Posts Tagged ‘remote developers’


A Dedicated Software Development Team or maybe a Dynamic Software Development Team?

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No one these days, especially in software development, is unfamiliar with the agile development methodology. As well clients looking for software development services are very familiar with agile, well at least with the word agile. But they may be unfamiliar with how it affects their projects and how it affects what gets delivered to them and when. What they also may not realize is that there are several agile delivery frameworks, and many variations exist with vendors putting their own spin on a particular framework. In this post I wanted to explore what is considered one of the more advanced agile delivery frameworks, the Dynamic Systems Development Methodology. The dynamic method can also be used for other types of projects, not just software development, but here I wanted to focus on software development projects only.

I picked this methodology to talk about because many companies would like to have a dedicated software development team; i.e. have a specific group of developers who only work on their products and who can get to know the company and its people well. Many start-ups and small and medium sized businesses like to work this way, and for many it can work out great. The Dynamic Systems Methodology is an alternative to a dedicated team, which may be more effective for some companies, especially when the dedicated team size would be small.

To help explain the dynamic systems development methodology, I enlisted the aid of Softjourn’s Head of Software Development, Anatoliy Okhotnikov, asking him several questions about this methodology. The discussion of this methodology will be done over a couple of blog posts, starting out with more details on what it is, some of the benefits for a company if they decide to work with this model, and moving in to the challenges.

1. Explain to us your role and duties and responsibilities within Softjourn?

My position is the Head of Softjourn’s Software Development Department. My responsibilities range from establishing team work processes and providing continued education on such topics as secure web development, to analyzing new projects, and researching and architecting technical solutions.

2. You advocate a dynamic team model for certain types of companies. Can you explain how it works?

The Dynamic team model works in the following way: a vendor does not provide just bodies to companies (the dedicated team model), but rather delivers functionality. For example, instead of having a dedicated team of two persons, a company may have a pool of 5 or 10 programmers available to them, who have some familiarity with their product and deliver by functionality. Functionality development, for a particular client, is not assigned to the same two person team all of the time, but rather it is assigned to a pool of developers and then to individuals in that pool based on skill-set needed to develop particular functionality and based on availability.

Companies looking for software development services, may pick up on a key here which is that more developers in the pool have “some” familiarity with the product and project, rather than just the two persons who may be on a dedicated team. The pool of developers share the knowledge about the project during code reviews and demos, by doing pair programming, by rotating team members, etc.
The plus for a company who agrees to work with a dynamic team is two-fold:

– Less interruption if one developer leaves the team. There will be several other programmers available who are familiar with the system and who can work on the functionality of their products; they won’t be losing all of the knowledge.

– The ongoing development and maintenance of any system can take different technical skills. Within a pool of programmers, there will be varying skill-sets, and it will be easier to put the best skill-set on to the right project to complete specific functionality than could be found in a dedicated team of two persons. Odds are that two persons are more likely to have less experience with different computer languages, frameworks and tools, than a pool of 5 to 10 programmers.

Another implication with this model is a smoother team load. If there is a situation where the team needs to speed up and deliver faster, additional resources can be more easily added than with a static team (he reason being of course that “some” familiarity.) With the dynamic model it is also harder to overload a team member which in theory leads to more job satisfaction. The more satisfaction the developers get from their work, the higher the quality of work they are able to produce. With a fixed team, sometimes people may be overloaded and stressed, they start to make mistakes and the quality drops. On the other hand if they are under loaded, they may get bored, lose interest in the project and the quality will drop as well.

Based on the discussion thus far, it seems there are some benefits for working with a dynamic team versus a dedicated team. However, this model is not without its challenges for companies who agree to work with a dynamic team, nor for the vendors who provide this model. These challenges will be discussed in the next post.

Categories: entrepreneurs, Outsourcing SMB's, Outsourcing Ukraine, Project Management, startups, Virtual Teams |


A Good Thing Made Better

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Have you ever been in a restaurant and ordered a meal you’re really looking forward to enjoying, only to have it delivered to your table with something wrong with it? Perhaps the meat was undercooked, or they forgot to leave off the tomatoes…either way, if you’ve experienced anything similar, you can understand what it’s like to have an outsourcing partner miss the mark.

If only you’d been asked a few questions to clarify what you wanted; if only they’d listened to your vision…you wouldn’t be condemned to grabbing a pizza later because you’re still starved.

The point is — and I’ll expound on this later — communication is huge.

Everyone can agree that outsourcing and globalization are powerful game-changers in today’s business world. Although Thomas Friedman made his case for this with 2005’s “The World Is Flat,” I actually got my first inkling of the possibilities of outsourcing over a decade earlier after reading “Decline and Fall of the American Programmer” by Edward Yourdon. Around that time, I was living in Russia and working with developers in Arkansas, a fifteen hour time difference, so I was already getting a taste of distributed development and how it could work. Later, after working in Ukraine for five years at another company, I started Softjourn in 2001 with a partner in the U.S, who had also worked for years already with software development teams in Israel and in California.

One thing I’ve learned along the way is that communication is both the challenge and solution when it comes to distributed development. Our business model is very much focused on communication and working directly with customers so that they’re heavily involved in the step-by-step process, continually seeing the results of the work. Certainly, we follow an Agile development methodology, which a lot of companies do, but we’re more involved. We don’t do only one month iterations, making it four weeks before showing customers what we’re doing, only to have them say, “This is totally not what we were expecting.” We want them to be heavily involved from day one and seeing results very quickly.

This emphasis on communication extends to our developers as well. A common concern among customers is language. Since most clients speak English (and that’s the business language we mostly use with customers), English language skills are something our multistep screening process takes into account. That said, we also want good people who are technically skilled. To balance these needs, when we bring people into our company, in addition to training them in our processes, we also test their English proficiency. They’re then put into an English level group with classes specific to their needs.

Communication doesn’t just stop at language proficiency. We place a heavy emphasis on how we work with clients, what kinds of questions to ask. That’s because they’re really working more as consultants — when we’re talking with customers, we are not just saying, “OK, tell me what you need to have done.” We’re asking the right questions to make sure that we can help our clients in the best way. That kind of consultative style is something we stress and also try to train and instill in our team.

Ultimately, our approach toward communication is definitely a strong point and something that differentiates us from other companies. And that’s not just me talking — it’s what our customers tell us.

Categories: entrepreneurs, Outsourcing SMB's, Outsourcing Ukraine |