们最近外包给一家印度公司的一个小项目而言。这是我们的故事。我领导着Life Time Fitness的软件开发小组，该公司是一个增长迅速，在全国范围内发展的健康和健身链。我们不仅是健身俱乐部，还有水疗中心和沙龙。咖啡厅；会员服务，例如个人培训和游泳课程；制作全国发行的杂志的部门；制定并向国家零售商分销能量棒，粉末和其他消费品的部门；公司健康部门向数千家公司销售产品和服务。除了为这些部门提供系统之外，我们还为Life Time内部房地产部门提供软件服务。与众多不同业务部门不断增长的软件需求保持同步是一个巨大的挑战。
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