In the past six to eight years, the corporate automation IT landscape has changed dramatically. At the same time, the functional priorities of customers in relation to IT solutions have changed, as well as the range of offerings from IT vendors. It is clear that all this also affected the activities of companies developing custom corporate software and digital solutions. Among other things, the criteria for their selection, which the customer is guided by, are changing.
- Criteria for evaluation
The number of nuances in the methods of evaluating the work of a software development service provider is in fact directly proportional to the depth of its involvement in work on projects.
The scenario of providing project teams for the customer’s task is the simplest in terms of evaluation. In this case, much comes down to the main numerical parameters — cost and timing. Evaluation of the correspondence of the tasks being solved to the level of expertise of the employees of the partner company, check here, is also quite transparent.
A scenario involving a developer performing a larger number of functions, including high-level ones, is more complex and involves numerous parameters. The selection criteria, in turn, are not always clearly quantified.
It is also important to understand that digitalization of business is associated with the introduction of a certain culture into the business. As a result, even cross-functional teams that are well-chosen in terms of a set of expertise may not work well. Indeed, the culture of their work is often different, and grinding takes effort.
When choosing a partner, pay attention to the experience that many already have in launching new digital products in the interests of the customer. It would be very good if this launch was carried out from scratch. A digital project has typical difficulties that you need to be able to bypass. The size of the partner company also matters, but primarily because a number of contractors work strictly in a specific niche and are not focused on solving a wide range of tasks. Well, cultural contact between teams, the degree of comfort in working with each other is now also coming to the fore. For the most part, this becomes clear even at the stage of setting the problem.
- Time-to-Market parameter and its meaning
When talking about Time-to-Market, they often cite the explosive growth of new companies or start-ups, which are essentially completely based on IT services. But the potentially achievable growth rates and increased competitiveness of most adult businesses are much more often associated with the formation of certain assets that are not at all related to the IT sphere. To form a service, most often it is necessary to prepare the infrastructure and business process, and only then frame it into an IT application. Without a prepared business base, it is not always advisable to place an excessive stake on the Time-to-Market release of an IT solution.
Of course, you can quickly launch online delivery on the site, but if the company does not have an agreement with logistics companies, and the order picking process has not yet been built, then a quick launch of the IT part of the process will give nothing but reputational risks. Time-to-Market, apart from other business indicators, rather presupposes short-term cooperation with external partners and does not stimulate long-term partnerships. And in a number of situations it is necessary.
- Save the best of what you have accumulated
The movement towards digital transformation is beginning to be associated with attempts to move away from some traditional methodological approaches towards newer, more flexible and adaptable ideologies.
Agile is trendy and convenient. The client can adjust the business requirements as the project progresses. But for any business, quality, timing and budgets are important. These parameters are not always correlated.
The agile approach leads away from them as a couple, since there is always an opportunity to change something, improve it, which delays the project and leads to an increase in the budget. Before blindly working in the Agile methodology, it is worth weighing the time and resources together with the IT contractor, and choosing the right combination of development methodology and KPIs. An IT partner who has done many projects from large federal systems to online stores will rather give guidance on the appropriateness of this or that choice and explain the possible risks.