For many organizations, managing external software vendors is one of the most challenging aspects of delivering successful digital projects on time and on budget. In fact, there’s often an unspoken tension between companies and vendors
In most cases, companies hire a team of external software engineers on a time-and-materials basis. The longer the project takes, the more the vendor keeps invoicing. It creates a natural conflict of interest. That’s why reliable progress indicators, including clear, measurable outcomes, are vital for visibility, progress, and alignment on project goals.
Why progress indicators always matter
Vendor managers need control and transparency over progress, while development teams focus on agility and delivery speed. As BonCode CEO, Jan Willem Klerkx, points out: “It’s not always easy to reconcile those two worlds.”
Whether a software project follows a traditional waterfall approach or a modern agile model, progress indicators are essential. No matter what type of governance you put in place, you need data to track progress, using relevant metrics around productivity, code quality, and code volume.
Even when paying by the hour, vendor managers should still expect measurable indicators to monitor how a project is performing. Source code analysis gives managers an objective view of how things are really going. And it can be applied to any project type.
“The type of contract doesn’t determine whether you need project indicators or not,” asserts Jan Willem. “You always need them.”
Guidelines for measurable outcomes
As part of a carefully selected working group, BonCode recently contributed to the creation of NPR 5333:2025, a new Dutch guideline developed under the national standardization body (NEN). The document provides a framework for output-based contracting, helping organizations define, measure, and evaluate software development results more transparently.
While the standard draws on numerous existing ISO frameworks, its purpose is to make agile output measurable, rather than to prescribe a rigid process. As Jan Willem explains, “It’s a bold attempt to bring together decades of experience and align agile practices with measurable outcomes.”
Bridge the productivity gap with agile vendors
Vendor managers are experts in procurement and contract negotiation, but software projects demand a different mindset. “Buying software isn’t like buying physical assets,” says Jan Willem. “It’s creative work, iterative, and full of uncertainty, which is why you need indicators to understand where you are.”
BonCode’s contribution to NPR 5333 underscores its wider commitment to helping organizations navigate that complexity. The company’s expertise in software quality measurement provides the tools and insights that help bridge the divide, enabling better decision-making and more effective governance across both agile and traditional software projects.
In the words of BonCode CCO, Harm Garvelink: “Our role is to give management the clarity they need to stay in control, regardless of how their projects are structured. That’s what true software quality measurement is about.”
Need fact-based insights into vendor performance? Speak to BonCode for independent, data-driven guidance on project quality and progress.
